Design Thinking for Innovation (eBook)

Walter Brenner is the managing director of the Institute of Information Management at the University of St.Gallen. He has been working in the area of IT and innovation for more than 30 years. Walter Brenner discovered Design Thinking as an important approach to innovation for the University of St.Gallen and has been collaborating in this field with Stanford for 10 years, now. Falk Uebernickel is assistant professor at the Institute of Information Management at the University of St.Gallen, Switzerland. He started his professional Design Thinking career in 2008 and teaches the Masters Design Thinking course together with Stanford University and is conducting projects and executive lectures at various companies like FIFA, Audi, Clariant, SAP, UBS, Deutsche Bank, RBS, Allianz, Merck, Telecom Austria Group, Swisscom, and ThyssenKrupp

Design Thinking at University of St.Gallen 6
Preface 8
Decision Makers 8
Foreword 10
Contents 18
About the Authors 20
Part I: Introduction from the Editors 28
Design Thinking as Mindset, Process, and Toolbox 29
Introduction 30
Examples of Design Thinking 30
The Nature and Origins of Design Thinking 32
Design Thinking as Mindset 34
Design Thinking as Process 36
Design Thinking as Toolbox 39
The Design Thinking Team 41
Application Areas: Design Thinking in Teaching and Information Systems 42
Design Thinking at the Institute of Information Management at the University of St.Gallen 44
Outlook 45
References 46
Part II: Contributions from Teaching and Research 48
Design Thinking and Corporate Entrepreneurship: An Integration and Avenues for Future Research 49
Introduction 49
Definitions 50
Design Thinking 50
Corporate Entrepreneurship 50
Towards the Four Research Themes 51
Design Thinking and Opportunity Recognition/Creation 52
Design Thinking and Effectuation in Corporate Entrepreneurship 53
Design Thinking and Corporate Entrepreneurship Strategy 55
Entrepreneurial Design Management 57
Concluding Remarks 59
References 59
Measurement of Design Front End: Radical Innovation Approach 64
Introduction 65
Theoretical Background 65
Front-End Process 65
Radical Innovation Process 66
Social Environment 66
Structural Environment 67
Measurement 67
Methodology 69
Case Companies 69
Data Collection and Analysis 69
Results 73
Conclusions 76
References 78
Design Thinking for Revolutionizing Your Business Models 80
The Business Model Navigator: How to Revolutionize Business Models 80
The Power of Design Thinking for Business Models 82
Design Thinking Within Initiation 83
Design Thinking Within Ideation 84
Design Thinking Within Integration and Implementation 86
Summary 88
References 89
Design Thinking in IS Research Projects 90
Introduction 90
Twofold Character of Design Thinking 93
Design Thinking as a Mindset 93
Design Thinking as a Toolset 95
Application of Design Thinking Across Domains 96
Science by Design in IS 98
Bringing Design Thinking to Science 99
Bringing Science to Design Thinking 100
Operationalizing Design Thinking in Design-oriented IS Projects 101
Conclusion 103
References 103
Dynagrams: Enhancing Design Thinking Through Dynamic Diagrams 107
Introduction: The Promise 107
Context: The Premise 108
Approach: The Procedure 109
Results I: The Principles 110
Results II: The Prototypes 113
The Roper Dynagram for Rigorous Client Focus 113
What Is It? 113
How Can the Dynagram Be Applied in the Design Thinking Context? 114
An Example Illustrating the Advantages of the Dynagram 114
The Dynagram Principles in Action 115
Confluence Dynagram for Ambiguity Reduction and Focus Clarification in Prototyping 117
What Is It? 117
How Can the Dynagram Be Applied in the Design Thinking Context? 117
An Example Illustrating the Advantages of the Dynagram 117
The Dynagram Principles in Action 120
Sankey Dynagram as Tracking Device and Reflection Aid 120
What Is It? 120
How Can the Dynagram Be Applied in the Design Thinking Context? 120
An Example Illustrating the Advantages of the Dynagram 121
The Dynagram Principles in Action 122
Dynagrams Resources 122
Conclusion: The Perspectives 122
References 123
What if? Strategy Design for Enacting Enterprise Performance 125
Focus: Enacting Enterprise Performance 125
Approach: Ten Practices of Strategy Design 126
Relating Strategy and Design 126
Practice 01: Projecting 127
Practice 02: Prototyping 128
Practice 03: Evaluating 128
Practice 04: Experimenting 129
Practice 05: Routinizing 129
Practice 06: Mobilizing 130
Practice 07: Realizing 130
