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Rotman on Design

Rotman on Design: The Best on Design Thinking from Rotman Magazine

Paola Antonelli
Roger Martin
Roger Martin
Karen Christensen
Copyright Date: 2013
Pages: 264
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  • Book Info
    Rotman on Design
    Book Description:

    This collection featuresRotmanmagazine's best articles on design thinking and business design. Insights are drawn from the people on the frontlines of bringing design into modern organizations, as well as from the leading academics who are teaching design thinking to a new generation of global leaders.

    eISBN: 978-1-4426-6836-2
    Subjects: Business, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 1-4)
  2. Table of Contents
    (pp. 5-8)
  3. Introduction
    (pp. 9-10)
    Roger Martin

    In january of 2004, I made a rather bold statement on the pages ofRotmanMagazine when I wrote:

    We are on the cusp of a design revolution in business. Competing is no longer about creating dominance in scale-intensive industries, it’s about producing elegant, refined products and services in imagination-intensive industries. As a result, business people don’t just need to understand designers better – they need tobecomedesigners.

    Little did I know at the time how eager the business community was to learn a new approach to innovation. From banks to non-profits to healthcare organizations, people accepted the fact...

  4. Introduction
    (pp. 11-11)
    Paola Antonelli

    Back in university, I started out as a student of Economics. I studied hard and paid close attention in class, but it didn’t take long for me to become frustrated with my subject matter. This was before Behavioural Economics emerged, and it seemed to me that my rationality-obsessed subject matter was missing out on some key aspects of human behaviour. After two years, I switched my focus to Architecture, where the complete human condition – with all of its rationalandirrational aspects – appeared to be dealt with in a more truthful manner. The realm of design quickly captured...

  5. 1 The Foundation:: Why Design? Why Now?

    • Introduction
      (pp. 13-13)
      John Maeda

      In recent years, organizations of all shapes and sizes have begun to embrace design methodologies. People sometimes ask me if this surprises me; and the truth is, not really.

      Over the years I’ve had a front-row seat to watch as technology got better and better. In my days at the MIT Media Lab, again and again,Moore’s Lawplayed out before my eyes, as computational systems and networks got faster and faster, cheaper and cheaper. As this continued, we were all told that products and services were going to keep getting better and better; but I just didn’t see that...

    • The Design of Business
      (pp. 14-19)
      Roger Martin

      These are turbulent times for business, as companies struggle to adjust to the globalization of markets and competition, the expansion of the service-based economy, the impact of deregulation and privatization, and the explosion of the knowledge revolution. All of these forces are driving firms to fundamentally rethink their business models and radically transform their capabilities – but an equally important (though less obvious) business transformation is taking place with respect to design.

      As we leave behind one economic age and enter another, many of our philosophical assumptions about what constituted competitive success grew out of a different world. Value creation...

      (pp. 20-25)
      Jeanne Liedtka

      As we stand at the frontier of a business world in the midst of fundamental change, the field of business strategy is in need of new metaphors. Much of the traditional thinking about strategy formulation and implementation seems ill-suited to escalating imperatives for speed and flexibility. We need metaphors that better capture the challenges of making strategies bothrealandrealizable, metaphors that bring life to the human dimension of creating new futures for institutions, that move us beyond the sterility of traditional approaches to strategic planning. In that spirit, I propose that we resuscitate an old metaphor that I...

      (pp. 26-31)
      Jeanne Liedtka

      The problems with traditional approaches to planning have long been recognized. They include the attempt to make a ‘science’ of planning, with its subsequent loss of creativity; the excessive emphasis on numbers; the drive for administrative efficiency at the expense of substance; and the dominance of single techniques, inappropriately applied. Yet, decades later, strategists continue to struggle to propose clear alternatives to traditional processes.

      Design offers a different approach and suggests processes that are more widely participative, more dialogue-based, issue-rather than calendar-driven, and conflict-usingrather than conflict-avoiding, all aimed at invention and learning, rather than control.

