Despite the best efforts of the design community to the contrary, design is still struggling to influence companies in meaningful ways. The fault lies mostly within the design profession itself, which is unable to supply leadership equal to the current demand.
A decade ago the ability to generate ideas for businesses was a terrific and unique offering, and often a good business. Many companies and consultants were conducting workshops aimed at coming up hundreds of ideas, and ...
The topic of design has generated a lot of buzz lately—so much, in fact, that some suggest that the renewed interest in all things creative is a passing fad. Not exactly. If we let history be our guide, we'll see that there's a cycle at work here, and in my view we are presently half way through it. Let's call it the Design Cycle. Case in point: JC Penney.
One of the biggest complaints designers in consumer product companies have is that their organization's engineers just don't ‘get' design. That, they would argue, is why so many products—especially in consumer electronics—are so maddeningly complex, counter-intuitive, and user-unfriendly.
Design thinking is currently an "It" concept, the topic of countless books and blogs and conference panels. While it can mean a lot of different things to different people, for me, design thinking is a methodology, a tool, a killer app, and a problem-solving protocol to be used on virtually any problem. It can be equally effective in designing a new product or creating a new brand, to envisioning a new approach to health care or to reinventing city management.