Design thinking for innovation: Practices and intermediate outcomes

2022 ◽  
Author(s):  
Kristina Jaskyte ◽  
Jeanne Liedtka
Keyword(s):  
Design Thinking ◽  
Intermediate Outcomes ◽  
Innovation Practices

scholarly journals New Public Institutional Forms and Social Innovation in Urban Governance: Insights from the “Mayor’s Office of New Urban Mechanics” (MONUM) in Boston

2019 ◽  
Vol 12 (1) ◽  
pp. 23 ◽  
Author(s):  
Carmelina Bevilacqua ◽  
Yapeng Ou ◽  
Pasquale Pizzimenti ◽  
Guglielmo Minervino
Keyword(s):  
Public Sector ◽  
Social Inclusion ◽  
Urban Governance ◽  
Design Thinking ◽  
Social Innovation ◽  
Current Debate ◽  
New Public ◽  
Eu Policies ◽  
Organizational Pattern ◽  
Innovation Practices

This paper investigates how public sector institutions change their form and approach to achieve a socially innovative urban governance. The “Mayor’s Office of New Urban Mechanics” (MONUM) in Boston, Massachusetts (USA) proves a representative case of innovation in the public sector. As a new type of government agency, it is essentially an open innovation lab dedicated to innovative evidence-based policymaking. Following a new dynamic organizational pattern in urban governance, MONUM is conducive to project-oriented social innovation practices and horizontal multi-sectoral collaboration among the three societal sectors: public, private, and civil. Its results suggest that first, the peculiarity of MONUM lies in its hybrid and boundary-blurring nature. Second, new institutional forms that experiment with urban governance can rely on multi-sectoral collaboration. Third, MONUM has experimented with a systemic approach to social innovation following the “design thinking theory.” The MONUM case can contribute to the current debate in Europe on the need to harmonize EU policies for an effective social inclusion by promoting the application of the place-sensitive approach.

The decade of innovation: from benchmarking to execution

2020 ◽  
Vol 42 (1) ◽  
pp. 23-31 ◽  
Author(s):  
C. Brooke Dobni ◽  
Mark Klassen
Keyword(s):  
Survey Data ◽  
Design Thinking ◽  
Measurement Scale ◽  
Content Type ◽  
Global Innovation ◽  
Fortune 1000 ◽  
Original Insight ◽  
Innovation Practices ◽  
Innovative Culture ◽  
Idea Management

Purpose This article aims to highlight the results of a Global Innovation Survey from 407 organizations representing 33 countries. This was the third of three surveys conducted by the researchers since 2011. Ten key insights were formulated to gauge the progress of innovation in organizations as well as the practice and success of nine innovation methods (data analytics, design thinking, innovation metrics, etc.) used to support innovation execution. Design/methodology/approach The survey data was bifurcated into two groups, high and low innovators, by analyzing their innovation scores using a K-means cluster analysis. This was followed by correlational analysis with the innovation practices by these groups. Qualitative survey data was also collected and used to interpret the results. Findings Overall innovation scores have improved over the decade. Organizations are still struggling with process drivers such as idea management and innovation measures. High innovators are pervasively using innovative methods to advance innovation execution much more than low innovators. The two methods that showed the highest correlation to an innovative culture were design thinking and open innovation. Originality/value Comparing the Global Innovation Survey to two other surveys, 2011 Canadian Executives (n = 605) and 2013 US Fortune 1000 (n = 1,203) that use the same innovation measurement scale, provides a unique longitudinal perspective. The nine innovation methods investigated in the Global Innovation Survey provide original insight into how high and low innovative organizations are using methods to advance innovation execution.

