Most companies now accept that they need design and that creativity contributes to profitability. However, large organisations still find it difficult to realise the true potential of their design teams because the creative process seems cloaked in magic. That leads to tensions between design and other business functions that can compromise the work of an otherwise outstanding group of designers.
Worse still, some design teams never work at their full potential because they are handed preconceived (and inadequate) solutions that they then have to 'design'. This isn't just demoralising for a design team, it has a business impact by stifling the opportunity to apply design thinking to strategic issues.
There are things that designers of all levels can do to establish design thinking and design methods. Paul-Jervis will explore this topic drawing on a combination of case studies, research and his own experience of establishing design thinking and design methods in large organisations in the technology, finance, retail, travel, healthcare and academic sectors.