Lockwood Resource is retained to fill the position of Design and Innovation Strategist for a leading product design firm in the Northeast.
Lockwood Resource is retained to fill the position of User Experience Design Manager, for a leading manufacturing company in the Northeast.
But first, wishing everyone peace, joy, and a spirit of love throughout 2018.
Now available, Innovation by Design, by Thomas Lockwood and Edgar Papke. Good news for all! 🙂
Have you ever wondered if corporate culture can be organized onto types? I have. In a tiny nutshell, here are what is generally accepted in the HR world as the three types of corporate culture.
Expertise cultures. In an expertise culture, the key motivation of employees is for the employee to become an expert, building his or her capabilities in their discipline or specialty, and being as competent as possible. Delivering a high level of trust in the competency of its product or service is at the core of its relationship to the customer.
Participation cultures. “We’re all in this together.” Participation cultures often refer to themselves as family-like and pride themselves on being inclusive and collaborative, including the level of attention and inclusion of the customer.
Authenticity cultures. In authenticity cultures, power and influence is gained by demonstrating a commitment to the values and higher ideals of the organization and it mission. Typically, the goal is to provide the customer with intrinsic value that demonstrates a sense of caring for and desire to help them physically and psychologically reach their potential.
Why is this important? The first reason is that perhaps the greatest obstacle in getting good design thru the system is corporate culture. The second reason is because if you have intentions to increase innovation by building design thinking at scale, you need to know a lot more about corporate culture than you ever imagined. We cover this in much detail in our new book, Innovation by Design. Hope you enjoy it.Corporate culture, design culture, Design thinking, Design-led innovation, Innovation culture, Innovation recruiting, Open innovation
To transform a corporate culture requires the changing of individual and collective behavior. One of the greatest values of design thinking is how it does both. The power of the collective imagination of employees, coupled with the Pull Factor and design thinking at scale is simply amazing. It can have a great impact on an organization, and how it contributes to greater collaboration and innovation, regardless of its size. Ultimately, if nurtured and developed properly, can help create cultures of innovation.
In our new book Innovation by Design Edgar Papke and I provide insight into the various forms that organizational cultures will take, and identify a set of 12 Culture Keys; human elements and strategic tools through which cultures are influenced.
The 12 Culture Keys provide the framework for defining culture and are the key traits that are critical to guide the implementation of design thinking in a way that the culture will accept, implement, integrate, and embed. In other words, the more an organization and its leaders understand the culture keys and their influence, the better they are able to align the implementation of design thinking at scale and get the results they’re looking for. We used the 12 Culture Keys as part of the interview discussion guides in doing research for this book.
The 12 Culture Keys include:
– Power and influence
– Planning and goal setting
– Problem solving
– Decision making
– Conflict management
– Incentive and reward
– Role definition
– Customer interface
– Aligned values
Design thinking changes how people work together and therefore will influence the culture they work in. By combing the culture keys with design thinking, we see two important mechanisms at work. The first is the influence of several of the attributes of design thinking organizations we identified, including; cultural awareness, the right problems, open spaces, co-creation, whole communication, and design thinking at scale.
The second are the culture keys and how they are being affected by the attributes of design thinking including influence, problem solving, decision making, conflict management, role definition, teamwork and customer interface. Understanding how they are applied is an important ingredient to success.
We share much more about this phenomenon in Innovation by Design. The book is the result of over 70 interviews with some of the leading design thinking organizations on the planet, including 3M, AMP, Autodesk, Deutsche Telecom, GE, IBM, Intuit, Kaiser, Lego, Marriott, Philips, SAP, Visa, Wells Fargo, The Hunger Project, New Zealand Trade and Enterprise and the #1 ranked restaurant in the world, Eleven Madison Park, among others.
Cultures of innovation don’t just happen, they are designed.Change management, Corporate culture, design culture, Design thinking, Design-led innovation, Innovation culture
Since design thinking is a way of leading with creativity, it encourages embracing ambiguity, uncertainty and curiosity. One of the greatest challenges any organization or team will face lies in how it effectively manages competing interests, differing views, disagreement and conflict, all of which are natural contributors to innovation. One of the key advantages design thinking organizations have in common is that design thinking offers a platform for the constructive management of diverse thinking and strategies. In spending resources to teach design thinking to their members and develop it as a core competency, they leverage the benefit they get from using it as a management tool for converting disagreement into fuel for creativity and innovation.
