Design Thinking for the Greater Good
GLOBAL CORPORATIONS. Governments. Charitable foundations. Social innovation start-ups. Elementary schools. These are just some of the diverse types of organizations that have embraced Design Thinking. Amongst other outcomes, we have seen it help impoverished farmers adopt new practices in Mexico; keep atrisk California teenagers in school; reduce the frequency of mental health emergencies in Australia; and help manufacturers and government regulators in Washington find common ground on medical-device standards.
In much the same way that the arrival of Total Quality Management (TQM) revolutionized the way organizations thought about quality, Design Thinking has the potential to revolutionize the way we think about — and practice — innovation. In Quality 1.0 (‘quality assurance’), quality was seen as the domain of a small group of experts. In Quality 2.0, it became everyone’s job, and TQM made that possible by providing a language and toolkit for solving problems that everyone could learn. In short, TQM democratized quality.
That same kind of revolutionary shift is underway today with innovation. Innovation 1.0 — the old paradigm — looks a lot like quality assurance: It is isolated in the domain of experts and senior leaders, decoupled from the everyday work of the organization. In this paradigm, innovation is about big breakthroughs made by ‘special’ people. Design in the Innovation 1.0 world is mostly about aesthetics or technology.
Today, we are seeing the emergence of Innovation 2.0 — the democratizing of innovation. In this world, we are all responsible for innovation. Even the term itself has a new meaning. Innovation isn’t only — or even mostly — about big breakthroughs; it is all about improving value for the stakeholders we serve. And everyone in the organization has a role to play.
It’s not that we no longer care about big,
