Brenner / Uebernickel Design Thinking for Innovation

Research and Practice
1. Auflage 2016
ISBN: 978-3-319-26100-3
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 236 Seiten

This book presents the full scope of Design Thinking in theory and practice, bringing together prominent opinion leaders and experienced practitioners who share their insights, approaches and lessons learned. As Design Thinking is gaining popularity in the context of innovation and information management, the book elaborates the specific interpretations and meanings of the concept in different fields including engineering, management, and information technology. As such, it offers students and professionals a sourcebook revealing the power of Design Thinking, while providing academics a roadmap for further research.

Walter Brenner is the managing director of the Institute of Information Management at the University of St.Gallen. He has been working in the area of IT and innovation for more than 30 years. Walter Brenner discovered Design Thinking as an important approach to innovation for the University of St.Gallen and has been collaborating in this field with Stanford for 10 years, now.
Falk Uebernickel is assistant professor at the Institute of Information Management at the University of St.Gallen, Switzerland. He started his professional Design Thinking career in 2008 and teaches the Masters Design Thinking course together with Stanford University and is conducting projects and executive lectures at various companies like FIFA, Audi, Clariant, SAP, UBS, Deutsche Bank, RBS, Allianz, Merck, Telecom Austria Group, Swisscom, and ThyssenKrupp

Autoren/Hrsg.

