Walking the Walk: Putting Design at the Heart of Business

Gardien, Paul; Gilsing, Ferdy

doi:10.1111/drev.12202

Cited by 5 publications

(5 citation statements)

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“…Visualization is an interest trait of design. It could effectively express manager's intention of the decision, allow the internal stakeholders of the decision to discuss and test it and even make the external stakeholders participate in a more convenient way (Gardien and Gilsing, 2013). For this reason, design is the visualization of strategic intention (Seidel, 2000).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Design thinking is ambidextrous

Zheng

2018

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Purpose The purpose of this paper is to address the theoretical gap between design thinking (DT) and management. DT is a strategic concept in the current business world whereas the discussion of it is still insufficient. Ambidexterity could be a promising concept to explain the benefits of DT in the realm of management and strategy. Design/methodology/approach This paper conducts a thorough literature review and theoretical analysis, and offers propositions that engage the outcome of DT and the ambidextrous learning and innovation. Findings The author suggests the connection between DT and ambidexterity. By thoroughly discussing the effect of the traits of DT on ambidexterity, the author proposes that DT can facilitate ambidextrous learning, and ambidextrous learning could mediate the relationships between DT and ambidextrous innovation. Research limitations/implications This paper offers a preliminary ground for the operationalization of it. Besides, ambidexterity could provide a lens to discuss DT with other strategic concept. Furthermore, the discussion extends understanding of the pursuit of individual ambidexterity. Practical implications This paper provides a clearer reason for managers to adopt DT. Furthermore, it might facilitate the management education in management schools to incorporate DT as a section topic, and subsequently propagate education of DT in management schools. Originality/value The paper offers a theoretical platform for the study of DT in the field of management and strategy, which was rare before. The integration of DT and ambidexterity offers a decision support to the managers. Furthermore, it serves as a new approach to obtain ambidexterity in organization, which addresses the call of the research on the micro-foundations of management.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Design thinking is ambidextrous

Zheng

2018

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“…Problem framing describes the widening of the initial problem space by questioning the first assumptions through a variety of techniques (Brown & Wyatt, 2010; Lindberg, Gumienny, Jobst, & Meinel, 2010; Liedtka, 2014b; Carlgren et al, 2016). Prototyping refers to visualization of concepts and ideas throughout the process in order to facilitate the discussion about ideas among team members and with end users (Pape, Rossow, & Storvoll, 2008; Cooper et al, 2009; Gardien & Gilsing, 2013; Carlgren et al, 2016). Iteration describes the trial‐and‐error approach to developing new ideas frequently practiced by designers (Hassi & Laakso, 2011; Carlgren et al, 2016).…”

Section: Theoretical Foundationmentioning

confidence: 99%

Living up to the expectations: The effect of design thinking on project success

et al. 2020

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Both academics and practitioners have paid increased attention to design thinking over the past years. Yet, there is still little empirical evidence about its effectiveness for achieving success in innovation projects. Based on the existing design thinking literature, we conceptualize the common themes underlying design thinking to describe the application level of design thinking practices in projects. Then, we elaborate on the performance relevance of design thinking. Besides a direct impact on project performance, we draw on organizational behaviour literature and argue psychological empowerment to be a core mechanism through which design thinking affects project performance. We test our hypotheses with 160 students participating in 62 innovation projects for companies. We find the effect of the application level of design thinking practices on project performance to be fully mediated by psychological empowerment. Our study contributes to the literature by providing empirical support for the performance relevance of design thinking and the underlying mechanism. Furthermore, we shift the perspective on design thinking from being an approach to solve complex or wicked problems to an approach facilitating motivation and empowerment.

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“…Generally, this research focuses on understanding the capacity of an organization to integrate design into innovation processes rather than identifying opportunities to carry out innovation within the existing boundaries of a firm. Tools such as the Danish Design Ladder (Danish Design Centre, ), Design Function Maturity Grid (Gardien and Gilsing, ), and Innovation Capability Maturity Model (Essmann and Du Preez, ) all offer normative stages through which design occurs in most organizations, ranging from nondesign to design as strategy. While these frameworks highlight that a transition from nondesign to design as strategy is important for achieving design‐led innovation, they are often vague in their descriptions and fail to offer best practices that adequately describe the development of design practice within an organization (Backes and Wolff, ).…”

Section: How Can Design Contribute To Assessing Innovation Readiness?mentioning

confidence: 99%

A Rapid Design‐Led Approach to Innovation Readiness: Advantages and Challenges

Gribbin

Spencer

Bailey

2018

Design Management Journal

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The purpose of this article is to report on an ongoing suite of research that aims to develop a design‐led approach to help small and medium‐sized enterprises (SMEs) understand their innovation readiness. At present, a number of tools are available to organizations when carrying out an audit to determine their innovation readiness; however, none of these methodologies have been connected to the practice of design‐led innovation. This article begins to address this gap by presenting a review of a 12‐hour intervention carried out in collaboration with a fund‐management organization located in northeast England as part of a European Union–funded research and innovation program, Creative Fuse. The article utilizes a qualitative approach guided by case study principles, semi‐structured interviews, and action research to reflect on the proposed design‐led approach to assessing innovation readiness. Advantages and challenges to the approach are considered with the intention of developing a practical approach to assessing innovation readiness within SMEs, which builds on design principles in order to rapidly outline the opportunities and potential barriers facing organizations when it comes to identifying areas for future innovation.

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Walking the Walk: Putting Design at the Heart of Business

Abstract: A perennial question: How can a firm's design function best communicate its value?

Cited by 5 publications

References 0 publications

Design thinking is ambidextrous

Design thinking is ambidextrous

Living up to the expectations: The effect of design thinking on project success

A Rapid Design‐Led Approach to Innovation Readiness: Advantages and Challenges

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