The Design of Business: Why Design Thinking is the Next Competitive Advantage

The Design of Business Why Design Thinking is the Next Competitive Advantage Most companies today have innovation envy They yearn to come up with a game changing innovation like Apple s iPod or create an entirely new category like Facebook Many make genuine efforts to be inno

  • Title: The Design of Business: Why Design Thinking is the Next Competitive Advantage
  • Author: Roger L. Martin
  • ISBN: 9781422177808
  • Page: 323
  • Format: Hardcover
  • Most companies today have innovation envy They yearn to come up with a game changing innovation like Apple s iPod, or create an entirely new category like Facebook Many make genuine efforts to be innovative they spend on RD, bring in creative designers, hire innovation consultants But they get disappointing results.Why In The Design of Business, Roger Martin offerMost companies today have innovation envy They yearn to come up with a game changing innovation like Apple s iPod, or create an entirely new category like Facebook Many make genuine efforts to be innovative they spend on RD, bring in creative designers, hire innovation consultants But they get disappointing results.Why In The Design of Business, Roger Martin offers a compelling and provocative answer we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo.To innovate and win, companies need design thinking This form of thinking is rooted in how knowledge advances from one stage to another from mystery something we can t explain to heuristic a rule of thumb that guides us toward solution to algorithm a predictable formula for producing an answer to code when the formula becomes so predictable it can be fully automated As knowledge advances across the stages, productivity grows and costs drop creating massive value for companies.Martin shows how leading companies such as Procter Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage.Filled with deep insights and fresh perspectives, The Design of Business reveals the true foundation of successful, profitable innovation.

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    About "Roger L. Martin"

    1. Roger L. Martin

      Roger Martin is the Institute Director of the Martin Prosperity Institute and the Michael Lee Chin Family Institute for Corporate Citizenship at the Rotman School of Management and the Premier s Chair in Productivity Competitiveness From 1998 to 2013, he served as Dean 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.His research work is in Integrative Thinking, Business Design, Strategy, Corporate Social Responsibility and Country Competitiveness He writes extensively and is a regular contributor to Harvard Business Review s The Conversation blog, the Financial Times Judgment Call column, and the Guardian Sustainable Business He has written 24 Harvard Business Review articles and published 10 books Getting Beyond Better with Sally Osberg Harvard Business Review Press HBRP, 2015 Playing to Win with A.G Lafley HBRP, 2013 Fixing the Game HBRP, 2011 The Design of Business HBRP, 2009 The Opposable Mind HBRP, 2007 The Responsibility Virus Basic Books, 2002 Canada What It Is, What It Can Be with Jim Milway, Rotman UTP Publishing, 2012 and Diaminds with Mihnea Moldoveanu, University of Toronto Press, 2009 , and The Future of the MBA with Mihnea Moldoveanu, Oxford University Press, 2008 In addition, he co edited Rotman on Design with Karen Christensen, Rotman UTP Publishing, 2013.In 2013, Roger placed 3rd on the Thinkers50 list, a biannual ranking of the most influential global business thinkers, moving up from 6th in 2011 and 32nd in 2009 In 2010, he was named one of the 27 most influential designers in the world by Business Week In 2007 he was named a Business Week B School All Star for being one of the 10 most influential business professors in the world Business Week also named him one of seven Innovation Gurus in 2005.He serves on a number of public service boards Skoll Foundation, Canadian Credit Management Foundation, Tennis Canada past chair , and Bridgespan Group academic advisory board chair.A Canadian from Wallenstein, Ontario, Roger received his AB from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981.

    246 thoughts on “The Design of Business: Why Design Thinking is the Next Competitive Advantage”

    1. Like many business books that caught the crest of a wave, you are sometimes reading this book thinking how obvious this all is. This may be true when an author has distilled a big, fluffy concept into black and white text, but this is no mean feat. Articulating business concepts can be like putting a cloud in a box. You are grabbing big handfuls of nothing.Roger Martin, dean of the Rotman School of Management, does a great job in describing the battle between current knowledge (efficiency) and n [...]

    2. "As understanding moves from mystery to heuristic to algorithm, extraneous information is pared away; the complexities of the world are mastered through simplification." (12-3)."[N]o new idea could be proved deductively or inductively using past data. Moreover, if new ideas were not the product of the two accepted forms of logic, he reasoned, there must be a third fundamental logical mode. New ideas came into being, Peirce posited, by way of 'logical leaps of the mind.' New ideas arose when a th [...]

