If managers believed like designers businesses would seem quite different, the writers argue. For one, they would always begin with empathy - a deep understanding of their customer. And third, they would be in the tendency of iterating their way to a solution - 'learning as they go' and incorporating the new learning into the following iteration.
While many supervisors value the power of design, a formal procedure has been evasive; until now. The authors describe a four-step process for bringing design thinking to life that begins with asking, 'What if?' and finishes with asking 'What Works?' - learn stage and the launching. Ultimately, they demonstrate that an ineluctable but healthy tension will always exist between creating the new and preserving the finest of the present, and as a supervisor, your essential challenge would be to find out how to manage that pressure.
PUBLICATION DATE: September 01, 2011 PRODUCT #: ROT146-HCB-ENG
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
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