Design Thinking for Strategic Innovation, Essay Example

Introduction

The implication of design thinking as a vital strategic tool for business leadership is a methodology that is applicable to designers as they strive to sort solutions to complex problems with ultimate goal of identifying the most favorable solutions to suit the needs of their clients. Design thinking is based on the application of logic, intuition, systematic reasoning as well as imaginations i n exploration possibilities that suit certain situations followed by the creation of the most suitable outcomes that are beneficial to the ultimate consumer. A design mindset focuses on arriving at a solution rather than the problem and it is also action oriented. This works through the application of analysis together with imagination (Martin, 2009).

Design entails the acts that have results of initiating a new thing that is desired for existence. It also involves proactive stance with potentials of resolving or dissolving any problematic scenario with the use of design. Appropriate application of design thinking in the context of a strategy or an innovation leads to dramatic improvements in the success rates in any innovation (Mootee, 2013).

The confidence attributed to traditional approaches of conducting business in majority of organization has been dramatically eroded and their position has been taken up by design thinking. This paper posits to present a workable framework in design thinking with relevance to contemporary business management, design strategies as well as marketing. The knowledge gained in this paper is a good toolkit to facilitate application of concepts that are applicable on daily routine at work and offers a lucid explanation of the functionality of design thinking in creative problem solution and solving complex problems facing a business.

Design thinking is a vital strategy that is applicable in innovations. Effective application of design principles in the context of strategy as well as innovation leads to the enhancement of the success achievable in the organization. Design thinking plays a central role in effective development of strategy as well as organizational change. The concept is applicable to processes in the organization, products, physical locations and services among others that require optimization for the sake of human interaction. The way to lead, innovate, manage or create can all be designed (Martin. 2009).

Design thinking is an important catalyst in innovation which involves a discipline that is manageable. Innovation as a practice that entails creation of new products, client experience as well as services can be approached with the use of a set of rigorous as well as practical approaches, tools as well as frameworks.

Design thinking in this respect shall involve a careful consideration of framework applicable in creativity and innovation. The first stage in this respect involves definition of the looming challenge. Design thinking in this respect shall involve development of a set of sturdy questions that highlights a potential opportunities as well as frame the innovation. At this stage, it is important to apply appropriate data gathering techniques. Qualitative research can be applicable in this scenario involving such tools as observation as well as storytelling as complements to traditional approaches of collecting data. Other important tools in this respect are such as journey mapping together with value chain analysis (Martin, 2009).

The next issue involves reframing and clarification of the challenge. This involves a reflection of patterns, themes as well as the larger relationships existing between information. Existing assumptions should be challenged to allow for the illumination of potential opportunities that are hidden within the organization. This is then followed by application of artful reflection. The design thinker must be able to cultivate intuition leading to the development of aesthetic means of knowledge. This leads to the winning of the elegant solution in the marketplace.

Visualization is also an important component of design thinking, in which case visual thinking skills are developed to facilitate decoding of images and visual communication of ideas. Visual literacy surpasses any language barriers and leads to the activation of senses. Applicable tools in this scenario include mind mapping, sketching as well as painting.

Ideate is also a significant component in design thinking that involves learning of six tools of idea generation that promote changes in perception. This allows an individual to move away from the traditional mindset and engender innovation ideas such as connecting dots, SCAMPER, Metaphorical thinking as well as Edison’s invention techniques (Bernstein & Deamer, 2010).

Evaluation is another important consideration in design thinking that involves a careful identification of appropriate criteria for ideas evaluation. The difference of between criticizing of an idea and critiquing the idea should be highlighted and a feedback that promotes creativity should be preferred against the one that crushes the same.

Creation of a visual as well as a tangible representation of the idea is also important part of design thinking, otherwise known as photocopying. This idea is then presented to stakeholders who are supposed to give a feedback. Feasibility along with adoption checklist should be created that facilitates getting participants onboard. Alternative futures must be critically explored considering both internal as well as external customers.

Design thinking should also encompass assessment that is based on the feedback gathered from the prototype. Outcomes must be assessed leading to the refinement of the project. Any relevant information is gathered by the use of feedback questions. Implementation of the idea involves creation of action plan which is then subjected to iteration involving assessments of results, modifications as well as improvements.

Design thinking as strategic tool in business leadership

Majority of organizations suffered blows attributed to economic failures in their systems and collapsing of traditional approaches to management. This blow has necessitated for identification and adoption of design thinking as a management therapy to the current situation. For these organizations, design thinking is the only available attractive method of solving the problems to address the ambiguous, volatile, complex and uncertain situations facing their enterprises. Design thinking is associated with a revitalized, rejuvenated as well as refreshed approach to business leadership and management.

