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IBM > Enterprise Transformation by Design: IBM: Design Thinking Adaptation and Adoption at Scale

We differentiate between three editorial levels of stories:

1) Design thinking classics: Case studies that are well-documented and widely known, which we include in our collection for the sake of completeness. If not stated otherwise there are compiled by our editors via desk research.

2) Normal cases: Stories, which are less known and got collected and rewritten by our editors via desk research.

3) Stories with validated data: These cases are based on first-hand empirical information that our editors received during their research.

How IBM made sense of ‘generic design thinking’ for tens of thousands of people.

O ur readers who have followed design thinking’s development in the industry in the last 10+ years might be familiar with this situation: generic ‘workshop design thinking’, which was originally codified by the d.Schools for teaching and less for a 1:1 deployment in the project work of big organizations, is getting scaled up prematurely in big organizations. This comes with typical side-effects. Generic design thinking often faces heavy resistance from influential skeptics, gets misunderstood or not understood at all, or less dire, it gets picked up with an unreflected euphoria and is applied as a “silver bullet” to all kinds of problems and projects (the famous “methodology misfit” we also see with Scrum for example). The big hangover often comes after the first experimentation budgets are expended and at worst a blame game starts.

A forced roll-out of generic design thinking will always fall short of the mark and create frictions, such as the ones described in below infobox. Wise executives, as well as experienced innovation (program) leaders therefore know that the successful adoption of a ‘new’ management concept like design thinking can only be achieved through the hard work of adapting it to the specific context of the industry and organization itself . And even if you are deliberate in your introduction: you will still have to cope with internal adaptation challenges.

Warning Signs

If you still hear the statements below in your company or from your (internal) consulting partner after you went through your first batches of basic trainings, or if your design thinking program has been around for a while, be on high alert …

“Trust/Follow the process.” 1 :  This emergent mantra, which critically thinking d.School students call the “slavishly-following-the-bubbles” phenomenon, is often used to guide non-design novice learners in their first design thinking trainings by their coaches and tends to hive off, especially in risk-averse environments, as it promises ‘process-security’. David Bland nicely framed it this way: “We can’t change the process for dealing with uncertainty, because that introduces uncertainty into the uncertainty reducing process.” And while it is fine to let the generic design thinking ‘process’ guide you as a learner, you shouldn’t force your whole organization to apply it in a waterfall-ish way in all of your project work (this would be a 1:1 ‘adoption’). It is not without reason that the d.School emphasizes the ability to “Design your Design Work” in their revised teaching mantras. With time and experience, this also includes the adaptation of processes to organizational and project contexts.

“We rewrote our stage-gate process and included a ‘design thinking step’ in the beginning [or somewhere else].”: This phenomenon is closely tied to the one from above. Sam Yen (former Chief Design Officer, SAP) calls this the “design thinking by checkbox” thinking, which views the methodology as a self-contained step instead as a practice that permeates the way people approach their every day (innovation) work also within other agile exploration and delivery methodologies like Lean Startup or Scrum.

“It’s a mindset, ‘they’ just don’t get it.”: It is easy for leadership as well as external and internal design thinking coaches to shirk their responsibility by saying ‘they’ [the poor retrained people in the organization] just don’t get it. No wonder, if you just expose them to the generic design thinking kool-aid à la “this is how Stanford/IDEO/our biggest competitor/the ‘Silicon Valley’ does it.” If you don’t bind design thinking’s (re)introduction to your organizations’ design and innovation heritage, the language your people use, and the context they understand, you should not complain.

[1] This mantra originally comes from Pixar (a company full of creative people working on a very creative product, animated movies): “Trust the Process.” We liked this one because it was so reassuring: While there are inevitably difficulties and missteps in any complex creative endeavor, you can trust that “the process” will carry you through. In some ways, this was no different than any optimistic aphorism (Hang in there, baby!), except that because our process was so different from other movie studios, we felt that it had real power. Pixar was a place that gave artists running room, that gave directors control, that trusted its people to solve problems. I have always been wary of maxims or rules because, all too often, they turn out to be empty platitudes that impede thoughtfulness, but these two principles actually seemed to help our people.”

In this article we therefore show by example of IBMs design thinking adaptation, how a strategic approach to introducing and scaling can look and what hurdles have to be overcome.

IBM Design Thinking 1.0

In the early stages of the IBM Design Thinking program, Adam Cutler (IBM Design Studio Program Director) and Phil Gilbert (General Manager Design) sat down with David Kelley and Tim Brown (Co-Founder and CEO of IDEO) to discuss what IDEO was going through in developing the various design thinking concepts. Remembering the conversation, Adam shared what the two IDEOers said: “We really blew it when we called this thing Design Thinking. […] It works great when you’re doing it in these small workshops at Stanford, but it starts to break apart and fail at scale.”

IBM Design Thinking 1.0 Process Visualisations and Core Practices

“We really blew it when we called this thing Design Thinking. […] It works great when you’re doing it in these small workshops at Stanford, but it starts to break apart and fail at scale.”

From frank conversations like these and their own observations of (failed) design thinking initiatives at other organizations, the two came to the conclusion that it would be far from self-evident that the engineering-driven people at IBM will instantly accept and embrace the central generic design thinking core tenets (e.g. explore, understand, ideate, make, evaluate), which are emphasized and taught by the d.Schools. On that score, the creation of an IBM Design Thinking (1.0) framework in 2015/2016 was less about branding and more about integrability within the IBM context. The idea behind it was to add a governing structure that would ensure people would work towards the same goals and in a similar direction. This deliberately simple structure consisted of, what IBM calls, three key practices: sponsor-users, playbacks, and hills .

IBM Design Thinking: The Terms Explained In Plain English

When IBM started, they simply took existing generic design thinking processes and modi descriptions and added three governing constructs on top. Until today the process description has changed, but he governing core practices stayed. IBM calls these practices “keys” (for key practices).

Key 1: Playback

Playbacks, or in plain English “frequent (design) critique sessions,” are IBM’s way of eliminating hierarchy and silos. The IBM Design team realized that teams needed a safe place to present their work, tell stories and exchange feedback in a project’s ever-evolving situation. There needed to be a way to reveal misalignment and keep (dispersed) teams and stakeholders aligned and in sync across time. The solution: frequent, open dialogues where, during 10-minute minor team playbacks, concepts and ideas are reflected upon and critiqued constructively. Typical questions are “What did we learn?” and “What is our next best move?” . Beyond such frequent playbacks, so-called milestone playbacks are held, which also involve senior management. This also expands the culture of respectful and constructive critique beyond the core design team and creates alignment with the project sponsors.

Key 2: Hill

Hills, are statements of intent. They were inspired by military commanders who state an intention e.g. “take that hill” to provide troops with a general direction and focus but without saying how to do exactly what they have to do. At IBM design, hills are formulated as max. three sentences per sprint, which describe the main objectives of a release in a user-focused way, helping the team to focus their efforts. Similar to a POV in generic design thinking, a hill frames a problem as an intended user outcome without any predetermined solution.

IBM Hill – Example

Hills bear a certain resemblance to “epic-like” user stories and job-to-be-done statements. The goal here is team alignment around commonly shared micro-missions.

Key 3: Sponsor User

“Sponsor users are a way to measure if we have recruited people against the hills” , says Phil Gilbert. Sponsor users usually are either potential or actual, users from paying clients that are signed to spend 10 to 50 hours to co-design with IBM teams over the course of a release or project. They are added to the team as they not only represent the problem, but can also help in validating solutions, and supplementing the team’s field research and personas with their insights on the spot.

Equipped with this framework, they trained the first cohorts of new hires, retrained people from all over IBM, and started signature projects within their now-famous Hallmark Program . But what happened was nothing less than a culture clash.

