Design Thinking
Design thinking is human-centered innovation. It employs design methods to meet human needs in a technologically feasible and economically viable way. Design thinkers combine empathy, creativity, and traditional analytic frameworks to understand issues, generate potential solutions, and contextualize them until the best fit emerges.
Design thinking gives businesses a framework to manage complexity in a systematic manner. Increasingly, private, public, and nonprofit companies in developed and developing economies are applying the principles of design thinking to innovate and grow.
Traditional management consultants are integrating design thinking methods into their playbooks, and some firms focus exclusively on design for business. After a brief introduction, workshop participants will explore a case about rural poverty in the Upper Valley, using the human-centered design process.
Design thinking gives businesses a framework to manage complexity in a systematic manner. Increasingly, private, public, and nonprofit companies in developed and developing economies are applying the principles of design thinking to innovate and grow.
Traditional management consultants are integrating design thinking methods into their playbooks, and some firms focus exclusively on design for business. After a brief introduction, workshop participants will explore a case about rural poverty in the Upper Valley, using the human-centered design process.
About Design Thinking
"Design thinking is a human-centered approach to innovation that
draws from the designer's toolkit to integrate the needs of people, the
possibilities of technology, and the requirements for business success.” —Tim
Brown, president and CEO, IDEO
Design thinking is enabling businesses to manage complexity in a systematic manner. Increasingly, private, public and non-profit companies in developed and developing economies are applying the principles of design thinking to innovate and grow. Traditional management consultants are integrating design thinking methods into their playbook and some consulting firms, such as IDEO and Continuum, focus exclusively on design for business.
The Design Thinking Workshop at the BSC will teach the key principles of design thinking and provide participants with an interactive experience in design thinking. Working in teams of five, participants will apply the design thinking frameworks presented to create a prototype solution to a case on poverty in the Upper Valley. Dean Hansen and Professors Robinson, Powell, Helfat, Fairbrothers and Golder will be working on the case alongside students. Special guests also include Sara Kobylenski and Renee Weeks from the Upper Valley Haven and two student members of the Design for America team at Dartmouth.
Design thinking is enabling businesses to manage complexity in a systematic manner. Increasingly, private, public and non-profit companies in developed and developing economies are applying the principles of design thinking to innovate and grow. Traditional management consultants are integrating design thinking methods into their playbook and some consulting firms, such as IDEO and Continuum, focus exclusively on design for business.
The Design Thinking Workshop at the BSC will teach the key principles of design thinking and provide participants with an interactive experience in design thinking. Working in teams of five, participants will apply the design thinking frameworks presented to create a prototype solution to a case on poverty in the Upper Valley. Dean Hansen and Professors Robinson, Powell, Helfat, Fairbrothers and Golder will be working on the case alongside students. Special guests also include Sara Kobylenski and Renee Weeks from the Upper Valley Haven and two student members of the Design for America team at Dartmouth.
Agenda (Friday, February 10th)
9:30am: Check-in + Breakfast (FREE!!!)
10am: Introduction by Professor Alva Taylor
10:30am: Interactive case work facilitated by Andrew Waldeck, Partner at Innosight
12:30pm: “Trade Fair” showcasing prototypes
1pm: Workshop concludes, lunch with Keynote Address to follow
10am: Introduction by Professor Alva Taylor
10:30am: Interactive case work facilitated by Andrew Waldeck, Partner at Innosight
12:30pm: “Trade Fair” showcasing prototypes
1pm: Workshop concludes, lunch with Keynote Address to follow
Facilitators
Alva Taylor is an associate professor of business at the Tuck School of Business at Dartmouth, where he has taught since 2000. He received his BS, ME, and MBA from Cornell and a PhD from Stanford University. Prior to his academic career, Professor Taylor was an industrial engineer at Eastman Kodak Company and a senior manager in the Management Consulting Department at KPMG. His current research interests include corporate entrepreneurship, technological change, organizational evolution and change, and intra-organizational decision making. He has been published in scholarly journals such as Administrative Science Quarterly, Academy of Management Journal, Organization Science, and in the book Strategic Management of Technology and Innovation (Irwin, 1993).
Andrew Waldeck (T ’04) is a partner at Innosight, an innovation and strategy consulting firm. Mr. Waldeck works with health care, finance and media companies to develop innovation strategies that counter disruptive forces that threaten to reshape these industries. He has helped these companies create innovative responses to protect and extend existing businesses while also developing new business models designed to capture additional growth opportunities. He has also played a leadership role in helping many of these companies establish and implement the processes and structure to make innovation a repeatable organizational discipline. In addition to his consulting work, Mr. Waldeck is also a frequent speaker on the topics of innovation and growth. His articles on innovation and strategy include “The New M&A Playbook,” appearing in the March 2011 issue of Harvard Business Review, coauthored with Innosight founder Clayton Christensen. Andy received a B.A. in Business Economics from Brown University and a M.B.A with Distinction from the Tuck School of Business at Dartmouth, where he was a Tuck Scholar.
Andrew Waldeck (T ’04) is a partner at Innosight, an innovation and strategy consulting firm. Mr. Waldeck works with health care, finance and media companies to develop innovation strategies that counter disruptive forces that threaten to reshape these industries. He has helped these companies create innovative responses to protect and extend existing businesses while also developing new business models designed to capture additional growth opportunities. He has also played a leadership role in helping many of these companies establish and implement the processes and structure to make innovation a repeatable organizational discipline. In addition to his consulting work, Mr. Waldeck is also a frequent speaker on the topics of innovation and growth. His articles on innovation and strategy include “The New M&A Playbook,” appearing in the March 2011 issue of Harvard Business Review, coauthored with Innosight founder Clayton Christensen. Andy received a B.A. in Business Economics from Brown University and a M.B.A with Distinction from the Tuck School of Business at Dartmouth, where he was a Tuck Scholar.