It’s no silver bullet but through critique the concept will only get stronger.
“Faced by growing competition and nimbler start-ups, many organizations are struggling. They suffer from a crisis of innovation. Unable to differentiate their brands, their products and their services in a digitally disruptive world, organizations’ future success depends on better managing and responding to change. Their very existence hinges on their ability to continuously and rapidly innovate. In order to do so successfully, they must place people at the heart of everything they do. They must harness the power of design. Business leaders once distinguished business strategy from customer experience but, today, that mindset is changing: business strategy has become experience strategy.”
Olof Schybergson and Shelley Evenson ~ Huffington Post ★ courtesy of @marcovanhout
After Apple with its focus on the design of artifacts, the next posterchild of design will be IBM with its focus on design in business contexts.
“IBM’s aggressive and zealous design-minded approach can help promote a more nuanced definition of design’s purview. Just by the scale of its presence in 170 countries, IBM can re-contextualize roles and careers for the design profession around the world. Expanding design’s influence beyond finessing shapes, beautifying screen interfaces, and tidying up presentations, IBM’s trained employees can demonstrate how design thinking can improve and humanize solutions for the world’s most urgent matters, from detecting cancer and fighting the Zika virus to providing drone operators with real-time weather data.”
Anne Quito /anne-quito | @annequito ~ Quartz ★
We still don’t what hit us designers.
“Computers can search through immense solution spaces for the ideal design; we might someday talk about ‘discovering a design’ through the joint efforts of human and computer neurons, rather than ‘creating a design’.”
Jon Bruner /brunerjon | @JonBruner ~ O’Reilly Radar ★
Design as a team sport. Getting rid of the genius designer myth.
“Hire for the right roles. Some people believe that founders are the only ones who can create company culture. It’s true that founders are usually responsible for creating the original values. Consider how Larry Page and Sergey Brin from Google defined the way they wanted their first dozen employees to feel at work. In fact many of the best-loved parts of the culture started before Google had 50 employees. But as a company grows, there are still opportunities for cultural recalibration. Here are seven roles of people who help define, harness, reflect, and embody culture at IDEO. Think of them as the new faces of organizational culture.”
Mollie West ~ AIGA ★
Thomas Kuhn and design in business and society.
“Corporate cultures’ prevailing attitudes towards design have begun to shift. Financial companies and management consultancies now have design teams, and include “design” in their service portfolios. Large corporations are bolstering their in-house design capabilities, and appointing designers to executive roles. Venture capitalist firms and startups increasingly recognize the value of including designers in the early stages of business development. Even global organizations and international foundations now list design on their agendas. A paradigm shift is taking place in the field of design. This study examines some of the latest corporate investments in design, and reflects on what this phenomenon means for the wider field of design. The focus of this study is on the key trend indicators that are defining the current landscape of design, and its changing role in business and society.”
Gjoko Muratovski a.k.a. /gjokomuratovski ~ She Ji ★
Let’s re-frame the relation between theory and practice. It’s not at all anymore about mind and hands.
“Increasingly, researchers engage with design as a means of inquiry to understand and theorize about real-world situations in a nuanced and generative manner. Doing so involves negotiating a tension between two opposing objectives. On the one hand, design is inherently concerned with addressing the problem through shaping a unique and particular solution. On the other, theorizing is increasingly desired as an outcome of a design inquiry. Or, in other words, a design inquiry needs to formulate findings that are transferable across various situations and are generative of new designs. How do design researchers negotiate the dialectic between theorizing and designing in practice?”
Naveen Bagalkot and Tomas Sokoler ~ ACM Interactions Mar/Apr 2016 ★
Design thinking, the scientific method of our century. Design doing?
“Change is fun. Change is hard. Between those truths, there yawns a large gap that poses a challenge for would-be change makers. Yet by integrating two widely influential practices – design thinking and adaptive leadership – social innovators can manage transformative projects in a way that’s both creatively confident and relentlessly realistic.”
Maya Bernstein and Marty Linsky ~ Stanford Social Innovation Review Winter 2016 (courtesy of @jimkalbach) ★
The big boys from the 20th century have many ideas about Design.
“It’s the greatest time to be a designer. Learn to talk the language of business and the language of technology, but lets not forget where we come from. Convergence is happening faster than we can imagine right now, and there is no better time to be a designer.”
Thomas Lockwood a.k.a. /thomaslockwood | @ThomsLockwood ~ FastCo.design ★
It’s still too early to decide on the success, but something is definitely happening at Big Blue.
“IBM, like many established companies, is confronting the relentless advance of digital technology. For these companies, the question is: Can you grow in the new businesses faster than your older, lucrative businesses decline?”
Steve Lohrn ~ NYTimes ★
Wasn’t design thinking the scientific method of the 21st century? Still a long way to go.
“There’s a shift under way in large organizations, one that puts design much closer to the center of the enterprise. But the shift isn’t about aesthetics. It’s about applying the principles of design to the way people work.”
(Jon Kolko a.k.a. @jkolko ~ Harvard Business Review) ★