Design Mindset: Innovation, Framework, and Competitive Advantage

This report delves into the design mindset as a crucial enabler of innovation, emphasizing its application in strategic planning and the generation of new ideas. It highlights the success of companies like Apple, Coca-Cola, and Nike, which have leveraged design principles to achieve significant innovation. The report outlines a comprehensive framework, including stages like discovery, re-framing, incubation, ideation, rapid prototyping, and scaling. It stresses the importance of understanding user needs, conducting real-world experiments, and iterative prototyping. Competitive advantages such as higher margins and reduced risks associated with innovation are also discussed. The report references key academic sources, providing a robust foundation for understanding the impact of design thinking on innovation capabilities and the creation of desirable solutions for complex problems. The framework emphasizes the importance of understanding the intent, context, and stakeholders involved in the design process, along with methods for exploring concepts, framing solutions, and ultimately delivering successful offerings.

Design
Mindset As an Enabler of Innovation
Methods of Success
Design Mindset
When design principles are applied
to strategy and innovation the
success rate for innovation
dramatically improves (Carlgren,
2013). Companies like Apple, Coca-
Cola, Nike and whirlpool performed
the S&P 500 to achieve optimal
success through innovation. It is
mainly used by the designers to find
desirable solution of complex
problems.
Innovation
The innovation mainly starts with developing and understanding user
unarticulated or unmet needs(Carlgren et al., 2014). There are several
competitive advantage of new ideas hence, higher margins and minimal the
uncertainty and risk (Gaziulusoy, 2015). It generally constructed through a
series of prototype to learn, test and refine concepts. Designers rely on the
users insights which are generally gained from the real world experiments, not
just market research or historical data (Irwin, 2015).
Plan
t
gro
w
Harves
t
1. Discovery
Choose an strategic topic,
affirmative, gather data. empathize
and understand with needs.
2.Re(Frame ) opportunities
Search insights and patterns.
Frame POV. Define Scope
Question assumptions.
3. Incubate
Switch mechanisms. Meditate,
diverse stimuli and sleep on it.
4. Ideate / illuminate
Experiment. Explore opportunities.
Make ideas visible. Envision a desired
future(Carlgren et al., 2016).
5. Refine / Evaluate Ideas
Find out the visibility, feasibility and
viability of the proposed ideas. What
are the constraints?
6. Rapid prototype test
Learn from end-user. Quickly
respond . Find out the reason of
failure.
7. Deliver
Final test, approve and deliver.
7. Scale
Evaluate, learn, create and innovate.
References
1. Sense intent
2. Know Context
3. Know associates stakeholders
4. Frame Insights
5. Explore Concepts
6. Frame Solutions
7. Realize offering
Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the
concept and its relation to building innovation capabilities. Chalmers
University of Technology.
Carlgren, L., Elmquist, M., & Rauth, I. (2014). Design thinking: Exploring values and
effects from an innovation capability perspective. The Design
Journal, 17(3), 403-423.
Carlgren, L., Rauth, I., & Elmquist, M. (2016). Framing design thinking: The concept
in idea and enactment. Creativity and Innovation Management, 25(1), 38-
57.
Gaziulusoy, A. I. (2015). A critical review of approaches available for design and
innovation teams through the perspective of sustainability science and
system innovation theories. Journal of Cleaner Production, 107, 366-377.
Irwin, T. (2015). Transition design: A proposal for a new area of design practice, study,
and research. Design and Culture, 7(2), 229-246.
Framework