Design of Business: Why Design Thinking is the Next Competitive Advantage, Roger Martin
Roger Martin

Design of Business: Why Design Thinking is the Next Competitive Advantage

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Most companies today have innovation envy. They yearn to come up with a game—changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative—they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results.
Why? In The Design of Business, Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo.
To innovate and win, companies need design thinking. This form of thinking is rooted in how knowledge advances from one stage to another—from mystery (something we can't explain) to heuristic (a rule of thumb that guides us toward solution) to algorithm (a predictable formula for producing an answer) to code (when the formula becomes so predictable it can be fully automated). As knowledge advances across the stages, productivity grows and costs drop-creating massive value for companies.
Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage.
Filled with deep insights and fresh perspectives, The Design of Business reveals the true foundation of successful, profitable innovation.
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Tobias Lybech Bojesen
Tobias Lybech Bojesencompartió su opiniónhace 2 años
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Laura Garcia
Laura Garciacompartió una citahace 9 meses
For another perspective on the path through the knowledge funnel, see “Hunches, Heuristics, and Algorithmics: A Quick Note.”)
Ana Galván
Ana Galváncompartió una citael año pasado
How and what did Californians want to eat when they set out in their Fords and Buicks and Studebakers in determined pursuit of sun and surf
Kristoffer Meyer Mæng
Kristoffer Meyer Mængcompartió una citahace 3 años
Companies that balance exploitation with exploration, reliability with validity, and refinement with innovation will find themselves targets of heavy criticism from analysts. These analysts think they are being constructive. They’re not. They’re discouraging the very activity—moving knowledge through the funnel faster than competitors, driving down costs of current activities, and freeing up time and capital to engage in new activities—that creates enduring competitive advantage

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