Design innovation practices in a global supply chain

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Nikolina DRAGICEVIC
Keyword(s):  
Hong Kong ◽  
Supply Chain ◽  
Cultural Context ◽  
Business Models ◽  
Design Thinking ◽  
Support Service ◽  
Global Supply Chain ◽  
Design Practices ◽  
Design Innovation ◽  
Innovation Practices

Whereas the contribution of design thinking has already been appreciated both in academic literature and practice in the West, there have been little serious and comprehensive studies focusing on Hong Kong and China. This case study paper, therefore, reports about the design innovation practice in Fung Group, a Hong Kong-based company whose core businesses operate across the global supply chain for consumer goods including sourcing, logistics, distribution and retailing. The analysis (1) identifies and describes design practices that the company initiated to support service innovation (including new products, processes and business models) (2) identifies challenges in adopting and institutionalising such practices. The results show that the company supports both externally and internally oriented design practices – and loosens the boundary between the two – through the activities in the Fung Academy and a new innovation hub, Explorium, with a particular focus on utilising digital technologies. Specifically, the study demonstrates how the company empowers and involves a variety of stakeholders (individuals, groups, and organisations) in value co-creating practices involving absorptive, collaborative, and adaptive practices that aim to challenge or disrupt current practices. The study uncovers that some of the major challenges in such aspirations lie in the adaptation of design thinking organising logic and mindset to specifics of the Chinese socio-cultural context.

“No Idea is a Bad Idea”: Exploring the Nature of Design Thinking Alignment in an Australian Sport Organization

2020 ◽  
pp. 1-14
Author(s):  
Greg Joachim ◽  
Nico Schulenkorf ◽  
Katie Schlenker ◽  
Stephen Frawley ◽  
Adam Cohen
Keyword(s):  
Design Thinking ◽  
Sport Management ◽  
Unmet Needs ◽  
Management Practice ◽  
Innovation Management ◽  
Sport Organizations ◽  
Non Profit ◽  
Sport Organization ◽  
Innovation Practices ◽  
Qualitative Exploration

As research into sport innovation management continues to evolve, the innovation efforts of both for- and non-profit sport organizations are increasingly revealed to be focused on best serving the sport user. Design thinking—a human-centered approach to innovation—may hold promise for sport organizations attempting to identify and deliver on the unmet needs of their users. As such, we undertook a qualitative exploration of the innovation practices of a commercial sport organization, attempting to balance hybrid for- and non-profit service goals. Alignment with design thinking themes was discovered in the organization’s practice, as were performative components of design thinking practice. Our findings suggest that design thinking is suitable—and indeed desirable—for adoption into sport management practice, particularly as a means of enhancing innovation efforts, designing holistic sport experiences, and/or overcoming competing institutional demands.

Developing a Visceral Market Learning Capability for New Product Development

2012 ◽  
Vol 54 (2) ◽  
pp. 199-220 ◽  
Author(s):  
Deborah L. Roberts ◽  
Roger Palmer
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Design Thinking ◽  
New Product ◽  
Learning Mechanisms ◽  
Learning Capability ◽  
Research Perspective ◽  
Innovation Practices ◽  
Market Learning ◽  
New Product Innovation

As customer needs become more sophisticated, often requiring new elements of psychological satisfaction, this poses the question of how innovation practices can be developed from the rational and mechanistic to take more account of the psychological, social and cultural needs of customers that are captured within successful products. This paper discusses the concept of visceralisation - the ‘gut feel’ and instinct associated with the tacit dimensions of managerial intuition - and develops a model of a visceral market learning capability. This concept draws on related ideas of design thinking and design attitude to improve innovation outcomes. While visceralisation has been discussed from both the consumer and research perspective, little progress has been made in applying the concept for market research and new product innovation purposes. The research methodology utilises an interactive, collaborative approach involving practitioners to assist in the development of the model and an understanding of the visceralisation process. This is further informed by two case studies that support this emerging concept. This paper helps to characterise the concept of visceralisation, and the market and organisational learning mechanisms needed to develop visceral insight, and provides suggestions for market researchers and managers involved in new product development. While further development is required, the paper provides a framework, process and guidelines for the application of this technique in different contexts.

Design Thinking as a Tool for the Analysis of Project Risks

2019 ◽  
Vol 16 (6) ◽  
pp. 60-77
Author(s):  
E. V. Vasilieva ◽  
T. V. Gaibova
Keyword(s):  
Risk Management ◽  
Risk Analysis ◽  
Design Thinking ◽  
Management Tools ◽  
Project Risk ◽  
Team Members ◽  
Investment Projects ◽  
Risk Management Process ◽  
Project Objectives ◽  
Project Risk Analysis

This paper describes the method of project risk analysis based on design thinking and explores the possibility of its application for industrial investment projects. Traditional and suggested approaches to project risk management have been compared. Several risk analysis artifacts have been added to the standard list of artifacts. An iterative procedure for the formation of risk analysis artifacts has been developed, with the purpose of integrating the risk management process into strategic and prompt decision-making during project management. A list of tools at each stage of design thinking for risk management within the framework of real investment projects has been proposed. The suggested technology helps to determine project objectives and content and adapt them in regards to possible; as well as to implement measures aimed at reducing these risks, to increase productivity of the existing risk assessment and risk management tools, to organize effective cooperation between project team members, and to promote accumulation of knowledge about the project during its development and implementation.The authors declare no conflict of interest.

