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Design Thinking: Integrating Innovation, Customer Experience, and Brand Value Paperback – November 10, 2009
Purchase options and add-ons
- Print length304 pages
- LanguageEnglish
- PublisherAllworth Press
- Publication dateNovember 10, 2009
- Dimensions0.61 x 0.09 x 0.9 inches
- ISBN-101581156685
- ISBN-13978-1581156683
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About the Author
Product details
- Publisher : Allworth Press; 1st edition (November 10, 2009)
- Language : English
- Paperback : 304 pages
- ISBN-10 : 1581156685
- ISBN-13 : 978-1581156683
- Item Weight : 13 ounces
- Dimensions : 0.61 x 0.09 x 0.9 inches
- Best Sellers Rank: #564,952 in Books (See Top 100 in Books)
- #111 in Branding & Logo Design
- #688 in Advertising (Books)
- #5,228 in Business Management (Books)
- Customer Reviews:
About the author
Thomas Lockwood is one of the few people in the world with a Ph.D. in Design Management, and is recognized as a thought leader at integrating design and innovation into business and building great design and UX organizations. He is the co-author/editor of five books: Innovation by Design, Design Thinking, Corporate Creativity, Building Design Strategy and The Handbook of Design Management.
Lockwood is founding partner of Lockwood Resource, an international consulting and recruiting firm specializing in design, UX and innovation leadership. He was previously the President of DMI, the Design Management Institute, a non-profit research association, a corporate Design Director, and a design agency Creative Director. He blogs about Innovation, Design and Leadership at www.lockwoodresource.com and on FastCo.Design.
Tom is a design advisor to countries and to companies, a frequent design award judge, a keynote speaker and led workshops in over 20 countries.
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The book provides a living landscape for innovators. It's up to us to understand and respect the tenets set forth on the book, and leverage them in our attempts to make the world a better place. Because we're working with a living landscape, we should also dedicate ourselves to nurturing and enhancing the concepts presented, and to mentoring others in their use.
First, although it starts with a grandiloquent dedication to the design thinkers of today who contribute to the need for social, economic and environmental improvement "with a spirit of goodness", there is precious little evidence in this volume of designers' ability to tackle the big issues and the associated dilemmas. The book consists of 23 short essays, grouped in four sections. The first section is devoted to more general issues of design culture and design management. Paradoxically, despite the grand ambitions designers have been under increasing pressure to justify the value they bring to the business. Hence the need for creating a culture that is sympathetic to design and to develop tools to manage a design organisation and to visualise its value-added. This is for me the most interesting part of the book, with valuable contributions from key people in the design community (Brigitte Borja de Mozota, Rachel Cooper and Heather Fraser). The latter part of the book focuses on "Building Brands", "Service Design" and "Customer Experiences" respectively. Most of the stuff discussed here by design and brand consultants squarely belongs to the remit of traditional, commercially-driven design. For those wanting a compendium of contemporary design practices in these realms, the book may offer a few interesting nuggets. But in my opinion reading about how the re-introduction of the colour yellow in Coke's visual identity re-energised the brand is a disappointing contrast with the lofty ambition to reframe some of the big issues of our time.
Furthermore, I am not convinced that design thinking by definition translates in the ability to fundamentally reframe strategic challenges. The toolbox is rich in observational and visualisation tools but rather light on the more conceptual side of the practice. Designers are only just coming to grips with sophisticated instruments such as future scenarios and systems analysis. These are tools that talented strategists have been using for decades (for example, Richard Normann's "Reframing Business" and Ramirez and Normann's "Designing Interactive Strategy" ought to be part of each design thinker's curriculum). If design wants to steer away from the anecdotal and really wants to come to grips with the systemic, it will have to build on systems thinking and strategy development as rich and venerable disciplines in their own right.
Finally, it seems to me the scope of design thinking ought to be fundamentally critical. When design simply parrots the brainless hyperbole that is so distinctive of much of the management literature it becomes bland and superfluous. When it succumbs to capitalist orthodoxy it becomes just another clever way of social engineering. The stakes introduced by design thinking are of an altogether different order. In Bruce Mau's seminal "Life Style", Sanford Kwinter argued that design's mission was "to free life of routine, to place it into syncopation so that it can find new, entirely unexpected patterns of unfolding." Hence, "what is most beautiful about it, in fact, might well be its potential to magnify risk". This is as antithetical to controlling, risk-averse corporate logic as you can get. For me, design thinking is an ethos rather than "a process". It is basically about adopting a voluntaristic, pragmatically utopian stance. Design thinking is the desire to flee fatalism, "analysis by paralysis", the straightjacket of the bottom-line and "death by committee" by taking on an almost Nietzschean, heroically-affirmative position. To authentically defend that position from within a discipline that is to a large extent legitimised by the corporate world and provides global capitalism with its "lingua franca" (products, images) comes with interesting paradoxes and dilemmas. Bruce Mau, in his "Life Style", wrestled openly with those issues. However, Lockwood's "Design Thinking" does not, which is why ultimately the argument is much less compelling than it could have been. 3 stars.
Dr. Terrence E. Maltbia
Faculty Director, Columbia Coaching Certification Program
Teachers College, Columbia University
NYC | USA