      But beneath all the...

      (pp. 32-37)
      Jeanne Liedtka and Henry Mintzberg

      Nearly 40 years ago, Nobel Laureate in Economic Sciences Herbert Simon argued that, “everyone designs who devises courses of action aimed at changing existing situations into preferred ones. Design, so construed, is the core of all professional training: architecture, business, education, law, and medicine are all centrally concerned with the process of design.”

      Given the widespread attention given to design in the business press in recent years, it appears the time has finally come when the business world is taking this message seriously. Yet design is hardly the core of any current management training – or its practice. In fact,...

    • THE SECOND ROAD OF THOUGHT: How Design Offers Strategy a New Tool Kit
      (pp. 38-43)
      Tony Golsby-Smith

      A friend of mine with a background in media recently found himself in the role of CEO of a major government department. One of the first things he noticed is how abused the word ‘strategy’ is: everything has to be a strategy in order to get noticed. He was sure someone would have a strategy for visiting the restrooms. But the second thing he noticed was that no-one was actually thinking strategically: the more the word was used, the less meaningful it became.

      It should not be like this. Strategy should be the process that enables organizations to create new...

    • Design Thinking: On its Nature and Use
      (pp. 44-49)
      Charles Owen

      The handiwork of humankind has finally begun to impress itself on the global environment and on us, its inhabitants. It is news to no one that current rates of resource consumption cannot keep up with population growth as it exists. By 2050, world population is virtually certain to increase by half again from its present seven billion – with all that means for our dwindling resources. Coupled with that, it is now clear that global warming is fact, and its growing control over Earth’s climate and weather systems will unpredictably complicate problems already made serious by population pressures.

      While the...

    • Building Shared Understanding of Wicked Problems
      (pp. 50-53)
      Jeff Conklin and Karen Christensen

      In the Age of Science, the job of Science was to describe the universe. Once we had created a good description of the natural world, we could begin to exercise control, and the path was opened for technology – the art of harnessing, controlling and transforming our world. In the last century, organizations have borrowed heavily from the ethos of Science and technology: the goals of ‘management science’ were to describe (or predict) the future and control it. In the Age of Science, facts legitimized decisions – indeed, they were the only acceptable basis for decisions and actions. The goal...

    • A Survival Guide for THE AGE OF MEANING
      (pp. 54-59)
      Sohrab Vossoughi

      Recent economic turmoil has forced companies around the globe to re-evaluate their core business strategies. In order to move forward and thrive – indeed, to survive – organizations have to carefully consider how to remain relevant going forward.

      The power shift from companies to consumers in recent years has been undeniable. Globalization and the Internet have killed our affair with the mass economy – with mass production, mass markets and mass marketing. The consumer-driven world of segmented media and markets that has emerged calls for new terms of engagement.

      It seems like just yesterday that a successful, sustainable business was...

      (pp. 60-65)
      Dev Patnaik and Peter Mortensen

      In 1986, manager Jack Stack and 12 co-workers staged a successful buyout of Springfield Remanufacturing Center from its parent company, International Harvester. The engine rebuilder had been losing money to the tune of $2 million a year, and Stack and his team believed that they could revive the moribund unit. Realizing the need to make massive operational changes, they revamped SRC’s system for financial reporting and decision making. In the process, they helped spawn a management revolution: open-book management.

      Stack and his colleagues realized that the only way to successfully make a multitude of changes quickly was to enlist the...

    • From Blueprint to Genetic Code: The Merits of an Evolutionary Approach to Design
      (pp. 66-71)
      Tim Brown

      Like most designers, I am quite comfortable with the notion of designing simple things. I can pick up just about any object and tell you how it was made, and I could probably have a reasonable crack at designing an equivalent of it, even though I’m not a particularly technical person. That’s because it is possible to definitively know everything important about a simple object: we can know its form, the market for it, and the best method of manufacturing it. We might even know what to do with it when people are finished using it. The traditional design process...

