Design Thinking For Creativity Assignment

Running head: DESIGN THINKING FOR CREATIVITY
Design thinking for creativity
(Cognizant Technology Solutions, Australia)
Name of the student:
Name of the university:
Author Note

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Design thinking proposal:
Rationale of the organization chosen:
Cognizant is a popular leading professional service organization. This is transforming the
business of clients and an effective operating and technology model for the present digital era. Their
industry-based and consultative approach is helpful for many of the well-known business at
Australia, running much more efficient and innovative business. They have been helping clients to
get done with scale required for transforming the complex business in capitalizing the tremendous
scope of that the latest innovations has been making possible and spending intended by owners,
partners and customers. They have bringing expertise to clients at the nation with the expanding
global delivery base, providing agile, diverse team across the globe present all the time and the local
consultants present in present to collaborate with the clients. There are digital technology and the
industry specific solution addressing issues and scopes that are presented through digital ages. This
strategic partnerships as been providing best-in-cases abilities are brought by them and remains as
the most trusted names in the area of technology (Kupetz 2019).
Reviewing potential usage of Design Thinking approaches by Cognizant,
Australia:
For this the 3I Model is chosen. Its various moments are demonstrated below.
 Inspiration:
o Firstly, there is inspiration. Though the model envisages the path that is non-linear with
different design phases, beginning point is every point is the inspiration. As Cognizant, Australia
implement the model, they require to begin from the opportunity or issues that moves business is to

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seek appropriate solutions of the case were they have written the project brief. This brief is the short
and comprehensive document illustrating requirements of company and aims that they need to gain,
limits and assumptions that must be considered and the work is o set-up to begin and measurements
units that must be compared and analyze the advancements.
 Ideation:
o Then there is the ideation. Here, the inspirations are collected with observations and
extensive research. The further step needed is consider the synthesis of what is seen and is been
heard that with the design team of Cognizant, Australia (Osman and Ghiran 2019). At the phase, the
insights collected are been summarized and then from there they find the beginning point for
probable opportunities or solutions for the change towards the aims of that brief. At this place the
most helpful tool is the brainstorming that involves the idea exchanges and creation of various
options. This includes the latest processes, services and products. Here, every alternatives are to be
tested with various prototypes and the simulation of usage and are to be compared for determining
effective convincing ones and find the various disruptive ones.
 Implementation:
o Then, there is the implementation. Here, the best idea that is collected in the prior moment
should be tested for identifying the ultimate solution (Chesson 2017). Further their team is
distinguished to various sub-groups and then develops prototypes and then tests them. At the testing
phase, this occurs as the idea is been upset and then reworked for reacting to the feedback of user
testing that. This must permit to begin as with development is the actually helpful and the perform
solution as per the expectation of users. This totally meets requirements of initial brief. Lastly, there
is the storytelling. Ultimately it is vital to make communication with the latest solution and transfer
the stakeholders and residual part of the world. Here, the value generated come from latest service

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and products. The aspect can be also taken care from the side of Cognizant, Australia’s project team,
as not totally with important and large participation (Kavousi, Miller and Alexander 2019).
Key Design Thinking principles demonstrated by Cognizant:
Human-Centric Design:
Though there are many roads to between the current abilities and emerging vision of future,
Cognizant have started now through embracing and integrating design thinking across their business.
Experiences resulting from the process have never been superficial. They have necessitate the
changes done to support the business processes organizational structure and technologies. Here, the
latest customer experiences arising need the re-arrangement and integration of how Cognizant,
Australia relate to customers on every channels (Iannantuoni 2017).
Design thinking meeting informed manufacturing:
Through this the manufacturers have been examining that from different view-points, the
uncovering and evaluated, the unstated, stated and latent behaviors and needs. Now they are able to
map the insights for designing features helping different plant managers to assure the predictability
and certainty of the plans. Linking human beings through the business functions along with
providing with essential information and experience of design n real-time provides intelligent
designs, high quality safety and services and better maintenance and operation. It is the core idea of
the informed people and also the cornerstone of the informed manufacturing (Zhou and Zhou 2017).
Enterprise Interactive Services:
The employee experiences and customers’ needs approaches that is agile and fast for keeping
the expectations evolving constantly. Here, Cognizant has been found to assemble the worldwide
network of systematic storytellers and thinkers for delivering and designing with the business

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impact. Their effective end-to-end practice has involved the technologists, experience designers,
anthropologists, foresight strategies working together for assuring that the experience design is able
to retain the integrity in the delivery (Pessotto 2017).
Business challenges faced Cognizant, Australia that can be resolved by 3I Model:
Ideation phase would come up with the solution regarding lack of free unrestrained thinking.
On the other hand, it generates large ideas potentially inspiring better and newer ideas that the team
could narrow down or filter to the best, practical and innovative ones. Here, the inspiration can be
seen as the opportunity or issue motivating search for solutions, process to generate, develop and test
ideas and deploy the path leading from project state to life of people. Further, here the company can
concentrate on the opportunity or problems motivating search for solutions and in ideation the
process to create the development of testing ideas could be developed. At the implementation the
actual entry of project development in the life of people take place (Papaspyridis and Zalan 2017).

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References:
Chesson, D., 2017. Design Thinker Profile: Creating and Validating a Scale for Measuring Design
Thinking Capabilities.
Iannantuoni, M., 2017. Merging design thinking and agile development to support the evolution of
project management inside Digital Accademia (part of H-FARM SpA).
Kavousi, S., Miller, P.A. and Alexander, P.A., 2019. Modeling metacognition in design thinking and
design making. International Journal of Technology and Design Education, pp.1-27.
Kupetz, R., 2019. Reference model for Design Thinking.
Osman, C.C. and Ghiran, A.M., 2019. Extracting customer traces from CRMS: From software to
process models. Proc. Manuf., 32(1), pp.619-626.
Papaspyridis, A. and Zalan, T., 2017. Accelerating Innovation in the UAE: The 3i Framework'.
Global Opportunities for Entrepreneurial Growth: Coopetition and Knowledge Dynamics within
and across Firms (Advanced Strategies in Entrepreneurship, Education and Ecology). Emerald
Publishing Limited, pp.355-391.
Pessotto, V., 2017. Cognitive biases in Design Thinking processes: the Active Learning Lab case
study (Bachelor's thesis, Università Ca'Foscari Venezia).
Zhou, Z. and Zhou, X., 2017. Application of Navy Color and Effects Model in Warship Virtual
Scene Design. International Journal of Literature and Arts, 5(2), p.7.