Unformatted text preview: The first prototype workshop with the hair-care business in London in November 2005 yielded mixed results. "Somehow it didn't quite deliver—people didn't take action; the lessons didn't have staying power," said Tripp. The workshop agenda was redesigned with more emphasis on business. "There was too much academic stuff—philosophy and theory of design. We got rid of all the theory and settled on a completely experiential approach. To effect a major transformation in the way a problem is viewed through design thinking, the team must engage completely," Tripp continues. "Our business people wanted to get on with it. We will always engage when working on a problem in our business; but not necessarily engage when working on theoretical problems. From then on we were very selective to find worthy problems and assemble the right types of stimuli to get to the crux of the matter."...
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- Spring '11
- Rotman School of Management, Tripp, Claudia Kotchka