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Over the course of the last decade Design Thinking (DT) has become a popular and
successful tool in business. Many managers are interested in using DT within their
organizations, but the implementation of DT is challenging due to two reasons: 1) the
definition of DT is ambiguous, so oftentimes managers are unsure what exactly they aim to
implement and 2) there are few resources that present the different ways DT can be
implemented, therefore it is difficult for managers to choose the one that is most
appropriate for their context. These two challenges result in the need for more information
about the management of DT. This dissertation aims to cater this need. The exploratory
study follows a qualitative research design and employs a mix of content analysis and
semi-structured expert interviews as research methods. Based on the content analysis a
comprehensive yet precise definition of DT is proposed. It is suggested that the aspects that
make up DT can be divided into three layers according to their level of abstraction. In this
sense DT is an ideology, methodology and a set of tools. The semi-structured expert
interviews explore different ways of implementing DT. In total 9 interviews were
conducted, with experts from a diverse geographical as well as professional background.
DT can be used internally, externally (by contracting an agency) or as a combination of
both. The interviews show that generally a combination of internal and external
implementation is advisable. The internal implementation is more challenging, as the
organizational culture and structures need to be aligned with the DT ideology. If an
organization is not prepared to make these necessary changes they are advised to
implement DT solely externally. The external implementation of DT is also advisable if an
organization implements DT internally, due to the fact that an outside perspective is more
objective.
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Palavras-chave
Design thinking Management Leadership Implementation strategy Organizational culture Organizational structures