1. Entrepreneurship and Design Thinking
MBA elective module HWR Berlin - June and July 2017
Entrepreneurship and Design Thinking
6. Design Thinking part 1
© Robert Jones 2017

2. Objectives / questions:
What is Design Thinking?
How can it help us?

3. What is Design Thinking?
The term ‘design thinking’ is quite ambiguous, and is often a source of misunderstandings
(see, e.g., Johansson-Sköldberg, Woodilla & Çetinkaya, 2013).
Many academic publications on DT rely on popular descriptions of the concept provided by its main proponents (IDEO, Rotman, d.school at Stanford University) and in some cases the authors do not define it at all.
Lisa Carlgren, Ingo Rauth, Maria Elmquist (2016)

4. A history of Design Thinking

6. Tim Brown’s mind map

8. Design Thinking
Design Thinking (DT) is a human-centered approach to innovation.
DT is regarded as a system of overlapping spaces:
Viability
Desirability
Feasibility .

11. Tim Brown’s principles
Focus on people
Build to think
Prototype fast
Start movements not just sell stories
Enable participation
Cultivate collaboration in your own organization and between organizations
Ask the right questions
Think about it in a holistic way

12. Design Thinking compared with orthodox strategy
Design Thinking is very different from our systems-view of strategy formulation !
How does this Design Thinking approach fit with our MBA learning?
Recall your strategy / strategic management module.
How does the orthodox strategy framework look?

13. Orthodox Strategy Making
Analysis – external environment,
strategic capabilities (resources,
assets, knowledge)
and expectations of stakeholders
2. Decision making
Generate options
and select the
best option at your business level
Your decision must
fit with the corporate level
and international
Strategies.
Your decision must be
in line with the corporate
development plan
3. Implementation
(Allocation of resources)
Now you involve
your employees.
This is a major
part of managerial
decision making
Exhibit 1.3
Based on Johnson, Scholes & Whittington (2005)
Exploring Corporate Strategy, 7th Edition, Pearson Education

14. Orthodox Strategy Making
Exhibit 1.3
Based on Johnson, Scholes & Whittington (2005)
Exploring Corporate Strategy, 7th Edition, Pearson Education

15. Figure 2.6 Left brain/right brain influences on creativity
Source: Adapted from MS-Encarta, Microsoft Corporation

16. Divergent thinking Convergent thinking
Create new choices
Choose best option
Think in an integrated way

18. Design Thinking
You don’t have to be a designer to benefit from using “design thinking.”
It involves creating options and then making choices.
It depends upon observing how people actually use products.
It means “doing more with less.”
It develops through three stages:
inspiration you identify an opportunity;
ideation you conceive general solutions;
implementation
This mode of thinking shifts among four mental states:
divergent and convergent thinking
analysis and synthesis.
Drawing, prototyping and storytelling all accelerate innovation.
Companies need a “human-centered” design approach to navigate the blurring of
lines between product and service, producer and consumer.
Contemporary innovation should focus on designing the user’s emotional experience.
A designer now must take the needs of the entire world, including the environment, into account.

20. A set of principles collectively known as design thinking:
empathy with users
a discipline of prototyping
tolerance for failure
is the best tool we have for creating those kinds of interactions and developing a responsive, flexible organizational culture
Kolko, Jon (2015) Design Thinking Comes of Age
Harvard Business Review, September 2015

21. Organizations that “get” design, use emotional language (words that concern desires, aspirations, engagement, and experience) to describe products and users.
Team members discuss the emotional resonance of a value proposition as much as they discuss utility and product requirements

23. MIT Media Lab – “Deploy or Die”
Sometimes quoted as demo or die
Joi Ito: Want to innovate? Become a "now-ist"
“bottom up, democratic, chaotic”

24. Tim Smit’s “people-centred” approach
Tim Smit at the IoD Institute of Directors

25. https://ideacouture.com/

26. What is Design Thinking?

28. Organizational Resilience
Professor David Denyer
Cranfield School of Management

29. Organizational Resilience
Professor David Denyer
Cranfield School of Management
Idriss Moottee

30. https://cambridgemba. files. wordpress

31. Design Thinking stages
The d.school at Stanford University (2010)
Design Thinking stages
empathize data collection based on, for example, ethnographic studies,
define data synthesis to gain a refined problem understanding,
ideate suggest ideas for solving the problem,
prototype develop tangible and experienceable representations of the ideas
test with potential users
School for Design Thinking at the Hasso Plattner Institute in Potsdam, Germany (Stanford's sister school), the initial phase breaks empathize down into
understand and
observe

36. Design Thinking stages

38. Outcomes – what have we learned?