The reality is that every organization has its struggles in dealing with the differing points of view, values, and beliefs we all have. As a result, we don’t generally listen to one another very well. Not only does design thinking provide a framework for people to express themselves, it also provides a platform for listening and empathy. Empathy, as displayed through genuine inquiry and expression, is paramount for users of design thinking and, as the result of lessened levels of fear, leads to the increased levels of emotional maturity and safety that directly impacts how diverse views and ideas are constructively managed.
One of the culture keys, and a cornerstone to how people interpret culture, is how disagreement and conflict are managed. It has a great deal to do with how people feel safe in a culture, including their experience of what is acceptable and safe behavior, and what is considered unacceptable and unsafe. More than at any other moment in time, people learn about the culture they’re in when they experience conflict. One of questions that we asked in our research, and that wound up providing us one of the key attributes consistent across our study group organizations, focused on the influence that the use of design thinking has on how people manage disagreement and conflict.
Interestingly, a sense of curiosity is also a characteristic of genius. Most notably, one’s curiosity quotient (CQ) is a critical contributor to one’s level of social intelligence. Research shows that curious people have more friends, more significant relationships, and are viewed by others more highly. In light of their increased ability to be more inquiring, others see them as more considerate, interested, and empathetic. As a result, they are seen as more likable. Lastly, research indicates that people who are curious are happier, healthier, more productive, and have better social relationships.
- Design thinking provides an effective tool for confronting and managing disagreement and conflict.
- Organizations using design thinking have a belief in and positive mindset about curiosity.
- People who use design thinking demonstrate better inquiry and listening skills, which is key in managing disagreement and conflict effectively.
- Because design thinking skills can be applied to dealing with disagreement and conflict, confrontation happens in a more timely and healthier manner, thereby avoiding much of the dysfunction and consequences associated with it.
- Design thinking is a valued process for confronting disagreements and misalignment’s among functions, and their leaders, and effectively breaking down unhealthy silos.
- This creates synergy, design thinking organizations leverage creativity.
This post is based on over 70 interviews of some of the most advanced design thinking organizations in the world. Leadership psychologist Edgar Papke and I dove deep into the intersection of innovation, design thinking and corporate culture, and just published our analysis in our new book Innovation by Design.Corporate culture, Design thinking, Design-led innovation, Innovation culture, Open innovation
Leadership psychologist Edgar Papke and I just dove deep into the intersection of innovation, design thinking and corporate culture, and published our analysis in a new book Innovation by Design.
We found that one of the aspects of leveraging design thinking at scale is the idea of open spaces – physically and mentally. This includes what physical space looks and feels, how local and virtual communities and teams use visual tools and technologies, and their effect and reinforcement of creative and collaborative behavior and open communication. The attribute of open spaces is also a means of the emotional expression that invites an open mind for creative expression and more open and meaningful dialogue. Open mental spaces enable strategic conversations.
The attribute of open spaces is to think creatively about the use of space, technology, visual tools, and eventually the application of different forms of art. In our study we expected to find the expressive handiwork in the making and use of environments and spaces that encouraged creative and open expression. This is a commonly expected attribute of highly innovative organizations and teams and the organizations lived up to our expectations. In some cases, they surprised us with the ingenuity with which they created such environments.
Moving design thinking into the boardroom
We had several interviews with AMP, the leading insurance and wealth management company in Australia and New Zealand. Munib Karavdic, Director Design & Innovation, started their design thinking program a few years ago and has trained 700 employees on human-centered design. That’s a rather impressive change for a 185 year old insurance company. Yet times are changing, and AMP does this for innovation and as a proven model to humanize their business.
Minub started their adventure into design thinking by making a shared space for innovation. As background, the company’s office space design stems around individual cubicles, small offices for managers and generic conference rooms to share, hardly a space designed for creativity and collaboration to flourish. But Minub envisioned building a culture of innovation. So he transformed his small UX design department, grew it to seven service designers, and began running design thinking workshops. Concurrently they created a tailored five-step design thinking process that aligns to their culture:
- Frame the problem
- Understand context
- Define – build concepts from insights
- Deliver – make a minimum viable proposal
- Evolve – improve
Projects kept coming in, and the team soon realized they needed a larger, open space to invite people to for collaboration workshops. All he could squeeze out of the facilities department was one of the worst rooms at headquarters. But they looked on the bright side, moved in, and transformed the space with floor to ceiling white boards, added moveable tables, chairs, and the appropriate tools for visualization and play, and began hosting design thinking sessions for more people.
