Design Thinking Thinking like a designer can transform the way you develop

Design thinking thinking like a designer can

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Design Thinking Thinking like a designer can transform the way you develop products, services, processes and even strategy (Brown 2008). This citation from Tim Brown (CEO of IDEO) shows the close linkage between design and strategic management. The success and acceptance of IDEO is proof that design thinking has entered the business world. The basis of design thinking can also be found in Herbert Simon s understanding of design as science of the artificial . This science of the artificial is, above all, driven by reflective practitioners because they bring with them the awareness of the problems involved and the experience needed to formulate the relevant questions. To formulate the right questions is a key to innovation in a confusing situation like today with complex markets. It is important to realize that design thinking alone is not sufficient, but when mixed with solid business thinking, it can produce a combustible mixture (Merholz, 2009). 150 New Educationa l Pers pectives for Designers and Managers Business of Design There are many studies showing the positive effect of integrating design into the business strategy for the economic success of companies (Design Council 2008) but also for national economies (Moultrie and Livesey 2009). Exemplary findings of the British Design Council for the Design in Britain 2008 are: 23 per cent of businesses thought design had become a lot more important over �� the last three years in enabling the firm to achieve its business objectives; 30 per cent said it was a little more important and only 5 per cent �� considered it less important; more than half (52 per cent) of firms agreed or agreed strongly that design �� is integral to the country s future economic performance 16 per cent disagreed or disagreed strongly; 59 per cent of firms agreed or agreed strongly that there was a clearly �� positive link between investment in design and profitability 13 per cent disagreed or disagreed strongly; over a twelve-month period 34 per cent of firms had seen design expenditure �� grow moderately or rapidly whereas only 5 per cent had seen it decrease; over half (54 per cent) of firms believe design will help them stay �� competitive during the economic downturn. See Design Council (2008) for more details. A recent study in Germany conducted by the German Design Council, the German Brands Association and the corporate communications agency Scholz&Friends
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came to similar results with respect to the importance of design for corporate success in Germany (Scholz&Friends 2010). Design and Operational Strategy Design Thinking If a company wants to have a full integration of design within its strategy it is not enough just to formulate a business strategy based on design thinking. This strategy should be implemented by as many staff members as possible. That is what makes a design-driven enterprise. So besides the benefit of design thinking for the formulation
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