Keynote

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Jeanne LIEDTKA
Keyword(s):  
Organizational Performance ◽  
Design Thinking ◽  
Social Systems ◽  
Field Research ◽  
Higher Order ◽  
Lens Design ◽  
Social Sector ◽  
Extensive Field ◽  
Innovative Solutions ◽  
The Impact

The value delivered by design thinking is almost always seen to be improvements in the creativity and usefulness of the solutions produced. This paper takes a broader view of the potential power of design thinking, highlighting its role as a social technology for enhancing the productivity of conversations for change across difference. Examined through this lens, design thinking can be observed to aid diverse sets of stakeholders’ abilities to work together to both produce higher order, more innovative solutions and to implement them more successfully. In this way, it acts as a facilitator of the processes of collectives, by enhancing their ability to learn, align and change together. This paper draws on both the author’s extensive field research on the use of design thinking in social sector organizations, as well as on the literature of complex social systems, to discuss implications for both practitioners and scholars interested in assessing the impact of design thinking on organizational performance.

Development of JIT patient-specific implants

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Leanne SOBEL ◽  
Katrina SKELLERN ◽  
Kat PEREIRA
Keyword(s):  
Design Thinking ◽  
Technology Development ◽  
Complex Problem ◽  
Project Team ◽  
Healthcare Sector ◽  
Strategy Development ◽  
Patient Specific ◽  
Critical System ◽  
Patient Specific Implants ◽  
Human Centred Design

Design thinking and human-centred design is often discussed and utilised by teams and organisations seeking to develop more optimal, effective or innovative solutions for better customer outcomes. In the healthcare sector the opportunity presented by the practice of human-centred design and design thinking in the pursuit of better patient outcomes is a natural alignment. However, healthcare challenges often involve complex problem sets, many stakeholders, large systems and actors that resist change. High-levels of investment and risk aversion results in the status quo of traditional technology-led processes and analytical decision-making dominating product and strategy development. In this case study we present the opportunities, challenges and benefits that including a design-led approach in developing complex healthcare technology can bring. Drawing on interviews with participants and reflections from the project team, we explore and articulate the key learning from using a design-led approach. In particular we discuss how design-led practices that place patients at the heart of technology development facilitated the project team in aligning key stakeholders, unearthing critical system considerations, and identifying product and sector-wide opportunities.

Designing a business unit and creating the first ever responsive kitchen

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Paolo FESTA ◽  
Tommaso CORA ◽  
Lucilla FAZIO
Keyword(s):  
Value Creation ◽  
Product Innovation ◽  
Research Laboratory ◽  
Direct Relationship ◽  
Multidisciplinary Approach ◽  
Design Thinking ◽  
Business Unit ◽  
Qualitative And Quantitative Analysis ◽  
Qualitative And Quantitative ◽  
The Relationship

Is it possible to transform stone into a technological and innovative device? The meeting with one of the main stone transformers in Europe produced the intention of a disruptive operation that could affect the strategy of the whole company. A contagious singularity. By intertwining LEAN methodologies and the human-centric approach of design thinking, we mapped the value creation in the company activating a dialogue with the workers and the management, listening to people, asking for ambitions, discovering problems and the potential of production. This qualitative and quantitative analysis conducted with a multidisciplinary approach by designers, architects and marketing strategists allowed us to define a new method. We used it to design a platform that could let all the players express their potential to the maximum. This is how the group's research laboratory was born, with the aim of promoting the relationship between humans and stone through product innovation. With this goal, we coordinated the new team, developing technologies that would allow creating a more direct relationship between man and surface, making the stone reactive. The result was the first responsive kitchen ever.

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