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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. Many make genuine efforts to be innovative-they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results.
Why? 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. This form of thinking is rooted in how knowledge advances from one stage to another-from mystery (something we can't explain) to heuristic (a rule of thumb that guides us toward solution) to algorithm (a predictable formula for producing an answer) to code (when the formula becomes so predictable it can be fully automated). As knowledge advances across the stages, productivity grows and costs drop-creating massive value for companies.
Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage.
Filled with deep insights and fresh perspectives, The Design of Business reveals the true foundation of successful, profitable innovation.
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
Chadwick Holsopple
reviewed Design of Business: Why Design Thinking is the Next Competitive Advantage on July 24, 2011
Design of Business: Why Design Thinking is the Next Competitive Advantage
Like many business books that caught the crest of a wave, you are sometimes reading this book thinking how obvious this all is. This may be true when an author has distilled a big, fluffy concept into black and white text, but this is no mean feat. Articulating business concepts can be like putting a cloud in a box. You are grabbing big handfuls of nothing.
Roger Martin, dean of the Rotman School of Management, does a great job in describing the battle between current knowledge (efficiency) and new knowledge (innovation)in an organization. Efficiency will rule in a traditional organization, because it helps the bottom line, and can be measured (ROI's, GP, etc.). Innovation, conversely, is difficult to measure, and may not benefit the bottom line for many quarters. And we are aware of Wall Street's obsession with quarterly reports!
Martin advocates creating a "knowledge funnel" that can move innovation through an organization, so that even hoary CEO's with accounting backgrounds can be assured that the weird innovation guys on the third floor are contributing to the bottom line. Roger Martin contends that organizations embracing a marriage of the old and new knowledge will have a competitive advantage, as they will innovate more quickly.
I believe "design thinking" has great application in today's organizations with the onslaught of social media as a marketing tool. All businesses need a social media presence right now; ignoring this as a fad will be hazardous to the bottom line.
SH
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