By Jeanne Liedtka
Jeanne Liedtka and Tim Ogilvie teach readers in a single of the most well liked developments in enterprise: "design thinking," or the facility to show summary rules into sensible functions for maximal enterprise development. Liedtka and Ogilvie hide the state of mind, options, and vocabulary of layout pondering, unpack the mysterious connection among layout and development, and educate managers in an easy approach the best way to make the most design's intriguing power. Exemplified by way of Apple and the good fortune of its dependent items and cultivated by means of high-profile layout organizations akin to IDEO, layout pondering unlocks inventive right-brain functions to resolve more than a few difficulties. This technique has turn into an important component to profitable enterprise perform, aiding managers flip summary suggestions into daily instruments that develop company whereas minimizing possibility. (9/7/11)
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Additional resources for Designing for Growth: A Design Thinking Toolkit for Managers (Columbia Business School Publishing)
Stan is one of the most gifted mentors one will ever meet. In addition to mentors, one needs inspiration to stick with a challenging project. Carter Griffin convinced me that writing a book is a perfectly reasonable thing to do. And his contributions go deeper: Just over a decade ago, Carter taught me how to collaborate. Similarly inspiring was Mark Stein (whom you will meet in the context of Brivo Systems, featured in Section III). Mark is one of the most amazing, talented, daring, and caring people I can imagine.
Pfizer executives estimated that smokers made seven unsuccessful attempts before they finally kicked the habit. Not good enough, in their view. So Pfizer set a goal of growing the brand significantly—in both sales and performance. In contrast to a “business as usual” approach, the Pfizer team chose to use design thinking to find growth. The Nicorette team started by selecting a group of customers to get to know better. Pfizer executives chose to focus on a group of customers who were likely to be open to change: young smokers.
Nearly a decade ago, Jeneanne uttered, in a Graduate-style aside, her advice for my future: service innovation. Little did she know I would embrace her advice—and her—so wholeheartedly. Many other members of our firm chipped in, mostly by teaching me lessons on their projects but also by providing a key story, reading early chapters, and digging up obscure facts and sources. These contributors include Katie Waterson, Kimberly Campbell, Carl Fudge, Pat Dewey, Jamie Mash, Colin Hudson, and Kristin Metropolous.