  6. 2 How Design Fits Into the Modern Organization

    • Introduction
      (pp. 73-73)
      Claudia Kotchka

      Whether you work for a hospital, a bank or a small startup, I can say with certainty that design is a capability that can benefit your organization. That’s because everything that surrounds us is subject to innovation, as Roger Martin has stated.

      There are a variety of ways to put design to work for you. In a world where cognitive diversity is more important than ever, one obvious way is to include a trained designer on your team, which will bring a unique way of thinking and problem-solving to the table. Designers are expert at challenging the questions being asked...

    • Embedding Design into Business
      (pp. 74-79)
      Roger Martin

      The topic of design is hot these days. Wherever you look, there are cover stories, conferences – you name it, if it’s design-related, people are talking about it. Firms everywhere want to revolutionize themselves by becoming more design-oriented. They look wistfully at the stupendous growth that the iconic iPod provided for previously-stagnating Apple, and are hopeful that design can help them create their own version of the iPod and restart their growth engines.

      Unfortunately, it’s not as simple as hiring a Chief Design Officer and declaring that design is your top corporate priority. To generate meaningful benefits from design, firms...

      (pp. 80-85)
      Gabriella Lojacono and Gianfranco Zaccai

      In the literature on design, product development and innovation, the word ‘design’ refers to many things: a creative art, a phase of product development, a set of functional characteristics, an aesthetic quality, a profession, and more. In the lexicon of more and more companies, however, the word has come to denote the totality of activities and competencies that gather all relevant information and transform it into a new product or service.

      Design is now understood as a core activity that confers competitive advantage by bringing to light the emotional meaning products and services have – or could have – for...

      (pp. 86-91)
      Roger Martin

      Broadly speaking, value creation in the 20thcentury was about taking a fundamental understanding of a mystery – aheuristic– and reducing it to a formula – analgorithm– so that it could be driven to huge scale and scope. As a result, many 20th-century organizations succeeded by instituting fairly linear improvements, such as reengineering, supply chain management, and cost controls. The success of McDonald’s, Dell and Walmart depended not so much on superior products, but on a superior process.

      As evidenced by the success of Apple, Google, Amazon and others, competition is no longer in global scale-intensive...

      (pp. 92-97)
      Alonzo Canada

      On paper, rob mcewen was an unlikely chairman and CEO for Canadian mining company Goldcorp, Inc. With a background in finance, the small, soft-spoken man with the neatly-trimmed moustache preferred meticulous tailoring to industrial machinery. But despite his appearance, McEwen was a prospector at heart: he had a fascination with gold and grew up hearing tales from his father about miners, prospectors and grubstakes at the dinner table. So smitten was he with the industry that he hammered out his own template for what he thought a 21st-century gold-mining company should look like, despite never having worked for one. In...

      (pp. 98-103)
      Peter Coughlan and Ilya Prokopoff

      We read everywhere about rapid and constant change and, therefore, the increasing unpredictability of the future. And yet, we have seen little in the way of tools and methods to manage that change effectively and proactively. The tools of traditional business planning start with the assumptions that maintaining the current state is the best strategy, and that incremental growth is a satisfactory outcome.

      But what if we can no longer base our future business on what has happened in the past? We believe that organizations might look to tools from the field of design to help business managers both get...

    • How ‘Design Catalysts’ Conquer Growth Gridlock
      (pp. 104-109)
      Jeanne Liedtka

      Like most managers, you probably have some ideas about how to grow your organization. You may even suspect that one or two of them could turn into something big. Unfortunately, you don’t have the data to prove that any of your ideas will be needle-movers, and the numbers guys insist on proof before any corporate support can come your way. A believer surrounded by professional doubters, you spend your time trying to convince them, while the window of opportunity closes.

