Defining Concept of Design Thinking
Introduction
The business world is very competitive such that it requires great minds, innovators, go-getters and great achievers who can tap into any given opportunity and make good use of it for success purposes. Success in today's competitive and technologically advanced world requires skills that are up to the task of handling the dynamic trends in the business market. These skills are numerous and vary in different firms and amongst these skills is design thinking (O’Kane, 2014). The business market requires vigilance in taking actions in an event of dissatisfaction and taking a course of action that is geared towards better performance and meeting the needs of customers. With technological advances and innovation everywhere, provision of better services that are more polished and attractive is what customers are looking in the market.
Managers are therefore charged with the responsibility of venturing in innovative ways of providing better services to their customers so as to gain a greater market share and even attract more customers. Designing of products in a manner that they suit the demands of customers is sometimes burdensome and many business firms collapse as a result of this since they came no longer match up to the expectations of customers. The current business market has customers who are well informed and value oriented, commercial businesses have the mandate to design their products innovatively and customer appealing. Entrepreneurs both in the public and private sectors are designing on a daily basis, creating new opportunities and grounds for their businesses (Martin, 2009).
According to Jiang (2014), the concept of design thinking has gained roots in many industries and they are considering it as a tool for leadership in the business world, reasoning being, to be competitive, the designs of their products and products must outweigh that of their contemporaries. Design thinking has become part and parcel of many firms in the 21st Century as it has inculcated the skill of creative thinking and they can be logical in their thinking and reasoning as well as solving problems. This paper will analyse the concept of designing thinking in the business industry through citation of literature work on the said concept thus bringing a better understanding of the concept, what it entails, critiques behind it and finally examples of companies that employed this concept as a strategic tool for business leadership.
Literature on design thinking
The concept of design thinking has been researched on by many researchers over the years and to bring a better context of this concept, reviewing literature from different scholars is deemed necessary for this paper. Design thinking literature can be dated way back in the 1990s before it gained root in 2000s.The business industry requires action with pragmatic knowledge on the nature of business one runs; knowledge further breeds work, and it is through work that knowledge is analysed so as to gauge on the development processes basing on the success that the knowledge inculcated in the business bred. It is through designing that knowledge is applied intensively to realise success in business (Lockwood, 2010). Creativity comes in two different forms which involve finding and making.
Finding involves demonstration of the ability to discover things so as to better performance while making involves creativity and synthesis of the known in new models, refurbishments, outlines, and alignments. Makers can create new things out of the existing ones or new ones thus coming out with a tangible product or decision. It is in light of this that makers and finders are distinguished thus bringing in the nature of design thinking. Design thinkers are more of makers than finders as they grab new avenues given to bring out results, unlike finders who are more focused on making discoveries on phenomenon and situations so as find solutions to their problems (Liedtka and Ogilvie, 2012). Additionally, design thinking can be relayed in two spaces that are interdependent with varying logic and structures. These spaces are the C, which denotes Concept and K, which stands for Knowledge.
Space C contains ideologies on space K that provide the basis for speculations since they are neither true nor false whereas K represents all the knowledge that encompasses a designing process. Thus asserts that design thinking is something that grows out of a concept about the unknown and the ability to make it a reality through knowledge. This is to say that the concept of design thinking encompasses concepts and knowledge that must be applied interchangeably to realise success in any given business (Holloway, 2009). Design thinking, in addition, refers to how creators view and think. It is a process that is iterative and shared as it involves seeing and thinking where designers see what ideas, views and solutions entails, draw connections between the ideas, views and solutions and finally make a final verdict informed by the ideas and views that were generated (Ching, 2014).
Saglam (2014) argues that design thinking revolves around cognitive activities that invoke the mind to discover appropriate measures for improving one's business. It is a process that revolves around creativity. This concept has been inculcated in the business industry as a method for concrete, innovative, problem resolution, and formation of solutions with the intention of improving future results. This is a concept that is solution-centred and enables businesses managers to carry out their activities with set goals in mind. It is a concept that has been implemented in the business industry to help identify and investigate on situations so as to discover parameters that are hidden and make decisions that are directly related to their objectives. The implication is that design thinking is a means of carrying out investigative tasks in an organization so as to find solutions to problems (Walton, 2010).
Design thinking takes on two varied ways of thinking which divergent and convergent thinking whereby the former enables organizations to explore many ways of tackling problems whereas the latter helps in narrowing down these ways to arrive at solutions that are substantial. Through design thinking, organizations are run in convenient environments where solutions both possible and impossible are weighed, and the best resolution made through convergent and divergent thinking. Organizations are not limited to any scope of exploration for avenues and strategies for dealing with their problems and through design thinking, they can make decisions from varied crow's nest (Frisendal, 2012).
