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  • Karen Zeigler

Design Thinking is Like Open-Source for Change Management


Design Thinking is Like Open-Source for Change Management


What if change management was no longer the dreaded and painstaking process that it has been in the past. What if employees and management alike were excitedly open for change like open-source communities embrace the latest software development. In September 2015, Harvard Business Review wrote in an article titled "Design Thinking Comes of Age," which started:


"There's a shift underway in large organizations, one that puts design much closer to the center of the enterprise. But the shift isn't about aesthetics. It's about applying the principles of design to the way people work."

And Gartner Research recently confirmed this shift in reporting design thinking is on the rise in the C-Suite - up 174% in the last three years. Interestingly, design thinking is at the top of the ten soft skills that have seen the most growth.





But its value is even more important than landing the top spot. Design thinking is the only skill on the list that can affect the remaining nine skills. While its status as a super skill is debatable, its impact on a business's bottom line is not. I have written that I believe Leading by Design is the Future of Leadership. Here are a couple of the 15 mind-blowing stats about design thinking according to CMO.com by Adobe.


  1. Design-driven companies have outperformed the S&P Index by 219% over ten years. (Source: Design Management Institute)

  2. 71% of companies report creating ten times the number of assets today than just a few years ago. (Source: Adobe)

However, C-Suite and teams dedicated to innovation and CX is just scratching the surface of the potential design thinking can have on an organization. Imagine an organization that unleashes the creative (innovative) potential of every employee. Hard to fathom? Not for Gianni Giacomelli, Chief Innovation Officer at Genpact, Head of Innovation Design at MIT Collective Intelligence Design Lab.


Accomplishing more, faster, and with greater inspiration.


In Giacomelli's talk titled The Future of Work in the December 2019 Minds & Tech event, he discussed a conversation with his CEO about the impact of AI on the workforce. Genpact an organization of 90,000 at the time, was grappling because AI could reduce their workforce to 10,000. Rightly so, the CEO was concerned about the friction such an event would cause and also understood a tremendous waste of talent and creative potential. In his talk, he discusses the impact of training - upskilling and reskilling - on the future workforce today.


Even though AI seems like a distant future for some enterprises, the global pandemic's impact has magnified the need for speed in adapting to change. Regardless of when the wave of change from AI hits your enterprise, the tools for creatively problem-solving (the focus of Design Thinking) cannot wait. The pandemic has illustrated the need to keep up and the deadly cost of not—namely, business failure. Prompted by this reality, what would it look like if your enterprise adopted design thinking not only in all the outputs (products, services) and but the inputs? In the context of a design thinking vision question - "How might we...?" As a consultant, I asked myself "How might I help leaders better understand design thinking's positive impact on change initiatives inside their enterprise?" And then inspiration hit.