R. Buckminster Fuller was a pioneering global thinker. In 1927, at the beginning of his career, he made a now-prophetic sketch of the total earth which depicted his concept for transporting cargo by air "over the pole" to Europe. He entitled the sketch "a one-town world."
Bill Moggridge (1943-2012) was a co-founder of IDEO, one of the most successful design firms in the world and one of the first to integrate the design of software and hardware into the practice of industrial design. Bill was also the fourth director of the Smithsonian's Cooper-Hewitt, National Design Museum, the only museum in the United States devoted exclusively to historic and contemporary design.
Bill designed the first laptop computer, the Grid Compass, launched in 1982. He described his career as having three phases: first as a designer with projects for clients in ten countries, second as a co-founder of IDEO where he developed design methods for interdisciplinary design teams, and third as a spokesperson for the value of design in everyday life.
A Royal Designer for Industry, Bill pioneered interaction design and was one of the first people to integrate human factors into the design of software and hardware. Bill was also a 2010 winner of the Prince Philip Designers Prize, a trustee of the Design Museum in London, Visiting Professor in Interaction Design at the Royal College of Art, and Consulting Associate Professor in the design program at Stanford University. He served as Congress Chair for CONNECTING'07, the Icsid/IDSA World Design Congress held in San Francisco in October 2007. He was honored with the Lifetime Achievement Award at Cooper-Hewitt's National Design Awards in 2009.
Our work led us to feel increasingly the need for a more adequate theory of human problem-solving if we were to understand decisions. Allen Newell, whom I had met at the Rand Corporation in 1952, held similar views. About 1954, he and I conceived the idea that the right way to study problem-solving was to simulate it with computer programs. Gradually, computer simulation of human cognition became my central research interest, an interest that has continued to be absorbing up to the present time.
Design Thinking applied to architectural discourse.
Bruce Archer published a series of Articles in Design magazine in the 1960s, reflecting his thinking on the multiple factors in design and the need to approach them in a methodical way.
This was under the third editorship of Design, that of John E Blake. Archer and his contemporaries were heavily influenced by the scientific practices embedded in Operational Research, Organisation and Methods, and computing. Archer's series of articles for Design magazine in the 1960s, Systematic Method for Designers, was reprinted by the Design Council as an offprint due to demand, and translated into other languages. Systematic Method formed the basis of Archer's 1968 doctoral thesis The Structure of Design Processes.
The principal difference between the 'Systematic Method' series and Archer's doctoral thesis, The Structure of Design Processes (Archer 1968) is that the articles omit many of the mathematical formulae that appear in the thesis. Archer or the editor Blake must have realised that these would alienate and perplex many readers.
Computer scientist and Nobel Prize laureate Herbert A. Simon was the first to mention design as a science or way of thinking in his 1969 book, Sciences of the Artificial. The notion also appeared in Emeritus Professor of Mechanical Engineering Robert H. McKim's 1973 book, Experiences in Visual Thinking.
Cognitive scientist and Nobel Prize laureate for economics, Herbert Simon, has contributed many ideas that are now regarded as tenets of Design Thinking in the 1970s. He is noted to have spoken of rapid prototyping and testing through observation, concepts which form the core of many design and entrepreneurial processes right now. This also forms one of the major phases of the typical Design Thinking process. Simon touched on the subject of prototyping as early as 1969, stating in Sciences of the Artificial: "To understand them, the systems had to be constructed, and their behaviour observed."
A large portion of his work was focused on the development of artificial intelligence and whether human forms of thinking could be synthesized.
World Fellow in Residence for the Consortium of the University of Pennsylvania, Bryan Mawr, Haverford and Swarthmore Colleges and the University City Science Center, Philadelphia, Pennsylvania.
Editor-at-Large, World Magazine; Consultant, DESIGN SCIENCE INSTITUTE. Distinguished University Professor, Southern Illinois University, Carbondale and Edwardsville, Illinois.
Contribution: Design as a way of thinking.
Published Design for the Real World - Human Ecology and Social Change. Papanek saw human design as one expression of life’s interconnected patterning and interactions.
Design theorists Horst Rittel and Melvin M. Webber used the term “wicked problem” to refer to problems that are difficult to define and inherently unsolvable.
Computer scientist and Nobel Prize laureate Herbert A. Simon was the first to mention design as a science or way of thinking in his 1969 book, Sciences of the Artificial. The notion also appeared in Emeritus Professor of Mechanical Engineering Robert H. McKim's 1973 book, Experiences in Visual Thinking. Robert H. McKim, best described as an artist and engineer, focused his energies more on the impact visual thinking had on our understanding of things and our ability to solve problems. McKim’s book unpicks various aspects of visual thinking and design methods for solving problems with an emphasis on combining the left and right brain modes of thinking, to bring about a more holistic form of problem solving. The ideas discussed in his book underpin the Design Thinking methodology.
Contribution: design as a science or way of thinking.
IDEO markets Design Thinking to the world.
Contribution: Design Thinking being applied to business.
Richard Buchanan - By connecting the theories of Rittel and Simon with the design practice of Ezio Manzini, Buchanan re-opened the discussion of wicked problems and the role of design in solving them.
Ezio Manzini studied at the Politecnico di Milano where he later joined the faculty. During his time at the school, Manzini worked on several international research projects including co-ordinating the Unit of Research DIS (Design and Innovation for Sustainability), the Doctorate in Design, and DES (Design dei Servizi) in the Centre for Service Design.