Practice 08: Connecting 131
Practice 09: Scaling 131
Practice 10: Curating 132
Conclusion: Exploring Strategy Design Practices 132
References 134
Effectuation: Control the Future with the Entrepreneurial Method 136
What Is Entrepreneurial About an Entrepreneur? 137
Do You Know Successful Entrepreneurs? 137
On the Role of Uncertainty 138
Learn from Experienced Entrepreneurs 140
Principles of Entrepreneurial Action 142
Principle of Future Orientation 142
The Principle of Means Orientation 142
The Principle of Affordable Loss 143
The Principle of Contingencies 144
The Principle of Partnerships 145
From Action Principles to an Entrepreneurial Method 146
The Classical Management Process 146
The Process of Entrepreneurial Activity 147
The Interplay: Entrepreneurial Management 148
References 150
``Making Is Thinking´´: The Design Practice of Crafting Strategy 151
``Making Is Thinking´´: The Design Practice of Crafting Strategy 151
A Cultural Materialist Perspective on Design 152
A Design Perspective on Strategy Work 154
A Design Practice for Strategy Work: Crafting Embodied Metaphors 155
Strategy Work as Design: Making Sense of Post-Acquisition Integration at CellCo 157
Benefits of Strategizing as Design Practice 159
References 160
Context Dependency in Design Research 161
Design Research Beyond Context Independency 161
Scenarios that Exemplify the Meaning of Context Dependency 162
Scenario 1: Kids Crying in the Car 162
Scenario 2: Perceived Heat in the Building 163
Scenario 3: Production-Line Sensing with Smart Equipment and Remote Diagnosis 163
Scenario 4: Heart Attack and Emergency Ride to the Hospital 164
Scenario 5: Flight Connection with Stopover 164
Scenario 6: Field Service at Customer Construction Site 165
Autonomous-Car/ROBOT and Driver-Passenger/HUMAN Experience Has Sharpened our Attention to the Role of Context Dependency 166
Information Exchange, by Far the Most Familiar Interface 166
Emotion Exchange, the Best Predictor of Team Performance 167
Learning Exchange, the Least Understood Interface 167
Implications for Design Science Research 168
Design as an Artifact 168
Problem Relevance 168
Design Evaluation 168
Research Contribution 169
Research Rigor 169
Design as a Search Process 169
Communication of Research 170
References 170
What Is It That Design Thinking and Marketing Management Can Learn from Each Other? 171
Introduction: Common Elements of Design Thinking and Marketing 171
Design Thinking´s Contribution to Marketing Management 172
Empathize: Deepening and Broadening the Perspective 173
Define: Be Inspired and Solution-Based-And Learn to Dance with Ambiguity 175
Ideate: Multi-discipline and Thinking in Alternatives 175
Prototyping: Making Marketing Tangible 176
Test: Accelerating Learning Processes in Marketing 177
Marketing´s Contribution to Design Thinking 179
Necessity of a Social Science Foundation in Market Research and Business Management Segmentation 179
Competitive Orientation as Conditio Sina Qua Non 180
Know the Limits of Testing! 180
Conclusion 181
References 181
Part III: Contributions from Practice 183
Industrial Design Thinking at Siemens Corporate Technology, China 184
i.DT Program at Siemens CT China 185
i.DT Process and Methods 186
Defining for a Holistic Understanding of Project Scope from Stakeholders´ Perspectives 189
Needfinding to Identify Critical and Hidden User Needs 190
Extreme Users 190
Needfinding Conducted by Engineers 192
Brainstorming to Generate Unique Ideas 192
Low-Resolution Prototyping and Testing to Speed Up the Innovation Process and Mitigate Risk 193
i.DT Outcome 195
Learning and Future Plans 196
Supportive Innovation Management and Supportive Ecosystem Are Critical Success Factors of i.DT Innovation Projects 196
Customization of Innovation Programs Is Critical for Industrial Business in China 197
Useful and Unique User-Driven Innovation Methods Are Critical to Cultivate Innovative Thinking and Doing 199
Design Thinking: Process or Culture? 201
Design Thinking as a Step-by-Step Process 202
Characteristics of a Design Thinking Culture 207
Chances and Limits 209
Designing from the Future 210
Introduction 210
Forms of Reasoning in Designing Alternative Realities 214
The Past as a Point of Reference 219
The Present as a Point of Reference 219
The Future as a Point of Reference 221
The Importance of a Future-Oriented Design Process 225
Embedding a Future-Oriented Design Process 226
Sensemaking in Discovery-Driven Design 228
Sensemaking in Creation-Driven Design 231
References 233