Some literature depicts that design thinking is involves seven stages namely definition, research, ideation, prototyping, choosing, implementation, and learning. Within the mentioned steps, framing problems is possible and questions can be asked before the final decision is made. The steps are not sequential and can occur spontaneously and even be repetitive. However, other alternative stages have been introduced to explain the process of design thinking. A five-phase process entails five stages that design thinking undergoes as opposed to the seven steps. These five steps are: (re)definition of the problem, benchmarking phase, ideation, building, and testing. Another way explained in literature is the "Plan-Do-Study-Act" acronym PDSA Cycle. The cycles are illustrated below:
Figure 1: Five cycle process for design thinking
Figure 2: More elaborate five cycle design thinking process
Figure 3: The simple design thinking cycle.
Design thinking varies due to preferences from individual organisations; however its indistinguishable traits are similar in every place where it is in use. It involves creativity, varied thinking, teamwork, empathy, interest, and sanguinity. Four key principles, therefore, govern it:
The human rule which stipulates that all designing activities are ultimately social in nature and the human interest must be given the priority thus designing must be geared towards meeting the needs of customers who are the sole reasoning for their existence.
The abstruseness rule which gives room for ambiguity in thinking so that when a solution is reached, there are varied grounds where data was consolidated through convergent and divergent approach.
The re-design rule where all designs must be refurbished so as to ensure that the final product is economically viable and technologically achievable.
The physicality rule in which ideas must be tangible and give room for communication where customers consent and opinions can be sought for arriving at a solution that is all inclusive.
According to literature, design thinking is believed to provide value for management; however, it is broad in context and debated have thrived to try and explain its real meaning to no avail. It is a powerful tool for innovation in any industry and can be used in an aspect of business to generate ideas concerning management. It is a promoter for innovation and a way of bringing in new things to the world of business. Being a concept that is greatly influential in the business arena, its benefits cannot be ignored; moreover, the concept has gathered critique from various scholars who question its validity and novelty (Stickdom and Schneider, n.d.).
Influences and critique of design thinking
Brand designing being a concept that is highly innovative and used widely around the globe, its effects cannot go unmentioned. This concept has impacted business organizations greatly and companies that have implemented it continue to experience competitive leadership in the business industry as compared to those that have not embraced it. Design thinking gives a new platform for thinking about issues an organization (Petherbridge, 2016). It promotes creativity and innovative ways of promoting change in any organization. This thus helps in establishing strategies that are geared towards development and better performance in the organization. Additionally, the concept helps business organizations to focus on the end user where they gear their efforts towards meeting the demands of its customers. Companies become human-centred and carry out their operations with the aim of their consumers attaining maximum satisfaction and having an experience of a lifetime through their quality and innovative products.
It promotes empathy in an organization and employees are trained to be more responsive to customers and handle them with uttermost professionalism. The concept, in addition, gives a company a competitive advantage of others since through extensive innovation; companies using the concept can creatively produce products that sell better in the market than those of their competitors. Design thinking promotes collective responsibility in a company where managers and employees have an equal chance of contributing equally to the ideas and suggestions about growth and sustainability of their company operations (Meinel and Leifer, 2011). Through these approaches, companies can gather holistic information thus enabling scale higher in the performance index which is every organization's dream.
On the contrary, design thinking has received criticism from many stakeholders who have doubt on its cogency and novelty. Many executive entrepreneurs, activists, antagonists view it as a concept that is headed for derailment in the coming years. Critics believe that the era of the reign of design thinking is over and room should be given to a new framework since the success of design thinking is rating low. Design thinking is viewed as a short-termed strategy that has no future hope for survival. Arguments basing on the concept claim that it is a mere process that is meant for tricking peoples' creativity and cannot produce any change.
Design thinking has lost meaning, and it is viewed as a tool merely meant for aesthetic functions. It is viewed as a mechanism for beautifying products and services thus losing its authentic meaning that was meant creativity through innovation. Its meaning has therefore been misinterpreted for something else that was not part of its core objectives from the word go. Critics argue that the mention of design thinking to business administrators sends them running as opposed to when a design is mentioned as a single word. Design thinking has, therefore, no meaning in the business market and the newcomers who are amateurs and have implemented the concept use it carelessly that it has lost value.
Additionally, it is argued that design thinking has lost touch with innovation. For an organization to grow, creativity is its core business, but that creativity lacks in design thinking as it has become fuzzy, obscure, abstract and messy giving grounds for doubts on its efficiency and measurability. Business owners are concerned over the belief that design thinking can help a company achieve its objectives through innovation whereas the workforce in the company has divided opinions. It, therefore, lacks business elements as innovation in business needs more than propelled prototype of models as the final fallouts. Business modelling and planning is core in any company as it creates a holistic opportunity for innovation as through them strategies for better performance and management are achieved; these, however, are missing out in designing thinking. It is therefore viewed as a system that has failed, and a new innovation approach should set in.