Manzini is an author on sustainable design. Throughout the 1980s and 1990s his research focussed on the design of materials and strategic design. He wrote on topics such as scenario building toward solutions that encompass environmental and social quality; innovative processes in the system of production and consumption; and the relationship between product strategies and environmental policies from the perspective of sustainable development. Though he is perhaps most well known for his work on design for social innovation. In the 2015 book, Design, When Everybody Designs, Manzini provides an overview of the way design has been deployed in the social innovation space to guide transition to more sustainable practices. The book explores the role of diffuse and expert design, it describes the concept of cosmopolitan localism, and Manzini's Small, Open, Local, and Connected (SLOC) scenario. In 2009 Manzini founded DESIS, an international network of design schools and related organisations working on initiatives and projects in the design for social innovation and sustainability fields. In addition to his time at Politecnico, Manzini was the Director of Design and Vice-president of the Domus Academy in the 1990s, and Chair Professor of Design under the Distinguished Scholars Scheme at Hong Kong Polytechnic University in 2000. He has received honorary titles at several universities including Honorary Doctoral of Arts at Aalto University, Honorary Doctor of Fine Arts at The New School and Goldsmiths, University of London; Honorary Professor at the Glasgow School of Art; and Fellow at the Australian Centre for Science, Innovation and Society at the University of Melbourne.
Bill Moggridge becomes consulting associate professor in different departments at Stanford University, including the Product Design Program.
Argues against the technical-rationality of design profession seen in the 1960’s
Meets fellow teacher David Kelley, who has his own engineering design firm, David Kelley Design.
Mike Nuttall is a British designer who established Matrix Product Design in 1983 in Palo Alto, California. In 1991, his company merged with two other established design firms, David Kelley Design (founded by David Kelley) and ID Two (founded by Bill Moggridge) to form the designing giant IDEO. In 1980, Nuttall moved to the U.S., where he would start his own design firm, Matrix Product Design. His firm won more than 20 design awards between 1983 and 1991. After IDEO was formed, he led development efforts at the design firm, resulting in many successful computer, consumer and medical products with many major corporations in the U.S., Europe and Asia. Now, Nuttall manages IDEO Ventures, an internal venture capital fund making strategic equity and royal investments in IDEO’s client partners. He also teaches a course at Stanford University on Advanced Product Design and Human Factors.
Rolf E.Faste replaces Professor Robert McKim as Director of the Design Program at Stanford University.
Integrative thinking is a field which was originated by Graham Douglas in 1986. He describes Integrative Thinking as the process of integrating intuition, reason and imagination in a human mind with the objective of developing a holistic continuum of strategy, tactics, action, review and evaluation.
Jane Fulton Suri is Partner Emeritus and Executive Design Director at IDEO. She is dedicated to sustaining and evolving design insight and inspiration. And, working variously in Tokyo, Cambridge, and California, she focuses on growing future creative leaders. Jane came to IDEO with a background in psychology and architecture and the ambition to bring social science-based perspectives to design practice. Working on diverse challenges for clients in multiple industries, she pioneered human-centered approaches and fostered a collaborative community of kindred spirits, including designers, anthropologists, and others. She evolved techniques for empathic observation and experience prototyping that are now employed widely in the design and innovation of products, services, and environments, as well as systems, organizations, and strategies. Jane went on to co-lead IDEO’s global Consumer Experience practice, and then became IDEO’s Chief Creative Officer.
Peter Rowe, then Director of Urban Design Programs at Harvard, published his book Design Thinking in 1987, which focuses on the way the architectural designer approaches his task through the lens of the inquiry. Provides a systematic account of the process of designing in architecture and urban planning.
Joins David Kelley in his design firm. This firm will later be rebranded as IDEO.
Joins his brother David Kelley in his design firm. This firm will later be rebranded as IDEO.
A strategist and professor of business particularly known for her work on strategic thinking, design thinking and organic growth.
David Kelley receives tenure at Stanford University (Mechanical Engineering Faculty).
David Kelley works alongside Rolf E. Faste at Stanford University (Mechanical Engineering Faculty).
IDEO formed by way of a 3-way merger involving David Kelley, Bill Moggridge and Mike Nuttall.
Ken Friedman has done research in philosophy of design, doctoral education in design, knowledge management, and philosophy of science. He worked with national design policy in Estonia, Latvia, Lithuania, and Wales, and state design policy in Victoria, Australia. He is active in developing international research networks and conferences for the design research community. He is an editor of the journals Artifact and the Journal of Design Research, and a member of the editorial board of such journals as Design Studies, Design and Culture, and the International Journal of Design. He is a Council Member of the Design Research Society and the Australian Deans of the Built Environment and Design, and has been an officer in both groups. He co-chaired the La Clusaz Conference on Doctoral Education in Design in 2000, the European Academy of Management Conference in 2006, the Design Research Society Conference in 2006, the Cumulus International Conference in 2009, and the Hong Kong Conference on Doctoral Education in Design in 2011, as well as chairing the Victoria Conference on Design Thinking in 2009.
Bill Moggridge was the fourth director of Cooper Hewitt, Smithsonian Design Museum (2010-12) and an outspoken advocate for the value of design in everyday life. Designer of the first laptop computer and co-founder of the renowned innovation and design firm, IDEO, Bill pioneered interaction design and integrated human factors into the design of computer software and hardware.
As Cooper Hewitt’s director, Bill worked to establish the museum as the nation’s preeminent design resource. He enhanced its profile as one of the world’s leading authorities on the integral role of design in daily life, and developed and presented exhibitions—both real and virtual.
Bill joined Cooper Hewitt at a critical juncture, when the museum was in the midst of the largest capital improvement program in its history. Under Bill’s leadership, Phase One of the renovation project, involving work on the museum’s two townhouses, was completed in 2011 and included the new National Design Library, an additional classroom, administrative and curatorial offices, and a new staff and public entrance from 9 East 90th Street.
A graduate of the Central School of Design in London, Bill’s professional activities included those of advisor to the British government on design education (1974), trustee of the Design Museum in London (1992-1995), visiting professor in interaction design at the Royal College of Art in London (1993), and member of the Steering Committee for the Interaction Design Institute in Ivrea, Italy (2003). He was the author of Designing Media (2010), which examines the connections between traditional media and the emerging digital realm, and Designing Interactions (2006), which explores how interaction design transforms daily life.
Chair Professor of Design under the Distinguished Scholars Scheme at Hong Kong Polytechnic University in 2000.
