Design thinking for enterprises is a decision system. Sticky-note tourism is not.
The longer take lives on the design thinking hub.
Intuit's note on Design for Delight puts a follow-me-home ahead of any solution. The visit is for watching real behaviour, and the problem statement comes before a fix.
Microsoft's account of The Garage describes the learn-it-all shift, a hackathon that replaced the company meeting, and products that started as employee experiments.
A realistic prototype can be built in a day. Nielsen Norman Group calls the risk the fidelity trap: polish makes a flawed idea look ready to ship.
The Design Council's four phases start by sitting with the people who have the problem, and they allow a return when the challenge was wrong.
Implement is the design thinking phase organisations forget, and the queue won't change until someone owns it.
Most firms layer AI onto old process. The ones that redesign how people and the model work together are twice as likely to beat their return expectations.
From Blockbuster to Kodak, the incumbents that clung to a winning model until the market moved on without them.
A curated stack of books on innovation, entrepreneurship and building inside large organisations. The ones worth stealing from.
Fifteen minutes. One problem. A room of people. How to run an ideation session that actually produces options worth testing.
Three tools that get mashed together in corporate decks. What each is for, where they overlap, and how to use them without the theatre.
Idea contests without funding. Hoodie tourism. Outposts that never ship. How to spot innovation theatre and stop performing it.
