After so many setbacks in the markets it seems that now we’re coming out of an era of grey leadership and we began to realize that shortcuts in business for quick gains are meaningless and also that the new era is an era of possibilities.
Now it is necessary that the executives acknowledge this new era and make an effort to transform the most common products and services into something more rewarding and thus more memorable.
This is an evolutionary approach that leads us to think about design and structuring behaviors, leaving behind our old “ability” to predict the future based on the present day.
Organizations geared towards design thinking put design thinking in the heart of the enterprise to guide innovation and continuous improvement of products or services and recognize that this guidance leads to differentiation, maintenance of customer base and more profits.
“If we are waiting for lengthy business plans with detailed financial analysis and randomized double blind studies to tell us if a new business model is viable we will be waiting a very long time. That is not how business model innovation works. It takes passionate exploration, which is more iterative than traditional scientific methodology. It takes design thinking and process combined with powerful storytelling to create novel business models. We need to try more stuff and design thinking and process can help.”- Saul Kaplan
It is indeed the passion for exploration, but also with a mindset of constant experimentation, that organizations must deposit their nuclear potential to leverage a meaningful and sustainable development. How much faster are the iterations the fastest will be desired developments.
But there is not a way with arrival! It is a path which evolves, where things are never complete and where products and services are value propositions for a given time, but they are not eternal.
“First Direct, a UK bank, has designed all its service touchpoints so carefully that it has become the most referred financial brand in the UK, with over 82 percent of customers happy to recommend it to friends…
So this is a call to action for executives to recognize this new era and make the effort to transform even a mundane product or service into something more rewarding and more memorable. Try to assess each element of your service or product and better it—to see design not just as a marketing thing but as a genuine source of competitive advantage, customer and employee satisfaction and, lastly, a route to higher profits.”
This may be an example that reinforces the need to think about the design thinking in an evolutionary approach. It is evolutionary not only because it’s opposed to classical approach of extrapolation but also because the learning process embedded there transforms us in the passage of each cycle and leads us to different results.
Our ability to make connections between things seemingly unconnected boosts a new learning and creativity, giving birth to new cycles of improvement or even disruptive innovation.
Organizations and us, as an integral part of them that we are, can and should underpin its growth (evolution) in four verbs:
Ask – Ask questions to remove restrictions or constraints that prevent the growth or adaptation.
Interact – In networks, with people from different backgrounds who provide access to new ways of thinking
Observe – To observe is an extraordinary source of stimuli from the world around us.
Experiment – Try to create (here and elsewhere) new and better things (more meaning and purpose) than those that already exist.
“We need more mad designers focused on customer experience and business model innovation. If you don’t have design talent in your organization doing more than product and website design you are making a mistake. Whether you are interested in business model innovation or not you should be leveraging design thinking and process to improve your customer experience. It is a requirement for business model innovation. In fact, maybe we need to bang together the heads of mad scientists and mad designers. – Saul Kaplan
What about an evolutionary business model?
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