2006 this aspect complements the management process

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2006). This aspect complements the management process, which often looks at people as customers and not human beings. It clearly identifies that managers could learn
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a lot more from the open-minded approach of designers and designers can gain by learning how managers manage resources and how they not only execute business but also help it grow. It was evident to us that a cross between management perspectives and a designer s way of thinking was the right blend of left-brain and right- brain thinking required by the intellectual capital of tomorrow. As business and management become more complex in the face of competition, it is the design field that can hide this complexity from the user/customer because, for them, complexity is not a necessarily a virtue. Whereas much management is based on number crunching and analytical methods of decision making, design brings the power of visualization and communication through prototypes that aid in the decision- making process. It can also be supplemented by the story-telling approach of design, to give a complete overview of the system (Utterback et al. 2006). De sign Thinking in Manageme nt Re sonating Thoughts from the Industry and Academia A management school serves as a bridge between industry s human resource needs in the future and the aspirations of the youth who want to join the companies to serve in different managerial positions. It has to provide the best match between the two by grooming the latter in various functions of management, using the corporate network to give regular inputs on the type of skills the young people would require in their careers as future managers. These thoughts resonate with some industry leaders as well. Kishore Biyani, the CEO of Future Group, a retail giant in India, spoke about bringing a tectonic shift in 116 New Educational Perspectives for Designers and Managers the very thought process and culture of the organization as the retail business is poised for a big leap. He wanted his managers to be able to think like designers, to be creative and to identify the pain points of the customers in his retail store from a very human perspective (Biyani 2007). Professor Dr Jagdeesh Sheth, Charles H. Kelistadt Professor of Marketing at Emory University, in one of his lectures, introduced a global perspective on design management and pointed out how the concept of design to us should mean creating a distinctly Indian solution to many of the problems which India is faced with. Similar thoughts were echoed by other companies2 from different sectors, forcing us to re-examine the entire MBA curriculum from the perspective of the designer. Among those schools that now promote the concept of design thinking in management, Stanford D-school offers a module on design thinking to all MBA students in the inspiring atmosphere of their school. The M lardalen3 University in Sweden has a well established Idea-lab as a part of its Design, Engineering and Innovation Department,
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