Design Thinking represents solution oriented approach and thinking to problem solving. It follows discrete steps and forms a life cycle of evolution of thoughts and ideas. While the origins of the Design Thinking began with design engineering as a way of thinking, its core principles find resonance in solving both, operating problems as well as institution wide problem.
As a solution oriented ‘way of thinking’, Design Thinking finds serious space in thinking psychology and patterns across leading institutions, especially in high technology and disruptive innovation space. This thinking is not just about addressing immediate problems but taking a long term outlook towards the lager goal and purpose behind an exercise.
At Institution Design Group we have adapted the basic Design Thinking principles to make them more robust, contemporary and relevant to our core business objectives – how can we use Design Thinking attributes and put together a ‘Purpose Led Business Architecture’.
Our attempt has been to use principles of design thinking and scale it to build an Institution Design framework that helps leadership teams in establishing High Performance Enterprises for endurance and sustenance. Our Design Thinking Cycle covers the entire spectrum of Design Thinking attributes from inception to execution.
Using Design Thinking principles and attributes, Institution Design Group has put together the success principle that defines the enduring enterprise architecture. This is done through a bespoke design construct identifying the principal pillars of the Institution Design Model.
Institution design forms the kernel of high potential enterprises leading to sustainable and enduring value creation. It establishes a unique pattern and supports understanding of key elements that differentiate great institutions from the regular pack.
Idea generation and creation is at the heart of Design Thinking philosophy. This necessitates deep understanding of the design creation, which begins with the human mind. Without understanding the cognitive principles that lead to development of strong design thinking competencies, it is difficult for leadership and institutions to put together a culture of design thinking in their institutions.
A practice becomes a culture when core principles of an idea are carried across the length and breadth of an enterprise. Culture begins at the top and it is no different in case of Design Thinking. Leaders need to build an enabling environment and mechanism that promotes active Design Thinking culture. This means undertaking definite steps to change their mental models and bias that forms the centrality of our behaviour and decision making attributes.
Institution Design Group has formulated advanced DesignThink principles. The DesignThink principles are reflective of different evolutionary stages that institutions go through in their quest for defining team spirit and group dynamics.
We believe that this evolutionary pathway is the most natural progression for group of individuals coming together for a common purpose and cause. It is through intense engagements, conversations and dialogues that the group as a whole is able to determine its most optimal collaborative model. DesignThink principles help leadership teams to understand one another and formulate the best course of action to reach the final stage of ‘Performing’.
For thinking to become an effective culture, each firm needs to go through discrete stages of DesignThink and arrive at the appropriate bevavioural mix. This helps to derive deep benefits of Design Thinking and translate it as a process of excellence within institutions. This needs deep consciousness, awareness, commitment and active support from senior leadership to institutionalize the design culture within the enterprise.
When Design Thinking becomes an established culture within an enterprise, it leads the way in building an institution that is seeped in creation, innovation and exploration. These attributes form the bedrock of exponential value creation – An institution that is at the forefront of ideation, value creation and endurance – High Potential Enterprise.
In the medium term, Design Thinking brings about quality change in the commitment and alignment of people to their collective purpose. It presents a positive challenge to create a solution mindset that goes beyond fixing issues. It builds deep levels of trust, empathy and consciousness in the attitude and behaviour of the entire team that drives towards a larger, common goal.
Long term change arising out of Design Thinking culture is establishment of a culture of excellence. This marks a fundamental shift in the way institution functions and operates and leads to the creation of High Potential Enterprise.
Design Thinking brings better balance to the cognitive construct of the entire enterprise resulting in superior and sustainable value creation over long periods of time. This is a failsafe mechanism for leadership to build an institutional imprint of enterprise excellence.