In the current VUCA (Volatility, Uncertainty, Complexity and Ambiguity) scenario, corporations need to look at different ways of thinking and problem-solving. They need to be able to visualize unfolding scenarios and possibilities. However, are executives equipped to do this? The answer, sadly, is no. The existing mindset is that of analytical thinking rather than possibility-oriented thinking. Analytical thinking is based on breaking down an issue into smaller, manageable parts. This works for solving small operational problems but fails where one has to think holistically and be able to see the inter-linkages between various parameters.
So what happens when there is no relevant data available for decision-making? What does the manager rely on? How does she/he formulate strategy? This is where the open-ended, exploratory, deeply human-centric, imaginative approach of a designer (Tim Brown – June 2008) comes into the picture and proves to be of immense help. By training, a designer brings in all these traits in her/his problem-solving approach, which businesses should look at very seriously. The model of doing business today has to be looked at in a completely different perspective and that is where innovation is needed. Innovation is user-driven and not technology-driven. Design Thinking as an approach seems to provide some answers.
How does one make innovation happen? Can it be made to happen on a consistent basis???…
For the past decade and a half, there has been a worldwide debate about whether a designer’s approach is the most conducive to innovative thinking. Many academics and industry practitioners have begun to advocate design thinking as an approach with the highest probability of making innovation happen.
At Potentials and Possibilities, we offer different training modules for companies keen on infusing a Design Thinking Mindset among their decision makers and enhancing the ‘Innovation Quotient’ of the entire organisation –
Training programs for company executives
The purpose of all the below listed engagements has been to ‘Enhance the Creativity and Innovation Quotient of the Organization’
a.Think Tank I– An idea generation workshop.(annually 2014 onward
Multi-disciplinary teams comprising participants from various departments and geographies coming together to ideate on breakthrough concepts for the future of the organization.
b.Think Tank II– An Idea to Execution workshop(annually 2015 onward)
Pre-selected teams (already selected internally by senior management) working on refining their ideas and mapping the execution plan.
c.Innovation Hackathon (2016)
At Mahindra Finance, broad themes are decided by a top management team comprising the CEO and functional heads at the beginning of the financial year. These themes determine the new directions that the organization should follow to stay ahead of competition and create new products/services/markets. Multi-disciplinary teams from various departments and geographies are then chosen based on their initial ideas.
d.Leadership through sports (2015)
Learning and applying ideal leadership practices by taking inspiration from renowned sports Managers, Mentors and Coaches. Using Alex Fergusson’s experiences as the manager of Manchester United.
Innovation Hack 2016
A workshop aimed at generating ideas for DICV for the year 2025. Candidates were selected from over the entire organization to be a part of the workshop. Various product as well as service offerings evolved as a result. Execution roadmaps were created by the end of the workshop.
A module on, ‘How emerging technologies are going to make current business models obsolete in the near future?’. The focus was on making the organization agile and future-ready.
Workshop on ‘Design Thinking for Innovation and Problem solving’
a.A workshop on ‘Design Thinking for Innovation and Problem Solving’
b.A three-month assignment on ‘How will a bank operate in the next decade?’.
This entailed a deep dive into the behavior patterns of today’s youngsters (15 to 18 year olds) who would be the banks’ customers over the next ten years. Very interesting products and services emerged as a part of this assignment. The outlook of a bank should change from being an institution that helps save money to a platform that enables users to manage their expenses in addition to saving money.
Workshops on ‘Creative Problem solving and Innovation’
Looking at opportunities based on upcoming trends in technology and society.
Workshops on ‘Design Thinking for Innovation and Problem Solving’
Module on ‘Identifying Newer Markets in India’ for their ‘Sound-proofing products division’. They had launched this division in India two years earlier, however were not able to exploit the Indian market. The module helped them identify 4 new segments of users.
Long term engagement as a retainer to ‘Identify new products and new markets' for their existing products. Successfully helped them create new and hybrid channels of reaching out to consumers.