Design Thinking for Strategic Innovation: What They Can't Teach You at Business or Design School

Design Thinking for Strategic Innovation: What They Can't Teach You at Business or Design School

Author: Visit Amazon's Idris Mootee Page | Language: English | ISBN: 1118620127 | Format: PDF

Design Thinking for Strategic Innovation: What They Can't Teach You at Business or Design School Description

From the Back Cover

BUSINESS AS USUAL IS DONE FOR.

As technological innovation has accelerated, people, communities, and organizations have become more connected than ever before. We talk more, share more, and expect more. This disruption has changed the way consumers do business. We watch iPads—not TV. We don't believe the hype. We shop online—not in stores.

We don't want to eat junk ingredients. We want what we want when we want it—and at the price we want it.

In this environment, the traditional ways of running a business just won't work anymore.

Enter design thinking.

Design Thinking for Strategic Innovation explains how design thinking can bring about creative solutions to solve complex business problems. Through real life examples, it shows how design thinking has been applied across different industries and contexts. An essential guide for any business seeking to use design as a problem-solving tool, Design Thinking for Strategic Innovation offers a methodology to transform companies and cultures.

YOU'LL LEARN:

• How to apply design thinking to your long-range planning
• Why every future business leader needs to be a good design thinker
• The 10 design thinking principles that redefine business management
• Design thinking framework tailored to the eight key challenges that businesses face
• How to create a design thinking culture within your company

Hiring design thinkers is not enough. Discover how to build design thinking into your organization's DNA. Revolutionize your approach to solving your business's greatest challenges with the power of Design Thinking for Strategic Innovation.

About the Author

IDRIS MOOTEE is the CEO of Idea Couture, a global innovation rm with ofces in San Francisco, Shanghai, Toronto, London, Dubai, and Mexico City. He has worked with clients such as Amex, Burberry, BMW, Boeing, Cisco, De Beers, Kraft, Nike, Samsung, and Pepsi. A leading expert on applied design thinking, Idris speaks on strategic innovation, developing strategic foresight, and business model design through the application of design thinking. He is also the author of 60-Minute Brand Strategist, also published by Wiley.

• Product Details
• Table of Contents
• Reviews

• Hardcover: 224 pages
• Publisher: Wiley; 1 edition (August 12, 2013)
• Language: English
• ISBN-10: 1118620127
• ISBN-13: 978-1118620120
• Product Dimensions: 8.4 x 8.1 x 0.7 inches
• Shipping Weight: 1.5 pounds (View shipping rates and policies)

Design Thinking for Strategic Innovation explores the application of design thinking principles to re-energize and evolve the practice of business strategy. This is a good book that offers some provocative ideas and re-grounds standard strategy terms in a the new digital-media rich world. Traditional strategists will enjoy the book as it takes a different look at the idea of strategy and how it applies in a dynamic world. Design thinking personnel will find it provides a bridge to more traditional business - although this is by no means a rosetta stone.

The book is a good example of the blending of traditional business writing, with imagery and design. The book is more of a media unit featuring photographs taken by the author to illustrate and engage in new ways of thinking. Textually, the book is sparse with the text taking a back seat to the images. That will be off putting to some used to reading 300 page texts, but I suggest that you engage this book more than you read and extract from it.

The book covers familiar ground about the changing nature of business, trust, the need to be better -- not just faster or cheaper and how design thinking applies to this. The book is organized into 5 'scenes' ala sections with mini-chapters in between. The best 'scene' is Scene 04 - Introducing the Design Thinking MBA. This section compares and contrasts the design thinking approach around the following business challenges:

Growth
Predictability
Change
Maintaining Relevance
Extreme Competition
Standardization
Creative Culture
Strategy and Organizations

Hard core students of strategy will find the treatment of these topics semi-suprficial, but they will miss the point.

First of all, this is among the most brilliantly designed books I have read in recent years in terms of its organizational structure and production values as well as the quality of its illustrations. The content is rock-solid and the aesthetics of its presentation are world-class. I offer my heartiest congratulations to Idris Mootee and his colleagues, with special credit to Sarah Chung as well as to STUDIO O+A for the use of several photographs and to the creative and editorial talents at John S. Wiley & Sons.

* * *

According to Mootee, "For most practitioners, the idea of design as a way of thinking can be traced back to Herbert Simon and his 1969 book, The Sciences of the Artificial [and] his distinction between critical thinking as an analytic process of 'breaking down' ideas and a design-centric mode of thinking as a process of 'building up' ideas as foundational to the practice. So, too, is his definition of [begin italics] design [end italics] as 'the transformation of existing conditions into preferred ones.'...Design thinking is the search for a magical balance between business and art, structure and chaos, intuition and logic, concept and execution, playfulness and formality, and control and empowerment."

I commend Mootee on his skillful use of various reader-friendly devices such as "Thinking Points" sections that are inserted strategically throughout the narrative, as are dozens of CAPPED boldface observations, including relevant quotations from various sources such as Alain de Botton, Peter F. Drucker, Buckminster Fuller, Mahatma Gandhi, Roger Martin, Lily Tomlin, Alvin Toffler, F.M. Young, and Gang Yu. He also makes effective use of checklists when recommending a sequence of action steps of highlighting cluster points.

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