Saturday, April 13, 2019

Design Thinking and Innovation

As an organization's maturity about design increased, design moves from a superficial afterthought to competitive advantage. 

Digital is the age of options, it provides the opportunity to think the new way to do things. It forces digital leaders to get really creative on how they could leverage design thinking to architect and implement changes and how they handle the investigation of developing innovative business solutions in a structural way. Design becomes a strategic business driver equal to business and technology. In practice, many legacy businesses come with a legacy mindset, the old way to do things, lack of vision, passion, motivation, and talent to stimulate design thinking and spark innovation. In reality, very few companies can arrive at the top level of design maturity. To digitize businesses and unlock business potential, it's important to leverage design thinking for improving business maturity from functioning to firm to delight.

Design delightful products and services: Good design is much more than decoration. The design is largely considered a byproduct of solid engineering discipline with an artistic touch. It’s about how to leverage design thinking and powerful digital technologies or tools to advance business objectives and develop tailored and intuitive products or services for satisfying varying user groups from functioning to delight. Forward-looking design thinkers and innovators can determine what will be considered aesthetically pleasing tomorrow rather than just today. The structural design innovations most often require design teams to attend to the total system of valued product interactions and related opportunities for creating new design features that enable new business value across the wide-ranges of current and new product interactions. The results achieved by integrating varying new features seamlessly is greater than the sum of the individual parts. Design-driven innovation is teamwork. By collaborating as a cohesive team, new insight crops up all the time through the efficient feedback mechanism to get into better design and make continuous deliveries of delightful products and services to customers with consistent quality.

Design new business models: The fundamental purpose of an organization is to produce 'value' for its customers. Every corporate venture comes with a business model, it’s about how the business makes the profit. The business model is an entire frame of critical elements that describe the intends and constraints of an organization. With emerging digital trends and abundant of information & knowledge, business leaders should leverage design thinking to discover and develop potential business models and pursue growth through the methodical examination of alternative businesses or explore distinct value creation based on the business objectives and nature of an organization. Look at the business model as the “what” the business is all about or what it will do for delighting customers. Business Modeling is structural and can be both created and changed very quickly. Organizational leaders need to leverage design thinking and creativity, ask open-ended questions, methodologically review a list of levers from business model components, develop a list of potential business model options, and implement the best ones based on the business core competencies and maximize the business value it could bring up.

Leverage design thinking for both management innovation and innovation management: Management innovation means how to leverage creative or design thinking to innovate management processes or discipline. Innovation management is about managing innovation as a process to achieve the commercial value of novel ideas. There are multiple components in both management innovation and innovation management such as communication, process, culture, etc, which could be fine-tuned to improve the innovation success rate. The construct of a design-driven innovation game allows the open-mindedness brainstorming. It’s important to create space for open dialogues and design brainstorming, developing a common understanding of innovation effort, creating the necessity and motivation for it, as well as getting the management buy-in. The inning chips represent the actual commitment of people, time, resource, and funding. Innovation is both art and science. The innovation implementation is more science than art. The construct within the game is about bringing the ideas down to earth and anchor it in pragmatics and commitment, taking a structural approach to implementing it step by step. Essentially, it takes "change management in a box" with some assembly required, with the goal to demystify innovation serendipity and achieve innovation blossom.

As an organization's maturity about design increased, design moves from a superficial afterthought (branding a design) to competitive advantage (branding through design). Forward-thinking leaders need to understand how things like design thinking can fundamentally transform organizations, delight customers, build a strong brand, improve the overall organizational maturity and make the societal impact.


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