Recomendo a leitura de recente postagem (a seguir) sobre a importância da Cultura Organizacional para a adequada implantação do "Design Thinking" nas instituições.
"Design Thinking is a hot topic and
frequently turned to by groups that want a customer-centric new
product development process. The foundations are not new, with the
core concepts popularized in a 1999 ABC Nightline video titled The
Deep Dive. It featured the design powerhouse IDEO and showed how they
created a new shopping cart in a week. The eclectic and
cross-functional team started with secondary research, proceeded to
in-person interviews, and conducted a series of prototypes and
feedback.
Now that Design Thinking is more
commonly known, many groups are starting to adopt it. To address
several topics related to Design Thinking, the Product Development
and Management Association (PDMA) has collected contributions from
several experts and will be publishing them in a book titled PDMA
Essentials: Design and Design Thinking later this year. This is
the first post of a series that highlights discussions with those
contributing to the book. I am starting with the chapter
titled Leading for a Corporate Culture of Design
Thinking, written by Nathan Owen Rosenberg Sr., Marie-Caroline Chauvet
and Jon S. Kleinma. I interviewed Nathan to learn about the culture
aspects of moving towards Design Thinking.
Why Culture
Corporate culture plays a vital role in
the function of an organization as it can determine whether an
organization may or may not succeed when adopting a new approach or
methodology, such as Design Thinking. It is important to be aware of
your organization’s corporate culture in order to have the ability
to change or transform it to make it better serve the organization’s
goals.
4 Culture Pillars to Enable Design
Thinking
These four culture pillars prepare
groups and organizations to get the most from Design Thinking.
1. Leadership Mandate: Design thinking
is a source of competitive advantage for companies. Leaders need to
ensure the reigns guiding any innovation are strong and well
supported.
2. Dedicated Infrastructure: Visible
resources, processes, and structures are needed to help those who
have ideas for innovation but don’t know how to move forward.
Keeping a scoreboard or metrics system can also help you evaluate
whether you’re being productive (or not) with your innovation
efforts.
3. Proprietary Process: The innovation
process that a company has for taking an idea and turning it into a
product must be uniquely aligned to the company’s strategy.
Innovation has to be a fit for the company and the company has to be
a fit for innovations. That is why it is proprietary. The need here
is to align with the culture that you have. Not all innovation
processes are equal nor do they create equal results for all
organizations.
4. Supportive Culture: The more sense
of “touch, taste, feel, and smell” that employees have for their
customers, the more that corporate culture is going to be supportive
of design thinking.
4 Stages of Transforming Culture
Nathan describes four stages of
transforming corporate culture to enable design thinking:
1. Reveal the already existing culture
in your organization and analyze it thoroughly.
2. Unhook from the existing culture.
The company has the ability to let go of things that are not helping
the organization as a whole.
3. Pay attention to the market space
and where it is heading. Don’t try to adapt your company to what
the market looks like at the present time because the market is
always shifting – trends matter.
4. Implement the new culture through
new processes, systems, and structures."
