Viviane Peçaibes
Design strategist at Ideia.m

"A lot of companies invest in design capacitation of their teams but they get disappointed when they don’t see a tangible impact in their innovation results.”

Design Thinking, in addition of being the application of thinking in design to generate corporate innovation, it has become a craze in the middle, where colorful post-it walls are found in every business, leading people to believe that they are 'doing' design thinking.

As MIT Sloan Management Review points out, applying this approach creative tools and processes requires a trained and qualified team to meet an innovation challenge with relevant, mature and achievable responses. So, the concept in design can be used not only in specific situations, but also in a broad reformulation of a company’s internal and external processes, I a way to generate value at each stage.

Still according to the same publication, design thinking methodology requires egalitarian and self-organized teams, but this is not how many large companies work. Usually, companies have project leaders who often supervise 12 to 15 projects at a time. This maximizes time, but reduces team efficiency, hinders commitment and commitment, and slows progress.

At the root of most problems is the disconnection between design thinking and conventional business processes. After all, most business successes are based on the delivery of predictable products by repetitive means. This means that organizations almost instinctively resist to bring a distorted and abstract view of the equation. Employees often try to avoid designing thinking tasks in order to avoid the habits and mentalities that the methodology requires.

The reasoning of a team in 'DESIGN' mode - as Nigel Cross names the application of creativity linked to problem solving - does not happen by chance. Designers are destabilized by expertise, exclusivity, commitment and, above all, the distance required to effectively address the corporate challenge.

Therefore, Design Consultancy has the ability to monitor, manage and innovate internal corporate challenges such as the definition of strategic plans, alignment of teams, redirection of production and of course, innovation in products and services, but can also help in external challenges such as the evaluation of a product in the market, customer satisfaction, experiences to promote new products and services, etc.

Many companies invest in design training of their employees, but they get disappointed when they do not see a tangible impact on the results of the innovation. To be successful, a design thinking program, accompanied by a consultant who genuinely has this knowledge, is necessary to create the bridges that link the organization's social dynamics to innovation. Without the right support mechanisms, you probably will not achieve the desired results.