musicmarkup.info: The Design of Business: Why Design Thinking is the Next Competitive Advantage (): Roger L. Martin: Books. In "The Design of Business," Roger L. Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking. The Design of Business: Why Design Thinking is the Next Competitive Advantage. Jan Roger Martin. Roger Martin. The Design of Business : Why.
|Language:||English, Spanish, Arabic|
|Genre:||Health & Fitness|
|ePub File Size:||21.79 MB|
|PDF File Size:||18.71 MB|
|Distribution:||Free* [*Sign up for free]|
In The Design of Business, Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines. The Design of Business. Why Design Thinking is the Next Competitive Advantage. Roger Martin, Dean. Rotman School of Management. University of Toronto. Roger Martin's presentation at the Unfinished Business lecture series, hosted. The Design of Business Why Design Thinking is the Next Competitive Advantage Roger Martin, Dean Rotman School of Management University of Toronto. Persuasion, Presentation & Practice: Rotman Storytelling.
Published on May 31, Most companies today have innovation envy. They yearn to come up with a game-changing innovation like Apple s iPod, or create an entirely new category like Facebook. But they get disappointing results. In "The Design of Business", Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo. To innovate and win, companies need design thinking.
An alternative is a new corporate structure that incorporates design thinking into the firm, like the one A. Lafley put in place at Procter and Gamble. Similarly, a hybrid model, with a CEO who leads by example but also has a creative structure in place to encourage design thinking, can work well; the best example is Apple under Steve Jobs. From a personal development standpoint, Martin advocates using and combining some of the tools discussed in his earlier book, The Opposable Mind , to develop the design thinking mindset.
Stance: positioning oneself with a mindset to acquire the skills to become a successful design thinker.
Tools: taking the opportunity to develop skills that will improve thought processes and creativity. Experiences: exposing oneself to challenging situations, different variations, and reinforcing ones design thinking.
Martin acknowledges that design thinking may be meet criticism, so he suggests the following steps to get along with others while practicing it: Rephrase extreme views as a creative challenge Empathize with colleagues on the extremes.
Argue in terms of reliability and validity.
Put unfamiliar concepts in familiar terms. Share Give access Share full text access. Share full text access.
Please review our Terms and Conditions of Use and check box below to share full-text version of article. Get access to the full version of this article.
View access options below. You previously downloadd this article through ReadCube. Institutional Login.
Log in to Wiley Online Library. download Instant Access. View Preview. Learn more Check out. Citing Literature Number of times cited according to CrossRef: Volume 27 , Issue 6 Special Issue: The balancing act: How design-thinking organizations embrace reliability and validity The chapter focuses on the need to balance reliability and validity, and the challenges to do so foremost all structures, processes and cultural norms tilted towards reliability.
Roger presents a rough rule of thumb "when the challenge is to seize an emerging opportunity, the solution is to perform like a design team: work iteratively, build a prototype, elicit feedback, refine it, rinse, repeat… On the other hand, running a supply chain, building a forecasting model, and compiling the financials are functions best left to people who work in fixed roles with permanent tasks". The chapter feels somewhat repetitive, in the uphill battle for validity, and more obstacles of change are presented: Preponderance of Training in Analytical Thinking Reliability orientation of key stakeholders Ease of defending reliability vs.
Again Roger adds to the existing body of knowledge with the twist of reliability vs.
The role of the CEO and different approaches to build design-friendly organizational processes and norms into companies are discussed referring to the different cases presented. Again, Roger returns to the reliability vs validity battle, now from a CEO perspective with terms such as "resisting reliability", "those systems-whether they are for budgeting, capital appropriation, product development…", and "counter the internal and external pressures toward reliability".
Getting personal: Developing yourself as a design thinker In the final chapter the focus is on how a non-CEO can function as a design thinker and develop skills to individually produce more valid outcomes even in reliability-oriented companies. Roger refers back to his previous book The Opposable Mind, and the concept of a personal knowledge system as a way of thinking about how we acquire knowledge and expertise.
The knowledge system has three components: Stance: "Who am I in the world and what am I trying to accomplish? Roger then presents the design thinker's stance, key tools observation, imagination, and configuration , and how to obtain experiences by trying new things and test their boundaries.
Roger also presents five things that the design thinker needs to do to be more effective with colleagues at the extremes of the reliability and validity spectrum: Reframe extreme views as a creative challenge Empathize with your colleagues on the extremes Learn to speak the languages of both reliability and validity Put unfamiliar concepts in familiar terms When it comes to proof, use size to your advantage This is a great book and I recommend business developers and business model innovators to download it , as it is a quick read with several important concepts and interesting cases to learn from.