Design thinking – a new mental model of value innovation
Abstract
Purpose
As value innovation becomes a core top management concern, there is a growing recognition that “design thinking,” or the creative principles long associated with the design function, may now have something very significant to offer when applied more broadly to business management and strategy development. This paper aims to investigate this issue.
Design/methodology/approach
The paper analyzes the techniques of Roger Martin, one of design thinking's most widely recognized advocates. Martin introduces a set of concepts that are not familiar to most managers: the knowledge funnel, the distinction between reliability and validity, and abductive reasoning.
Findings
Using case examples of leading companies such as Proctor & Gamble, the paper shows how they have developed a capacity for design thinking.
Research limitations/implications
The paper presents case reports.
Practical implications
The paper provides a detailed description of how Proctor & Gamble and its CEO A.G.Lafley introduced and implemented design thinking.
Originality/value
This is a unique exploration of value innovation in general and how design thinking can be a key capability for company leaders.
Keywords
Citation
Leavy, B. (2010), "Design thinking – a new mental model of value innovation", Strategy & Leadership, Vol. 38 No. 3, pp. 5-14. https://doi.org/10.1108/10878571011042050
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited