The Gamechanger: How Every Leader can Drive Everyday                     Innovation

Lafley, A. G.; Charan, Ram

doi:10.1177/0974173920090530

Cited by 19 publications

(16 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Aarikka‐Stenroos and Jaakkola, ; Cova and Salle, ) and by acknowledged co‐creation leaders (e.g. Lafley and Charan, ). Abductive research is characterized by a non‐linear, iterative process of systematic combinations and inference that matches theory with reality (Dubois and Gadde, ).…”

Section: Methodsmentioning

confidence: 99%

Managing Co‐creation Design: A Strategic Approach to Innovation

Frow

Nenonen

Payne

et al. 2015

British J of Management

389

299

View full text Add to dashboard Cite

Co-creation offers firms and their network of actors significant opportunities for innovation, as each actor offers access to new resources through a process of resource integration. However, despite the significant advantages that co-creation can offer, there is surprisingly little research providing a strategic approach for identifying the most advantageous co-creation opportunities, especially when many possible options are available. Recently, scholars have called for research that develops tools and processes related to co-creation. This study addresses these priorities, making two contributions. First, in contrast to previous work considering co-creation more generally, or focusing on one specific form only, e.g. co-production, this paper offers a detailed and granular approach to co-creation design. A co-creation design framework is developed, which incorporates multiple design dimensions and categories that can reveal new co-creation opportunities. Second, the research extends the application of a design approach, specifically within the context of co-creative activities. The authors use field-based research with senior executives to develop a framework that includes key co-creation design elements. A morphological approach is used to explore how a lead firm can identify attractive co-creation opportunities. An innovation solution in one organization provides an illustration of how the co-creation design framework can be applied.

show abstract

Section: Methodsmentioning

confidence: 99%

Managing Co‐creation Design: A Strategic Approach to Innovation

Frow

Nenonen

Payne

et al. 2015

British J of Management

389

299

View full text Add to dashboard Cite

show abstract

“…Of course such miracle cures can and should be questioned, and DT has been accused of being just the latest management fad (e.g., Nussbaum, ). Nevertheless, in the last few years, DT has been put into practice in many large organizations (Lafley & Charan, ; Holloway, ; McCreary, ; Martin, ) but to date there is very little empirical research on DT in organizational settings and only a limited understanding of what happens when DT is adopted in a company context (Carlgren, ; Carlgren, Elmquist, & Rauth, ; e.g., Carr, Halliday, King, Liedtka, & Lockwood, ; Lindberg, Köppen, Rauth, & Meinel, ; Seidel & Fixson, ). Deployment of DT has been described mainly in the business press and books written by practitioners advocating DT (Johansson‐Sköldberg, Woodilla, & Çetinkaya, ).…”

Section: Introductionmentioning

confidence: 99%

Framing Design Thinking: The Concept in Idea and Enactment

2016

View full text Add to dashboard Cite

The concept of design thinking (DT) has emerged in management debates as promising innovation inspired by the way designers work. Despite the growing interest in DT, it is a difficult concept to study due to the lack of coherence between what DT 'is' in academic and practical terms. While there are numerous normative and often process-focused depictions of DT, they seem limited in their ability to account for what occurs in practice. Given the discussion of DT as a concept, and emerging discussion of its enactment, a framing is needed that acknowledges both aspects. This paper proposes a framing of DT that makes it researchable in both theory and practice, and discusses commonalities and discrepancies in how the concept is usually portrayed in the literature. The paper builds on an empirical interview study in six large organizations, which led to the development of a framework structure and the identification of five themes characterizing DT: User focus, Problem framing, Visualization, Experimentation and Diversity. Each theme is associated with specific principles/mindsets, practices and techniques. The main contribution of this paper is to propose a framework that includes DT both as an idea and as the enactment of the idea, inspired by the works of Latour.

show abstract

“…DT is described as a multidisciplinary, human-centred innovation approach inspired by designers (Kelley & Littman, 2001;Brown, 2009;Martin, 2009;Kimbell, 2011;Johansson-Sköldberg, Woodilla & Çetinkaya, 2013). In the last few years, large organizations in a variety of business sectors stated that they have used DT in multiple ways (Lafley & Charan, 2008;McCreary, 2010;Martin, 2011;Liedtka, King & Bennett, 2013), and DT is part of the curricula in management and executive education of renowned schools such as Stanford University, Harvard Business School and the Rotman School of Management.…”

Section: Introductionmentioning

confidence: 99%

The Challenges of Using Design Thinking in Industry – Experiences from Five Large Firms

2016

View full text Add to dashboard Cite

Design Thinking (DT) is advocated as a user‐centred approach to innovation, based on the way designers think and work. Despite being increasingly promoted as an approach to innovation, there is still little evidence of successful impact. Rather, indications suggest that firms find implementation challenging. The purpose of this paper is to analyse challenges of using DT in light of literature on innovation barriers, in order to discuss whether there is something unique about DT as a concept that makes it particularly challenging to use. The paper is based on an interview study of five large firms that all have at least five years of experience of using DT. The analysis shows that several of the perceived challenges can be linked to known barriers to innovation. However, other challenges have not previously been described in the innovation literature, and the paper suggests that there are some unique aspects of DT that makes it particularly challenging for firms to integrate it in innovation work. These are related to its core themes: user focus, problem framing, experimentation, visualization and diversity. Additionally, the paper contributes with an empirically based categorization of challenges that managers will find useful if they want to implement design thinking in their organizations.

show abstract

The Gamechanger: How Every Leader can Drive Everyday Innovation

Cited by 19 publications

References 0 publications

Managing Co‐creation Design: A Strategic Approach to Innovation

Managing Co‐creation Design: A Strategic Approach to Innovation

Framing Design Thinking: The Concept in Idea and Enactment

The Challenges of Using Design Thinking in Industry – Experiences from Five Large Firms

Contact Info

Product

Resources

About