Brenner, Walter

Uebernickel, Falk

Inhaltsverzeichnis

1;Design Thinking at University of St.Gallen;6
2;Preface;8
2.1;Decision Makers;8
3;Foreword;10
4;Contents;18
5;About the Authors;20
6;Part I: Introduction from the Editors;28
6.1;Design Thinking as Mindset, Process, and Toolbox;29
6.1.1;Introduction;30
6.1.2;Examples of Design Thinking;30
6.1.3;The Nature and Origins of Design Thinking;32
6.1.3.1;Design Thinking as Mindset;34
6.1.3.2;Design Thinking as Process;36
6.1.3.3;Design Thinking as Toolbox;39
6.1.3.4;The Design Thinking Team;41
6.1.4;Application Areas: Design Thinking in Teaching and Information Systems;42
6.1.5;Design Thinking at the Institute of Information Management at the University of St.Gallen;44
6.1.6;Outlook;45
6.1.7;References;46
7;Part II: Contributions from Teaching and Research;48
7.1;Design Thinking and Corporate Entrepreneurship: An Integration and Avenues for Future Research;49
7.1.1;Introduction;49
7.1.2;Definitions;50
7.1.2.1;Design Thinking;50
7.1.2.2;Corporate Entrepreneurship;50
7.1.3;Towards the Four Research Themes;51
7.1.3.1;Design Thinking and Opportunity Recognition/Creation;52
7.1.3.2;Design Thinking and Effectuation in Corporate Entrepreneurship;53
7.1.3.3;Design Thinking and Corporate Entrepreneurship Strategy;55
7.1.3.4;Entrepreneurial Design Management;57
7.1.4;Concluding Remarks;59
7.1.5;References;59
7.2;Measurement of Design Front End: Radical Innovation Approach;64
7.2.1;Introduction;65
7.2.2;Theoretical Background;65
7.2.2.1;Front-End Process;65
7.2.2.2;Radical Innovation Process;66
7.2.2.3;Social Environment;66
7.2.2.4;Structural Environment;67
7.2.2.5;Measurement;67
7.2.3;Methodology;69
7.2.3.1;Case Companies;69
7.2.3.2;Data Collection and Analysis;69
7.2.4;Results;73
7.2.5;Conclusions;76
7.2.6;References;78
7.3;Design Thinking for Revolutionizing Your Business Models;80
7.3.1;The Business Model Navigator: How to Revolutionize Business Models;80
7.3.2;The Power of Design Thinking for Business Models;82
7.3.2.1;Design Thinking Within Initiation;83
7.3.2.2;Design Thinking Within Ideation;84
7.3.2.3;Design Thinking Within Integration and Implementation;86
7.3.3;Summary;88
7.3.4;References;89
7.4;Design Thinking in IS Research Projects;90
7.4.1;Introduction;90
7.4.2;Twofold Character of Design Thinking;93
7.4.2.1;Design Thinking as a Mindset;93
7.4.2.2;Design Thinking as a Toolset;95
7.4.3;Application of Design Thinking Across Domains;96
7.4.4;Science by Design in IS;98
7.4.4.1;Bringing Design Thinking to Science;99
7.4.4.2;Bringing Science to Design Thinking;100
7.4.4.3;Operationalizing Design Thinking in Design-oriented IS Projects;101
7.4.5;Conclusion;103
7.4.6;References;103
7.5;Dynagrams: Enhancing Design Thinking Through Dynamic Diagrams;107
7.5.1;Introduction: The Promise;107
7.5.2;Context: The Premise;108
7.5.3;Approach: The Procedure;109
7.5.4;Results I: The Principles;110
7.5.5;Results II: The Prototypes;113
7.5.5.1;The Roper Dynagram for Rigorous Client Focus;113
7.5.5.1.1;What Is It?;113
7.5.5.1.2;How Can the Dynagram Be Applied in the Design Thinking Context?;114
7.5.5.1.3;An Example Illustrating the Advantages of the Dynagram;114
7.5.5.1.4;The Dynagram Principles in Action;115
7.5.5.2;Confluence Dynagram for Ambiguity Reduction and Focus Clarification in Prototyping;117
7.5.5.2.1;What Is It?;117
7.5.5.2.2;How Can the Dynagram Be Applied in the Design Thinking Context?;117
7.5.5.2.3;An Example Illustrating the Advantages of the Dynagram;117
7.5.5.2.4;The Dynagram Principles in Action;120
7.5.5.3;Sankey Dynagram as Tracking Device and Reflection Aid;120
7.5.5.3.1;What Is It?;120
7.5.5.3.2;How Can the Dynagram Be Applied in the Design Thinking Context?;120
7.5.5.3.3;An Example Illustrating the Advantages of the Dynagram;121
7.5.5.3.4;The Dynagram Principles in Action;122
7.5.5.3.5;Dynagrams Resources;122
7.5.6;Conclusion: The Perspectives;122
7.5.7;References;123
7.6;What if? Strategy Design for Enacting Enterprise Performance;125
7.6.1;Focus: Enacting Enterprise Performance;125
7.6.2;Approach: Ten Practices of Strategy Design;126
7.6.2.1;Relating Strategy and Design;126
7.6.2.2;Practice 01: Projecting;127
7.6.2.3;Practice 02: Prototyping;128
7.6.2.4;Practice 03: Evaluating;128
7.6.2.5;Practice 04: Experimenting;129
7.6.2.6;Practice 05: Routinizing;129
7.6.2.7;Practice 06: Mobilizing;130
7.6.2.8;Practice 07: Realizing;130
7.6.2.9;Practice 08: Connecting;131
7.6.2.10;Practice 09: Scaling;131
7.6.2.11;Practice 10: Curating;132
7.6.3;Conclusion: Exploring Strategy Design Practices;132
7.6.4;References;134
7.7;Effectuation: Control the Future with the Entrepreneurial Method;136
7.7.1;What Is Entrepreneurial About an Entrepreneur?;137
7.7.1.1;Do You Know Successful Entrepreneurs?;137
7.7.1.2;On the Role of Uncertainty;138
