Jeanne Liedtka and Tim Ogilvie educate readers in one of the hottest trends in business: "design thinking," or the ability to turn abstract ideas into practical applications for maximal business growth. Liedtka and Ogilvie cover the mind-set, techniques, and vocabulary of design thinking, unpack the mysterious connection between design and growth, and teach managers in a straightforward way how to exploit design's exciting potential. Exemplified by Apple and the success of its elegant products and cultivated by high-profile design firms such as IDEO, design thinking unlocks creative right-brain capabilities to solve a range of problems. This approach has become a necessary component of successful business practice, helping managers turn abstract concepts into everyday tools that grow business while minimizing risk.
Designing for Growth
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This intelligent how-to follow-up to the first wave of popular design books will serve as a useful guide to going through a design project from start to finish. The best designers seem to have an almost magical gift for finding creative solutions to problems we didn't even know existed. This book teaches how to capture that magic and turn it into a problem-solving process that can create a better future for your customers and yourself. -- Daniel H. Pink, author of Drive and A Whole New Mind Designing for Growth is for leaders who wish their organizations could grow faster but don't know how to do things differently. It translates what might seem an unexplainable 'creative' process into an accessible language and set of tools. There is no substitute for seeing and touching a tangible example of innovation -- and then discovering if people will buy it! -- Lauri Kien Kotcher, chief marketing officer, Godiva Chocolatier This book is a magic hat for managers. Reach inside and pull out value creation and inspiration for a process that used to be reserved for magicians of design and white rabbits. -- Scott Williams, Founder & CEO, Hitchcock Partners One trait that sets leaders apart is their ability to turn vision into ideas and ideas into action. This utterly refreshing book zeroes in on the iterative dance between ideas and action--sometimes called design thinking--using simple language and clear examples. If you feel like you've been stuck in your left-brain or not utilizing your creative edge to full capacity, consider this book your roadmap to creative nirvana! -- Brendon Burchard, founder, Experts Academy, and author of Life's Golden Ticket: An Inspirational Novel Designing for Growth is a well-crafted fusion of an inspired point of view and a coherent framework for understanding how practitioners can more effectively step up the innovation intensity for service and product development. It does so with an engaging voice and a light touch, rich in practical anecdotes and guidelines, yet avoids the drudgery of an academic methodology, by design. -- R. Lemuel Lasher, CSC, president, Global Business Solutions Group (GBS), and chief innovation officer It's time to demystify design and safely place design thinking alongside other tools used by successful practicing managers. As the authors so rightly conclude, 'Find a leader of innovation... and he or she has likely been practicing design thinking all along.' Add the stories and tools found in Designing for Growth (a very compelling read) to your leadership kit to insure innovation and organization renewal become part of your leadership portfolio. -- Stanley S. Gryskiewicz, founder and board chair, Association for Managers of Innovation, and senior fellow, Center for Creative Leadership This book slices through the design thinking fog to provide practical ways to use design methods to generate value for your organization. -- Ryan Armbruster, vice president of innovation, UnitedHealth Group The most powerful message in this book is its underlying premise: that business is ultimately a social activity performed by humans. With that framework, the authors build a compelling case for user empathy to improve ROI, and they deliver the tools to get you started. -- Greg Littleton, COO, Smart Design Jeanne Liedtka and Tim Ogilvie wonderfully illuminate the kind of thinking that twenty-first-century organizations need to solve problems, innovate, and grow. And they give managers a wealth of hands-on tips and tools they can put to work right away. Penetrating insight, practical applications--a terrific combination. -- David Wickenden, executive vice president and senior partner, Fleishman-Hillard This isn't a book of answers. It is a book of questions, of how to choose the best ones, and how to get customers and partners to answer them. That's the crux of design thinking. The simple organizing framework--What is? What if? What wows? What works?--is my new mantra for innovation and growth. -- Mark Stein, managing director, Kaiser Associates, and author of Successful Onboarding: Strategies to Unlock Hidden Value Within Your Organization This is an eye-opening book that will reveal the action-based approach to design thinking, the series of inaccurate assumptions made in most business thinking, and how to become better at recognizing around opportunities that exist within not only our core business, but other avenues as well.800-CEO-Read 800-CEO-Read 6/23/11 [This] book is rich with information on each tool, taking you through the elements clearly and crisply. If design thinking intrigues you, this would be a good place to start. -- Harvey Schachter Globe & Mail 9/7/11 Anyone wishing to get up to speed on design thinking by actually test-driving the methodology on their own will find great value in this tutorial-in-a-book -- Matthew May AMEX OPEN Forum 6/28/11
Über den Autor
Jeanne Liedtka is a professor at the Darden Graduate School of Business Administration, University of Virginia. Formerly the executive director of its Batten Institute, a foundation established to develop thought leadership in the fields of entrepreneurship and corporate innovation, she has also served as chief learning officer for the United Technologies Corporation (UTC) and as associate dean of the MBA program at Darden. Tim Ogilvie is CEO of Peer Insight, an innovation strategy consultancy, where he has pioneered contributions to the emerging disciplines of service innovation, customer experience design, and business model exploration. His clients include AARP, Bank of America, Diebold, GE, Hallmark, Hewlett-Packard, Procter & Gamble, Starwood Hotels, and The Hartford.