Ken Friedman is also a practicing artist and designer active in the international laboratory known as Fluxus. He had his first solo exhibition in New York in 1966. His work is represented in major museums and galleries around the world, including the Museum of Modern Art and the Guggenheim Museum in New York, the Tate Modern in London, the Hood Museum of Art at Dartmouth College, and Stadtsgalerie Stuttgart. The University of Iowa Alternative Traditions in the Contemporary Arts is the official repository of Friedman's papers and research notes. The Silverman Fluxus Collection at the Museum of Modern Art, Archiv Sohm at Stadtsgalerie Stuttgart and the Mandeville Department of Special Collections at the University of California also hold extensive archives on Friedman's work of the 1960s and 1970s.
Understanding design thinking in practice: a qualitative study of design led professionals working with large organisations
Dr Stefanie Di Russo published PhD.
The primary research question that will direct this research investigation is, What is the behavior of design thinking in complex environments? The nature of this thesis is exploratory. The objective of the research is to contribute empirical evidence on the behavior and effectiveness of design thinking for tackling problems in complex environments. This thesis aims to make three contributions: first, it seeks to identify and explore the history and evolution of design thinking to date, synthesizing common definitions. Second, it seeks to contribute empirical evidence on the behavior of design thinking in highly complex environments. Third, the investigation aims to explain the underlying mechanisms that enable emergent behaviors to occur in the design process, contributing knowledge and understanding on how to apply design thinking in complex environments. Research into the practical implications on the way a designerly approach addresses, manages and shapes problems in complex environments is crucial to advancing both design thinking and society. This research will explore the behavior of design thinking as it tackles complex problems and examine how design thinking shapes, and is being shaped, by complex environments.
David Kelley is the founder of the Stanford d.schoo - the Hasso Plattner Institute of Design at Stanford University. He is also founder and chairman of IDEO, the renowned global design company. In this conversation with Maria Camacho, Kelley discusses design and design thinking as he and his colleagues put them into practice at Stanford d.school and at IDEO.
I am a Melbourne-based designer and RMIT researcher working at the nexus of design, health, and technology. My practice traverses device, service and experience and my process is deeply collaborative, working with experts from nanotechnology, engineering and health services through to manufacturing. My health technology projects include jewellery to administer insulin through the skin for diabetics; biosignal sensing emergency jewellery; and swallowable devices to detect disease. I designed Facett, the world’s first self-fit modular hearing aid for profit-for-purpose company Blamey Saunders hears. The design process for Facett has been acquired into the Museums Victoria heritage collection and been exhibited globally. Facett has received many accolades including the 2018 Australian Good Design Award of the Year, the 2018 CSIRO Design Innovation Award, the Premier’s Design Award 2018 (Product Design), 3 Victorian Government iAwards and Melbourne Design Award.
If Google Image search is your sole barometer, “design thinking uses just one tool: 3M Post-Its,” says Pentagram partner Natasha Jen. “Why did we end up with a single medium? Charles and Ray Eames worked in a complete lack of Post-It stickies. They learned by doing.” In her provocative 99U talk, Jen lobbies for the “Crit” over the “Post-It” when it comes to moving design forward.
Dr Maria Camacho publishes PhD.
Design thinking is a design-based approach to solving complex problems and creating innovative products and services. This study addresses the confusion arising from multiple versions of design thinking and it contradicts the frequent criticism of superficiality. Interviews with twelve global experts unearthed the deep and complementary foundations of design thinking, proposing an integrative model of design thinking. The model argues that three fundamental principles determine design thinking. These are creation-based, human-centred and system-oriented. Complementary actions and dynamics complete the model. Understanding the common foundations of design thinking enables us to better face today's complex problems.
Founded his first company, Moggridge Associates. Located in London, UK.
David Kelley opens a design firm - David Kelley Design. This later becomes known as IDEO (1991).
Bill Moggridge returns to the US and opens a second office, called ID Two. Located in Palo Alto, California.
Ken Friedman is Research Professor and until recently the Dean of the Faculty of Design at Swinburne University of Technology in Melbourne, Australia. He works at the intersection of three fields: design, management, and art. Friedman works with theory construction and research methodology for design. He also works with design process and design thinking as tools for value creation and economic innovation. In 1990, he created the first course in strategic design in Europe for the Oslo Business School, one of the first such courses in the world. From 1994 to 2009, he was Professor of Leadership and Strategic Design at the Norwegian School of Management, focusing on knowledge economy issues, culture, and leadership. From 2003 to 2009, he held a research appointment at The Danish Design School and the Danish Design Research Center in Copenhagen.
IDEO formed by way of a 3-way merger involving David Kelley, Bill Moggridge and Mike Nuttall.
thinkpublic was the first social design agency, established in 2004. The inspiration to start thinkpublic came after Deborah Szebeko volunteered at Great Ormond Street Children’s Hospital. She experienced first-hand the impact design can have on changing lives.
Design Thinking is taught at the Stanford School of Design, or the d.school. The d.school, known today as the Hasso Plattner Institute of Design, has made the development, teaching and implementation of Design Thinking one of its own central goals since its inception.
For more than two decades, Ezio Manzini has been working in the field of design for sustainability. Most recently, his interests have focused on social innovation—considered a major driver of sustainable changes. In this perspective, he started DESIS: an international network of schools of design specifically active in the field of design for social innovation and sustainability. Ezio is currently working at Desislab Elisava Barcelona leading the flag ship initiative “Design for City Making” within Desis Network.
Presently, Ezio Manzini is Distinguished Professor on Design for Social Innovation a ELISAVA Barcelona School of Design and Engineering, Barcelona, Spain; Honorary Professor at the Polytechnic University of Milan, Italy; and Guest Professor at Jiangnan University, Wuxi, China.
DESIS Network originates from three main international activities in the 2006-2008 period: the European research EMUDE, 2005; the UNEP Program CCSL, 2008 and the international conference “Changing the Change, within the framework of Torino World Design Capital, 2008.
