Design thinking, strategy and foresight
The design thinking approach to projects can lead to the successful implementation of innovative, new ideas that create a valuable experience for customers. It comes from the need for clearer tools and processes to help create value for our customers and our business
It starts with insights gathered from a deeper inquiry into the experience of customers, which takes skill to unravel. These insight can then be harnessed in ideation to achieve results that can give an organization an “unfair competitive advantage” and the adoption of winning strategies. It allows us to make sure we’re pursuing the right tasks for value creation.
Innovation is not merely the domain of the specialist researcher, but an area where everyone has the potential to contribute when great facilitation is part of the equation. This happens in a kind of innovation workshop that starts with cross-functional team — people willing to make something of value happen. Design thinking is really helpful in bringing it all together, because we may sometimes lack the big picture of how all the puzzle pieces fit together in achieving a deep understanding of customer value creation.
The activities that take place in a strategic development lifecycle should include thoughtful analysis,and diagnosis. In collaborative work I have been a part of for Action Potential Lab and Armstrong Fluid Technology, our work started with the background of the organization, its vision, and then move forward into looking at the business and an analysis of needs.
From there, we engage in strategy formulation and various options. A scorecard can be used to translate vision, to implement strategy, and monitor success. In addition, a full environmental analysis of the organization should be done, with trend scanning of the external space, industry and market forces, and macro environmental forces.
Storytelling of the future and the different options available to the organization can be communicated with highly visual scenario development and a business model canvas for sustainable business models.
With all of these frameworks and narrative devices, a good strategist can move things to an organization’s advantage.
Transition activities and capability mapping are used to find the right sequence of activities that will be need for the transformation.
In short, I can facilitate a process by which strategy in an organization can be elevated to encompass greater research, rigor, narrative devices for communicating the path forward, and the means to achieve the results needed.
The complex challenges of organizations require the coming-together of people — with outlooks ranging from the wide-eyed futuristic to the soberly practical — to work together to solve for the future world. And they must do this in spite of a formidable lack of knowledge of exactly what the future will hold. One of the foresight methods I use is the Three Horizons method, which can help a group of minds ostensibly divided by pie-in-the-sky forward-thinking and stolidly conservative impulses to constructive agreement and future-forward action.
The Three Horizons framework works by neutrally capturing the dynamics of change in a simple representation of patterns that point to a far-away future that can be grasped by all. Three Horizons brings practical, workable solutions to complex issues that require systematic thinking, helping organizations to better cope with external influences compared to past efforts that have lead to the incremental activities.