Design thinking is associated with value but its integration needs a review of important questions. Is the company at the right stage of reinventing design? Is it in order for a new organization to redesign design? Design thinkers are not merely thinkers but also craftsmen. Integration of design thinking in to the practices of a business involves the use of distinctive capabilities (Martin, 2009). Design thinkers must make use of a toolkit comprising of mapping of needs, observation techniques, scanning of opportunities as well as rapid photocopying. These are the vital tools that make it possible for the design thinkers to identify existing problems thus facilitating an effective and creative solution to the problems. The process of design thinking is associated with responsibilities of shaping the future of the business.

Design thinking is usually codified in language and communication is imperative and this makes it distinct from the rest of disciplines as well as cultures. Common and familiar mediums, artifacts, modes and traits are commonly used in the expression of design thinking. The artifacts applicable in this context include mapping, prototyping, dramatization, making of models as well as sketching all of which are responsible for assigning meaning to the process of design thinking.

The perception of design should be that one of culture and not merely what is done by designers and marketers or the manner in which work is generally organized. Design thinking takes in to account the effects that it causes in a number of other fields. It is important to appreciate the fact that design thinking has been a subject of popularization and it has been taken as a “cure-all”. To some extent, the principle of design thinking has been exploited instead of being used in a proper manner. Considering a metacognitive perspective of looking at design thinking, it serves as a wrapper, a network as well as an umbrella of a variety of thoughts (Bernstein & Deamer, 2010).

Design thinking makes an important component of a bigger cultural phenomenon which has materialized and continues to be a state of evolution. Applied design thinking in solving the problems of a business involves the incorporation of mental techniques, models, processes as well as tools derived from humanities, engineering, design, social sciences as well as economics that facilitate in the identification, definition as well as addressing of the challenges facing a business. These are evident in the areas of strategic planning, corporate social responsibility, innovation as well as product development. The perfect integration of design thinking in the operations of the organization results to an extremely productive dynamic between the traditional approaches to business management and the design approaches that basically compliment and also enhance each other in a symbiotic manner.

Application of design thinking to the process of solving problems facing a business empowers the user and the organization towards an enhanced understanding of the existing competitive as well as operational environment. Design thinking also enhances an understanding of the behaviors of people, their beliefs as well as values. It also accounts for the driving forces together with the key influencers that are involved in business, the available tactical as well as strategic options along with the systematic issues that are allied therein which may not be clearly defined. The process of design thinking empowers the business owners in the identification of available strategic options that further facilitates in the making of better and informed decisions that may be engulfed in extreme ambiguities (Bernstein & Deamer, 2010).

Decision thinking is one of the multidisciplinary approaches that when increasingly adopted in the process of solving business problems enables the management in the organization to fill commonly overlooked and critical knowledge gaps as well as information deficiencies. While working in combination, organization leaders are capable of establishing comprehensive competitive bodies involving actionable knowledge together with insights that facilitates a human-centric future that is also future oriented.

The use of design thinking however does not attempt to diminish or entirely discount the value associated with conventional and analytical business approaches during the process of solving business problems. Instead, its role is to leverage to most suitable qualities inherent in business as well as design thinking and establishment of more sensitive and sturdy analytical tool set that increases the learning experience to make a valid, practical and meaningful process of business leadership (Marsh, Larsen & Hacker, 2010).

Integration of design thinking techniques in the management of a business is also associated with favorable effects to the culture of the organization. New behaviors are revealed and introduced and posses some challenges to individuals in the organization to engage in communication and adopt new ways of learning while at the same time empowering them. This is achievable through adopting important tools, culture as well as techniques that initiate a different pattern of thinking.

The structure of the organization, the hierarchies of reporting as well as the processes are perceived to be hard management. In such a system, application of design thinking serves the purpose of filling the role of a soft system of management which is also a social bonding, sensibility as well as creativity that puts together all the components of the organization. The techniques together with the principles associated with design thinking have their foundation as well as distribution amongst the design community and the subject area cannot necessarily be found in text books. Design thinking has attracted wide recognition although it has not been comprehensively understood even by the people who have already subscribed to the principles and the qualities associated with design thinking (Lawson, 2006).

Adoption of design thinking reduces risks in the organization by great magnitudes while developing innovative goods and services. Numerous benefits are associated with learning from past failures. any failures in technology, customer risks and marketing is properly taken care of by the application of design thinking. At no particular stage in the processes of business has failure been encouraged and this can be ascertained by applying design thinking in risk mitigation

Works cited

Mootee, I., Design Thinking for Strategic Innovation: What They Can’t Teach You at Business or Design School  1 edition. Wiley, 2013.

Bernstein, P. & Deamer, P., Building (in) the Future: Recasting Labor in Architecture: Princeton Architectural Pr., 2010.

Lawson, B. How Designers Think: The Design Process Demystified: Architectural press. 2006.

Martin, R.L. The Design of Business: Why Design Thinking Is the Next Competitive Advantage. Harvard Business School Press, 2009.

Marsh, R., Larsen, V. G. and Hacker, J. “Towards a New Paradigm: Design Strategies for Architecture, Energy and Climate Change using Danish Office Buildings as a Case Study”. Nordisk Arkitekturforskning, 22(1/2), 32-46 2010.