More than ever, executives seek creativity and innovation from their teams. Their greatest hope that their teams will discover a disruptive breakthrough that can dominate their industries. Their greatest fear is to find themselves on the wrong end of disruption. David Dunne, a foremost expert in the field, explains the advantages of design thinking: advance warning of future disruption, a stream of incremental improvements to existing products and even game-changing innovation. But, he warns, design thinking works only if you understand it well and apply it with patience. Unlike many authors who extol the wonders of design and creativity, Dunne doesn’t cheerlead. He offers a sober assessment, including the common mistakes leaders make and the ongoing difficulty of making true design thinking succeed and endure in organizations. Leaders should embrace this slim volume, including the high-level steps they must take to overcome the common pitfalls that undermine design thinking initiatives.
About the Author
David Dunne worked with Roger Martin and other thought leaders at the Rotman School of Management in Toronto and teaches design thinking at the University of Victoria in British Columbia.
Comment on this summary
2 months agoVery good
12 months agoExamples are nice reminder to rethink design principles at lab.
3 years agoExcellent summary - it makes some key considerations in getting this to work in an organizational setting to achieve a meaningful business impact. And the alternative doesn't bear thinking about. It's so important to avoid the kind of "innovation theatre" that design thinking can give rise to in the place of meaningful and sustained innovation.
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