In different ways, these activities introduced the notions of creative community and social innovation in several design schools worldwide and created favourable conditions to start an international network on these topics.
The main ideas behind it were that social innovation could be a powerful driver towards sustainability and that design schools could help in supporting and accelerating the process.
In 2009, this network took the name of DESIS: Design for Social Innovation towards Sustainability. In the 2009-2011 period, DESIS spread in several regions of the world, establishing partnerships with other entities and evolving towards a network of Design Labs based in design schools and in other design-oriented universities and operating with local, regional and global partners to promote and support social change towards sustainability.”
Founded in 2007, the Design Principles & Practices Research Network offers an interdisciplinary forum to explore the meaning and purpose of design. In professional and disciplinary terms, the network traverses a broad sweep to construct a trans-disciplinary dialogue, which encompasses a wide array of design paradigms and practices. We move between theoretical reflection on the nature of design and case studies of design practice, and from research-based perspectives to the experience-based perspectives of design insiders. Our aim is to build an epistemic community where we can make linkages across disciplinary, geographic, and cultural boundaries.
Aalto Design Factory was opened in 2008. Several student generations have started and completed their studies, a significant number of new faculty have joined the university. Aalto Design Factory (ADF) is an interdisciplinary product design and learning hub uniting students, teachers, researchers, and industry. We aim to build a new kind of passion-based learning culture for Aalto University. Design Factory activities have spread around the globe! Design Factory Global Network members operate based on the same philosophy and principles and provide familiar DF-environment for their local community. The goal is to be the leader in international university collaboration beyond academic boundaries. Aalto Design Factory was born from a research project focused on creating an ideal physical and mental working environment for product developers and researchers. Today ADF is one of the spearhead projects and one of the first physical manifestations of Aalto University encouraging and enabling fruitful interaction between students, researchers, and professional practitioners.
Swinburne Design began its Industry Placement program in the 1970s, and in 2011 year opened the Swinburne Design Factory in collaboration with Aalto University of Helsinki, Finland. Design Factory Melbourne brings together students, research leaders, industry partners and entrepreneurs to solve complex problems, generate innovative solutions and forecast future scenarios. It also provides an interdisciplinary platform for industry-engaged research. The collaboration hub brings end-users, students and researchers together for the early stages of product, and service development to experiment with concepts and their potential value. DFM fosters innovation culture at the Swinburne Innovation Precinct, as well as in collaboration with other Swinburne initiatives such as the Factory of the Future and the Centre for Design Innovation. It plays a key role in developing partnerships across Swinburne’s Research Institutes and Centres, and builds lasting relationships with external organisations. Design Factory Melbourne has delivered 100+ interdisciplinary industry projects, with 80+ partners, across diverse sectors including numerous national and international collaborations. Partners can be an organisation of any size or type, ranging from corporate to government to not-for-profit. The Design Factory Global Network consists of 30+ factories across the world. Design Factory Melbourne’s program also includes collaboration with the Stanford ME310/SUGAR Network and is founder of the Challenge Based Innovation Program A³ in partnership with IdeaSquare at CERN, to accelerate ideas through collaboration, research and development prototyping, and experimental innovation.
Executive Chair at IDEO, Vice Chair at kyu Collective
I just returned from a trip to China and wanted to write down a few reflections. The week began with a visit to Tsinghua University in Beijing with whom we’ve partnered to develop a design-thinking curriculum, and ended with a stop at IDEO’s Shanghai studio.
The people I met were mostly young entrepreneurial candidates for the design coursework. There’s an enormous entrepreneurial vein in China, and it’s not all about technology. I was interested to learn about the vast array of ideas they’re spinning up, from products and services to renewable energy to real estate to social entrepreneurship. The culture there is very commercial, but there was huge enthusiasm about how design could make them better business-builders.
An international series of research symposia in design thinking began at Delft University of Technology.
He is a Council Member of the Design Research Society and the Australian Deans of the Built Environment and Design, and has been an officer in both groups. He co-chaired the La Clusaz Conference on Doctoral Education in Design in 2000, the European Academy of Management Conference in 2006, the Design Research Society Conference in 2006, the Cumulus International Conference in 2009, and the Hong Kong Conference on Doctoral Education in Design in 2011, as well as chairing the Victoria Conference on Design Thinking in 2009.
As Professor of Industrial Design at Milan Polytechnic, Ezio has shifted his focus to examine design's role in changing systems. During his visit to Vancouver and Toronto, Ezio spoke about creative communities and the qualities that make them sustainable.
The Breakthrough Institute.
Overcoming Wicked Problems: How can a modernized liberalism manage the wicked problems of the 21st century?
Started in 2016, DTIA is Asia’s first platform that brings together thought leaders, educators and practitioners in Design Thinking as a community. Each year in an invite-only event, DTIA brings together the world’s best design thinkers in personal capacity over a weekend, to discuss critical trends and challenges in the field across multiple dimensions, and envision the future of Design Thinking in Asia.
3 days of Design Thinking in Moscow. All the lectures will be in English with the simultaneous translation in Russian. Big summer camp in Moscow for newcomers, practitioners, and experts in Design Thinking.
3 days of Design Thinking in Moscow. All the lectures will be in English with the simultaneous translation in Russian.
The Design Sprint Conference is a small format “unconference” style event, where leaders from the fields of Design Thinking and Innovation can come together for an open discussion about frameworks and methods from across the industry to share knowledge, evolve the methodology and expand their practice.
Last year’s event gathered some of the leading design thinkers to Prague, to delve into topics such as Design Thinking and digital transformation, how to build corporate start-ups, driving business value through service design and data-driven design sprints. The 2018 edition will be moved to one of the main European design thinking hubs as the event will take place in Berlin. The summit will emphasize putting people into the center of corporate activities and embracing the human aspects of organizational development. Be sure to keep the dates free and make the most out of professional learning opportunities by joining us in Berlin!
An immersive programme for creative entrepreneurs, innovation directors and business owners – introducing you to London's most innovative businesses and uncovering the latest approaches to design thinking and innovation.