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Von W. Wagner
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Die nachfolgende Besprechung dieses Titels ist eine Kopie meiner Kritik in der aktuellen Ausgabe der online-Zeitschrift "360 degree" der Business Transformation Academy, einer Einrichtung des Softwareunternehmens SAP. Daraus erklären sich Stil und Form der Rezension.
"On the scale of hype for management methods, design thinking (DT) has now established a firm footing. Having soared to dizzy heights as a panacea for the promotion of creative thinking, this is by no means taken for granted. After all, much of what takes to the skies labeled as an eagle often returns to the firm ground of company practice as a simple chicken.
Jeanne Liedtka and Tim Ogilvie have produced a publication worthy of recommendation on how to handle this exotic species of feathered creature appropriately. Their book "Designing for Growth",which appeared in June 2011,is aimed at managers of all levels who make the decisions about adopting this approach.In a nutshell, the authors have made a magnificent case for the use of design thinking in business practices. Their book is an elegantly formulated special-interest publication produced in an unusual format. With its skillfully integrated stories, anecdotes, and llustrations, it is an absolute pleasure to read. Using equal measures of gravitas and irony, the first few pages provide information about the nature of design thinking. The majority of the book then comprises detailed descriptions of a Liedtka/Ogilvie variant of design thinking that has been reduced to four phases,augmented by a selection of ten tools oriented to practical application. From every line it is evident that the two authors possess extensive first-hand experience of implementing DT. All the tools originated from and proved themselves in project work and can be adopted by the reader with no
need for any major changes.
So why do particularly managers benefit from reading this book? After all, methods,tools, and techniques are a manager's bread and butter. This offering, however, is surprisingly different. Managers are conditioned to implement a desired result in a measurable way, and for clear targets
that can be easily described,this works quite well. It is more difficult though when it comes to something really new as the search for the totally unprecedented overexerts the repertoire of the trained MBA mind. When entering "terra incognita", designers search for different data in a different
way. They begin by looking for human requirements instead of filling out Excel templates. Alternative scenarios depicting the future situation
are more important to them than benchmarks of currently known competitors. And building and using prototypes before making a decision is certainly more important than using SWOT analyses to compare theoretical strategies on PowerPoint charts.
For the organic growth of a company and its innovative strength, design thinking can be what TQM became for quality management. Anyone who is prepared to substitute imaginary eagles for butterflies (a seemingly playful approach), bees (extensive data collections of a somewhat different kind), and falcons (robustly built nests... sorry, prototypes) will get from Jeanne Liedtka and Tim Ogilvie a great deal of tangible material presented in a light-hearted manner."
"On the scale of hype for management methods, design thinking (DT) has now established a firm footing. Having soared to dizzy heights as a panacea for the promotion of creative thinking, this is by no means taken for granted. After all, much of what takes to the skies labeled as an eagle often returns to the firm ground of company practice as a simple chicken.
