Organizational Innovation Through Design
In order to implement strategy, an organization needs to integrate structure, processes, and people. A successful redesign will focus the company's resources on its strategic priorities and reduce costs. An example of a typical motivation for a redesign is a company that decided to expand outside of its US home base.
McKinsey • Getting organizational redesign right
Design thinking is a human-centered approach to innovation—anchored in understanding customer’s needs, prototyping, and generating creative ideas—to transform the way you develop products, services, processes, and organizations.
When using design thinking principles, you bring together what is desirable from a human point of view with what is techno... See more
When using design thinking principles, you bring together what is desirable from a human point of view with what is techno... See more
Systems Thinking vs Design Thinking, What’s the Difference?
In order for design to transform business, it must first transform itself. It must leave behind the language and mindset of engineering. Get past scalability and extensibility. Systems and components. Agility and usability. Usefulness and seamlessness. Efficiency and friction. Data and metrics. Patterns and code.
Thomas Klaffke • Visualizing Minimalist Design
As a consultant focused on the org design of design orgs, I work across a variety of contexts—established businesses (banks, retail); software as a service (enterprise software); scale-ups (pre-IPO and growing); start-ups. And repeatedly over the past couple of years, I’ve found myself drawing some variation of the following generic digital product... See more
Peter Merholz • The Emerging Shape of Design Orgs
Design organizations are increasingly expected to contribute to product strategy, but these structures support little more than product delivery. If the team is asked to develop a vision for the future product experience 2-3 years out, how do they get it done?
Peter Merholz • Creative and Strategic Leadership in Design Orgs—Super-Senior ICs and the Shadow Strategy Team (3rd in a series on Emerging Shape of Design Orgs), Peter Merholz
