In this especially volatile era of continual disruption, change management needs to be a core competency of leadership teams. Yet, organizational change is difficult to accomplish. Even in the most open-minded organizations, change is hard to sell to both executives and employees because it disrupts the comfort of the status quo (even if that status quo is no longer relevant or even working). As such, these projects are prone to failure.Read More
There’s been a lot written about how companies can use design thinking to transform the human resources (HR) experience to be more employee friendly. But what about using design thinking to help employees transform themselves?Read More
How many people do you think you can train in design thinking in 10 months? At Infosys, a global leader in technology services and consulting, that number tops 36,000, including 500 executives. The global leader in next-generation digital services that enable clients in 45 countries to navigate their own digital transformations, has also used design thinking workshops to empower and help change the mindset of all of its 170,000 employees worldwide.Read More
In a recent article in Harvard Business Review, University of Virginia business professor Jeanne Liedtka describes her seven-year study into projects in various sectors, including business, health care and social services, and discusses how human tendencies get in the way of innovation. Her research finds that design thinking “has the potential to do for innovation exactly what Total Quality Management (TQM) did for manufacturing: unleash people’s full creative energies, win their commitment and radically improve processes.”Read More
As we discussed in our previous post, a common challenge organizations face with their innovation initiatives is getting the idea out in the world. Executives put out the mandate:
We need to be more innovative. We want great ideas. Innovation needs to be part of our core principles and everyday practice.
But even when great solutions are introduced to the organization, many remain best-kept secrets, failing to ever reach scale. More often than not, the problem is that the stakeholders who will make or break the idea’s execution aren’t ready, willing and able to support its success. They haven’t bought in to the change.Read More