Jeanne Liedtka and Tim Ogilvie have produced a publication worthy of recommendation on how to handle this exotic species of feathered creature appropriately. Their book "Designing for Growth",which appeared in June 2011,is aimed at managers of all levels who make the decisions about adopting this approach.In a nutshell, the authors have made a magnificent case for the use of design thinking in business practices. Their book is an elegantly formulated special-interest publication produced in an unusual format. With its skillfully integrated stories, anecdotes, and llustrations, it is an absolute pleasure to read. Using equal measures of gravitas and irony, the first few pages provide information about the nature of design thinking. The majority of the book then comprises detailed descriptions of a Liedtka/Ogilvie variant of design thinking that has been reduced to four phases,augmented by a selection of ten tools oriented to practical application. From every line it is evident that the two authors possess extensive first-hand experience of implementing DT. All the tools originated from and proved themselves in project work and can be adopted by the reader with no
need for any major changes.
So why do particularly managers benefit from reading this book? After all, methods,tools, and techniques are a manager's bread and butter. This offering, however, is surprisingly different. Managers are conditioned to implement a desired result in a measurable way, and for clear targets
that can be easily described,this works quite well. It is more difficult though when it comes to something really new as the search for the totally unprecedented overexerts the repertoire of the trained MBA mind. When entering "terra incognita", designers search for different data in a different
way. They begin by looking for human requirements instead of filling out Excel templates. Alternative scenarios depicting the future situation
are more important to them than benchmarks of currently known competitors. And building and using prototypes before making a decision is certainly more important than using SWOT analyses to compare theoretical strategies on PowerPoint charts.
For the organic growth of a company and its innovative strength, design thinking can be what TQM became for quality management. Anyone who is prepared to substitute imaginary eagles for butterflies (a seemingly playful approach), bees (extensive data collections of a somewhat different kind), and falcons (robustly built nests... sorry, prototypes) will get from Jeanne Liedtka and Tim Ogilvie a great deal of tangible material presented in a light-hearted manner."
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Tools to Find the Design Thinker in All of Us
12. Juli 2011
Von Rachel Brozenske
- Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
There has been a veritable onslaught of strategy and business 'design' literature published in the past few years. Most of it is interesting but falls into one of two traps: either it's too theoretical to put into action, or it's directed to a choir of the design-familiar and leaves everyone else behind. Liedtka and Ogilvie break the mold with their new book, providing a framework and a tool kit to help almost anyone with interest and motivation explore the power of design thinking.
It starts with a relatively simple point. Most of the time, most of the world sees the design process as messy and unpredictable and nonlinear and twisted and terribly inefficient. In many organizations, that's why design is often considered a black box so impenetrable that it's outsourced to marketers, product developers, and, well, designers. Liedtka and Ogilvie take the mess and unbundle it all into a four-phase, 10-step framework that starts to look more like a process that individuals and organizations can learn and replicate.
While the steps are somewhat familiar, the recommended approaches in each phase sound reasonable but are more challenging for most people to put into practice. (Try explaining to a typical business planner that you're going to generate new business offerings based on research you conduct with a dozen or so customers, and you'll see what I mean.) Lucky for all of us, Designing for Growth provides concrete tools and step-by-step instructions and plenty of real-life examples for each step of the journey so that there's sufficient structure to help the reader navigate the discomfort of trying something new.
I've been fortunate enough to collaborate with Liedtka and she's fond of saying that she's not a designer, and that if she and her faculty colleagues can make good use of the Designing for Growth tools then anyone can. Having watched her in action, I'd say she's more of a designer than she'd like to admit, though perhaps not in a traditional sense. Because for me -- and as illustrated throughout Designing for Growth -- being a designer isn't about being artistic or clever or even all that creative. Being a designer is about approaching a complex problem with curiosity and empathy and patience and then having the discipline to explore many possible answers before selecting a path forward. This book helps bring out that design thinker in each of us.
It starts with a relatively simple point. Most of the time, most of the world sees the design process as messy and unpredictable and nonlinear and twisted and terribly inefficient. In many organizations, that's why design is often considered a black box so impenetrable that it's outsourced to marketers, product developers, and, well, designers. Liedtka and Ogilvie take the mess and unbundle it all into a four-phase, 10-step framework that starts to look more like a process that individuals and organizations can learn and replicate.
