Hostname: page-component-586b7cd67f-r5fsc Total loading time: 0 Render date: 2024-11-26T10:22:12.050Z Has data issue: false hasContentIssue false
  • English
  • Français

Studying Design Thinking as a Forthcoming Source to Innovation Speed

Part of: Innovation Engineering

Published online by Cambridge University Press:  26 July 2019

Christina Marie Mitcheltree ,
Halvor Holtskog  and
Geir Ringen

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

With complex technology-intense industries follows an ever-increasing need for rapid innovation processes. Yet, innovation speed and the time from idea to product realization can vary and be unpredictable.

Design Thinking (DT) is suggested as a key driver to impact the speed of product innovation within product development projects. To understand and aid the road from early ideas and concepts to value- added products, this paper will provide a literature study on how Design Thinking can facilitate improved product innovation performance through innovation speed.

The paper seeks to develop an overview of new insight on DT applicability for improved product innovation capability. This is done by identifying components that comprise DT´s innovative ability and appropriateness to product development contexts beyond the early creative phases of product development.

As DT emphasize on visualization and re-framing problems, it contributes to enhanced clarity, meaning and confidence in ideas and decisions. DT in this way may impact strategy formulation and speed up complex innovation processes by pre-experiencing future situations.

Keywords

Design methodsNew product developmentInnovationCommunicationVisualisation
Type
Article
Information
Proceedings of the Design Society: International Conference on Engineering Design , Volume 1 , Issue 1 , July 2019 , pp. 2357 - 2366
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

References

Brown, T. and Martin, R. (2015), “Design for Action”, Harvard Business Review. Vol. 93 No. 9, pp. 56–64. Available at: https://hbr.org/2015/09/design-for-action (Accessed 11 Oct. 2018)Google Scholar
Brown, T. (2008), “Design Thinking”, [ebook] Harvard business review. Vol. 86 No. 6, pp. 84–141. Available at: https://churchill.imgix.net/files/pdfs/IDEO_HBR_DT_08.pdf (Accessed 8 Aug. 2018).Google Scholar
Buchanan, R. (1992), Wicked Problems in Design Thinking. [ebook] The MIT Press.Vol. 8 No. 2, pp. 5–21. https://doi.org/10.2307/1511637Google Scholar
Carlgren, L. (2016), “Design Thinking in innovation, in practice: The case of Kaiser Permanente”, Euram Conference Proceedings. European Academy of Management, June 1-4, Paris, EURAM conference proceedings. European Academy of Management. Available at: http://publications.lib.chalmers.se/records/fulltext/247487/local_247487.pdf (Accessed 11 Oct. 2018)Google Scholar
Cooper, H. (1986), The Integrative Research Review, A Systematic Approach Sage Publications, Beverly Hills, 1984, p. 143, Educational Researcher, Vol. 15 No. 8, pp. 17–18. https://doi.org/10.3102/0013189X015008017Google Scholar
Cooper, H. M. (1988), Organizing knowledge synthesis: A taxonomy of literature reviews, Knowledge in Society, Vol. 1, pp. 104–126. https://doi.org/10.1007/bf03177550Google Scholar
Cross, N. (2011), Understanding How Designers Think and Work. Berg Publishers, Oxford, U.K.Google Scholar
Jehn, K. A., Greer, L., Levine, S. and Szulanski, G. (2008), “The effects of conflict types, dimensions, and emergent states on group outcomes”, Group Decision and Negotiation, Vol.17 No. 6, pp. 465–495. https://doi.org/10.1007/s10726-008-9107-0Google Scholar
Liedtka, J. (2014), “Perspective: Linking Design Thinking with Innovation Outcomes through Cognitive Bias Reduction”, Journal of Product Innovation Management, Vol. 32 No. 6, pp. 925–938. https://doi.org/10.1111/jpim.12163Google Scholar
Lockwood, T. (2010), “Design Thinking”, Integrating Innovation, Customer Experience and Brand Value, Allworth Press, New York, NY.Google Scholar
Mahmound-Jouini, S. B., Midler, C., Silberzahn, P. (2016), “Contributions of Design Thinking in an innovation context”, Project management journal Vol. 47 No. 2, pp. 144–156. https://doi.org/10.1002/pmj.21577Google Scholar
O'Connor, G.C. and Ayers, A.D. (2005), “Building a radical innovation competency”, Research Technology Management, Vol. 48 No. 1, p. 23–31. https://doi.org/10.1080/08956308.2005.11657292Google Scholar
Meinel, C., Leifer, L., Plattner, H. (2011), Design Thinking- Understand- Improve- Apply, Springer, Berlin. https://doi.org/10.1007/978-3-642-13757-0Google Scholar
Seidel, V. P. and Fixson, S. K., (2013), “Adopting “Design Thinking” in novice multidisciplinary teams: The application and limits of design methods and reflexive practices”, Product innovation management, Vol. 30 No. 6. https://doi.org/10.1111/jpim.12061Google Scholar
Schmiedgen, J., Spille, L., Köppen, E., Rhinow, H., Meinel, C. (2016), “Measuring the Impact of Design Thinking”, Design Thinking Research: Making Design Thinking Foundational. Plattner, H., Meinel, C. and Leifer, L. Springer International Publishing, Cham, pp. 157–170 https://doi.org/10.1007/978-3-319-19641-1_11Google Scholar
Simon, H. (1969), The sciences of the artificial (Vol. 136, MIT science). M.I.T, Cambridge, Mass.Google Scholar
Simon, H. A. (1996), The sciences of the artificial, MIT Press, Cambridge, Mass.Google Scholar
Tschimmel, K. (2012), “Design Thinking as an effective Toolkit for Innovation”, In: Proceedings of the XXIII ISPIM Conference: Action for Innovation: Innovating from Experience. Barcelona. ISBN 978- 952-256-243-0 Performance. IEEE Transactions on Engineering Management, Vol. 59 No. 1, pp. 4–19.Google Scholar
Wallace, M. and Wray, A. (2011), Critical reading and writing for postgraduates. 2nd ed., Sage, London.Google Scholar
Weinreich, N. (2011), Hands-on Social Marketing: A Step-by-Step Guide to Designing Change for Good, 2nd ed., SAGE Publications, Inc, Thousand Oaks. http://doi.org/10.4135/9781452224879Google Scholar