      If this sounds familiar, you are caught in ‘growth gridlock’ – a frustrating place where the corporate entrepreneur’s optimism and...

      (pp. 110-115)
      Jane Fulton Suri

      The term ‘research’ shows up in the context of design and innovation in multiple guises, not all of them positive. For some people it connotes ‘data collection’ – looking to the past and present but not to the future; for others it’s simply a required step before coming up with ideas; for yet others it’s a filter that rejects promising ideas before they’ve had a chance to evolve.

      The truth is that research can be an immensely positive force in the innovation journey. But to derive value from it, we must be willing to complement, challenge, and evolve many of...

      (pp. 116-121)
      Heather Fraser

      Design is one of the hottest topics in the business arena in recent years, dubbed the new driver of innovation and a new competitive weapon. It has even received its due at Davos, where the World Economic Forum has featured programs on the value of design as a means of unlocking breakthrough ideas [including sessions led by Rotman Dean Roger Martin.]

      Imagine if everyone could get in on what the world’s leading innovators are discovering; we would no doubt see more value and less waste – of energy (human and otherwise), time and money. But before design can impact human...

      (pp. 122-127)
      Colin Raney and Ryan Jacoby

      As a leader, you are likely facing a set of unprecedented challenges. You might find yourself in markets that are increasingly competitive, comprised of customers who are highly discerning or downright fickle. You’re also likely leading a fast-changing workplace, where the ground rules seem to shift beneath your feet. The world is changing so rapidly, you may be wondering how you’ll be able to find new ways to grow and sustain your business. Which new products and services should you offer?

      We believe that when you find yourself in such a situation, you may be better served to approach your...

    • Embracing Risk to Learn, Grow and Innovate
      (pp. 128-133)
      Diego Rodriguez and Ryan Jacoby

      It’s easy and seductive to say that entrepreneurial business people always forge ahead, risk be damned. However, the glamour of bold action is often stymied by the specter of risk. New offerings may succeed in the market, but more often, they fail. Competitors may outwit you. Careers may hang in the balance. Taking bold risks does not feel safe. But to seek out ‘zero risk’ is to commit to doing nothing.

      How does one move ahead and create growth in such an environment? There is a better way. We applied the design process to this challenge, and set out to...

    • The Future of Retail: From Revenue Generator to R&D Engine
      (pp. 134-139)
      Dana Cho and Beau Trincia

      Our tough economic times have hit traditional retailers hard, particularly in North America. Circuit City and Borders have filed for bankruptcy; Ann Taylor and Home Depot have closed hundreds of stores; and American Apparel is reportedly millions of dollars in the red, to name but a few. The official reasons for these failures range from overly-aggressive expansion strategies to unfortunate investment decisions – but, in reality, a big driver of this retail upheaval is old-fashioned belt-tightening. Financial uncertainty is prompting consumers to change their buying behaviours. Enabled by new technologies, shoppers are now using mobile phones to comparison shop on...

    • Loyalty By Design: Using Design to Create Fiercely Loyal Customers
      (pp. 140-145)
      Jeremy Alexis

      It is a common observation: As soon as the plane lands, at least half the passengers quick-draw their BlackBerries to check their e-mail and voicemail. The device responsible for this behaviour is sometimes mocked as a ‘crackberry’ or ‘an extra appendage.’ Some may see this as a sad commentary on modern business life, but it is also evidence of fiercely loyal customers.

      Most of the quick-draw artists on the plane will also likely be members of the airline’s frequent-flier program. Whereas the BlackBerry derives loyalty from an easy-to-use interface, consistent service, and a robust device design, the airline derives loyalty...

      (pp. 146-151)
      Robert Fabricant

      While problems of all shapes and sizes can benefit from creativity, it has become an article of faith that ‘wicked problems’, in particular, require highly creative solutions that span boundaries and organizations. And as more of the critical issues facing our society – from sustainability to chronic disease – are being classified aswicked(or at least extremely stubborn), the prominence of design thinking continues to grow in the public sphere, expanding into areas heretofore unexplored by designers.

