Over the past decade or so, the concept of Design Thinking has become a popular approach to problem-solving. In some circles, Design Thinking is viewed as a methodology with several different process models (see IDEO, Hasso Plattner Institut, as examples) that provide guidance on how to engage in this process. In other circles, Design Thinking is viewed as a philosophy or a mindset that guides problem-solving.
What is Design Thinking? One of the challenges with introducing the concept of design thinking is that this concept does not have one agreed upon definition. Depending on the source you consult the definition defers slightly and the concept can be a bit elusive to understand. In an attempt to address this, I consulted 164 pieces of scholarly and popular literature on the topic to arrive at a short description of the concept. Below is how I answer the question, what is design thinking?
Whilst your organisation has been successfully growing the business, are the controls and processes that were originally implemented, still fit for purpose?
The news feeds and press are rife with companies suffering from major challenges, potentially serious enough to put the organisation out of business, along with many smaller firms in their supply chains. The most recent sad demise of Carillion, being a prime example.
People say that these challenges can be traced back to one or two badly contracted or managed deals, at an aggressively competitive moment in time.
Cutting corners is nothing new, yet many companies continue to try and save money at any cost, without really considering the risk.
On the 9th of June, The Business Transformation Network held a VIP event on Delivering Customer Centric Continuous Improvement, which was attended by Director level transformation professionals from a number of FTSE organisations and alike.
Below are some of the key thoughts and notes from the evenings’ event, which will give you an insight into the discussion points:
by Andrew Fox
Group Head of Learning and Talent Development at HSBC
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.
On Tuesday 7th July Annapurna Change hosted its third Thought Leadership Round Table event at the Soho Hotel, in the heart of vibrant London.
Hosted by Tony McKenna, Global Transformation Director of GSK, 22 Professionals representing Senior Change leadership in the UK came together to discuss the topic:
‘Where should a change delivery team sit within an organisational structure?’
The evening’s discussion points:
• How does an organisations’ structure alter the effectiveness of a change delivery team?
On Wednesday 22 April Annapurna Change hosted its second Thought Leadership Round Table event at the iconic Hamyard Hotel.
Hosted by Dereck Gannon, COO of Comic Relief, 19 Professionals representing Senior Change leadership in the UK came together to discuss the topic
Where should a central change team sit and how does the organisational structure impact this?