Abstract
Design thinking (DT) is considered a “human-centered” or “user-needs” process that leads to business innovation. Promising practices of DT application in real life have gained popularity in business, such as IBM’s the loop, IDEO’s 3I model, Design Council’s double diamond model, and Stanford’s d.school model. However, many existing studies have targeted DT models in a small group setting, such as a startup environment or a small group in an educational institution. The primary purpose of this paper was to investigate how large corporate environments that have multiple departments with a waterfall culture define and apply DT in real use. The first part of this paper introduces the most popular DT models used in the industry and some insights into their use in the field; the second part examines the experiences of 20 professionals who have experience with DT in the large organizational environment through in-depth interviews. As a result, this paper offers three major insights regarding the use of DT in the field. The third part of this study suggests an appropriate enterprise DT model for large corporations based on the problem-solving activities already undertaken by employees. This study is important as the first step toward understanding DT implementation in large corporations.
Highlights
Design thinking (DT) is an innovative process that shapes today’s new businesses [1].DT offers a “human-centered” approach to innovation [2] that calls for the deeper understanding of human needs, the diverse framing of the question, and, as a result, more creative and effective solutions for the stakeholders
It seems like a relatively new concept, Johansson-Skoldberg, Woodilla and Centinkaya [18] stated in their article “Design thinking: Past, present, and possible future” that the history of DT began in the 1960s
Through follow-up questions, we found that these interviewees were not sure how to define DT methods because they were, ironically, too familiar with them
Summary
Design thinking (DT) is an innovative process that shapes today’s new businesses [1].DT offers a “human-centered” approach to innovation [2] that calls for the deeper understanding of human needs, the diverse framing of the question, and, as a result, more creative and effective solutions for the stakeholders. As DT further integrates emotional aspects into design, the resultant products align more with user needs [4] Such focus on the users is what differentiates DT from the dominant mode of problem solving, referred to as “scientific thinking” or “analytical thinking” [5]. DT is a process by which individuals and teams can understand users’ needs in order to create valuable product/service outcomes [23]. It seems like a relatively new concept, Johansson-Skoldberg, Woodilla and Centinkaya [18] stated in their article “Design thinking: Past, present, and possible future” that the history of DT began in the 1960s.
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