DesignThinkers is Canada's largest annual graphic design conference, connecting designers from around the world. Our speaker-led events in Toronto and Vancouver feature design leaders discussing the trends and work that are shaping the industry.
3 days of Design Thinking in Moscow. All the lectures will be in English with the simultaneous translation in Russian.
The Design Thinking Conference is an interactive and high-energy gathering of experienced design thinking practitioners from around the world. We offer a platform to share knowledge and further your understanding of what is driving the changes we all experience in today’s world. The Design Thinking Conference is not a traditional conference, but highly inspired by theatre. We have developed an experimental and exciting new format to challenge both the speakers (our actors) and the audience (supporting actors). A very non-traditional conference, this design thinking conference by DesignThinkers Academy is heavily influenced by the world of theater. There is a heavy focus on learning by doing in this conference. Fantastic & seasoned facilitators.
DesignThinkers is Canada's largest annual graphic design conference, connecting designers from around the world. Our speaker-led events in Toronto and Vancouver feature design leaders discussing the trends and work that are shaping the industry.
Harnessing the Power of Human-Centred Design to Drive Business Innovation & Growth.
Design thinking as an approach is constantly evolving in response to technological disruption, changing consumer behaviours and market conditions; prompting companies to seek out new strategies and solutions to stay ahead of the game. The 2nd Annual Design Thinking Asia Summit will gather the top minds across industries to discuss the opportunities and challenges surrounding design thinking and how it can be successfully implemented to further innovation and business competitiveness.
Fourteenth International Conference. Design Principles & Practice.
Stanford Center for Innovation and Design Research
Stanford Center for Innovation and Design Research (SCIDR) is a global community of scholars and practitioners focused on the cultural aspects of design thinking. Our research focuses on the key aspects of business innovation and how design thinking fosters innovation in different cultures.
In this symposium, we plan to gather various attendees from Stanford affiliated faculty, academic partners worldwide, and corporate partners, incorporating different cultural perspectives that increase the chances of breakthrough innovation.
Through our center, we aim to develop a community bridging a variety of social entities across countries and disciplines.
4 - 5 November 2020
After careful consideration, Design Thinking 2020 is going 100% Virtual. The health, safety and well-being of our attendees, partners and employees is paramount, and this is the only action that is within our power in order to make sure you remain healthy and safe during these uncertain times. The great news: Design Thinking Virtual Experience (VX) is fully translated into a virtual environment where you can take full advantage of the event’s offerings that our Design Thinkers are used to seeing onsite.
Over the years, we have noticed Design Thinking become a widespread way of thinking that has seen many organisations work through a customer-centric approach. In 2016 key organistions were investing over $100 million to implement this way of working across their organisation. Today in 2020 it has become the focus for many designers with proven success.That being said, we are far from a universal consensus on the core principles of design thinking, the best practice for implementation as well as gaining leadership buy-in. Due to the disruptive wave we've experienced in 2020, the 6th edition of Design Thinking Australia will be delivered 100% online!
Based on a series of articles in Design magazine (1963-64). The method involves six basic stages: programming, data collection, analysis, synthesis, development and communication.
In Design Thinking Peter Rowe provides a systematic account of the process of designing in architecture and urban planning. He examines multiple and often dissimilar theoretical positions whether they prescribe forms or simply provide procedures for solving problems—as particular manifestations of an underlying structure of inquiry common to all designing. Over 100 illustrations and a number of detailed observations of designers in action support Rowe's thesis.
How Designers Think is based on Bryan Lawson's many observations of designers at work, interviews with designers and their clients and collaborators. This extended work is the culmination of forty years' research and shows the belief that we all can, and do, design, and that we can learn to design better. The creative mind continues to have the power to surprise and this book aims to nurture and extend this creativity. Neither the earlier editions, nor this book, are intended as authoritative prescriptions of how designers should think but provide helpful advice on how to develop an understanding of design.
Fluxus began in the 1950s as a loose, international community of artists, architects, composers and designers. By the 1960s, Fluxus had become a laboratory of ideas and an arena for artistic experimentation in Europe, Asia and the United States. Described as ‘the most radical and experimental art movement of the 1960s’, Fluxus has challenged conventional thinking on art and culture for half a century. Fluxus artists had a central role in the birth of such key contemporary art forms as concept art, installation, performance art, intermedia and video. Despite this influence, the scope and scale of this unique phenomenon have made it difficult to explain Fluxus in normative historical and critical terms. In The Fluxus Reader, editor Ken Friedman offers the first comprehensive overview of this challenging and controversial group. The Fluxus Reader is written by leading scholars and experts from Europe, the United States and Australia. First published in 1998, the book was out of print for several years and only available from rare book dealers and galleries.
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative.
Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" -- and now, thanks to Robert Sutton's work, we have the tools we need to do so.
In The Art of Innovation, Tom Kelley, partner at IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit. IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life.
The Ten Faces of Innovation: IDEO's Strategies for Beating the Devil's Advocate and Driving Creativity Throughout Your Organization. The author of the bestselling The Art of Innovation reveals the strategies IDEO, the world-famous design firm, uses to foster innovative thinking throughout an organization and overcome the naysayers who stifle creativity.
The role of the devil's advocate is nearly universal in business today. It allows individuals to step outside themselves and raise questions and concerns that effectively kill new projects and ideas, while claiming no personal responsibility. Nothing is more potent in stifling innovation.
Over the years, IDEO has developed ten roles people can play in an organization to foster innovation and new ideas while offering an effective counter to naysayers. Among these approaches are the Anthropologist—the person who goes into the field to see how customers use and respond to products, to come up with new innovations; the Cross-pollinator who mixes and matches ideas, people, and technology to create new ideas that can drive growth; and the Hurdler, who instantly looks for ways to overcome the limits and challenges to any situation.
