The limitations, criticisms and new pathways for Design Thinking – Part two

This is part two of my thoughts that came out of investigating and researching design thinking in the past couple of weeks. Part one is here.

Within these two posts, I want to provide my thoughts, bridging the present and pointing towards a better design thinking future, one that in my opinion, is urgently needed.

These two posts are not intended as a mapping of the present DT landscape, they are reflective posts coming from what I researched.

The ‘product of my work’ itself is presently being worked through to be available as an e-book in the coming weeks. It has not been easy and often I found a level of confusion that kept forcing me to dig some more and I’m still not sure I have the answers, perhaps just lots of open questions. I think design thinking seems presently fairly messy and I feel is in need of a complete reset.

The intent of the e-book is to offer a practical, direct takeaway of design thinking, more of the present practices and then where it is possibly heading. I tried to go linear, gone circular, gone holistic and at times ballistic and sought out tactical and strategic design, recognizing how its orientation has moved through product, service, experience, business model and is lifting design into new ways of orientation at tactical and strategic levels.

As I found out from my research, there is an awful amount of “noise” and “hype to work through to find the past, present and future positions of design thinking. In summary, I think design thinking is undergoing a revolution, a certain maturing but it is littered with a very messy, highly competitive present. Continue reading

The limitations, criticisms and new pathways for Design Thinking – Part One

Let me summarize where we are today in design thinking. In the past couple of weeks, I have been spending a fair amount of time on investigating design thinking.

This is part one of my thoughts that came out of investigating and researching design thinking

In these two posts, I want to provide my outcomes, bridging the present and pointing towards a better design thinking future, in my opinion urgently needed.

The ‘product of my work’ itself is presently being worked through to be available as an e-book in the coming weeks.

The intent of the e-book is to offer a practical, direct takeaway of design thinking, the present practices and where it is possibly heading. I tried to go linear, gone circular, gone holistic and at times ballistic and sought out tactical and strategic design, recognizing how its orientation has moved through product, service, experience, business model and lifting design into new ways of orientation at tactical and strategic levels.

As I found out from my research, there is an awful amount of “noise and hype” to work through to find the past, present and future positions of design thinking. In summary, I think design thinking is undergoing a revolution, a certain maturing but it is littered with a very messy, highly competitive present.

I am suggesting that perhaps design thinking is a current ‘burning platform’ and the term ‘design thinking’ is so loaded it might need to be reworked under different banners to allow it to evolve as it equally needs to be restated and deepened in its skills, practices, uses, and methodologies. Continue reading

Deeper read or quick summary- finding the time

researching_innovation

I recently wrote a post “Delving into a complex world- helping to keep pace”.……to help us to keep pace, learn apply and adapt.

Finding time to read and extend our thinking is a real struggle and going that extra mile to read thought-leadership views can be a step to far, I know but I can’t help myself, it is part of my job and certainly for me, many are really worth it.

In that post I was recommending Deloitte and their thought leadership as a good place to visit.

Now I’m not sure how many of you actually did, so I thought in this post  to pick out specifically two great articles and make a post summary of these, as I feel both of these might be useful, as they challenge and break new ground in thinking. Continue reading

Achieving a higher collaborative gear

Collaborative GearsFor a big majority of us, open innovation is now well established, it is part of our innovation furniture. The quest for many, today, is the search for richer engagements, possibilities and exchanges. We need to move beyond the existing boundaries and go deeper into the collaborative space.

I regard collaboration as the active ingredient, the yeast that allows our ‘daily innovation bread’ to rise. Getting all the parties ‘gathered around’ puts increased vitality, energy and commitment into working together over a project or idea.

As we learn to reach out and collaborate, exchanging perspectives and our different thoughts, it is in these interactions, in the many exchanges on-line and off-line that we move towards a real sense of achievement.

Allowing outside ideas through our doors

Open innovation has literally thrown open the doors, many of our research and development activities are increasingly relying on the input from outside. Open innovation is changing our behaviours.

Continue reading

Inspiration, Ideation and Implementation

SurrondedFinally I am completely surrounded. I have that feeling of being somewhat overwhelmed, I can’t twist and turn any more, it simply will not go away. Do I throw myself off the building or decide to listen a little longer? It really is forcing me to think.

Today it seems whenever I pick up a business book each chapter has a section on it. Also I seem not to be able to not fall over all the articles extolling its virtues, I mindlessly “Google it” and you can see your whole life flash before you, if you decided to investigate this seriously.

What am I talking about?  Well nothing other than Design Thinking. I know, most of you are so heavily into this you feel you might as well ‘flip’ over to the next article but are you, really?

Continue reading

The Age of Large Business Model Reinvention

Most of our existing organizations are searching for the mechanisms to reinvent their business models, through identifying, designing and executing differently from the existing ones, where they tend to simply be ‘locking themselves into’ repeating patterns, possibly opening themselves up to new forces of disruption.

There is a sense of urgency that is growing at the corporate level, to master this ability to design different business models and then set about executing them, to combat the multiple ‘disruptive forces’ swirling around in the present and near-term business environment.

Reinventing the Business model is such a big ask in the complexities to overcome, the legacies, the vested interests, the distribution of created wealth (dividends, bonuses, performance) are all ‘locked into’ the existing business. Many of those necessary bolder decisions get caught up in horrible compromise.  Parallel managing is both an art and a science but it always needs clarity.

Addressing the current dilemma within business models

So we have a classic dilemma, we need to manage and extract as much as we can from the existing business but simultaneously begin to reinvent, to design something different. Continue reading

The Understated Back-End of the Business Model Canvas.

 So we all know a standard company balance sheet has three parts: assets, liabilities and ownership equity. The accounting equation states assets and liabilities are known as equity or net worth and this net worth must equal assets minus liabilities. The balance sheet summarises the present position or last audited position.

Well in the Business model canvas we have the cost side, the back-end, made up of the activities, resources and partnership aspects and a revenue side, the front end, made up of customer segments, channels and customer relationships. It is the ‘net worth’ of all these blocks that makes up their contribution to the Value Proposition.

It is the nine building blocks when we put them together, tells the complete story, a little like a business model balance sheet. Balancing this out thoughtfully does need that bringing it all together, so as to give others the compelling story and begin to mobilise around and attract the necessary resources.

My question though is this: “is the BMC understated at the back-end today and should we strike a different balance for more established organizations?”

Balancing the BMC BMC model is by Osterwalder & Pigneur. Visual source: Steve Blank

Balancing the BMC
BMC model is by Osterwalder & Pigneur. Visual source: Steve Blank

What happens when one side perhaps gets over emphasised?

Very much the orientation of the business model canvas is presently skewed towards the front end – the market facing part and rightly so. You are in search of a new business model, you will never find it in the building. As Steve Blank rightly stated “you have to get out of the building” to validate your assumptions or hypothesis, to search for the value in the real marketplace.

Continue reading

The (Re)birth of the Architect for the Business Model Design

Business model both in new designs and it management have become centre stage in many of our existing organizations’ thinking. The need is not just too simply find new growth through new business models but to ‘react and adapt’ those existing business model designs that are in place, to catch-all the emerging possibilities that are around, hopefully before others do. Are we doing a good job of this at present?

BMC- Osterwalder & Pigneur. Visual source: Steve Blank

BMC- Osterwalder & Pigneur. BMC Visual source: Steve Blank

Those without a legacy or are really agile usually are in pole position to explore new opportunities quickly. Also to start with a blank business canvas is exhilarating. It seems we are in the era of the Entrepreneur or are we? Continue reading