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Roger Martin, a leading proponent of design thinking in business, makes the case that we can understand innovation through a new model of how businesses advance knowledge over time, and that businesses fail to innovate when they show greater concern for producing reliable (predictable and reproducible) outcomes than valid ones that actually meet objectives. Martin argues that businesses can do a better job at innovating—and advancing knowledge—if they embrace design thinking. Using examples such as Procter & Gamble, RIM (BlackBerry) and Cirque du Soleil, he examines how companies transform themselves into successful design-thinking organizations. SPEAKER BIO Roger Martin has served as the dean of the Joseph L. Rotman School of Management at the University of Toronto since September 1998. Previously, he spent 13 years as a director of Monitor Company, a global strategy consulting firm based in Cambridge, Massachusetts, where he served as co-head of the firm for two years and founded
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The Design of BusinessWhy Design Thinking isthe Next Competitive Advantage
Roger Martin, Dean Rotman School of ManagementUniversity of Toronto
Mystery Heuristic Algorithm Code
01100111001
Our Path of Understanding
Mystery
Mystery Heuristic Algorithm Code
01100111001
Our Path of Understanding
Mystery
Heuristic
Mystery Heuristic Algorithm Code
01100111001
Our Path of Understanding
Mystery
Heuristic
Algorithm
Mystery Heuristic Algorithm Code
01100111001
Our Knowledge Funnel
Mystery
Heuristic
Algorithm
A Fundamental Predilection Gap
100% Reliability 100% Validity
Intuitive ThinkingAnalytical Thinking
Analytical Thinking
Purpose Proof through induction and deduction
Approach Exploitation of current knowledge Focus on data from the past Administration of what is Suppression of judgment
Goal Reliability: the production of consistent replicable outcomes
Intuitive Thinking
Purpose Knowing without reasoning
Approach Exploration of new knowledge Focus on what might be Invention of the future Suppression of analysis
Goal Validity: the production of outcomes that meet objectives
Bridging the Fundamental Predilection Gap
100% Reliability 100% Validity
Design Thinking
50/50 Mix
A Starting Point for Integrative ThinkingDesign Thinking
Purpose Balance through generative reasoning
Approach Respect for exploitation & exploration Integration of future with past Design of what should be Integration of analysis & judgment
Goal Requisite reliability & validity to maintain competitive advantage
Designing in Hostile Territory
five productive steps5
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