    3. Reviewed by Ravensbourne MA student.“The Design of Business: Why Design Thinking Is the Next Competitive Advantage”. Written by Roger Martin, the dean of the Rotman School of Management at the University of Toronto and published by the “Harvard Business Press”, in Boston, Massachusetts, 2009. [-amazon/Design-Busin]In a constantly changing and developing society, it is safe to argue that businesses which fail to agilely adapt to the ever changing landscape jeopardise not only their growth [...]

    4. I got this from the library after reading a sample of Fixing the Game: Bubbles, Crashes, and What Capitalism Can Learn from the NFL, which looked promising. But my library didn't have that one, so I read this one instead.It's godawfully written—clunky, repetitive, confusing—and it doesn't really have much to say. But what it does have to say is pretty good, and better than I expected for a "business book."Martin has two main ideas:1) Businesses ideas get funneled/simplified from the initial [...]

    5. I like books that can be read in a weekend. And that can be consumed while sipping a nice Talenti Brunello 2000The content of the book was that interesting that i forgot to watch part of the CC 2010 (although I did see the professional stage)In the book Roger Martin explains why an over reliance on analytical thinking leaves us vulnerable in times of change and blind to emerging opportunities.For me it was great to see how the author described this also on the professional and personal level.Rog [...]

    6. Applying design principles to business managementRoger Martin’s book on business design is subtle yet profound. He guides you to rethink the way you conceptualize business decisions so you can shift to “design thinking.” Using an approach rooted in both practice and theory, Martin cites examples ranging from Cirque du Soleil to McDonald’s. He urges you to reconsider your leadership model and organizational structures, and to exercise “abductive logic,” thinking that moves through “ [...]

    7. Good primer on the integration of design thinking into an organization. Mostly keeps it at a conceptual, theoretical level and uses fairly general case studies to tell the story.

    8. 'The Design of Business' by Roger Martin is another wealthy design read I was fortunate to come across via the awesome folks at the ThinkBig team @Optus.Again, pursuing my new interests in 'Design Thinking'. This book explains why we must step away from reliability-oriented management and seek new anomalies to exploit. Running a reliable algorithm based on past data makes us vulnerable to cataclysmic events. This fact is very apparent with the rapid advance in technology and disruptive business [...]

    9. Overall the book was great and the discussion about reliability and validity was something that I hadn't thought about before. I was wishing for a little more though beyond that chapter to really dig deep into the design of business.

    10. This is the second book I have read by Roger Martin and in some ways my review is similar to the last. The premise here is a great insight, but I'm not sure it's worthy of an entire book. There is quite a bit of repetition and padding around the main idea, but it's a worthy idea, none the less.

    11. Read this book with Changes by Design by Tim BrownThe book talks about the essential frameworks of design thinking in a way that beautifully counterbalances Tim Brown's Changes by Design, which is a lot more about how to design-think.

    12. Looking the balance between reliability and validityThis book helps me to understand how to be creative and at the same time make those ideas appealing for an old school or analytical stakeholder. The risk of new needs to be faced and this is a good book to understand how to deal with.

    13. This book is about "design thinking". What is that? Well, it is a combination of rational/analytical thinking (deductive/inductive) and intuitive thinking. Borrowing a term from CS. Peirce, it is "abductive" thinking. The process involves being able to appreciate and sort through the mystery of the raw empirical world, shape initial intuitions and judgments into heuristics and then shape those further into algorithms.Where does actual "design" -- what designers do -- fit in? Good question. It is [...]

    14. This is a classic example of how to make a mountain out of a molehill. Although the author is an acclaimed management consultant worldwide, IMHO, the book failed utterly in presenting the key concepts of “Design Thinking” in a systematic way, let alone the misleading title of the book. It is painfully repetitive, with no methodologies, processes or practical tips or steps, except very few ones scattered over here and there. Simply, it is just a set of commonsensical notions and lengthy anecd [...]

    15. I had no idea what I was getting into with this book, I picked it up because the title intrigued me. Yep that's it takes for me to buy a book sometimes, I admit it…I found myself immediately enjoying the book and connecting with the author's message. The prime concept revolves around reliability vs. validity. That sounds a bit complex as written, but it's actually quite simple as it relates to business.Reliability is as it sounds, being consistent and reliable. For example, a business is relia [...]

    16. A useful explanation of what makes for design thinking. As a design thinker, having some of Martin's articulate words in your head will no doubt be of use when you need to explain what it is you do and how you do it to the more reliability-oriented, deductive thinkers you'll encounter almost every day.Martin goes to great effort to distinguish the validity-centric design thinker's abductive, "what if" mindset as a key tool, balanced against the reliability-centric mindset of most of the world, f [...]