      I have watched this unfold first-hand in my work at frog, where we have seen a rapid expansion of interest from organizations...

    • Designing Systems at Scale
      (pp. 152-157)
      Fred Dust and Ilya Prokopoff

      Wander into mission pie, a corner café in San Francisco best known for its namesake baked goods, and the place looks familiar enough. The 10 or so wooden tables, all in close proximity, are filled with pie-eating, warm-beverage-sipping customers. Some people chat, while others read leftover newspapers or peck out e-mail messages from their laptops. Swap the pie for bagels, and you could be in another San Francisco café. But stick around awhile, and the peculiarities of Mission Pie become apparent.

      First off, roughly half of Mission Pie’s 14-person staff is young–reallyyoung. But they’re not the usual grad-school...

      (pp. 158-163)
      Jeanne Liedtka

      The idea that strategy exists within the realm ofthoughtis pervasive. Grounded in the realm of the rational and the objective, this paradigm emphasizes the value of effective strategic rhetoric that defines powerful core concepts, provides clear guidelines for action and uses simple maxims to communicate vividly. It urges strategic planning processes that utilize conscious forethought, commit aspirations and plans to paper, generally include a strong quantitative component, stress effective communication and carefully measure and monitor outcomes. In short, it makes a great deal of sense.

      Within this mindset, gaining employees’ intellectual acceptance of a new strategy is seen...

  7. 3 A Skill Set Emerges

    • Introduction
      (pp. 165-165)
      Tim Brown

      Over the past decade, my team and I have marveled as organizations of all types have gradually opened up their doors – and their minds – to design. The fact is, organizations are running up against issues that, increasingly, cannot be solved in conventional ways. The leaders we have worked with have displayed a strong desire for an alternative way to approach, tackle and resolve the challenges they face.

      It’s not just businesses: we’ve worked with plenty of non-profits and government institutions, and all of them are opening themselves up to design. These leaders know that, not only do we...

    • Developing Design Sensibilities
      (pp. 166-171)
      Jane Fulton Suri and Michael Hendrix

      Design thinking is receiving a great deal of attention as increasing numbers of innovative organizations succeed in solving complex problems by creative means. In doing so, many of these firms implement specific ‘design methods’ such as observational research, iterative prototyping and storytelling alongside more mainstream approaches. But as any professional designer will attest, design thinking entails much more than applyingmethods:to create value, methods must be applied together with designsensibilities.

      Design sensibilities consist of the ability to tap into intuitive qualities such as delight, beauty, personal meaning and cultural resonance. Such subtle qualities are difficult to put into...

      (pp. 172-177)
      Sarah Rottenberg and Isabel O’Meara

      Charles and ray eames – two of the 20thcentury’s most influential designers – are best known for their timeless furniture, which looks no less modern today than it did when they designed it more than 50 years ago. What is less known about the Eameses (pictured, left) is that they were also passionate educators who sought tirelessly to help people learn how to see their world anew.

      Working with leading corporations, they created more than 60 films and slide shows for clients like IBM, Boeing, Polaroid and Westinghouse, visually communicating complex ideas in new ways. Charles once said that...

      (pp. 178-183)
      Matthew May

      When oliver wendell holmes jr. said, “I wouldn’t give a fig for simplicity on this side of complexity, but I would give my life for simplicity on the other side of complexity,” he might well have been referring to the Zen aesthetic ideal ofshibumi. This Japanese word is reserved for objects and experiences that exhibit all at once the very best of everything and nothing: elegant simplicity; effortless effectiveness; beautiful imperfection.

      I first came upon this concept over 30 years ago through the best-selling spy novelShibumi, by the late author Trevanian (thenom de plumeof Dr. Rodney...

