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Design Thinking for Strategy Innovating Towards Competitive Advantage

:	Claude Diderich
:	Design Thinking for Strategy Innovating Towards Competitive Advantage
:	Springer-Verlag
:	9783030258757
:	1
:	CHF 52.10
:

:	Volkswirtschaft
:	English

:	219
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

The business environment is changing more rapidly than ever before, and new business ideas are emerging. This book discusses applying insights from design thinking to craft novel strategies that satisfy customer needs, make use of the available capabilities, integrate requirements for financial success and provide competitive advantage.

It guides readers through the jungle encountered when developing a strategy for sustained growth and profitability. It addresses strategy design in a holistic way by applying abductive reasoning, iteratively observing customers and focusing on empathy, as well as prototyping ideas and using customers to validate them.

Uniquely applying insights from design thinking to strategy, this book is a must-read for graduates, MBAs and executives interested in innovation and strategy, as well as corporate strategists, innovation managers, business analysts and consultants.

	Preface	6
	Contents	7
	The Concepts and Theories Behind Innovative Strategy Design	13
	1 Understanding the Need for a New Approach to Strategy Development	14
	1.1 Understanding the Concept of Strategy	15
	1.1.1 Traditional Definitions of Strategy	16
	1.1.2 Strategy from a Designer’s Perspective	17
	1.1.3 A Distinct Definition of Strategy	18
	1.2 Traditional Strategy Development Processes	18
	1.2.1 Prescriptive School	18
	1.2.2 Descriptive School	19
	1.3 Challenges Faced by Traditional Approaches to Strategy Design	20
	1.4 Design Thinking as a Solution	21
	1.4.1 Design Thinking Approach	22
	1.4.2 Delivering Value to Customers	23
	1.4.3 A Common Language	23
	1.4.4 Integrating Stakeholders	24
	1.4.5 A Three Layers Process	24
	References	24
	2 Recognizing Key Insights That Make Design Thinking Valuable to Strategy	26
	2.1 The Value of Design Thinking	26
	2.1.1 Customer-Centric Problem Solving	28
	2.1.2 Iteratively Improving Through Prototyping and Validating	29
	2.1.3 Validating Ideas with Stakeholders	30
	2.1.4 Combining Analytical Thinking and Intuition	30
	2.2 A Look at the History of Design Thinking	31
	2.2.1 The 1970s	31
	2.2.2 The 1980s	32
	2.2.3 The 1990s	33
	2.2.4 The New Millenial	33
	2.3 Design Thinking for Strategy	36
	References	38
	3 Revisiting the Business Model Canvas as a Common Language	40
	3.1 The Role of the Business Model in the Context of Strategy Design	41
	3.2 The Lightweight Business Model	42
	3.2.1 Rationale and Conceptual Details	43
	3.2.1.1 Customers	44
	3.2.1.2 Offerings	44
	3.2.1.3 Capabilities	44
	3.2.1.4 Financials	44
	3.3 The Detailed Business Model	46
	3.3.1 Rationale and Conceptual Details	48
	3.3.1.1 Customers	48
	3.3.1.2 Offerings	50
	3.3.1.3 Capabilities	50
	3.3.1.4 Financials	52
	3.3.2 Relations Between Elements of the Detailed Business Model	53
	References	55
	A Structured Approach to Strategy Development	57
	4 Gaining a Collective Understanding of the Strategy Development Challenge	58
	4.1 Strategy Project Set-up	59
	4.1.1 Identifying Key Stakeholders and Their Roles	59
	4.1.1.1 Decision Takers	61
	4.1.1.2 Strategy Designers	61
	4.1.1.3 Experts or Interpreters	61
	4.1.1.4 Process Supporters	62
	4.1.2 Fostering an Innovation Culture	62
	4.1.3 Budget and Timeline	63
	4.1.4 Assessment of the Change Capacity of and Underlying Risks for the Firm	65
	4.2 Target Industry	68
	4.2.1 Incumbents	68
	4.2.2 Mature Firms	69
	4.3 Guiding Principles	70
	References	71
	5 A Novel Strategy Development Process Based on Design Thinking	72
	5.1 Process Overview	73
	5.2 The Foundation Layer	73
	5.2.1 Strategy Brief	75
	5.2.2 Understanding Today’s Environment	75
	5.2.3 Identifying Industry Trends	76
	5.2.4 Choosing the Firm’s Strategic Focus	77
	5.3 The Business Model Layer	77
	5.3.1 Observing	77
	5.3.2 Learning	78
	5.3.3 Designing	80
	5.3.4 Validating	80
	5.4 The Competition Layer	81
	5.4.1 Understanding the Competitive Landscape	82
	5.4.2 Communicating	83
	References	84
	Laying the Foundation for a Successful Strategy	85
	6 Understanding the Industry Environment and Its Implications to Strategy	86
	6.1 Current Environment Analysis	87
	6.1.1 Customers and Their Jobs-to-Be-Done	87
	6.1.2 Outsider Perspective on the Industry	90
	6.1.3 The Firm and Its Capabilities	92
	6.1.4 Environmental Constraints	94
	6.1.4.1 Political	94
	6.1.4.2 Economic	94
	6.1.4.3 Societal	95
	6.1.4.4 Technological	95
	6.1.4.5 Legal	95
	6.1.4.6 Ecological	96
	6.2 Industry Tends	97
	6.2.1 Customers	98
	6.2.2 Industry Structure	98
	6.2.3 Innovation and Technology	99
	6.2.4 Externalities	99
	References	99
	7 Choosing a Tangible Strategic Focus Rather Than Building Upon an Abstract Vision	100
	7.1 Deriving the Strategic Focus Using Design Thinking	101
	7.2 Observing and Learning	103
	7.3 Designing Possible Strategic Focus Prototypes	104
	7.3.1 Identifying Possible Strategic Focuses	104
	7.3.1.1 Customers	104
	7.3.1.2 Offerings	105