Filled with engaging stories of how Kraft, Procter and Gamble, Safeway and the Mayo Clinic have incorporated IDEO's thinking to transform the customer experience, The Ten Faces of Innovation is an extraordinary guide to nurturing and sustaining a culture of continuous innovation and renewal.
The concept of ‘designerly ways of knowing’ emerged in the late 1970s in association with the development of new approaches in design education. Professor Nigel Cross first clearly articulated this concept in a paper called ‘Designerly Ways of Knowing’ which was published in the journal Design Studies in 1982. Since then, the field of study has grown considerably, as both design education and design research have developed together into a new discipline of design. This book provides a unique insight into a field of study with important implications for design research, education and practice.
This is a Book. It was written by Bill Moggridge and published by MIT Press. It is dated 2007. Its medium is offset lithography. Designing Interactions is an invaluable record of the invention and development of contemporary digital design practice. The book foregrounds the voices of the practitioners and innovators who helped create computer devices and interfaces, from the mouse to the mobile phone.
The subject of "design thinking" is the rage at business schools, throughout corporations, and increasingly in the popular press--due in large part to the work of IDEO, a leading design firm, and its celebrated CEO, Tim Brown, who uses this book to show how the techniques and strategies of design belong at every level of business. The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.
Change by Design explains design thinking, the collaborative process by which the designer's sensibilities and methods are employed to match people's needs, not only with what is technically feasible, but what is viable to the bottom line. Design thinking converts need into demand. It's a human-centered approach to problem solving that helps people and organizations become more innovative and more creative.
Most companies today have innovation envy. They yearn to come up with a game—changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative—they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results.
Why? In The Design of Business, Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo. To innovate and win, companies need design thinking. This form of thinking is rooted in how knowledge advances from one stage to another—from mystery (something we can't explain) to heuristic (a rule of thumb that guides us toward solution) to algorithm (a predictable formula for producing an answer) to code (when the formula becomes so predictable it can be fully automated). As knowledge advances across the stages, productivity grows and costs drop-creating massive value for companies.Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage.Filled with deep insights and fresh perspectives, The Design of Business reveals the true foundation of successful, profitable innovation.
Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation.
Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition.
The book explores the evolution of mainstream media, both mass and personal, looking closely at the points of friction between old and new media models and the social norms they have sprouted. From design to civic engagement to the real-time web, Moggridge offers a faceted and layered survey of how our media habits came to be, where they’re going, and what it all means for how we relate to the world and each other. To be fair, Designing Media isn’t exactly — at least not only — a book: The tome features a DVD containing 37 fascinating interviews with some of today’s greatest media innovators, including This American Life‘s Ira Glass, Pandora founder Tim Westergren, prominent New York Times design critic Alice Rawsthorn, Twitter founder @Ev, statistical stuntsman Hans Rosling, and Facebook founder Mark Zuckerberg.
Mainstream media, often known simply as MSM, have not yet disappeared in a digital takeover of the media landscape. But the long-dominant MSM―television, radio, newspapers, magazines, and books―have had to respond to emergent digital media. Newspapers have interactive Web sites; television broadcasts over the Internet; books are published in both electronic and print editions. In Designing Media, design guru Bill Moggridge examines connections and conflicts between old and new media, describing how the MSM have changed and how new patterns of media consumption are emerging. The book features interviews with thirty-seven significant figures in both traditional and new forms of mass communication; interviewees range from the publisher of the New York Times to the founder of Twitter. We learn about innovations in media that rely on contributions from a crowd (or a community), as told by Wikipedia's Jimmy Wales and Craigslist's Craig Newmark; how the band OK Go built a following using YouTube; how real-time connections between dispatchers and couriers inspired Twitter; how a BusinessWeek blog became a quarterly printed supplement to the magazine; and how e-readers have evolved from Rocket eBook to QUE. Ira Glass compares the intimacy of radio to that of the Internet; the producer of PBS's Frontline supports the program's investigative journalism by putting documentation of its findings online; and the developers of Google's Trendalyzer software describe its beginnings as animations that accompanied lectures about social and economic development in rural Africa. At the end of each chapter, Moggridge comments on the implications for designing media. Designing Media is illustrated with hundreds of images, with color throughout. A DVD accompanying the book includes excerpts from all of the interviews, and the material can be browsed at www.designing-media.com.
“Everybody loves an innovation, an idea that sells.“ But how do we arrive at such ideas that sell? And is it possible to learn how to become an innovator? Over the years Design Thinking – a program originally developed in the engineering department of Stanford University and offered by the two D-schools at the Hasso Plattner Institutes in Stanford and in Potsdam – has proved to be really successful in educating innovators. It blends an end-user focus with multidisciplinary collaboration and iterative improvement to produce innovative products, systems, and services. Design Thinking creates a vibrant interactive environment that promotes learning through rapid conceptual prototyping. In 2008, the HPI-Stanford Design Thinking Research Program was initiated, a venture that encourages multidisciplinary teams to investigate various phenomena of innovation in its technical, business, and human aspects. The researchers are guided by two general questions: 1. What are people really thinking and doing when they are engaged in creative design innovation? How can new frameworks, tools, systems, and methods augment, capture, and reuse successful practices? 2. What is the impact on technology, business, and human performance when design thinking is practiced? How do the tools, systems, and methods really work to get the innovation you want when you want it? How do they fail? In this book, the researchers take a system’s view that begins with a demand for deep, evidence-based understanding of design thinking phenomena. They continue with an exploration of tools which can help improve the adaptive expertise needed for design thinking. The final part of the book concerns design thinking in information technology and its relevance for business process modeling and agile software development, i.e. real world creation and deployment of products, services, and enterprise systems.
As the world deals with increasing complexity -- in issues of sustainability, finance, culture and technology -- business and governments are searching for a form of problem solving that can deal with the unprecedented levels of ambiguity and chaos. Traditional "linear thinking" has been disparaged by the popular media as being inadequate for dealing with the global economic crisis. Standard forms of marketing and product development have been rejected by businesses who need to find a way to stay competitive in a global economy. Yet little has been offered as an alternative. It is not enough to demand that someone "be more innovative" without giving him the tools to succeed.