      (pp. 184-189)
      Hilary Austen

      Whether we work in a hospital, a bank or a consulting firm, we all face problems that run the gamut from thesimpleto thecomplex. Simple problems are comfortingly clear: we know where we have to go and how to get there. Such problems often come with a set of instructions, so that anyone following them can arrive at the same solution. The steps involved are relatively few; the difficulty level, relatively low. Most managers would agree that fewer and fewer of today’s problems qualify as ‘simple’.

      The complex problems we face nowadays go by many names: ‘social messes’,...

    • Possibility Thinking: Lessons from Breakthrough Engineering
      (pp. 190-195)
      Jeanne Liedtka and Robert Friedel

      Business strategists tend to be well-versed in the identification and analysis of constraints. But what of possibilities? If the ability to see new possibilities is fundamental to creating innovative designs – whether of products, cities or business strategies – what do we know about state-of-the-art possibility thinking?

      Not much, it seems. Business strategy has historically been seen as a largely analytic endeavor, with relatively little attention paid to the creative aspects of strategy formulation. In this article, we will describe eight ways to illuminate new possibilities taken from Engineering success stories and discuss what each might look like if applied...

      (pp. 196-201)
      Sohrab Vossoughi

      The term ‘design thinking’ has lost some of its lustre of late, particularly in business publications. This is the natural result of throwing around a new term with a little too much enthusiasm and not quite enough understanding. This is truly unfortunate, because the qualities of design thinking have never been more important.

      The core of design thinking’s problem could be that it’s so difficult to pin down. While its effects are fairly clear – a combination of deductive, inductive and abductive reasoning that leads to an unusually-pragmatic strain of creativity – thinking of any sort is a human activity,...

      (pp. 202-207)
      Matthew May

      The impoverished economy in rural northern Nigeria is based on subsistence farming. The large population inhabiting the many isolated communities survives by growing, consuming and selling fruits and vegetables nourished by the many streams and rivers that flow into Lake Chad. However, the arid heat of the semi-desert geography presents a significant problem: rapid food decay. Perishables last no more than a few days before spoiling.

      The solution would seem easy enough: refrigeration. But the problem is far more complex than simply being too poor to afford a refrigerator. For starters, there is no electricity. Mohammed Bah Abba, a Nigerian-born...

      (pp. 208-213)
      Arthur Markman, Kristin Wood, Julie Linsey, Jeremy Murphy and Jeffrey Laux

      Human behaviour contains a striking mix of habit and creativity. On the one hand, much of what we do in life is routine: we take the same route to work each day; we sit in the same seats in meetings; and we purchase the same products at the grocery store each week. On the other hand, our daily life is marked by language whereby we produce novel sentences in new contexts, communicating our thoughts with sequences of words that we have never uttered before.

      Much of our everyday behaviour – both the habitual and the productive – feels effortless. In...

      (pp. 214-219)
      Jon Kolko

      Designers often describe their profession as ‘a way of organizing complexity’ or ‘finding clarity from an overwhelming amount of data’. For instance, Jeff Veen, founder of leading design consultancy Adaptive Path, has noted that “Good designers can create normalcy out of chaos.” Jim Wicks, vice president and director of Motorola’s Consumer Experience Design Group, gives the name ‘synthesis’ to this ability to create normalcy. As he explains it, design always includes synthesis – in his case, a synthesis of market needs, technology trends and business needs.

      Synthesis is defined as “the process or result of building up separate elements, especially...

    • Flipping Orthodoxies: Overcoming Insidious Obstacles to Innovation
      (pp. 220-225)
      Bansi Nagji and Helen Walters

      In 1982, jay doblin and larry keeley walked into a meeting with the top executives at Xerox, including newly-appointed CEO David Kearns and co-founder C. Peter McColough. These were serious guys who were pioneering incredible advances in Physics, Optics and Engineering. Xerox was the undisputed king of copiers. Yet Jay had sacrilege in his hands: the Canon PC10.