‘IBM Design Thinking 1.0’ vs. ‘Agile’ – A Culture Clash

At IBM the concept of ‘continuous delivery’ in terms of speed, quality, and efficiency was already practiced company-wide – a fact that many developers were very proud of. What IBM Design’s change team observed though, was that teams who practiced ‘Agile’ were iterating the wrong problems with data they collected from usually just one source: tracking via data analytics. Or as Phil Gilbert puts it: “Agile [might be an] underpinning execution mechanism, but it has no soul, no compass, no morality .”   It was also on that score, that they tried to bring in the sponsor users’ perspective and make their experience the measure of all things.

But instead of embracing design thinking, IBM engineers were skeptical about it, or even rejected the generic explanation models of IBM Design Thinking 1.0. And these were not just those teams who were still running on waterfall. Instead, the critique came from the above-mentioned agile pros who took the process visualizations verbatim and claimed: “This feels like going back to waterfall.” So, instead of complementing existing approaches and frameworks for agile software development, IBM Design Thinking 1.0 all of a sudden found itself at odds with groups who already subscribed to other ‘iterative’ ways of working (Agile, DevOps and PMOM). The knowledge codification challenge for the IBM Design team thus had to be reframed. Instead of asking: “How can we teach design thinking to the [IBM group]?” they now asked, “How can we integrate design thinking as a general philosophy into all of the existing practices, into project teams already running at speed, and without causing any turf or religious wars around methodologies?”

The Reasons for the Pushback in Detail

IBM is not alone in the struggle to make sense of an apparent oversupply of agile innovation approaches. In many organizations, groups simultaneously started experimenting with different methodologies like Effectuation, Design Thinking, Lean Startup or Scrum, to name but a few. Add to this the confusion about the similar terminology across these concepts (e.g. iteration, fast cycles, sprints, ‘Agile’ as an umbrella term, etc.), which can mean different things in different projects stages: just think of the differences between an exploration sprint (GV Design Sprint, Design Thinking Sprint) and a delivery sprint (Scrum). So, however much the change agents are forced to sweat bullets to do it, they will have to make sense of all of this and adapt these concepts. This includes their specialist terms, jargon and explanation models of the prevalent mental models and parlance of their organization. To the IBM Design team, this meant the following homework:

Engineers already believed they work in an iterative manner. So, first the waterfall-like visualizations of design thinking had to go. But more importantly, the difference between ‘thick data’ (talking to a small number of real sponsor users) vs. ‘big data’ (tracking user behavior via analytics) had to be emphasized somehow.

The many mantras, principles, and abilities of generic design thinking buzzing around were too much for people. IBM had to deliberately choose a subset of basic principles, which made the most sense for their context, namely diverse empowered teamwork and a (re)focus on user outcomes, not technology . The selected few then had to be phrased in a way that would eventually resonate with IBMers.

There also emerged the task of teaching designers the humility to smoothly forge in at speed with running teams. One particular challenge was training designers, who had a bias towards (design process) perfectionism, new mental models and to encourage them to work more on gut e.g. with imperfect, messy data.

In essence, the task for the team was now to adapt IBM Design Thinking 1.0 even more to the language of the organization in order to make it more ‘IBM-specific.’ Only then could the team really help newcomers and practitioners in getting up and running quickly.

Reduce to the Max: The Becoming of IBM Design Thinking 2.0, ‘The Loop’

It all started in June 2015, when Adam Cutler (Design Practices Director) and Miroslav Azis (Experience Design Practice Lead at IBM) decided to learn from a group of extreme users: four Irish visual communications interns (students of Dun Laoghaire Institute). The four knew nothing about software, had never worked in an enterprise, nor had they ever heard of design thinking. Miroslav clearly pitched them the IBM Design Thinking 1.0 problem in, well, … IBM lingo: “People think PMOM, Agile and DevOps are at odds with IBM Design Thinking, and they don’t know how Hills map to Epics and User Stories.” What followed was silence, perplexed looks and then an introduction to the groups’ persona: “Sarah,” the 5th grader. “If it doesn’t work for Sarah,” the students said, “it doesn’t work at all.”

In their search for a better explanation and visualization model for design thinking, Miroslav and his team had already analyzed dozens of team interactions and were continuously looking inward at their own process. But coming back with “Sarah” in mind helped him gain the courage to be more extreme in reducing current explanation models to an elegant maximum. If it works for Sarah he thought by himself, it will also work for skeptical engineers.

Early sketches of IBM Design Thinking 2.0 in formation.

When Miroslav first drew the infinity loop after hundreds of process model iterations, it began as two separate circles observe and act . While rhythmically tracing the path of a figure-8, he was delighted by its simplicity and elegance. He decided to put it to an immediate test with his internal sponsor users, and they set up a little experiment.

They chose two new intern groups. One group got onboarded the old way, the other with “the loop.” The experimental group got a brief 30min explanation on a paper napkin instead of slides or any other prepared material. They then observed the teams. It came as no surprise that the experimental team got it faster and more intuitively. Within just 24 hours, a language of ‘observing, reflecting, and making’ became not only part of their everyday speech but also henna tattoos on their skins [sic!]. One of them even said in the post-mortem: “We were always taught […] to save making for last. The Loop gave us the permission to make, and fail, and try again in a way I don’t think I’ve ever felt before.”

So, the loop was a first hot lead towards a model that “Sarah” might understand. But a next step for Miroslav was integrating the chosen few principles, which the Design team observed, as the ones that had to be most pronounced in an IBM context: a focus on user outcomes, diverse empowered teams, and restless invention . Looking at both the loop and the principles, it dawned on him. He had basically described a continuously evolving conversation between IBM’s users, their evolving needs, and the teams that solve them. The puzzle pieces finally came together.

Today IBM Design Thinking 2.0, which is now called ‘Enterprise Design Thinking’, consists of above-mentioned principles , the loop as a kind of mental model (which serves as a stand-in for a ‘process’ model that IBM tried to circumvent), as well as the keys , which stayed the same in comparison to IBM Design Thinking 1.0. The loop now also clearly emphasizes the aspect of utmost importance to IBM. Between every make and observe cycle there has to be a point to reflect and align upon what has been done in the team and with the sponsor user . While this might sound obvious for readers of this blog or the agile community in general, it isn’t yet in an IBM context, thus the emphasis. The new framework, the company hopes, provides a lens that now helps IBMers understand that offerings are not just the code they ship but they are mediators of relationships with users.

IBM Design views also this current state of their sense-making as an ongoing conversation. Thus the further making of the IBM Design Thinking framework will literally stay in ‘the loop’. Having codified it to such an extent now also enables the company to offer ‘Enterprise Design Thinking’ advisory services to its clients and other industry players.

Learnings for Organizing Agile Change Programs

What can we learn from this peek into IBM’s design thinking adaptation journey? First of all, that adaptation work will probably never be finished (it took IBM nine months to arrive at their simple revised framework) – sticking to a static ‘roll-out plan’ or roadmap will hardly be possible without forcing people into a mental model to which they don’t want to subscribe. So, if organizations want to become more agile in their every day (innovation) work, they will also have to become agile in organizing their change process and change communication.

Secondly, that generic design thinking might not be the silver-bullet innovation process your organization needs. It is up to you, to do the hard codification work for your own innovation approach. And this means meshing generic design thinking with other and partly already existing approaches, which in turn demands that you need to be ready and able to explain the different connotations of similar terms across a multitude of innovation methodologies.

Thirdly, it is a matter of an organization’s cultural imprint whether you dislike process-like depictions (like IBM) or favor them, like lots of German-speaking companies do (a good and felicitous is SAP’s design process). It does not matter so much for which route you decide. What is important, is that it works for your industry and organizational context and that your people can make sense of it easily without friction or methodology turf wars.

So, make your leaders and C-level ‘design thinking sponsors’ read this, get yourself some time and space … and then happy adapting and codifying!

How Other Organizations Codified ‘Their’ Design Thinking

Other organizations have successfully codified their own design thinking and innovation frameworks too. Here are three examples:

Intuit’s Design For Delight Program’s Principles And Corporate Brand Values

Intuit developed its ‘Design for Delight’ program, which merged design thinking with Lean Startup. The principles they found worth emphasizing are deep empathy, go broad to go narrow, and rapid experiments with customers . The process visualization that resonated most with them was the double diamond, which then became manifested in one of their principles.

Instead of just proclaiming generic design thinking principles as their new corporate brand value statement (a development we observe across many industries), they also forged it by carefully selecting those inherited principles that made them great in the first place. They added just a few new ones that had the potential to foster behaviors that weren’t already existing at Intuit.

Read more on Intuit here.

SAP’s Design Process

SAP found itself in a similar situation as IBM: engineers wanted to know, how and where exactly design thinking might fit into the whole development process. This is why Laurent Pollefoort (Strategic Designer at Design & Co-Innovation Center, SAP) and his team developed the SAP Design Process , which outlines clear checkpoints along three major phases.

UK’s Governmental Digital Service (GDS) Design Principles and Process

UK’s Governmental Digital Service, also codified its own understanding of human-centered design and iteratively built an impressive governing structure around it.

Their principles are: 1. Start with user needs,  2. Do less,  3. Design with data,  4. Do the hard work to make it simple,  5. Iterate. Then iterate again,  6. This is for everyone,  7. Understand context,  8. Build digital services, not websites,  9. Be consistent, not uniform, and   10. Make things open: it makes things better.

Their process is depicted above.

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Image Sources

• IBM Design Thinking 1.0 Process Visualisations and Core Practices: IBM
• IBM Hill – Example: IBM | © Traditional Copyright
• Early sketches of IBM Design Thinking 2.0 in formation.: IBM | © Traditional Copyright
• IBM Design Thinking 2.0: Early Sketches: IBM | © Traditional Copyright
• IBM’s design thinking principles.: IBM | © Traditional Copyright
• IBM Design Thinking 2.0: IBM | © Traditional Copyright
• Intuit’s Design For Delight Program’s Principles And Corporate Brand Values: Intuit / Jan Schmiedgen (Collage) | © Traditional Copyright
• SAP’s Design Process: https://experience.sap.com/designservices/approach | © Traditional Copyright
• UK’s Governmental Digital Service (GDS) Design Principles and Process: GDS | © Traditional Copyright
• IBM Header Image: IBM | © Traditional Copyright

The Authors

This article was written by Jan Schmiedgen and Ingo Rauth . It is an extended content article for the upcoming book “Starting With Design” , which will feature an in-depth case study of IBMs ‘change by design’ transformation program.

Credits and Acknowledgments

The authors want to thank Miroslav Asiz , Seth Johnson , and Phil Gilbert for their inputs in personal interviews and speeches at the DTX .

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How Design Thinking is used

#Name-of-Case uses Design Thinking

1 At the periphery (e.g. via booking agencies or conducting workshops).

2 In parts of the organisation (e.g. the Ux department, R&D or marketing).

3 In the core of the organisation (e.g. within central strategy and planning processes).

4 In the whole organisation as a way of continous learning.

Corporate Facts

International Business Machines Corporation (IBM), incorporated on June 16, 1911, is a technology company. The Company operates through five segments: Cognitive Solutions, Global Business Services (GBS), Technology Services & Cloud Platforms, as well as Systems and Global Financing.

Nicknamed Big Blue, IBM is one of 30 companies included in the Dow Jones Industrial Average and one of the world’s largest employers, with (as of 2016) nearly 380,000 employees. Known as “IBMers”, IBM employees have been awarded five Nobel Prizes, six Turing Awards, ten National Medals of Technology and five National Medals of Science.

Recently its businesses have been under high pressure in the cloud due to, among other things, the better usability and decentralized SaaS subscription models of competitors. In 2014 the behemoth set out to change this situation via an initiation of a design transformation program.

Want to know more?

• IBM Enterprise Design Thinking Homepage
• Forrester Enterprise Design Thinking Report
• IBM Design’s Vimeo Channel
• “The Loop” – A Documentary on the Genesis of IBM Enterprise Design Thinking
• An Extensive Interview with Phil Gilbert
• Miroslav Azis Explains IBM Design Thinking in 10 Minutes

Large Scale Change By Design

This article is the first preview of extended content for an upcoming book, which examines the design transformation programs of big corporates and their adaptation vehicles in very detail. If you want to be informed when it gets published, please click here and leave your email .

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IBM: Design Thinking

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Srikant M. Datar, Amram Migdal, Paul Hamilton Harvard Business School ( 121007-PDF-ENG ) April 20, 2021

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IBM: Design Thinking

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IBM: Design Thinking

By: Srikant M. Datar, Amram Migdal, Paul Hamilton

This case describes the 2012-2020 effort at IBM to implement design thinking throughout the company and hire thousands of designers to serve on every product team alongside technical engineers and…

• Length: 21 page(s)
• Publication Date: Apr 20, 2021
• Discipline: General Management
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This case describes the 2012-2020 effort at IBM to implement design thinking throughout the company and hire thousands of designers to serve on every product team alongside technical engineers and developers and product managers. IBM's design transformation is told through the development of the Design Program Office-a new centralized function led by General Manager Phil Gilbert to support the organizational change effort-and the adoption of design thinking at several key business units: IBM's Z mainframes business; IBM Security; IBM's data and artificial intelligence (AI) business; and the Digital Strategies and Interactive Experience (DS/iX, or just iX) group, within IBM Services. The case contains details about IBM's approach to design thinking frameworks and how IBM integrated design thinking and designers to center end-user needs in its product development teams and processes.

Learning Objectives

This case offers students the opportunity to learn about design thinking and organizational change at an iconic technology company. The case addresses how IBM utilized design thinking and designers in its efforts to align its products more closely with end user needs and preferences. Students explore the tensions and complementarities of introducing design thinking into technical development processes and grapple with the role of design in an environment of abundant data and world-class technical expertise that already informs development decisions. The case explores IBM's approach to change management and the concepts of organizational adaptation versus adoption. Students learn about IBM's strategy and tactics for implementing a significant, enterprise-wide change effort within a existing legacy culture that values technical expertise above all.

Apr 20, 2021 (Revised: Jun 22, 2021)

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General Management

Geographies:

United States

Industries:

Information technology and telecom sector, Information technology industry, Retail hardware

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121007-PDF-ENG

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10 Successful Design Thinking Case Study

Dive into the realm of Successful Design Thinking Case Studies to explore the power of this innovative problem-solving approach. Begin by understanding What is Design Thinking? and then embark on a journey through real-world success stories. Discover valuable lessons learned from these case studies and gain insights into how Design Thinking can transform your approach.

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Design Thinking has emerged as a powerful problem-solving approach that places empathy, creativity, and innovation at the forefront. However, if you are not aware of the power that this approach holds, a Design Thinking Case Study is often used to help people address the complex challenges of this approach with a human-centred perspective. It allows organisations to unlock new opportunities and drive meaningful change. Read this blog on Design Thinking Case Study to learn how it enhances organisation’s growth and gain valuable insights on creative problem-solving.

Table of Contents   

1) What is Design Thinking?

2) Design Thinking process   

3) Successful Design Thinking Case Studies

      a) Airbnb

      b) Apple

      c) Netflix

      d) UberEats

      e) IBM

       f) OralB’s electric toothbrush

      g) IDEO

      h) Tesla

       i) GE Healthcare

       j) Nike

3) Lessons learned from Design Thinking Case Studies

4) Conclusion    

What is Design Thinking ?

Before jumping on Design Thinking Case Study, let’s first understand what it is. Design Thinking is a methodology for problem-solving that prioritises the understanding and addressing of individuals' unique needs.

This human-centric approach is creative and iterative, aiming to find innovative solutions to complex challenges. At its core, Design Thinking fosters empathy, encourages collaboration, and embraces experimentation.

This process revolves around comprehending the world from the user's perspective, identifying problems through this lens, and then generating and refining solutions that cater to these specific needs. Design Thinking places great importance on creativity and out-of-the-box thinking, seeking to break away from conventional problem-solving methods.

It is not confined to the realm of design but can be applied to various domains, from business and technology to healthcare and education. By putting the user or customer at the centre of the problem-solving journey, Design Thinking helps create products, services, and experiences that are more effective, user-friendly, and aligned with the genuine needs of the people they serve.  

Design Thinking process

Design Thinking is a problem-solving and innovation framework that helps individuals and teams create user-centred solutions. This process consists of five key phases that are as follows:  

To initiate the Design Thinking process, the first step is to practice empathy. In order to create products and services that are appealing, it is essential to comprehend the users and their requirements. What are their anticipations regarding the product you are designing? What issues and difficulties are they encountering within this particular context?

During the empathise phase, you spend time observing and engaging with real users. This might involve conducting interviews and seeing how they interact with an existing product. You should pay attention to facial expressions and body language. During the empathise phase in the Design Thinking Process , it's crucial to set aside assumptions and gain first-hand insights to design with real users in mind. That's the essence of Design Thinking.

During the second stage of the Design Thinking process, the goal is to identify the user’s problem. To accomplish this, collect all your observations from the empathise phase and begin to connect the dots.

Ask yourself: What consistent patterns or themes did you notice? What recurring user needs or challenges were identified? After synthesising your findings, you must create a problem statement, also known as a Point Of View (POV) statement, which outlines the issue or challenge you aim to address. By the end of the define stage, you will be able to craft a clear problem statement that will guide you throughout the design process, forming the basis of your ideas and potential solutions.

After completing the first two stages of the Design Thinking process, which involve defining the target users and identifying the problem statement, it is now time to move on to the third stage - ideation. This stage is all about brainstorming and coming up with various ideas and solutions to solve the problem statement. Through ideation, the team can explore different perspectives and possibilities and select the best ideas to move forward with.

During the ideation phase, it is important to create an environment where everyone feels comfortable sharing their ideas without fear of judgment. This phase is all about generating a large quantity of ideas, regardless of feasibility. This is done by encouraging the team to think outside the box and explore new angles. To maximise creativity, ideation sessions are often held in unconventional locations.

It’s time to transform the ideas from stage three into physical or digital prototypes. A prototype is a miniature model of a product or feature, which can be as simple as a paper model or as complex as an interactive digital representation.

During the Prototyping Stage , the primary objective is to transform your ideas into a tangible product that can be tested by actual users. This is crucial in maintaining a user-centric approach, as it enables you to obtain feedback before proceeding to develop the entire product. By doing so, you can ensure that the final design adequately addresses the user's problem and delivers an enjoyable user experience.

During the Design Thinking process, the fifth step involves testing your prototypes by exposing them to real users and evaluating their performance. Throughout this testing phase, you can observe how your target or prospective users engage with your prototype. Additionally, you can gather valuable feedback from your users about their experiences throughout the process.

Based on the feedback received during user testing, you can go back and make improvements to the design. It is important to remember that the Design Thinking process is iterative and non-linear. After the testing phase, it may be necessary to revisit the empathise stage or conduct additional ideation sessions before creating a successful prototype.

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Successful Design Thinking Case Studies  

Now that you have a foundational understanding of Design Thinking, let's explore how some of the world's most successful companies have leveraged this methodology to drive innovation and success:

Case Study 1: Airbnb  

Airbnb’s one of the popular Design Thinking Case Studies that you can aspire from. Airbnb disrupted the traditional hotel industry by applying Design Thinking principles to create a platform that connects travellers with unique accommodations worldwide. The founders of Airbnb, Brian Chesky, Joe Gebbia, and Nathan Blecharczyk, started by identifying a problem: the cost and lack of personalisation in traditional lodging.

They conducted in-depth user research by staying in their own listings and collecting feedback from both hosts and guests. This empathetic approach allowed them to design a platform that not only met the needs of travellers but also empowered hosts to provide personalised experiences. 

Airbnb's intuitive website and mobile app interface, along with its robust review and rating system, instil trust and transparency, making users feel comfortable choosing from a vast array of properties. Furthermore, the "Experiences" feature reflects Airbnb's commitment to immersive travel, allowing users to book unique activities hosted by locals. 

Case Study 2.  Apple    

Apple Inc. has consistently been a pioneer in  Design Thinking, which is evident in its products, such as the iPhone. One of the best Design Thinking Examples from Apple is the development of the iPhone's User Interface (UI). The team at Apple identified the need for a more intuitive and user-friendly smartphone experience. They conducted extensive research and usability testing to understand user behaviours, pain points, and desires.   

The result? A revolutionary touch interface that forever changed the smartphone industry. Apple's relentless focus on the user experience, combined with iterative prototyping and user feedback, exemplifies the power of  Design Thinking in creating groundbreaking products.    

Apple invests heavily in user research to  anticipate what customers want before they even realise it themselves. This empathetic approach to design has led to groundbreaking innovations like the iPhone, iPad, and MacBook, which have redefined the entire industry.  

Case Study 3. Netflix  

Netflix, the global streaming giant, has revolutionised the way people consume entertainment content. A major part of their success can be attributed to their effective use of Design Thinking principles.

What sets Netflix apart is its commitment to understanding its audience on a profound level. Netflix recognised that its success hinged on offering a personalised, enjoyable viewing experience. Through meticulous user research, data analysis, and a culture of innovation, Netflix constantly evolves its platform. Moreover, by gathering insights on viewing habits, content preferences, and even UI, the company tailors its recommendations, search algorithms, and original content to captivate viewers worldwide.

Furthermore, Netflix's iterative approach to Design Thinking allows it to adapt quickly to shifting market dynamics. This agility proved crucial when transitioning from a DVD rental service to a streaming platform. Netflix didn't just lead this revolution; it shaped it by keeping users' desires and behaviours front and centre. Netflix's commitment to Design Thinking has resulted in a highly user-centric platform that keeps subscribers engaged and satisfied, ultimately contributing to its global success.  

Case Study 4. Uber Eats     

Uber Eats, a subsidiary of Uber, has disrupted the food delivery industry by applying Design Thinking principles to enhance user experiences and create a seamless platform for food lovers and restaurants alike.  

One of  UberEats' key innovations lies in its user-centric approach. By conducting in-depth research and understanding the pain points of both consumers and restaurant partners, they crafted a solution that addresses real-world challenges. The user-friendly app offers a wide variety of cuisines, personalised recommendations, and real-time tracking, catering to the diverse preferences of customers.  

Moreover,  UberEats leverages technology and data-driven insights to optimise delivery routes and times, ensuring that hot and fresh food reaches customers promptly. The platform also empowers restaurant owners with tools to efficiently manage orders, track performance, and expand their customer base. 

Case Study  5 . IBM    

IBM is a prime example of a large corporation successfully adopting Design Thinking to drive innovation and transform its business. Historically known for its hardware and software innovations, IBM recognised the need to evolve its approach to remain competitive in the fast-paced technology landscape.   

IBM's Design Thinking journey began with a mission to reinvent its enterprise software solutions. The company transitioned from a product-centric focus to a user-centric one. Instead of solely relying on technical specifications, IBM started by empathising with its customers. They started to understand customer’s pain points, and envisioning solutions that genuinely addressed their needs. 

One of the key elements of IBM's Design Thinking success is its multidisciplinary teams. The company brought together designers, engineers, marketers, and end-users to collaborate throughout the product development cycle. This cross-functional approach encouraged diverse perspectives, fostering creativity and innovation. 

IBM's commitment to Design Thinking is evident in its flagship projects such as Watson, a cognitive computing system, and IBM Design Studios, where Design Thinking principles are deeply embedded into the company's culture. 

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Case Study 6. Oral-B’s electric toothbrush

Oral-B, a prominent brand under the Procter & Gamble umbrella, stands out as a remarkable example of how Design Thinking can be executed in a seemingly everyday product—Electric toothbrushes. By applying the Design Thinking approach, Oral-B has transformed the world of oral hygiene with its electric toothbrushes.  

Oral-B's journey with Design Thinking began by placing the user firmly at the centre of their Product Development process. Through extensive research and user feedback, the company gained invaluable insights into oral care habits, preferences, and pain points. This user-centric approach guided Oral-B in designing electric toothbrushes that not only cleaned teeth more effectively but also made the entire oral care routine more engaging and enjoyable.  

Another of Oral-B's crucial innovations is the integration of innovative technology into their toothbrushes. These devices now come equipped with features like real-time feedback, brushing timers, and even Bluetooth connectivity to sync with mobile apps. By embracing technology and user-centric design, Oral-B effectively transformed the act of brushing teeth into an interactive and informative experience. This has helped users maintain better oral hygiene.  

Oral-B's success story showcases how Design Thinking, combined with a deep understanding of user needs, can lead to significant advancements, ultimately improving both the product and user satisfaction.

Case Study 7. IDEO  

IDEO, a Global Design Consultancy, has been at the forefront of Design Thinking for decades. They have worked on diverse projects, from creating innovative medical devices to redesigning public services.

One of their most notable Design Thinking examples is the development of the "DeepDive" shopping cart for a major retailer. IDEO's team spent weeks observing shoppers, talking to store employees, and prototyping various cart designs. The result was a cart that not only improved the shopping experience but also increased sales. IDEO's human-centred approach, emphasis on empathy, and rapid prototyping techniques demonstrate how Design Thinking can drive innovation and solve real-world problems.   

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Case Study  8 .  Tesla  

Tesla, led by Elon Musk, has redefined the automotive industry by applying Design Thinking to Electric Vehicles (EVs). Musk and his team identified the need for EVs to be not just eco-friendly but also desirable. They focused on designing EVs that are stylish, high-performing, and technologically advanced. Tesla's iterative approach, rapid prototyping, and constant refinement have resulted in groundbreaking EVs like the Model S, Model 3, and Model X.    

From the minimalist interior of their Model S to the autopilot self-driving system, every aspect is meticulously crafted with the end user in mind. The company actively seeks feedback from its user community, often implementing software updates based on customer suggestions. This iterative approach ensures that Tesla vehicles continually evolve to meet and exceed customer expectations .   

Moreover, Tesla's bold vision extends to sustainable energy solutions, exemplified by products like the Powerwall and solar roof tiles. These innovations  showcase Tesla's holistic approach to Design Thinking, addressing not only the automotive industry's challenges but also contributing to a greener, more sustainable future.   

Case Study 9. GE Healthcare 

GE Healthcare is a prominent player in the Healthcare industry, renowned for its relentless commitment to innovation and design excellence. Leveraging Design Thinking principles, GE Healthcare has consistently pushed the boundaries of medical technology, making a significant impact on patient care worldwide.  

One of the key areas where GE Healthcare has excelled is in the development of cutting-edge medical devices and diagnostic solutions. Their dedication to user-centred design has resulted in devices that are not only highly functional but also incredibly intuitive for healthcare professionals to operate. For example, their advanced Medical Imaging equipment, such as MRI and CT scanners, are designed with a focus on patient comfort, safety, and accurate diagnostics. This device reflects the company's dedication to improving healthcare outcomes.  

Moreover, GE Healthcare's commitment to design extends beyond the physical product. They have also ventured into software solutions that facilitate data analysis and Patient Management. Their user-friendly software interfaces and data visualisation tools have empowered healthcare providers to make more informed decisions, enhancing overall patient care and treatment planning.

Case Study 10. Nike 

Nike is a global powerhouse in the athletic apparel and Footwear industry. Nike's journey began with a simple running shoe, but its design-thinking approach transformed it into an iconic brand.

Nike's Design Thinking journey started with a deep understanding of athletes' needs and desires. They engaged in extensive user research, often collaborating with top athletes to gain insights that inform their product innovations. This customer-centric approach allowed Nike to develop ground breaking technologies, such as Nike Air and Flyknit, setting new standards in comfort, performance, and style.

Beyond product innovation, Nike's brand identity itself is a testament to Design Thinking. The iconic Swoosh logo, created by Graphic Designer Carolyn Davidson, epitomises simplicity and timelessness, reflecting the brand's ethos.  

Nike also excels in creating immersive retail experiences, using Design Thinking to craft spaces that engage and inspire customers. Their flagship stores around the world are showcases of innovative design, enhancing the overall brand perception.

Lessons learned from Design Thinking Case Studies

The Design Thinking process, as exemplified by the success stories of IBM, Netflix, Apple, and Nike, offers valuable takeaways for businesses of all sizes and industries. Here are three key lessons to learn from these Case Studies:  

1)   Consider the b ig p icture   

Design Thinking encourages organisations to zoom out and view the big picture. It's not just about solving a specific problem but understanding how that problem fits into the broader context of user needs and market dynamics. By taking a holistic approach, you can identify opportunities for innovation that extend beyond immediate challenges. IBM's example, for instance, involved a comprehensive evaluation of their clients' journeys, leading to more impactful solutions.  

2)  Think t hrough a lternative s olutions   

One of the basic principles of Design Thinking is ideation, which emphasises generating a wide range of creative solutions. Netflix's success in content recommendation, for instance, came from exploring multiple strategies to enhance user experience. When brainstorming ideas and solutions, don't limit yourself to the obvious choices. Encourage diverse perspectives and consider unconventional approaches that may lead to breakthrough innovations.  

3)  Research e ach c ompany’s c ompetitors   

Lastly, researching competitors is essential for staying competitive. Analyse what other companies in your industry are doing, both inside and outside the realm of Design Thinking. Learn from their successes and failures. GE Healthcare, for example, leveraged Design Thinking to improve medical equipment usability, giving them a competitive edge. By researching competitors, you can gain insights that inform your own Design Thinking initiatives and help you stand out in the market.  

Incorporating these takeaways into your approach to Design Thinking can enhance your problem-solving capabilities, foster innovation, and ultimately lead to more successful results.  

Conclusion    

Design Thinking is not limited to a specific industry or problem domain; it is a versatile approach that promotes innovation and problem-solving in various contexts. In this blog, we've examined successful Design Thinking Case Studies from industry giants like IBM, Netflix, Apple, Airbnb, Uber Eats, and Nike. These companies have demonstrated that Design Thinking is a powerful methodology that can drive innovation, enhance user experiences, and lead to exceptional business success.   

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Frequently Asked Questions

Design Thinking Case Studies align with current market demands and user expectations by showcasing practical applications of user-centric problem-solving. These Studies highlight the success of empathetic approaches in meeting evolving customer needs.

By analysing various real-world examples, businesses can derive vital insights into dynamic market trends, creating innovative solutions, and enhancing user experiences. Design Thinking's emphasis on iterative prototyping and collaboration resonates with the contemporary demand for agility and adaptability.

Real-world examples of successful Design Thinking implementations can be found in various sources. For instance, you can explore several Case Study repositories on Design Thinking platforms like IDEO and Design Thinking Institute. Furthermore, you can also look for business publications, such as the Harvard Business Review as well as Fast Company, which often feature articles on successful Design Thinking applications.

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Our Leadership Training blogs covers a range of topics related to Design Thinking, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Design Thinking skills, The Knowledge Academy's diverse courses and informative blogs have you covered.

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IBM Design Thinking Model explained

IBM Design Thinking: this article explains IBM Design Thinking or Enterprise Design Thinking in a practical way. Next to what it is, this article also highlights the User-centred Outcome, the importance of collaborative teams, the Loop of the model and the elements. After reading it, you will understand the basics of this creativity tool. Enjoy reading!

What is IBM Design Thinking?

Design Thinking has been an iconic tool for many companies in efforts to keep pace with the growing competency in the market. The technique is designed to establish a consumer-oriented culture within an organization.

IBM global software and hardware developer has had its breakthrough in its overwhelming efforts towards establishing a fast-paced scalable IBM Design Thinking process.

This step away from the traditional Design Thinking process seeks to achieve a model more suitable for big enterprises.

It should be noted that the traditional design thinking model is more applicable to the SME’s than the big enterprises which are built on complex processes.

IBM took its leap into Design Thinking on a large scale in the year 2013. The company brought over 750 designers, 10,000 employees and numerous teams on board in its strategic process to achieve a user-based culture that is deeply embedded in the company processes.

This greater leap in Design Thinking still aims at establishing a design-driven culture embedded in the steps akin to the traditional design thinking process which involves empathizing, defining, ideating, prototyping and testing.

The IBM Design Thinking Model is built on three principles: user-centred outcome, multidisciplinary collaborative efforts and the loop process that involves iterative reinvention.

User-centred Outcome through IBM Design Thinking

IBM Design Thinking puts the user needs first on its list of priorities. This means that every decision-making is embedded in the ultimate satisfaction of users.

The model is skewed towards attaining a complete understanding and empathy for the consumer. Good Design Thinking is achieved from the client perspective.

Collaborative Teams

IBM Design Thinking process recognizes that much of the problem solving is grounded on teamwork. The principle of collaborative teams brings on board all the teams, stakeholders and users in a fast-paced action aimed at achieving user needs and expectations.

Since large companies involve complex groups rooted in different engagements, the collaborative principle aims at incorporating scalability in a model to achieve complex solutions to complex problems .

Figure 1 – The IBM Design Thinking Model

Hills are designed to gather teams around a common goal embedded in human needs and desires. Grounded on an unanimous understanding of success, the teams are granted autonomy to go out on a solution finding escapade.

Different teams are often engaged in different projects. A playback technique is designed to bring these groups to a similar alignment directed towards achieving the project target which is ultimately centered on the user needs.

In a nutshell, playbacks are platforms of assessment and feedback that ensure everyone is aligned around a set of high-valued scenarios knit in three most iconic playback milestones: goals defining playbacks (Hills playbacks), solution defining playbacks (playback zero), progress measuring playbacks (delivery playbacks).

Sponsor Users via IBM Design Thinking

This technique involves real users from the extreme ends of the targeted user spectrum in the IBM Design Thinking process. Working with real people grounds the design experience on the reality of the user needs, unlike the imaginative approach.

This co-creation with sponsor users increases product value in a rather painless Design Thinking process.

Design Thinking Tool Box | 50+ Methods | 25+ Templates    More information

The IBM Design Thinking loop

A loop is an iterative process, a rotational process whose end marks another beginning. The IBM Design Thinking loop represents a process of continuous reinvention that forms a road map of the company’s Design Thinking process.

The loop specifically seeks to discover user needs and endlessly prototype solutions for a better future. The loop is completed in a three-point process involving observation, reflection and making:

Observation

Take a closer look to notice the easy to miss consumer needs and verify their expectations against your ideas.

Reflection is aimed at consolidating the knowledge acquired, developing a solid point of view and designing a solid plan.

Transform ideas from the abstract into reality.

Acknowledgement and IBM Design Thinking Model

IBM Design Thinking now claims a global acknowledgement from designers, developers and institutions as well.

Higher education, in particular, is no exception. The constantly changing student demographics, rapid evolving of stakeholder demands and advancement in technology are requiring colleges to get aligned towards abiding assumptions concerning quality, time and geography.

Most educational organizations including services anticipates a future in which higher education would prefer new models embedded in organizational innovation, adaption and responsivity. Design thinking certainly offers a pathway towards shaping these new models.

This is a crucial move that will help higher learning institutions to develop internally while working in alliance with government, business and community to meet their needs.

Elements of the IBM Design Thinking

Below are the vital elements of IBM Design Thinking:

1. Personas

Seek an understanding of your target group. Collect vast amounts of information regarding their needs and expectations. This may include personal demographics, tasks, motivations, problems and frustrations.

This will reduce the gap between what you assume and the reality on the ground. This information may be obtained from sources such as interviews , surveys, direct observation and forums.

2. Empathy Maps

Having defined a representation of your target group based on the more specific user group, you need to get deeper into their thoughts, their feelings, their words and actions. This is a road map towards developing empathy which helps you identify what pains users the most.

3. As-is Scenario Maps

This is a task-oriented scenario map that documents steps taken, actions, thoughts and actions all the way through the personas’ primary task. This phase helps you develop a solid understanding of the personas’ pain points and develop deep empathy.

4. Design Ideation and Prioritizing

Creating of personas, empathy maps and As-is scenario maps help you build an understanding of the target audience. This gives you a few ideas about potential solutions.

Ideation is a brainstorming phase aimed at generating ideas.

Develop as many ideas as possible regardless of the flexibility and the ability to implement. Cluster the ideas and settle on the most promising clusters.

5. To-be Scenario Map

This scenario map reflects on the likely impact of implementing your ideas. It looks into the future state of adopting your best ideas. Capture the personas’ thoughts and feelings set in the future.

6. Wireframe Sketches

These are designed to help you develop a better sense of the anticipated outcome. These sketches are not the actual representations of the final design. Have as many alternatives as possible and obtain feedback on them from stakeholders and target audience.

7. Hypothesis-Driven Design

IBM Design Thinking seeks to create a set of measurable and testable hypothesis on whatever you design and deliver.

8. MVP Definition

Minimum Viable Product (MVP) definition is the smallest thing that you can build and deliver quickly for the purpose of testing your hypothesis and effort evaluation.

Conclusion on IBM Design Thinking

IBM Design Thinking is another step closer to consumer satisfaction. Like the traditional Design Thinking model , IBM Design Thinking model is still rooted in problem definition and brainstorming solutions.

The difference lies in the specific guiding principles which have been designed to reflect the company’s local processes grounded in the complexities of its business. The hills, playbacks and sponsor users are iconic components whose application results to a more scalable model.

It’s Your Turn

What do you think? What is your experience with IBM Design Thinking? Do you have any additions to the above? Are there tips or good experiences that you want to share with our readers?

Share your experience and knowledge in the comments box below.

More information

• Brown, B. (2018). The Total Economic Impact Of IBM’s Design Thinking Practice . Forrester Research, Inc .
• Johnson S. (2016). IBM Design Thinking Field Guide . IBM Corporation.
• Liedtka, J., King, A., & Bennett, K. (2013). Solving Problems with Design Thinking: Ten Stories of What Works . Columbia University Press .

How to cite this article: Everett, R. (2019). IBM Design Thinking . Retrieved [insert date] from Toolshero: https://www.toolshero.com/creativity/ibm-design-thinking/

Original publication date: 02/19/2019 | Last update: 12/27/2023

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Robert Everett

Robert Everett is an author and specialist in integrated marketing communication. He has authored a number of informational publications. His work is exhibited in various fields including academic and corporate platforms.

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Understand IBM Design Thinking in 10 minutes

Related media.

Design Thinking in Action—Case Studies

Screen Shot 2018-10-23 at 4.34.52 PM.png

Engaging Frontline Employees at HHS Imagine the innovation potential, both in terms of reduced costs and improved service, of engaging employees at every level to search for opportunities to create better value for citizens. Improving Solution Quality at the

Good Kitchen Using the tools of design thinking to develop deep insights into both users and employees helps teams reframe possibilities to open up new areas of inquiry, as demonstrated by the local Danish government’s work to improve nutrition for the elderly.

Aligning Diverse Stakeholder Groups at the FDA Creating change in the public sector often involves engaging and aligning multiple stakeholders who have differing missions and perspectives. Finding innovative solutions in such an environment can be fraught with difficulty as various worldviews often paralyze progress and/or result in the selection of sub-optimal “lowest common denominator” solutions.

Fostering Experimentation and Change at MasAgro Often in the public sector, working toward a greater good involves inducing people to alter their behaviors—to adopt healthier lifestyles, prepare more carefully for air travel, or stay in high school instead of dropping out.

Read more about each case study.

Learn More!

Five Core Elements of Design Thinking

Element One: Understanding User Needs and Context through Empathy

Element Two: Formation of Diverse Teams

Element Three: Dialogue versus Debate

Element Four: Iterative and Experimental Process

Element Five: Structured Process and Tool Kit

Read the entire report

Design Thinking Case Study Index

Welcome to the Design Thinking Case Study Index. There are many Design Thinking Case Studies on the internet. Many are retrofitted descriptions of what occurred, rather than evidence of the Design Thinking process in action. In order to bring a higher standard to the practice of Design Thinking, we require stronger evidence and rigor. Only members can post and must provide strong evidence in the Design Thinking Case Study that the Design Thinking process was used to create the original idea for the product or service solution. The criteria that needs to be proved to make your project a Design Thinking Case Study are:

• Evidence of an empathic human/user centered approach in the research phase
• Evidence of rapid prototyping
• Evidence of user testing of early prototypes
• Evidence of cross functional collaboration during the process

The Design Thinking Case Study Index is arranged according to market or industry verticals to help you find relevant Case Studies for your industry.

THE DESIGN THINKING CASE STUDY INDEX

• Bank of America Helps Customers Keep the Change - IDEO
• Bank of America: Keep the Change  - an HBR Case Study
• Bank of America Keep the Change - thisisdesignthinking.com
• How to Use Design Thinking to Make Great Things Actually Happen
• Co-designing OTP Bank's Strategic Plan for Success
• Société Générale's Time Tracking Nightmare Solved - Design Thinking Society
• The Total Economic Impact of IBM's Design Thinking Practice - IBM/Forrester
• The Strategic Importance of Design  - Fjord
• IDEO: Journey to Mastery - IDEO
• Improving School Experiences and Helping Teachers
• Transforming Constructivist Learning into Action: Design Thinking in Education
• Design Thinking in the Classroom: What can we do about Bullying? - Dr. Maureen Carroll
• Design Thinking in Education: Perspectives, Opportunities and Challenges  - Stefanie Panke
• Building Cape Town's Resilience Qualities - GreenCape
• Applying Design Thinking Internally - Meredith James

FAST MOVING CONSUMER GOODS (FMCG)

• The Features of Design Thinking in Fast Moving Consumer Goods Branding Development
• A Chain of Innovation the Creation of Swiffer
• Oral B: Putting the User at the Center of Innovation - Future Facility
• Design for Action: Mass Mutual and Intercorp Group (Peru)  - Tim Brown and Roger Martin
• E*Trade: From Idea to Investment in 5 Minutes.

GOVERNMENT/PUBLIC SERVICES

• Failure to Launch: Learning About Design the Hard Way - Australian Taxation Office
• The US Tax Forms Simplification Project  - US Government
• Redesigning The Employment Pass Application in Singapore  - Government of Singapore
• How is Design Thinking Reshaping Singapore - Government of Singapore
• Design Thinking in Public Engagement: Two Case Studies in British Columbia  - Dave Roberston
• India: Using Design Thinking to Enhance Urban Redevelopment  - Indian Government
• Making Calgary's Downtown a more Welcoming Place  - City of Calgary, Canada
• Capitalism Needs Design Thinking - Tim Brown and Roger Martin
• Making Government Work Better -  The White House Office of Science and Technology Policy (OSTP)
• Better Service Faster, a Design Case Study - The Golden Gate Regional Center
• Better Foodservice for the Elderly in Denmark - Hatch & Bloom
• Applying Design Thinking to Public Service Delivery - IBM
• The Lab at US Government, Office of Personnel Management (OPM) Field Guide  - US Government
• The Right Way to Lead Design Thinking - Denmark
• Design Thinking and Participation in Switzerland - Swiss Government
• How to Stimulate Innovation in Your Organization with Design Thinking - Municipalities of Aalborg and Rotterdam, Netherlands
• How SwipeSense Makes Hand Cleaning Easy - Northwestern University
• Using Design Thinking in Healthcare to Create an Emergency Pediatric Department  - Philips
• Design Thinking can Help Improve Care for the Elderly - IDEO
• How can a People Focus Bring Value to Healthcare?  - Philips
• Philips: Improving the Patient Experience
• Developing an App for Diabetes Type II
• Developing Environmental Sustainability Strategies
• 4 Case Studies in Healthcare: Nursing
• Mayo Clinic: Design Thinking in Healthcare
• The Use of Design Thinking in MNCH Programs in Ghana - Bill & Melinda Gates Foundation
• Tackling the Opioid Crisis at the Human and Systems Level  - Stanford Business School

HUMAN RESOURCES

• Design thinking disrupts HR, re-defines the HR function
• Design Thinking in HR at Deutche Telekom
• Transforming Life Insurance: McKinsey
• Bringing Design Thinking to the Insurance World

K-12 EDUCATION

• Design is to Doing as Learning is to Thinking - Design Learning Network

Following One School District's Approach to Innovation for the 21st Century  - Loraine Rossi de Campos

MEDIA & JOURNALISM

• The Guardian Using Design to Reaffirming Values
• Journalism Case Studies that Apply Design Thinking - Poynter
• The Guardian: Benefits of Design Thinking - The Design Council
• Selling the 'Smart Home' with an Immersive Retail Experience
• Using Design Thinking to help traditional German Butchers
• Self-Checkout: Improving Scan Accuracy through Design Thinking
• Designing Waste Out of the Food System
• Design Thinking in our Digital Product Creation Process
• Better Service Faster, A Design Thinking Case Study
• How we Design on the UberEATS Team

SOCIAL IMPACT

• IMPACT: A case study about Design Thinking for helping who help!  - Mattia Tamborini
• Clean Team In-Home Toilets for Ghana’s Urban Poor - IDEO
• Reinventing Solar Energy Supply for Rural Africa
• Asili: Addressing an Entire Ecosystem of Need in a Rural Community  - IDEO.org
• Saving Product X – A Design Thinking Case Study  - Paul Clayton Smith
• Scaling Design Thinking in the Enterprise: a 5 Year Case Study at Citrix
• B2B Design Thinking: Product Innovation when the User is a Network

TRANSPORTATION

• How we Design on the UberEATS Team
• Improving UX in Public Transportation
• IDEO: Using Design Thinking to Create a Better Car
• Design Thinking at Innogy: eCarSharing
• The Impact of Design Thinking on Innovation: A Case Studty at Scania IT

Artificial intelligence  is being used in healthcare for everything from answering patient questions to assisting with surgeries and developing new pharmaceuticals.

