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A HARD PROBLEM REQUIRING A CREATIVE SOLUTION The Design Thinking initiative was the brainchild of Vice-President for Design Claudia Kotchka , who got the task from Lafley, to "get design into the DNA of the company" when she took on her position seven years ago. In a process-laden place like P&G, this is no easy task, especially because there is no way that design could take hold if perceived as tangential to P&G's existing set of operating models. Kotchka drew together the "deans of design thinking": Roger Martin, dean of the Rotman School of Management at the University of Toronto; David Kelley, founder of Stanford's D.School; and Patrick Whitney, dean of the Institute of Design at Illinois Institute of Technology. "How do we teach people what design thinking is and how to use it in a way that it could scale across a company with 130,000 employees? How could we engage more functions within the organization?" says Kotchka. "If we could get this right, then the prospect of fulfilling A.G. Lafley's vision had hope."
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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 deliverpeople 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 stuffphilosophy 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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