      Xerox’s leaders were distinctly unimpressed by this chugging machine, which laboriously churned out a series of fairly poor quality copies right there in the boardroom. As Larry tells the story today, their scowls said it all: “We are busy people. Why are...

    • Embracing Openness: Designing for the Loss of Control
      (pp. 226-231)
      Tim Leberecht

      Opennesshas become a mega-trend for innovation and the topicdu jourfor organizations of all kinds. Granted, it has been on the agenda ever since Henry Chesbrough’s seminalOpen Innovationcame out in 2003, and since then, others have elaborated on the concept from different perspectives. However, little has been said about what this ‘new openness’ means for the realm of design. In this article I will reframeopennessfrom a design perspective.

      My interest in this topic was piqued by a particularly powerful phrase coined by’s Chief Scientist JP Rangaswami, who stated in a recent presentation that...

      (pp. 232-237)
      Steve Bishop and Dana Cho

      Not that long ago, the word ‘consumption’ was used to describe an infectious disease. Today, it’s a powerful economic force that drives our economy. ‘Green’ used to be a colour, but it too has taken on new meaning, representing an increasing demand for a lifestyle that does not compromise our environment. While these two forces have traditionally been at odds, more and more consumers and retailers are showing that they can be aligned for the benefit of all.

      We recently set out to explore the opportunities for environmental sustainability that exist at the very heart of any consumer society: the...

    • Hybrid Insights: Where the Quantitative Meets the Qualitative
      (pp. 238-243)
      Johannes Seemann

      When rosaria walked through the doors of IDEO’s Palo Alto studio on her lunch break, she was juggling several ‘smart’ devices. A 20-something paralegal with multiple family commitments, she depended on these devices to manage a slew of daily commitments as efficiently as she could. When we met her, Rosario was also running a small event-planning business on the side and scheduling appointments for her sister, her husband and other family members. While she used her work computer just for work, she used emerging technology to stay connected throughout the day and was always on the lookout for the next...

    • Collaborative Service: How Doing Less Can Satisfy Customers More
      (pp. 244-249)
      Heather Emerson and Ashlea Powell

      Few people will be surprised to hear that the number-one reason for customer complaints these days is poor service: long wait times, impersonal delivery, inconvenient hours and locations – the list goes on. Perhaps this is because everything from marketing slogans (“have it your way,” “affordable luxury”) to new technologies (“always-on,” “on demand”) has led people to believe that the customer is always right, no matter what.

      The same technologies that have led us to expect instant gratification from service providers have also enabled businesses to develop innovative, efficient models for accommodating customers’ intensified demands. Emerging web-based healthcare provider Hello...

      (pp. 250-255)
      Heather Fraser

      As we teach and practice it at Rotman DesignWorks, ‘Business Design’ is a methods-based approach to innovation that helps teams get to bigger breakthroughs faster and define strategies for competitive advantage. In our work over the last six years with hundreds of students and executives around the world, my colleagues and I have seen some clear patterns emerge regarding the particular attributes required to excel in this emerging discipline.

      What we are finding is that it takes a combination of the right mindset (being) and a rigorous methodology (doing) that unlocks a person’sthinking, and that one must consider all...

    • Designing for Growth: A Tool Kit for Managers
      (pp. 256-261)
      Jeanne Liedtka and Tim Ogilvie

      When designer hugh dubberly asked Tim Brennan of Apple’s Creative Services group to define design for his book,How Do You Design?, Brennan drew the following picture:

      Design, this drawing asserts, is simply magic – a mysterious no-man’s land where only the brave dare tread. Such a definition mocks the idea that a formal process could possibly exist for navigating its many hairpin turns.

      Our advice: don’t be put off by Brennan’s view of design. Design has many different meanings, and the approach we will describe here is more akin to Dorothy’s ruby slippers than to a magic wand: you’ve...

  8. Article Chronology
    (pp. 262-263)
  9. Back Matter
    (pp. 264-264)