The author reflects on the application of design thinking in biotechnology. He states that design thinking is a problem-solving protocol which finds and refines solutions through the investigation of problems and creating possible options

Over the course of a century of professional practice, designers have mastered a set of skills that can be productively applied to a wider range of problems than has commonly been supposed. These include complex social problems, issues of organizational management, and strategic innovation. Conversely, non-designers-those in leadership positions in companies, governmental and non-governmental organizations, professionals in a broad range of services and industries-can benefit from learning how to think like designers. We offer some large-scale and more finely grained ideas about how this might happen

Over the past thirty years, a powerful methodology for innovation has emerged from engineering and design thinkers in Silicon Valley. It integrates human, business and technical factors in problem forming, solving and design: "Design Thinking."

An interview with Roger Martin, a researcher of integrative thinking and business design, is presented. Martin comments on his books about strategies for business design, "The Opposable Mind: Winning through Integrative Thinking" and "The Design of Business: Why Design Thinking is the Next Competitive Advantage." Topics include the combination of analytical and intuitive strategies to develop design thinking in business, approaches to innovative management, and educational sessions to teach executives about the qualitative aspects of design thinkin

The article offers information on the mental model of design thinking in value innovation. It discusses the hierarchy of operation innovation as viewed by authors Gary Hamel and Roger Martin, focusing on business management and strategy development. It further explores the context of design thinking as cited in the book "The Future of Management," by Hamel, further centering on the views of Martin's book "The Design of Business: Why Design Thinking is the Next Competitive Advantage."

In the past, design has most often occurred fairly far downstream in the development process and has focused on making new products aesthetically attractive or enhancing brand perception through smart, evocative advertising. Today, as innovation's terrain expands to encompass human-centered processes and services as well as products, companies are asking designers to create ideas rather than to simply dress them up. Brown, the CEO and president of the innovation and design firm IDEO, is a leading proponent of design thinking -- a method of meeting people's needs and desires in a technologically feasible and strategically viable way.

The article explores the use of creative or design thinking techniques for achieving innovation.

This article proposes that we reconsider the usefulness of the metaphor of design as a prescription for strategy making, arguing against Henry Mintzberg's view that it is not appropriate. It reviews literature from the field of design and defines a set of attributes of the design process-which is synthetic, adductive, hypothesis-driven, opportunistic, dialectical, inquiring, and value-driven. The article examines the parallels between designing and creating business strategy and presents the implications of such an approach for designing the processes to design and execute strategy.

The article discusses strategies for encouraging innovation through education and design of organizations and work spaces.

By adapting insights and methodologies from design thinking, a modern scientific R&D organization may have the potential to increase the speed, inventiveness and vitality of their output and become an explosive engine of growth. Modern design consultancies face the challenge of producing original, creative work for their clients on project after project, and have thus developed several strategies and behaviors to produce innovative content repeatedly at a fast pace. The innovation strategies of design firms are different than traditional models of academic and scientific scholarship and rely on new models of radical collaboration by teams, knowledge sharing, wide-reaching cross-pollination and the habit of gaining early insights through tangible expressions of ideas in order to foster continual and rapid innovation.

Design thinking is a process of continuously redesigning a business to achieve both product and process innovation. The purpose of this paper is to present a this case study of two managers – both highly capable and committed, both seeking to innovate – a design thinking approach with a set of four tools which enables one to succeed with his initiative while the other struggles.

Most people are born creative. But over time, a lot of us learn to stifle those impulses. We become warier of judgment, more cautious, more analytical. The world seems to divide into "creatives" and "noncreatives," and too many people resign themselves to the latter category. And yet we know that creativity is essential to success in any discipline or industry. The good news, according to authors Tom Kelley and David Kelley of IDEO, is that we all can rediscover our creative confidence. The trick is to overcome the four big fears that hold most of us back: fear of the messy unknown, fear of judgment, fear of the first step, and fear of losing control.

The article focuses on teaching design thinking. It argues that as Association to Advance Collegiate Schools of Business (AACSB) asserts that higher-order thinking are crucial in business education, higher-order thinking is rather thin. It says that under design thinking, students are able to think more freely on a managerial process plan to launch a well-informed idea. It also discusses a theory foundation for learning design thinking and teaching method called joint analytical process (JAP).

A TED talk - recorded at TEDGlobal, July 2009. 16 minutes