They had fun. They solved wicked problems. Word spread. Within a few months the space was booked solid people collaborating, creating and solving big problems. They began training more design thinking facilitators. The CEO caught wind this new exciting initiative, and the great results it was producing, and asked if he could attend a design thinking workshop. Together, they solved some very significant problems in short order.
As a result, the CEO called the same facilities department and had his boardroom on the top floor turned into a similar open space for collaboration and creativity. He began holding his executive leadership team and board meetings in this space. The solved more problems. This quickly caught on, and within a year every floor of their 25 floor headquarters had an open innovation space. Now even their finance department requests proof of customer benefits and co-creation in order to approve department budgets for projects. Design thinking is also used in insurance risk assessment projects, something that previously relied only on scientific data.
The team at the Hunger Project creates experiences that reflect the geographic cultures of the areas of the world that their investors and financial donors can be a part of. Not only does it result in an increased emotional commitment, it also brings them into the creative and innovative thinking realm of the organization. And Visa does similar sessions in their innovation centers to provide an experience for customers to engage in the innovation process. This is simply core to design thinking at scale.
Hope you enjoy this snapshot. We cover more cases in details in our new book, Innovation by Design.Corporate culture, design culture, Design thinking, Design-led innovation, Innovation culture, Open innovation
I’ve just completed a major research project with leadership psychologist Edgar Papke. We’ve synthesized our findings in a new book, Innovation by Design. The cool thing is that it is about the benefits of design thinking at scale – we looked into the intersection of design thinking, innovation and corporate culture.
We went into our study focusing on organizations that are recognized using design thinking as a source of innovation and business performance. What we didn’t expect was the scale to which some of the companies and organizations were applying it. Here is a snapshot of the significant numbers of people that have been trained at a few leading companies:
- SAP has trained 20,000 employees
- IBM has trained 50,000 employees
- Intuit 10,000 employees (that’s is the entire company)
- Kaiser 15,000 people
- GE Healthcare 6,000
- Marriott 5,000
- Deutche Telekom 8,000
- Philips 5,000
- Visa 10 percent of their workforce.
These numbers tell a story in itself.
In some of the companies, design thinking was strategically seen as a function, a means through which to engage its membership on a larger scale. In others, we observed how design thinking spread, adding a belief in innovation and dramatically increasing its value. In some, it was approached from the top down, while in others it started as means to which to solve a particular problem in one part of the organization and people were naturally drawn to its qualities and wanted in on the game. In still others it was a part of human resource and organizational development strategies that were delivered through training and facilitation. What was consistent is that, regardless of how it was happening, how it was introduced, implemented, and integrated, people are drawn to participating in design thinking.
The big lesson is that any organization, of any size, can use design thinking as a means to influence culture and achieve greater levels of innovation. Regardless of size, the scaling through an organization, whether it is 10 people or 300,000, the more people know about how to engage in design thinking, the greater the level of innovation.
We also found that among our group of innovators, the scale of adoption and use varied, as did the manner in which they implemented and integrated it. Read a full chapter about this in our new book, Innovation by Design.Change management, Corporate culture, Design leadership, Design thinking, Design-led innovation, Innovation culture
The evolution of design that has unfolded over the past century is likely best explained by Richard Buchanan’s Four Orders of Design. Buchanan, a professor of design, management, and information systems, suggests that as an organization matures in its use of design, it tends to move from visual design and graphic communication, to industrial design and products, to brands and interactions, and then finally to systems.
Buchanan summarized in the Fourth Order, that attention shifts to the design of systems in which people interact with one another, including businesses, organizations, education, and governments. The shift from designing products and services to designing systems includes the design of social systems, including organizations, that begin to take into consideration the role of culture.
But we think there is more. With the acceleration of changes in technology that advanced our capability to communicate and create a broader array of customer and user experience, the application of design has also accelerated.
Powered by design thinking at scale, a new level of awareness is now enabled. Design thinking actually is the creation of awareness, the sharing of knowledge. As demonstrated in my new book with Edgar Papke, Innovation by Design, design thinking not only provides a methodology that both naturally and intentionally leverages the collective imaginations and transforms cultures into being more innovative. It also provides a path to the intentional design of culture. It provides design thinking organizations with the opportunity to step into the Fifth Order of Design – Awareness.