Design synthesis is a way of thinking about complicated, multifaceted problems of this scale with a repeatable degree of success. Design synthesis methods can be applied in business, with the goal of producing new and compelling products and services, and they can be applied in government, with the goal of changing culture and bettering society. In both contexts, however, there is a need for speed and for aggressive action. This text is immediately relevant, and is more relevant than ever, as we acknowledge and continually reference a feeling of an impending and massive change. Simply, this text is intended to act as a practitioner's guide to exposing the magic of design.
Published January 27th 2011 by Oxford University Press, USA
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.
Publisher Columbia University Press
How to design and market services to create outstanding customer experiences.
Service design thinking is the designing and marketing of services that improve the customer experience, and the interactions between the service providers and the customers. If you have two coffee shops right next to each other, and each sell the exact same coffee at the exact same price, service design is what makes you walk into one and not the other. Maybe one plays music and the other doesn't. Maybe one takes credit cards and the other is cash only. Maybe you like the layout of one over the other, or one has more comfortable seating. Maybe the staff at one is friendlier, or draws fun shapes on the top of their lattes. All of these nuances relate to service design.
Ten Stories of What Works
Design-oriented firms such as Apple and IDEO have demonstrated how design thinking can directly affect business results. Yet most managers lack a real sense of how to put this new approach to use for issues other than product development and sales growth. Solving Problems with Design Thinking details ten real-world examples of managers who successfully applied design methods at 3M, Toyota, IBM, Intuit, and SAP; entrepreneurial start-ups such as MeYou Health; and government and social sector organizations including the City of Dublin and Denmark's The Good Kitchen.
Using design skills such as ethnography, visualization, storytelling, and experimentation, these managers produced innovative solutions to problems concerning strategy implementation, sales force support, internal process redesign, feeding the elderly, engaging citizens, and the trade show experience. Here they elaborate on the challenges they faced and the processes and tools they used, offering their personal perspectives and providing a clear path to implementation based on the principles and practices laid out in Jeanne Liedtka and Tim Ogilvie's Designing for Growth: A Design Thinking Tool Kit for Managers.
IDEO founder and Stanford d.school creator David Kelley and his brother Tom Kelley, IDEO partner and the author of the bestselling The Art of Innovation, have written a powerful and compelling book on unleashing the creativity that lies within each and every one of us. Too often, companies and individuals assume that creativity and innovation are the domain of the “creative types.” But two of the leading experts in innovation, design, and creativity on the planet show us that each and every one of us is creative.
Even the smartest among us can feel inept as we fail to figure out which light switch or oven burner to turn on, or whether to push, pull, or slide a door. The fault, argues this ingenious,even liberating,book, lies not in ourselves, but in product design that ignores the needs of users and the principles of cognitive psychology. The problems range from ambiguous and hidden controls to arbitrary relationships between controls and functions, coupled with a lack of feedback or other assistance and unreasonable demands on memorization. The Design of Everyday Things shows that good, usable design is possible. The rules are simple: make things visible, exploit natural relationships that couple function and control, and make intelligent use of constraints. The goal: guide the user effortlessly to the right action on the right control at the right time.In this entertaining and insightful analysis, cognitive scientist Don Norman hails excellence of design as the most important key to regaining the competitive edge in influencing consumer behaviour. Now fully expanded and updated, with a new introduction by the author, The Design of Everyday Things is a powerful primer on how,and why,some products satisfy customers while others only frustrate them.
Design, When Everybody Designs by Ezio Manzini is a timely, provocative, and essential read for all those that are engaged in or are affected by design and design processes—in other words, all of us. Whether one is an elite designer, a grassroots activist, a design educator, or a bureaucratic or corporate decision maker, Ezio Manzini challenges us all to rethink the role of design and that of the 'designers' in contemporary society. He wants us to reimagine design's relationship to addressing social innovation and building a sustainable and resilient culture. To say it is must-reading is an understatement–it is a clarion call for a conversation to be launched to rethink what is normal and what ought to be.
How organizations can use practices developed by expert designers to solve today's open, complex, dynamic, and networked problems.
When organizations apply old methods of problem-solving to new kinds of problems, they may accomplish only temporary fixes or some ineffectual tinkering around the edges. Today's problems are a new breed—open, complex, dynamic, and networked—and require a radically different response. In this book, Kees Dorst describes a new, innovation-centered approach to problem-solving in organizations: frame creation. It applies “design thinking,” but it goes beyond the borrowed tricks and techniques that usually characterize that term. Frame creation focuses not on the generation of solutions but on the ability to create new approaches to the problem situation itself.
“The complex business problems we face today can’t be solved with the same thinking that created them,” says author Marty Neumeier in this entertaining and original read. Instead, he says, we need to start from a place outside traditional business thinking. In an era of fast-moving markets and leap-frogging innovations, we can no longer “decide” the way forward. Today we have to “design” the way forward—or risk ending up in the fossil layers of business history.
This is the third in the author’s bestselling series of “whiteboard overviews.” In his first, THE BRAND GAP, he addressed the gulf between business strategy and customer experience. In his second, ZAG, he explored the number-one strategy of high-performance brands. In the third, THE DESIGNFUL COMPANY, he shows how design thinking can build a culture of nonstop innovation. “If you wanna innovate,” he says, “you gotta design.”
What if there were a clear set of instructions to help you bring your best ideas to life As with a recipe, you could take a compelling idea and with concrete steps, transform it into something extraordinary.
As a professor at Stanford University, Tina Seelig has dedicated her career to teaching the practice of moving from imagination to implementation. In Insight Out, she welcomes you into her classroom and crisply defines the core concepts of imagination, creativity, innovation, and entrepreneurship, presenting an elegant and much-needed model she calls the "Invention Cycle." This new approach enables you to see obstacles as opportunities, inspire others to share your vision, and ultimately bring more ideas to fruition.