While the steps are somewhat familiar, the recommended approaches in each phase sound reasonable but are more challenging for most people to put into practice. (Try explaining to a typical business planner that you're going to generate new business offerings based on research you conduct with a dozen or so customers, and you'll see what I mean.) Lucky for all of us, Designing for Growth provides concrete tools and step-by-step instructions and plenty of real-life examples for each step of the journey so that there's sufficient structure to help the reader navigate the discomfort of trying something new.
I've been fortunate enough to collaborate with Liedtka and she's fond of saying that she's not a designer, and that if she and her faculty colleagues can make good use of the Designing for Growth tools then anyone can. Having watched her in action, I'd say she's more of a designer than she'd like to admit, though perhaps not in a traditional sense. Because for me -- and as illustrated throughout Designing for Growth -- being a designer isn't about being artistic or clever or even all that creative. Being a designer is about approaching a complex problem with curiosity and empathy and patience and then having the discipline to explore many possible answers before selecting a path forward. This book helps bring out that design thinker in each of us.
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Interesting but shortcoming introduction to service design (horrible Kindle lay out)
17. April 2012
Von EastWest
- Veröffentlicht auf Amazon.com
Format:Kindle Edition|Von Amazon bestätigter Kauf
Good introduction to service design for business people, but definitely no hands-on manual. The structure is well done with a clear focus on the advantages of each service design method, with an emphasis on decreasing risk. This could have been an alternate title for this book: "Service design: how to decrease your business risks".
The examples are realistic, but a bit boring and often too short. I found the homework quite childish, but I guess it's done on purpose in order not to intimidate the novice reader.
A note on this kindle edition, it's done very badly. The secondary content is set up with a grey font on a grey background, and therefore almost unreadable! Furthermore, the pictures are of a much too low resolution, so zooming in doesn't reveal any more detail. This is really annoying, as this pictures represent diagrams with small text.
All in all, I would only recommend the paper version to persons completely new to service design and design thinking, mostly for the arguments why to use the different methods.
The examples are realistic, but a bit boring and often too short. I found the homework quite childish, but I guess it's done on purpose in order not to intimidate the novice reader.
A note on this kindle edition, it's done very badly. The secondary content is set up with a grey font on a grey background, and therefore almost unreadable! Furthermore, the pictures are of a much too low resolution, so zooming in doesn't reveal any more detail. This is really annoying, as this pictures represent diagrams with small text.
All in all, I would only recommend the paper version to persons completely new to service design and design thinking, mostly for the arguments why to use the different methods.
16 von 18 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen
Not sure who the target audience is...
6. Mai 2012
Von Aaron U. Bolin
- Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
My expectations for this book were quite high -- I wanted the promised thinking tool kit for managers in a fun-to-read package as advertised in the book title.
I was a little disappointed. It is a good read, and the authors did a nice job of making the book visually compelling. I was disappointed in the depth of the content though. The authors presented what I felt was a very surface-level explanation of the design process. The primary "tool" was a phased approach to design that separated creativity from concept development from sales pitch: not exactly a revolutionary design strategy.
I am struggling a little bit with the question "who would I recommend the book to?" It is generally well-written, and the illustrative stories are also kind of interesting. In all fairness, some of the organizing outlines are also useful. However, it is too surface-level to be useful to an expert audience, and it won't really help novice designers grow in expertise.
This book could be useful as a group read. For example, I could imagine a professional design group reading this book together (like a book discussion group) as a way to explore their own thoughts about the design process. For most everyone else, I would not recommend this volume.
I was a little disappointed. It is a good read, and the authors did a nice job of making the book visually compelling. I was disappointed in the depth of the content though. The authors presented what I felt was a very surface-level explanation of the design process. The primary "tool" was a phased approach to design that separated creativity from concept development from sales pitch: not exactly a revolutionary design strategy.
I am struggling a little bit with the question "who would I recommend the book to?" It is generally well-written, and the illustrative stories are also kind of interesting. In all fairness, some of the organizing outlines are also useful. However, it is too surface-level to be useful to an expert audience, and it won't really help novice designers grow in expertise.
This book could be useful as a group read. For example, I could imagine a professional design group reading this book together (like a book discussion group) as a way to explore their own thoughts about the design process. For most everyone else, I would not recommend this volume.
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