According to  Statista , the artificial intelligence (AI) healthcare market, which is valued at $11 billion in 2021, is projected to be worth $187 billion in 2030. That massive increase means we will likely continue to see considerable changes in how medical providers, hospitals, pharmaceutical and biotechnology companies, and others in the healthcare industry operate.

Better  machine learning (ML)  algorithms, more access to data, cheaper hardware, and the availability of 5G have contributed to the increasing application of AI in the healthcare industry, accelerating the pace of change. AI and ML technologies can sift through enormous volumes of health data—from health records and clinical studies to genetic information—and analyze it much faster than humans.

Healthcare organizations are using AI to improve the efficiency of all kinds of processes, from back-office tasks to patient care. The following are some examples of how AI might be used to benefit staff and patients:

• Administrative workflow:  Healthcare workers spend a lot of time doing paperwork and other administrative tasks. AI and automation can help perform many of those mundane tasks, freeing up employee time for other activities and giving them more face-to-face time with patients. For example, generative AI can help clinicians with note-taking and content summarization that can help keep medical records as thoroughly as possible. AI might also help with accurate coding and sharing of information between departments and billing.
• Virtual nursing assistants:  One study found that  64% of patients  are comfortable with the use of AI for around-the-clock access to answers that support nurses provide. AI virtual nurse assistants—which are AI-powered chatbots, apps, or other interfaces—can be used to help answer questions about medications, forward reports to doctors or surgeons and help patients schedule a visit with a physician. These sorts of routine tasks can help take work off the hands of clinical staff, who can then spend more time directly on patient care, where human judgment and interaction matter most.
• Dosage error reduction:  AI can be used to help identify errors in how a patient self-administers medication. One example comes from a study in  Nature Medicine , which found that up to 70% of patients don’t take insulin as prescribed. An AI-powered tool that sits in the patient’s background (much like a wifi router) might be used to flag errors in how the patient administers an insulin pen or inhaler.
• Less invasive surgeries:  AI-enabled robots might be used to work around sensitive organs and tissues to help reduce blood loss, infection risk and post-surgery pain.
• Fraud prevention:  Fraud in the healthcare industry is enormous, at $380 billion/year, and raises the cost of consumers’ medical premiums and out-of-pocket expenses. Implementing AI can help recognize unusual or suspicious patterns in insurance claims, such as billing for costly services or procedures that are not performed, unbundling (which is billing for the individual steps of a procedure as though they were separate procedures), and performing unnecessary tests to take advantage of insurance payments.

A recent study found that  83% of patients  report poor communication as the worst part of their experience, demonstrating a strong need for clearer communication between patients and providers. AI technologies like  natural language processing  (NLP), predictive analytics, and  speech recognition  might help healthcare providers have more effective communication with patients. AI might, for instance, deliver more specific information about a patient’s treatment options, allowing the healthcare provider to have more meaningful conversations with the patient for shared decision-making.

According to  Harvard’s School of Public Health , although it’s early days for this use, using AI to make diagnoses may reduce treatment costs by up to 50% and improve health outcomes by 40%.

One use case example is out of the  University of Hawaii , where a research team found that deploying  deep learning  AI technology can improve breast cancer risk prediction. More research is needed, but the lead researcher pointed out that an AI algorithm can be trained on a much larger set of images than a radiologist—as many as a million or more radiology images. Also, that algorithm can be replicated at no cost except for hardware.

An  MIT group  developed an ML algorithm to determine when a human expert is needed. In some instances, such as identifying cardiomegaly in chest X-rays, they found that a hybrid human-AI model produced the best results.

Another  published study  found that AI recognized skin cancer better than experienced doctors.  US, German and French researchers used deep learning on more than 100,000 images to identify skin cancer. Comparing the results of AI to those of 58 international dermatologists, they found AI did better.

As health and fitness monitors become more popular and more people use apps that track and analyze details about their health. They can share these real-time data sets with their doctors to monitor health issues and provide alerts in case of problems.

AI solutions—such as big data applications, machine learning algorithms and deep learning algorithms—might also be used to help humans analyze large data sets to help clinical and other decision-making. AI might also be used to help detect and track infectious diseases, such as COVID-19, tuberculosis, and malaria.

One benefit the use of AI brings to health systems is making gathering and sharing information easier. AI can help providers keep track of patient data more efficiently.

One example is diabetes. According to the  Centers for Disease Control and Prevention , 10% of the US population has diabetes. Patients can now use wearable and other monitoring devices that provide feedback about their glucose levels to themselves and their medical team. AI can help providers gather that information, store, and analyze it, and provide data-driven insights from vast numbers of people. Using this information can help healthcare professionals determine how to better treat and manage diseases.

Organizations are also starting to use AI to help improve drug safety. The company SELTA SQUARE, for example, is  innovating the pharmacovigilance (PV) process , a legally mandated discipline for detecting and reporting adverse effects from drugs, then assessing, understanding, and preventing those effects. PV demands significant effort and diligence from pharma producers because it’s performed from the clinical trials phase all the way through the drug’s lifetime availability. Selta Square uses a combination of AI and automation to make the PV process faster and more accurate, which helps make medicines safer for people worldwide.

Sometimes, AI might reduce the need to test potential drug compounds physically, which is an enormous cost-savings.  High-fidelity molecular simulations  can run on computers without incurring the high costs of traditional discovery methods.

AI also has the potential to help humans predict toxicity, bioactivity, and other characteristics of molecules or create previously unknown drug molecules from scratch.

As AI becomes more important in healthcare delivery and more AI medical applications are developed, ethical, and regulatory governance must be established. Issues that raise concern include the possibility of bias, lack of transparency, privacy concerns regarding data used for training AI models, and safety and liability issues.

“AI governance is necessary, especially for clinical applications of the technology,” said Laura Craft, VP Analyst at  Gartner . “However, because new AI techniques are largely new territory for most [health delivery organizations], there is a lack of common rules, processes, and guidelines for eager entrepreneurs to follow as they design their pilots.”

The World Health Organization (WHO) spent 18 months deliberating with leading experts in ethics, digital technology, law, and human rights and various Ministries of Health members to produce a report that is called  Ethics & Governance of Artificial Intelligence for Health . This report identifies ethical challenges to using AI in healthcare, identifies risks, and outlines six  consensus principles  to ensure AI works for the public’s benefit:

• Protecting autonomy
• Promoting human safety and well-being
• Ensuring transparency
• Fostering accountability
• Ensuring equity
• Promoting tools that are responsive and sustainable

The WHO report also provides recommendations that ensure governing AI for healthcare both maximizes the technology’s promise and holds healthcare workers accountable and responsive to the communities and people they work with.

AI provides opportunities to help reduce human error, assist medical professionals and staff, and provide patient services 24/7. As AI tools continue to develop, there is potential to use AI even more in reading medical images, X-rays and scans, diagnosing medical problems and creating treatment plans.

AI applications continue to help streamline various tasks, from answering phones to analyzing population health trends (and likely, applications yet to be considered). For instance, future AI tools may automate or augment more of the work of clinicians and staff members. That will free up humans to spend more time on more effective and compassionate face-to-face professional care.

When patients need help, they don’t want to (or can’t) wait on hold. Healthcare facilities’ resources are finite, so help isn’t always available instantaneously or 24/7—and even slight delays can create frustration and feelings of isolation or cause certain conditions to worsen.

IBM® watsonx Assistant™ AI healthcare chatbots  can help providers do two things: keep their time focused where it needs to be and empower patients who call in to get quick answers to simple questions.

IBM watsonx Assistant  is built on deep learning, machine learning and natural language processing (NLP) models to understand questions, search for the best answers and complete transactions by using conversational AI.

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