Design thinking organizations are learning organizations, and use design thinking to increase understanding and ultimately awareness; of the real problems, of customers, of obstacles, of options, of knowledge, and of one another. In effect, by using design thinking to empower creativity and collective imagination, organizations develop the means to step further toward what lies at the core of human-centered experiences – our basic human needs and motivation.
And one can use this to actually design corporate culture. Typically, to affect the cultures of our organizations, we rely on restructurings and the implementation of data driven solutions as process improvement. This is merely scratching at the surface of culture change, let alone transformation. To successfully engage in the necessary level of change, or the design of culture, requires us to be able to deconstruct and reconstruct it, and to be able to understand how to create it anew.
When we talk about designing culture, we’re setting the stage for designing the intentional interaction of people. And, we move from the intellectual exercise of organizational design to the emotional aspects of human behavior. This involves a keen understanding of who and why, resulting in the creative expression of how. Design thinking at scale is the model to enable this higher level of achievement.
How we have used design thinking has changed rapidly and we now find ourselves responding to a new way of thinking and experiencing our world. More and more, we are questioning how and why we interact with one another in our organizations in the way we do. We question intention and purpose, and what our motivations are. As we further develop our capacity to innovate, who and how we participate with one another will expand and change. The shift to greater transparency requires us to more consciously design and develop the cultures and learning capacities of our organizations.
To this we add a macro environment in which the relationships between companies and their customers are becoming more open and interlinked. Customers are becoming active members in the design of the products and services with the organizations they are buying them from. More and more, influencing how they are created, branded, sold, and delivered. With these shifts, comes a new set of requirements for organizations, their leaders and the people in them. More open systems and engaging means of participation are required.Corporate culture, design culture, Design leadership, Design organization, Design thinking, Design-led innovation, Human-centered design, Innovation culture, Open innovation
This post is based on an analysis of some of the most extensive and advanced use design thinking on the planet. My research partner Edgar Papke and I reached out to a select group of organizations and looked under their hoods – to understand to what level they were using design thinking, how they were implementing it, and what impact the adoption of design thinking was having on their corporate cultures. The increasing rate of how companies were adopting the use of design thinking led us to identify a correlation between the use of design thinking and their level of innovation.
We had in-depth interviews with 3M, AMP, Autodesk, Deutsche Telecom, GE, IBM, Intuit, Kaiser, Lego, Marriott, Philips, SAP, Visa, Wells Fargo, The Hunger Project, New Zealand Trade and Enterprise, Frog, Ideo and the #1 ranked restaurant in the world, Eleven Madison Park, among others. We conducted over 70 interviews with members of the sample organizations such as CEOs, business executives, Chief Design Officers, HR and OD leaders, design thinking experts, and researched published examples of how each uses design thinking.
At our broader level of inquiry, among a host of questions our research and interviews included analysis into how these organizations apply design thinking to:
– The influence of design thinking at scale on the organization’s culture
– The creation of new products, services and experiences
– The design organization processes, systems, and structures
– The creation and leadership of long-term strategy to distributed innovation
– The functioning of teams, decision-making and conflict resolution
– The design of collaborative environments
– The use of external design thinking experts and consultants
– The training and development of employees in design thinking
In our synthesis, we identified a set of ten attributes that give remarkable power to the human-centered aspects of design thinking in these organizations. The context for the ten attributes is an organization’s culture, which provides the means through which each attribute becomes an ingredient in the recipe for the successful pursuit of innovation. What brings this all to life and makes it all happen is the collective imagination of employees and the energy created by human motivation. A key finding is the motivation and drive of people to come together and participate in the pursuit of knowledge and the open sharing of ideas, that results in the creative and critical thinking that feeds innovation.
We also found that design thinking organizations have a way of multiplying creativity. In the right context, there is a multiplying effect that design thinking has on the breadth and level of employee participation. And it not only results in greater numbers of people wanting to participate, it also multiplies and accelerates creativity, and the quantity and quality of ideas and potential solutions to problems. The more organizations make design thinking available, the more people are drawn to participate and the greater the level of innovation possible. This is very different from how organizations typically push or try to mandate innovation. The ah-ha is that design thinking is an accelerator of participation in innovation and change, by tapping into basic human motivation.
Read a full chapter about this in my new book with Edgar Papke, Innovation by Design.Corporate culture, design culture, Design leadership, Design thinking, Design-led innovation, Human-centered design, Innovation culture, Open innovation