Design Thinking and more from IDSA conference Roger Martin, dean of the Rotman School of Management, has research interests that lie in the areas of global competitiveness, integrative thinking, business design and corporate citizenship. He gave a powerful presentation on Saturday morning at the IDSA conference entitled "Design Thinking: The Next Competitive Advantage". The theme of this year's conference was connections, and part of Roger's presentation focused on the "Ultimate Design Challenge;" the disconnect between analytical and design thinking.
Traditional business training teaches two types of declarative reasoning: deductive and inductive. Deductive being that "because of this, that is true." In comparison, inductive is "because of all of these things, that is true." Designers think differently in order to achieve innovation. This type of thought, adductive reasoning, says that "because of all this, these things might be true. This type of generative reasoning is what Roger believes that businesses must leverage off of in order to stay ahead of the competition.
"Both [types of thought have] their places, but as organizations grow, analytical thinking which focuses on exploitation and refinement of the current state of knowledge often crowds out design thinking which pushes knowledge forward and creates new possibilities. To benefit from design thinking, a business needs to understand how analytical thinking and design thinking differ, why and how they come into conflict, and how to create an environment which encourages design thinking to flourish."
In the slide referencing "Designing in a Hostile Territory," Roger explains how designers can approach this ultimate challenge and work with business and marketing disciplines in order to achieve innovation. Analytical thinking is based on proof, but design thinking and innovation are based on what might be true in the future. The five tips on this slide deal with generating trust in ideas by empathizing with analytical thinkers, because proposals that are not fact based challenge their core way of thinking. For example, "Speaking the Language of Reliability" means that designers should not use self serving phrases such as "its cool," "wait till you see this," or "oh wow." Making sure to address analytical thinkers with phrases like "making budget," and "being sure" is a way to speak the language of reliability. Slightly humorous, but still a good point to remember when explaining ideas, and design value, that have a strong probability of success, but no proof.
The slide "Leveraging Design in Business" explains the counterpoints and gives tips on how to allow designers to create innovation, which involves taking risks. Another part of Roger's presentation, not represented in the slides attached, was based on how businesses that embrace design thinking will keep ahead of their competitors by processing knowledge through "a funnel of information." At the most open end of the funnel would be a general problem, or a "mystery", as he called it. This broad mystery is solved by a fact, such as things fall to the ground because of gravity. The fact is processed into usable data, and the data funnels down to a code. For example, the broad mystery of gravity translates into code, which is then used to land a plane on autopilot. The companies that will be ahead of the competition are the ones that can funnel "mysteries" into "code" fast enough that they have time and resources to look back up at the mysteries to solve a new aspect of the problem, with new codes. Companies that continue to reuse the same "code" in multiple applications, without looking back at the general problems, will eventually be surpassed by their competition. It seems like a simple concept, but since the time and resources to "look back at the mysteries" are hard to account for analytically, it often is left out of the development process.
This same type of thought resonated in several other presentations at the conference, including Stefano Marzano, CEO & Chief Creative Director of Philips Design. His speech stated similar points such as that companies should not focus on their competitors, but rather focus outside this ring. Being visionary means to look to the far future and be strategic, but not to presume to absolutely know up front what is it we will do, only to have buckets of thought that identify presumed needs (or mysteries to look up at). Both Stefano and Roger also point out that all disciplines in a company are best served if they are not treated as silos and should be integrated in order to break down walls between analytical and design thinking. The last point they made in solving this "ultimate challenge" is that both sides must empathize with the other and count on the analytical and design talent in their company for achieving success.
Unrelated to the above: Stefano from Phillips showed an interesting slide on Phillips approach to designing products for wellness. Stefano also spoke a little about the importance of partnering. Phillips has an entire business section know called Phillips Consulting with 12 international locations. They focus solely on partnering with companies like Nike, Apple, Norelco, Alessi, etc in order to leverage off of each company's core talent.
In the slew of eco-design presentations, there were many repetitive, but good points - most that we have heard before. Being optimistic in thinking design can make change was the overall point, everything else was examples on how to do so. Remembering emerging trends like product sharing, was brought up in by many speakers. Many also mentioned that not only products are now judged by the consumers for their environmental impact, but the company's eco ethics are also judged. Brands like Hummer, are on the out! Check it |http://http://www.fuh2.com|www.fuh2.com| Soon it will be standard for companies to give consumers more eco ethic information such as the product's history in its manufacturing, the assembly, waste, the company's facilities, shipping, labor, and what will happen when the product needs to be disposed of. A consumer's view of the brand will no longer be just from what they see on the shelves.
Lastly, I witnessed in San Francisco the company the is partially responsible for the stalker-like creepy images of the front of my house appearing on google. I saw a
Teleatlas car equipped with about 12 cameras on the roof, "mapping" the landscape. Since this technology is obviously already here, I thought it be best to know more about it Other technologies mentioned repeatedly at the conference, such as RFID, seem to be what technology is heading towards: Connecting, in all senses of the word, without limits of time, space, or inconvenience.