Investments that are necessary to innovate and serve customers are no longer sustainable while COVID-19 hastens the need to exploit the potential of digital innovations. Serving customers accurately during unprecedented times requires a new mindset and business model innovations. If banks respond to customer requirements in completely new special situations, they can gain trust and integrity and become winners of the crisis.
Obviously COVID-19 is having an enormous impact on all aspects of our lives, with the scope and scale of business disruption being immense and incredibly challenging. But disruption is what innovation people are generally excellent at responding to, so the question becomes - “how do you and your team support your organisations within this environment?”
Great leaders intuitively know how to listen. They use empathy and mindfulness to be present during every interaction. Their focus and commitment to the goal let them shelve their egos and receive feedback with grace, inspiring innovation at every level. People who are seen as “born leaders” don’t judge others but learn and grow from what they hear.
No matter what the nature of your business is, you will inevitably encounter unhappy clients. Whether this is because it’s the fault of the company or something that couldn’t have been prevented – your first priority needs to be solving the problem.
Organizations need to invest in the cultivation of capacity for innovation and recognize innovators with varying talent and strengths.
Abstract: A perspective of a redesigned, reformed and transformed business design professional. The author shares her journey, experience, progress, and point of view on today's often discussed "design thinking or building a design-led innovation culture."
Progressive business leaders are building innovative actions, climates and ultimately cultures that align with “brain-friendly” science. In this article we outline some steps that you can take to support this kind of innovative organization.
In this podcast, Joshua Spodek discusses his journey from PhD student of astrophysics to launching and failing in the business world, and finally becoming a sought-after leadership coach and professor at NYU. He also touches on practical tools and exercises used to build the leadership muscles, and explores the importance of experiential learning or project-based learning for building leadership and personal skills.
Using personas in your design thinking framework is important, but are the results satisfying and clear? In this article, Product Innovation Manager Alex Igor Sanghikian discusses the Adjacent Possibilities framework for product management. By exclusively focusing on your persona’s one main need and trying hard to fulfill that need with your product, you can build the next feature with a more focused vision.
The potential of Design Thinking becomes more and more visible because organizations like Apple, Coca-Cola, IBM, Nike en Proctor & Gamble not only show overtly that they use it, but start showing significant results. They outperformed their peers in the last decade with 219%, measured by the Design Value Index (assessment by Design Management Institute).
The world is changing, yet people constantly assume, incorrectly, that tomorrow will be like yesterday. When business leaders make this mistake, the outcomes are generally bad because opportunities are lost. Competitive advantage is gained with the ability to transform insights into useful innovations by seeing the unseen. In this chapter excerpt of Agile Innovation, Langdon Morris explains how ethnography drives better innovation at a top-five U.S. financial services company.
Thinking like a designer can transform the way you approach the world when imagining and creating new solutions for the future. It’s about being aware of the world around you, believing that you play a role in shaping that world, and taking action toward a more desirable future. In my new book ‘The Innovation Expedition’ I describe the five characteristics necessary to think like a designer.
We know the value of collaboration in traditional innovation activities, but systemizing the process helps to increase the diversity of opinion available early on in the process. In this article we share insights on driving collaboration between your employees.
“Innovate or die” becomes the order of the day. People in response seek ways to innovate. Of late, many have embraced the practice of collaborative innovation, with its application of social media to sourcing crowds and ideas, and design thinking, with its structured approach to vetting hypotheses about new business opportunities. Having arrived in the organization by different routes, they exist as potential complements. In this article innovation architect Doug Collins explores ways to combine the practices to their mutual benefit.
Design thinking should be a way of life for senior managers. Melba Kurman spoke to Sara Beckman, design and innovation expert at Haas School of Business at the University of California, Berkeley, about how to apply design thinking to the innovation process.
