Design Thinking for Strategic Innovation (text)
By Idris Mootee
Wiley Press, ISBN 978-1-118-62012-0
or
Here is the free full PDF of Design Thinking for Strategic Innovation: https://www.aitskadapa.ac.in/e-books/CSE/DESIGN%20THINKING/Design%20Thinking%20for%20Strategic%20Innovation_%20What%20They%20Can_t%20Teach%20You%20at%20Business%20or%20Design%20School%20(%20PDFDrive%20).pdf.
READ SCENE 01: THERES NO MORE BUSINESS AS USUAL
Respond to each of the following 3 questions by writing a 1–2 page paper.
- What is a crisis of Trust and Credibility? How does this effect Design Thinking?
- What is the Butterfly Effect?
- What is the relationship between Design Thinking and Strategic Innovation?
Sustainable growth can only be made possible when we synthesize concepts including natural capital, creative capital, and social capital and when all are integrated into the balance sheet. This vision of a design thinking organization is founded on the mutually reinforcing and integrated principles of efficiency, equity, and reciprocity. It is the habits of mind and strategy that often prevent today’s dominant firms from reinvention.
For most practitioners, the idea of design as a
way of thinking can be traced backed to Herbert
Simon and his 1969 book, The Sciences of the
Artificial. An American political scientist, economist,
sociologist, psychologist, and professor at
Carnegie Mellon University, his distinction between
critical thinking as an analytic process of “breaking
down” ideas and a design-centric mode of thinking
as a process of “building up” ideas is foundational
to the practice. So, too, is his definition of design
as “the transformation of existing conditions into
preferred ones.”
We are all more connected than we know.
Whether it’s business or any other systems-level
organizational challenge, design thinking helps
us appreciate and make sense of the complex
connections between people, places, objects,
events, and ideas. This is the most powerful driver
of innovation. It’s what guides long-range strategic
planning. It’s what shapes business decisions that
have to be based on future opportunities rather
than past events. It’s what sparks the imagination.
And it’s what reveals true value.
If you think strategic planning powers strategic
innovation, you’re living in the old world. Design
thinking powers strategic innovation. It can be
used to begin at the beginning of an idea or
used to unlock hidden value in existing products,
services, technologies, and assets—thereby
reinvigorating a business without necessarily
reinventing it. A disciplined process that can result
in significant economic value creation, meaningful
differentiation, and improved customer experience,
design thinking is by nature unorthodox. But it also
holds the core capabilities behind innovation.
Sometimes we make our worst decisions
when we’re in the middle of a crisis. By
acting reactively rather than proactively
or defensively rather than offensively,
we rely on how we have managed issues
in the past—usually by isolating one or
more discrete factors as the cause of the
crisis and then attacking them. Whether
it’s applied in a tactical or strategic
fashion, design thinking can help us get
out of the crisis mode by considering
challenges from a systems level.
So,
what is Design Thinking?
Design thinking is the search for a magical balance between business
and art, structure and chaos, intuition and logic, concept and execution, playfulness and formality, and control and empowerment.
Design thinking is not an experiment; it empowers and encourages us to
experiment.