TY - GEN
T1 - The intersection of design thinking and 21st century approaches to innovation
AU - Baughn, Christopher
AU - Suciu, Christy
PY - 2015
Y1 - 2015
N2 - Given the pressing demands for innovation in today's competitive environment, it is not surprising that the past 15 years have witnessed the development and dissemination of many approaches which show promise in providing guidance for systemic innovation. These frameworks cover a wide span, ranging from the development of creative ideas for new products and services, through the establishment of entrepreneurial firms, to the development of new growth platforms in firms whose core business has matured. The guidance provided by these diverse approaches not only address methods and tools used to generate innovative ideas, but also the development of business models to enact and sustain those innovations in the marketplace. This paper examines several recent contributions to innovative practice, including design thinking (Kelley, 2001, Brown, 2008, 2009), effectuation (Sarasvathy, 2001; 2003), business model generation and lean startups (Ostewalder and Pigneur, 2010; Blank and Dorf, 2012; Ries, 2011; Maurya, 2012), open innovation (Chesbrough, 2003; 2006, 2011) as well as the recent work of Clayton Christensen and colleagues (2003, 2005, 2007; 2009, 2011). These approaches promote an experimental, iterative process in which founders observe and interact with potential customers and sources of technology and ideas outside of the firm before locking into a specific path and precise product specifications. Understanding of opportunities is built through the expansion of social networks and through ongoing testing and modification of hypotheses relating to the product, the customers and the structure of the business itself. Using design thinking as a reference point, this paper points out common themes integrating these new approaches, contrasting them with more traditional approaches to the development of new products and services. Four key integrating themes can be seen as (1) Learning through Experimentation, (2) Developing Social Networks, (3) Fostering Deep Customer Understanding, and (4) Generating Ongoing Feedback. This paper discusses how these themes are manifested throughout the various models, and how they combine to provide needed counterpoints to traditional approaches of strategy and management of risk surrounding the innovation process. The key themes presented here are seen as particularly critical in coping with uncertainty and developing new sources of value.
AB - Given the pressing demands for innovation in today's competitive environment, it is not surprising that the past 15 years have witnessed the development and dissemination of many approaches which show promise in providing guidance for systemic innovation. These frameworks cover a wide span, ranging from the development of creative ideas for new products and services, through the establishment of entrepreneurial firms, to the development of new growth platforms in firms whose core business has matured. The guidance provided by these diverse approaches not only address methods and tools used to generate innovative ideas, but also the development of business models to enact and sustain those innovations in the marketplace. This paper examines several recent contributions to innovative practice, including design thinking (Kelley, 2001, Brown, 2008, 2009), effectuation (Sarasvathy, 2001; 2003), business model generation and lean startups (Ostewalder and Pigneur, 2010; Blank and Dorf, 2012; Ries, 2011; Maurya, 2012), open innovation (Chesbrough, 2003; 2006, 2011) as well as the recent work of Clayton Christensen and colleagues (2003, 2005, 2007; 2009, 2011). These approaches promote an experimental, iterative process in which founders observe and interact with potential customers and sources of technology and ideas outside of the firm before locking into a specific path and precise product specifications. Understanding of opportunities is built through the expansion of social networks and through ongoing testing and modification of hypotheses relating to the product, the customers and the structure of the business itself. Using design thinking as a reference point, this paper points out common themes integrating these new approaches, contrasting them with more traditional approaches to the development of new products and services. Four key integrating themes can be seen as (1) Learning through Experimentation, (2) Developing Social Networks, (3) Fostering Deep Customer Understanding, and (4) Generating Ongoing Feedback. This paper discusses how these themes are manifested throughout the various models, and how they combine to provide needed counterpoints to traditional approaches of strategy and management of risk surrounding the innovation process. The key themes presented here are seen as particularly critical in coping with uncertainty and developing new sources of value.
KW - Business model generation
KW - Design thinking
KW - Effectuation
KW - Lean startup
KW - Open innovation
UR - http://www.scopus.com/inward/record.url?scp=84994171979&partnerID=8YFLogxK
M3 - Conference contribution
AN - SCOPUS:84994171979
T3 - Proceedings of the European Conference on Innovation and Entrepreneurship, ECIE
SP - 64
EP - 72
BT - Proceedings of the 10th European Conference on Innovation and Entrepreneurship, ECIE 2015
A2 - Dameri, Renata Paola
A2 - Resta, Marina
A2 - Garelli, Roberto
T2 - 10th European Conference on Innovation and Entrepreneurship, ECIE 2015
Y2 - 17 September 2015 through 18 September 2015
ER -