7 Reasons Why Organizations Should Use Design Thinking for Process Improvement

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“Continuous improvement is better than delayed perfection.” — Mark Twain

As a transformation manager, I have observed that many transformation initiatives fall short of their objectives. In contrast, customer projects often demonstrate superior execution and more predictable timelines and deliverable deadlines. After comparing these two types of projects with transformation experts, several recurring themes and challenges emerged. This led me to choose improving the transformation process as the focus of my MBA thesis project.

After reviewing the literature and discussing it with other transformation experts, it became evident that an empathetic approach is necessary to identify the transformation challenges within the organization. As a result, Design Thinking emerged as the ideal methodology for this purpose. While commonly known as a method for designing products or services, I discovered numerous reasons in the literature supporting the application of Design Thinking to improve internal processes.

In today’s competitive business landscape, organizations are constantly seeking innovative strategies to enhance internal operations. Design Thinking, a human-centered innovation approach, not only excels in product and service innovation but also provides powerful methodologies for transforming internal processes.

Here are seven compelling reasons why organizations use Design Thinking for process improvement:

1. Enhancing Team Collaboration Design Thinking promotes a collaborative mindset by encouraging cross-functional teams to work together. By integrating diverse perspectives, organizations can better understand internal challenges and develop innovative solutions. For example, Toyota used Design Thinking to improve its internal communication processes, fostering better collaboration across departments (Liedtka 2014).
2. Streamlining Operations Design Thinking identifies inefficiencies in existing processes and develops streamlined workflows. Kaiser Permanente hospitals applied Design Thinking to re-engineer nursing-staff shift changes, resulting in improved patient care and nurse satisfaction. By observing existing processes and iterating on new methods, organizations can enhance operational efficiency and reduce bottlenecks (Brown 2008).
3. Addressing Complex and Persistent Problems: Design Thinking is praised for its capacity to address complex and persistent problems by pushing the horizon with an empathetic approach. Unlike traditional problem-solving methods that rely on known rules and patterns, Design Thinking encourages the creation of something new through the discovery of novel paths. This innovative process involves understanding human needs deeply, framing questions diversely, and generating creative and effective solutions for stakeholders (Kwon 2021).
4. Fostering a Culture of Continuous Improvement The iterative nature of Design Thinking encourages continuous feedback and improvement. This approach helps organizations stay adaptable and responsive to changing needs. By regularly testing and refining internal processes, companies can cultivate a culture of continuous improvement, driving sustained innovation and growth.
5. Mitigating Cognitive Biases Design Thinking helps mitigate cognitive biases that hinder decision-making. (Liedtka 2015) identifies nine cognitive biases that impede innovation and demonstrates how Design Thinking reduces these biases through deep data collection, ethnography, visualization, and iterative prototyping. This approach fosters more novel, valuable, and well-assessed ideas, enhancing decision-making processes.
6. Integrating with Continuous Improvement Methodologies Combining Design Thinking with methodologies like Six Sigma and Lean can significantly enhance business operations. (Vasilieva and Tochilkina 2020) emphasize a human-centered approach to optimize both employee and customer experiences. Techniques such as Customer Journey Mapping (CJM) and Employee Experience Journey Mapping (EXJM) help organizations understand and improve the experiences of their stakeholders. This dual approach ensures the alignment of organizational structures and technologies with strategic objectives, leading to increased value for both consumers and internal stakeholders.
7. Driving Sustainable Innovation Design Thinking not only solves immediate problems but also drives sustainable innovation. By fostering a user-centered approach and encouraging iterative prototyping, organizations can develop solutions that are not only effective but also adaptable to future challenges. This sustainability ensures long-term success and continuous growth.

Conclusion

Design Thinking is not just for product and service innovation — it is a powerful catalyst for transforming internal processes. By embracing Design Thinking methodologies, companies can enhance collaboration, streamline operations, foster continuous improvement, mitigate cognitive biases, integrate with other continuous improvement methodologies, customize solutions for large organizations, and drive sustainable innovation.

By integrating Design Thinking into internal processes, organizations can unlock new levels of efficiency, creativity, and innovation, driving long-term success and growth.

References

• Brown, T., et al. (2008). Design Thinking for Social Innovation.
• Johansson-Sköldberg, U., Woodilla, J., & Çetinkaya, M. (2013). Design Thinking: Past, Present, and Possible Futures. Creativity and Innovation Management, 22(2), 121–146.
• Kwon, S., Cho, J., & Park, Y. (2021). Bridging the gap between Design Thinking theory and practice in large organizations.
• Lewis, C., Andriopoulos, C., & Smith, W. (2017). Paradoxical Leadership to Enable Strategic Agility.
• Liedtka, J. (2014). Innovative ways companies are using design thinking. Harvard Business Review.
• Liedtka, J. (2015). Design Thinking: Inhibitor or facilitator of management decision-making?
• Vasilieva, E., & Tochilkina, N. (2020). The role of design thinking in business process transformation.
• Waidelich, L., et al. (2018). A Systematic Literature Review of Design Thinking Process Models.