Design thinking’s pledge is that everyone is able to learn certain creative skills and that companies can train to be innovative. Carl Bass, CEO of Autodesk, disagrees: “Not everybody can be a Michael Jordan.”
Design thinking and design research inform strategic decision-making on many levels. This is an example of how AirBnB’s Insights team uses data to address current user experience challenges on the platform.
Many authors and practitioners see design thinking as an attempt to change a company’s culture. But in every firm the initial situation that design thinking encounters is different. Siemens’ approach “industrial Design Thinking in China” (i.DT) is an example of the crucial role of cultural challenges – and of how flexible design thinking needs to be.
Design thinking has often-times been described as an empathic approach. Leonards and Rayports classic “Empathic Design” is a close relative of this thought: How might we find out what people themselves do not know? At GE Healthcare empathy was needed to understand how children experience CT, X-Ray and MRI scanning procedures.
Derdack was looking for ways to address their users’ needs in a more structured and systemic way. They had no idea that starting their first design thinking project would not only change their customer’s “wake up experience” but also their corporate culture as a whole.