3/ Design Thinking 2019: There is No Universal Methodology
The processes you now see today are a reflection of the culture that spawned it.
All organizations have unique cultures with varying degrees of strategic needs, goals, beliefs, and attitudes. They take on change-making in their own way, for better or worse. All of that is codified into a process that is unique to their culture. This is why Google Ventures has made the the now popular Design Sprint, the Design Council has their own double diamond; likewise with IBM, McKinsey, Gartner, and even Microsoft.
Design thinking isn’t fixed steps or a magic antidote, but adaptive of the design characteristics inside the organizational structure. A hasty transfusion of one’s process into another organization can work with moderate success, however you define your cultural metrics for success. If there’s a mismatch in organization DNA, it can be a lethal time suck where the organization’s autoimmune system kicks in, treats this new training like a foreign pathogen, then neutralizes it.
Take IBM for example.
IBM professes Design Thinking but mashes it up using manufacturing processes designed for mass consumption (LEAN, Agile, Scrum, et al) They may define Design Thinking as a method for problem solving, but the approach is limited to artifact creation.
BOTTOM-LINE AND RECOMMENDATION: MANY PROCESSES WILL BE ORIENTED TOWARDS PRODUCT/SERVICE EXPERIENCE. READ INTO THE CASE STUDIES TO SEE WHAT THEIR PRIMARY USE WAS FOR AND UNDERSTAND THE CULTURE THAT SPAWNED IT. Everything has a hit rate. Remember efficacy and context.
Part of the Skylance Show Episode 2