7.7.1.3;Learn from Experienced Entrepreneurs;140
7.7.2;Principles of Entrepreneurial Action;142
7.7.2.1;Principle of Future Orientation;142
7.7.2.2;The Principle of Means Orientation;142
7.7.2.3;The Principle of Affordable Loss;143
7.7.2.4;The Principle of Contingencies;144
7.7.2.5;The Principle of Partnerships;145
7.7.3;From Action Principles to an Entrepreneurial Method;146
7.7.3.1;The Classical Management Process;146
7.7.3.2;The Process of Entrepreneurial Activity;147
7.7.3.3;The Interplay: Entrepreneurial Management;148
7.7.4;References;150
7.8;``Making Is Thinking´´: The Design Practice of Crafting Strategy;151
7.8.1;``Making Is Thinking´´: The Design Practice of Crafting Strategy;151
7.8.2;A Cultural Materialist Perspective on Design;152
7.8.3;A Design Perspective on Strategy Work;154
7.8.4;A Design Practice for Strategy Work: Crafting Embodied Metaphors;155
7.8.5;Strategy Work as Design: Making Sense of Post-Acquisition Integration at CellCo;157
7.8.6;Benefits of Strategizing as Design Practice;159
7.8.7;References;160
7.9;Context Dependency in Design Research;161
7.9.1;Design Research Beyond Context Independency;161
7.9.2;Scenarios that Exemplify the Meaning of Context Dependency;162
7.9.2.1;Scenario 1: Kids Crying in the Car;162
7.9.2.2;Scenario 2: Perceived Heat in the Building;163
7.9.2.3;Scenario 3: Production-Line Sensing with Smart Equipment and Remote Diagnosis;163
7.9.2.4;Scenario 4: Heart Attack and Emergency Ride to the Hospital;164
7.9.2.5;Scenario 5: Flight Connection with Stopover;164
7.9.2.6;Scenario 6: Field Service at Customer Construction Site;165
7.9.3;Autonomous-Car/ROBOT and Driver-Passenger/HUMAN Experience Has Sharpened our Attention to the Role of Context Dependency;166
7.9.3.1;Information Exchange, by Far the Most Familiar Interface;166
7.9.3.2;Emotion Exchange, the Best Predictor of Team Performance;167
7.9.3.3;Learning Exchange, the Least Understood Interface;167
7.9.4;Implications for Design Science Research;168
7.9.4.1;Design as an Artifact;168
7.9.4.2;Problem Relevance;168
7.9.4.3;Design Evaluation;168
7.9.4.4;Research Contribution;169
7.9.4.5;Research Rigor;169
7.9.4.6;Design as a Search Process;169
7.9.4.7;Communication of Research;170
7.9.5;References;170
7.10;What Is It That Design Thinking and Marketing Management Can Learn from Each Other?;171
7.10.1;Introduction: Common Elements of Design Thinking and Marketing;171
7.10.2;Design Thinking´s Contribution to Marketing Management;172
7.10.2.1;Empathize: Deepening and Broadening the Perspective;173
7.10.2.2;Define: Be Inspired and Solution-Based-And Learn to Dance with Ambiguity;175
7.10.2.3;Ideate: Multi-discipline and Thinking in Alternatives;175
7.10.2.4;Prototyping: Making Marketing Tangible;176
7.10.2.5;Test: Accelerating Learning Processes in Marketing;177
7.10.3;Marketing´s Contribution to Design Thinking;179
7.10.3.1;Necessity of a Social Science Foundation in Market Research and Business Management Segmentation;179
7.10.3.2;Competitive Orientation as Conditio Sina Qua Non;180
7.10.3.3;Know the Limits of Testing!;180
7.10.4;Conclusion;181
7.10.5;References;181
8;Part III: Contributions from Practice;183
8.1;Industrial Design Thinking at Siemens Corporate Technology, China;184
8.1.1;i.DT Program at Siemens CT China;185
8.1.2;i.DT Process and Methods;186
8.1.2.1;Defining for a Holistic Understanding of Project Scope from Stakeholders´ Perspectives;189
8.1.2.2;Needfinding to Identify Critical and Hidden User Needs;190
8.1.2.3;Extreme Users;190
8.1.2.4;Needfinding Conducted by Engineers;192
8.1.2.5;Brainstorming to Generate Unique Ideas;192
8.1.2.6;Low-Resolution Prototyping and Testing to Speed Up the Innovation Process and Mitigate Risk;193
8.1.2.7;i.DT Outcome;195
8.1.3;Learning and Future Plans;196
8.1.3.1;Supportive Innovation Management and Supportive Ecosystem Are Critical Success Factors of i.DT Innovation Projects;196
8.1.3.2;Customization of Innovation Programs Is Critical for Industrial Business in China;197
8.1.3.3;Useful and Unique User-Driven Innovation Methods Are Critical to Cultivate Innovative Thinking and Doing;199
8.2;Design Thinking: Process or Culture?;201
8.2.1;Design Thinking as a Step-by-Step Process;202
8.2.2;Characteristics of a Design Thinking Culture;207
8.2.3;Chances and Limits;209
8.3;Designing from the Future;210
8.3.1;Introduction;210
8.3.2;Forms of Reasoning in Designing Alternative Realities;214
8.3.2.1;The Past as a Point of Reference;219
8.3.2.2;The Present as a Point of Reference;219
8.3.2.3;The Future as a Point of Reference;221
8.3.3;The Importance of a Future-Oriented Design Process;225
8.3.4;Embedding a Future-Oriented Design Process;226
8.3.4.1;Sensemaking in Discovery-Driven Design;228
8.3.4.2;Sensemaking in Creation-Driven Design;231
8.3.5;References;233