Design Thinking

Chapter 14Strategically Embedding Design Thinking in the Firm

Pietro Micheli

Warwick Business School, Coventry,, United Kingdom

Helen Perks

Nottingham University Business School,, United Kingdom

Introduction

We already know that organizations are starting to use design strategically—to do something different from the competition, to launch new brands or strengthen existing ones, and to inform strategic choices. Yet, while success stories abound—from Apple to Dyson, from BMW to Alessi—little is known about how organizations actually embed design thinking at a strategic level. What do organizations really do to make a design perspective part and parcel of an organization's culture? This chapter goes to the heart of this issue and sets out clear guidelines on how to strategically embed design thinking within the firm. The chapter is studded with examples and lessons drawn from a large-scale research program. Getting design thinking into strategy is not a straightforward process, but we show how to use three fundamental levers to really make a difference. These are the roles of key personnel, organizational practices, and organizational climate and culture. Essentially, in this chapter we highlight the main enablers and barriers to making design thinking a strategic driver of success.

The chapter is structured as follows: We first provide a brief introduction to what research tells us about strategy and design thinking. We then talk about how our research was carried out and present ...