Successful companies through design thinking
EXAMPLE I: CITRIX SYSTEMS ORGANIZATION
This is firm that develops a wide range of software solutions in cloud-computing and enterprise. The company has a history of design thinking as through it has gained significant success in the business industry. Design thinking has helped it create an approach that is user-centred in its sales and gained great success. The company has invested heavily in the concept and today they actively involve their customers in an iterative way where they from them through their feedbacks n their shortcomings, therefore, build on them for better performance. It is evident that the company is currently delivering great experiences to their esteemed customers across all boards. It has managed to train its employees on empathy as opposed to their former ways of handling employee-customer relation. Today, the company boasts of training half of its 9800 workers on consumerisation. Thanks to design thinking, the company has managed to get exposed to a new breed of technology that more intuitive and powerful.
EXAMPLE II: IDEO COMPANY
This is a company known globally for having won global awards in designing. It is a company that has established a human-centred environment in its premises, an approach that is meant to help in growth and innovation of public and private business sectors. Through the implementation of design thinking, it has managed to offer services that are assure shared experiences and chances of gaining new brands and companies for growth. Design thinking enables it to identify the needs of its customers, implement designs that are technologically achievable and viable economically. IDEO uses techniques that revolve around analysis and generative means to help their clients envision their products in the future and the pathway that leads to achieving that vision. Its main strategies through design thinking that have assured success over the years are data picturing, novelty strategy, organizational design, mixed research IP Liberalization and ideal prototyping.
EXAMPLE III: APPLE COMPANY
This is a company whose products are widespread across the globe since they are efficient and user- friendly. This is as a result of design thinking where it has managed to produce innovative products that sell greatly in the market and has made Apple be known as a market disruptor. The best illustration that can be used to appraise the company as the leading market seller is the advent of iPhone, which upon its introduction to the market, the market share of many mobile operators like Samsung, Motorola, and Nokia, etc. was disrupted. This device gained a big market share, and since it was not telephone but data collection and email oriented, it sold out in many parts of the world thanks to design thinking. Additionally, the company has dominated the market through the creation of new markets for its customers. Innovation at Apple is not technological output, but rather the input thus gives it a better platform for idea generation.
Bibliography
Ching, H. (2014). Design Thinking in Classroom: An Experience with Undergrad Students of a Business Course. Business and Management Research, 3(2).
Frisendal, T. (2012).Design thinking business analysis. Berlin: Springer.
Holloway, M. (2009). How tangible is your strategy? How design thinking can turn your strategy into reality. Journal of Business Strategy, 30(2/3), pp.50-56.
Jiang, L. (2014). Green Building Design Thinking under the Humanistic Concept Background.AMM, 638-640, pp.2218-2221.
Liedtka, J., and Ogilvie, T. (2012).Helping Business Managers Discover Their Appetite for Design Thinking.Design Management Review, 23(1), pp.6-13.
Lockwood, T. (2010). Design Thinking in Business: An Interview with Gianfranco Zaccai. Design Management Review, 21(3), pp.16-24.
Martin, R. (2009). The design of business. Boston, Mass.: Harvard Business Press.
Meinel, C., and Leifer, L. (2011). Design thinking. Berlin: Springer.
O'Kane, B. (2014). Advancing the Concept Development Process With Systems Thinking. Computer-Aided Design and Applications, 11(sup1), pp.S44-S53.
O'Kane, B. (2014). Advancing the Concept Development Process With Systems Thinking. Computer-Aided Design and Applications, 11(sup1), pp.S44-S53.
Petherbridge, D. (2016). Between thinking and action: Arendt on conscience and civil disobedience. Philosophy & Social Criticism.
Sağlam, H. (2014). Re-thinking the Concept of “Ornament” in Architectural Design.Procedia - Social and Behavioral Sciences, 122, pp.126-133.
Stickdorn, M., and Schneider, J. (n.d.).THIS IS SERVICE DESIGN THINKING. N.P
Walton, T. (2010).Insights on Business and Design Thinking.Design Management Review, 21(3), pp.3-3.
Ward, A., Runcie, E., and Morris, L. (2009). Embedding innovation: design thinking for small enterprises. Journal of Business Strategy, 30(2/3), pp.78-84.
Appendix
This work has given a comprehensive method of understanding the underlying factors in the concept of design making. The literature review has brought a new enlightening on the position of design thinking in the business industry. It is a tool geared towards better performance through innovative means of operations. The cited examples of companies that have succeeded through the implementation of design thinking that is Citrix Systems Organization, Apple Company, and IDEO Company are proofs that indeed this concept is functional and highly innovative.
The following written works also helped me in launching deeper into the concept of design thinking bring much deeper understanding and appreciation of this concept as a tool for strategic leadership in the business industry. The books highlighted various aspects that revolve around design thinking; they have explicit information on the process of design thinking and what it entails for a company to implement this concept. The benefits f design thinking is clearly brought out in the books and a section of the world’s view on design thinking where several critiques on the concept are given out. The following books guided me throughout this writing:
Meinel, C., and Leifer, L. (2011). Design thinking. Berlin: Springer.
Walton, T. (2010). Insights on Business and Design Thinking. Design Management Review, 21(3), pp.3-3.
Ward, A., Runcie, E., and Morris, L. (2009). Embedding innovation: design thinking for small enterprises. Journal of Business Strategy, 30(2/3), pp.78-84.