    17. The author believes that there are two camps; one analytical and one intuitive/creative when it comes to strategic management and innovation. I would consider this set-up a bit like a straw man. In my own view, the analytical approach is more important for strategic management and the intuitive/creative approach for innovation. Instead the author obfuscates by talking about design of business (nothing to do with industrial design), which just adds one more unnecessary term to management speak.Th [...]

    18. Interesting book. Good theoretical insight into managing innovation. Example cited are not very inspiring (may be the book was published 5 yrs ago - 2009). New terms and perspectives:- Knowledge Funnel: Mystery > Heuristic > Algorithm- Reliability (Analytics, Exploitation) vs. Validity (Intuition, Exploration)* Thoughts on how to solve a Mystery and form it into Heuristics- New idea can not be proven in advance. Possible only through future events. Financial business case of an innovation [...]

    19. This is a fascinating look at business success written by the Dean of the Rotman School of Management at the University of Toronto.Martin has been involved in business strategy for years, directly in businesses, as a consultant, and as a board member. Therefore he knows whereof he speaks. He gives solid examples of businesses that use design thinking, as well as a good overview of what design thinking really is and how to keep it from devolving into the reliable standard way of doing business. T [...]

    20. Well i originally thought that this book would be just about design or/and business as separate entities. On the one hand, some aspects of the book does bring out the successes enjoyed by companies who adopt a design-centric approach in their business. But on the other, I do suspect that these are only more directly applicable to product-centric businesses. Nonetheless examples from Herman Miller's revolutionary Aeron chair and the ever popular Southwest Airlines evolutionary approach to strateg [...]

    21. Roger Martin's book presented an interesting treatment on business strategy and innovation that he calls "Design Thinking." Though he repeats himself a bit, I found the Knowledge Tunnel (Mystery-Heuristic-Algorithm) an intriguing way to discuss how "mysteries" of knowledge are known, confronted, and solved using the time-tested methods of inquiry known as analytical vs. intuitive thinking. He seems to think that he has struck the perfect balance between these diametrically opposed ways of thinki [...]

    22. A must read for any leader & corporate boards who are challenged with growth in current times and need to transform their companies into a constantly innovating organization.Very profound insights as to why the lost art and desire of pursuing the unknown to uncover unmet user needs in this age.The good news is: the solution is in plain sight!But it requires deep thinking and calculated risk taking to grow. When companies like CocaCola starts to practice the art, the magic happens.For corpora [...]

    23. I would like to separate this book into two parts. In part one, Martin establish a work frame on knowledge funnel mystery - heuristic - algorithm. The main argument is if the company focuses in heuristic-algorithm, which features reliability bias, company will be less creative and become mediocre; companies need to commit themselves and strive to decode mysteries, which features validity to find new paradigms and logics. It is this design thinking that makes business keep momentum.In part two, i [...]

    24. A brief and clear statement for balancing two kinds of mindsets (those of an accountant's and an artist's, to exaggerate) to – well – innovate and do business better.Martin starts with a clear framework of a "knowledge funnel" and refers back to that on almost every page following. On one hand it's very good since now the concept feels like it's etched on my brain. On the other hand, the book gets a bit too repetitive. But since it's just under 180 pages, and good for commuter reading (small [...]

    25. This book will go onto my reference shelf - I probably highlighted more than 50% of this book. Roger Martin lifts the curtain up from simultaneously managing innovation and predictability, and seeks not only to define Design Thinking but also translate what this means in the corporate world. The pattern of translating mystery to heuristics to algorithms is the closest answer I have seen to getting tacit expertise into explicit corporate knowledge that is scalable.Most books are worth a quick rea [...]

    26. I love Martin's previous book, The Opposable Mind, and since the publishing of that book, he has developed quite a reputation. I was happy as I begun the book - Martin's description of the "knowledge funnel," and how to turn something from mystery to heuristic to algorithm, was something I resonated with and was interesting to think of from many perspectives - the individual, the organization, the interaction of companies - sadly, I was a bit frustrated with the fact that the book seemed to pete [...]

    27. This was a tough book to read mainly because the intellectual models developed in the first two chapters are quite close to crap. There are many many businesses that do not look like what author proposes and there are other solutions that work. The book get interesting as it gets into stories of RIM and P&G. I loved those stories. After that comes the part where the theory developed in the earlier chapter gets applied. This does yield dividends and useful ones at that. I still think that the [...]

    28. This book is, like most business books, bloated. It only really contains two useful concepts: Abductive logic, and the Mystery-Heuristic-Algorithm funnel. There's a light smattering of anecdotes about the Aeron chair, the Blackberry, Steelcase, and a few other businesses. Can be read in an afternoon by a good scanner.

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