From three partners at Google Ventures, a unique five-day process for solving tough problems, proven at more than a hundred companies.
Entrepreneurs and leaders face big questions every day: What's the most important place to focus your effort, and how do you start? What will your idea look like in real life? How many meetings and discussions does it take before you can be sure you have the right solution?
Now there's a surefire way to answer these important questions: the sprint. Designer Jake Knapp created the five-day process at Google, where sprints were used on everything from Google Search to Google X. He joined Braden Kowitz and John Zeratsky at Google Ventures, and together they have completed more than a hundred sprints with companies in mobile, e-commerce, healthcare, finance, and more.
A practical guide to answering critical business questions, Sprint is a book for teams of any size, from small startups to Fortune 100s, from teachers to nonprofits. It's for anyone with a big opportunity, problem, or idea who needs to get answers today.
Designers create worlds and solve problems using design thinking. Look around your office or home--at the tablet or smartphone you may be holding or the chair you are sitting in. Everything in our lives was designed by someone. And every design starts with a problem that a designer or team of designers seeks to solve.
In this book, Bill Burnett and Dave Evans show us how design thinking can help us create a life that is both meaningful and fulfilling, regardless of who or where we are, what we do or have done for a living, or how young or old we are. The same design thinking responsible for amazing technology, products, and spaces can be used to design and build your career and your life, a life of fulfillment and joy, constantly creative and productive, one that always holds the possibility of surprise.
Facing especially wicked problems, social-sector organizations are searching for powerful new methods to understand and address them. Design Thinking for the Greater Good goes in depth on both the how of using new tools and the why. As a way to reframe problems, ideate solutions, and iterate toward better answers, design thinking is already well established in the commercial world. Through ten stories of struggles and successes in fields such as health care, education, agriculture, transportation, social services, and security, the authors show how collaborative creativity can shake up even the most entrenched bureaucracies-and provide a practical roadmap for readers to implement these tools. The design thinkers Jeanne Liedtka, Randy Salzman, and Daisy Azer explore how major agencies like the Department of Health and Human Services and the Transportation and Security Administration in the United States, as well as organizations in Canada, Australia, and the United Kingdom, have instituted principles of design thinking.
In each case, these groups have used the tools of design thinking to reduce risk and manage change, use resources more effectively, bridge the communication gap between parties, and manage the competing demands of diverse stakeholders. Along the way, they have improved the quality of their products and enhanced the experiences of those they serve. These strategies are accessible to analytical and creative types alike, and their benefits extend from an organization's executives to its lowest-level staffers. This book will help today's leaders and thinkers implement these practices in their own pursuit of creative solutions that are both innovative and achievable.
Publisher Columbia University Press
A radical shift in perspective to transform your organization to become more innovative.
The Design Thinking Playbook is an actionable guide to the future of business. By stepping back and questioning the current mindset, the faults of the status quo stand out in stark relief—and this guide gives you the tools and frameworks you need to kick off a digital transformation. Design Thinking is about approaching things differently with a strong user orientation and fast iterations with multidisciplinary teams to solve wicked problems. It is equally applicable to (re-)design products, services, processes, business models, and ecosystems. It inspires radical innovation as a matter of course, and ignites capabilities beyond mere potential. Unmatched as a source of competitive advantage, Design Thinking is the driving force behind those who will lead industries through transformations and evolutions.
This book describes how Design Thinking is applied across a variety of industries, enriched with other proven approaches as well as the necessary tools, and the knowledge to use them effectively. Packed with solutions for common challenges including digital transformation, this practical, highly visual discussion shows you how Design Thinking fits into agile methods within management, innovation, and startups.
Designing for Growth: A Design Thinking Tool Kit for Managers (D4G) showed how organizations can use design thinking to boost innovation and drive growth. This updated and expanded companion guide is a stand-alone project workbook that provides a step-by-step framework for applying the D4G tool kit and process to a particular project, systematically explaining how to address the four key questions of the design thinking approach.
In the field book, Jeanne Liedtka, Tim Ogilvie, and Rachel Brozenske guide readers through the design process with reminders of key D4G takeaways as they progress. Readers learn to identify an opportunity, draft a design brief, conduct research, establish design criteria, brainstorm, develop concepts, create napkin pitches, make prototypes, solicit feedback from stakeholders, and run learning launches. This second edition is suitable for projects in business, nonprofit, and government contexts, with all-new tools, practical advice, and facilitation tips. A new introduction discusses the relationship between strategy and design thinking.
Publisher Columbia University Press
Applying the principles of human-centered design to real-world health care challenges, from drug packaging to early detection of breast cancer.
This book makes a case for applying the principles of design thinking to real-world health care challenges. As health care systems around the globe struggle to expand access, improve outcomes, and control costs, Health Design Thinking offers a human-centered approach for designing health care products and services, with examples and case studies that range from drug packaging and exam rooms to internet-connected devices for early detection of breast cancer. Written by leaders in the field—Bon Ku, a physician and founder of the innovative Health Design Lab at Sidney Kimmel Medical College, and Ellen Lupton, an award-winning graphic designer and curator at Cooper Hewitt Smithsonian Design Museum—the book outlines the fundamentals of design thinking and highlights important products, prototypes, and research in health design.
Copublished with Cooper Hewitt, Smithsonian Design Museum
A practical guide to make innovation happen
The Design Thinking Toolbox explains the most important tools and methods to put Design Thinking into action. Based on the largest international survey on the use of design thinking, the most popular methods are described in four pages each by an expert from the global Design Thinking community. If you are involved in innovation, leadership, or design, these are tools you need. Simple instructions, expert tips, templates, and images help you implement each tool or method.
Quickly and comprehensively familiarize yourself with the best design thinking tools
Select the appropriate warm-ups, tools, and methods
Explore new avenues of thinking
Plan the agenda for different design thinking workshops
Get practical application tips
The Design Thinking Toolbox help innovators master the early stages of the innovation process. It’s the perfect complement to the international bestseller The Design Thinking Playbook.