What is *Designing for Growth* about?

*Designing for Growth* by Jeanne Liedtka and Tim Ogilvie provides a practical guide to applying design thinking in business. It introduces a four-stage framework (What is? What if? What wows? What works?) to solve complex challenges through customer-centric experimentation, supported by real-world examples like Airbnb’s disruptive business model and the Mayo Clinic’s patient care improvements.

Who should read *Designing for Growth*?

Managers, entrepreneurs, and business leaders seeking systematic innovation strategies will benefit most. The book suits analytical thinkers looking to integrate creative problem-solving and designers aiming to apply their skills in results-driven environments.

Is *Designing for Growth* worth reading?

Yes—it bridges creativity and business rigor with actionable tools like journey mapping, personas, and ethnographic interviews. Its blend of theory (e.g., fostering experimentation cultures) and case studies (e.g., Dublin’s urban revitalization) makes it valuable for practical innovation.

What design thinking frameworks does the book teach?

The core framework involves four iterative stages: - **What is?**: Diagnose current realities through stakeholder interviews. - **What if?**: Brainstorm solutions using combinatorial play. - **What wows?**: Prototype and test high-potential ideas. - **What works?**: Implement and scale validated concepts.

How does *Designing for Growth* help build innovation cultures?

It emphasizes creating environments where failure is a learning opportunity, not a setback. Key strategies include leadership support for risk-taking, cross-functional collaboration, and incentivizing iterative experimentation—demonstrated by Mayo Clinic’s patient journey redesign.

What tools does the book provide for practical application?

Key tools include: - **Journey mapping** to visualize user experiences. - **Ethnographic interviews** for deep customer insights. - **Personas** to humanize target audiences. - **Forced connections** to spark creative solutions.

How does the book address business model innovation?

It advocates reimagining value creation by centering customer needs, as seen in Airbnb’s disruption of hospitality and Uber’s transportation redesign. The authors argue that aligning business models with user desires drives sustainable growth.

What are common criticisms of *Designing for Growth*?

Some note its structured approach may feel rigid for purely creative teams, and its corporate focus offers fewer insights for startups. However, the companion *Field Book* addresses these gaps with adaptable templates.

Designing for growth Summary

a design thinking tool kit for managers

JeanneLiedtka

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Designing for growth Summary Overview

Transform business challenges into growth opportunities with "Designing for Growth" - the practical toolkit that revolutionized how companies innovate. Praised by business leaders for demystifying design thinking, it's the secret weapon behind Apple and IDEO's customer-centric success stories.

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Chapter 1

Designing Growth: Where Business Strategy Meets Creative Innovation

In a world where business leaders are constantly seeking the next big growth opportunity, Jeanne Liedtka and Tim Ogilvie's "Designing for Growth" arrives as a revelation. This isn't just another business methodology book-it's a paradigm shift in how managers can approach innovation. The book has become required reading at top MBA programs worldwide and has influenced innovation practices at companies from Pfizer to AARP. What makes it so compelling? Unlike many business frameworks that remain theoretical, design thinking offers practical tools that managers can implement immediately. Steve Jobs famously remarked that "design is not just what it looks like and feels like. Design is how it works"-a philosophy this book embodies by translating the seemingly magical creative process of designers into a systematic approach any business leader can master. As we navigate increasingly uncertain markets, the ability to think like a designer may be the most valuable skill a manager can develop.

Chapter 2

The Design Thinking Revolution: Transforming How Managers Solve Problems

Every manager faces the challenge of organic growth, yet traditional business approaches often fall short when creating new value. Design thinking offers a solution-not as mysterious magic performed by creative geniuses, but as a systematic approach to problem-solving that begins and ends with customers. Design thinking can revolutionize innovation the way Total Quality Management transformed manufacturing in the 1980s. While gifted designers possess aesthetic sensibilities and technical capabilities most managers lack, the underlying thought process can be taught and applied by anyone. The book's purpose is to demystify design by translating it from an abstract concept into practical tools any manager can use to grow their business profitably. If managers thought like designers, three fundamental elements would transform their approach. First, empathy would replace demographic data with deep understanding of customers as real people with emotional needs. Great designs don't just function-they inspire emotionally, like the Golden Gate Bridge which both connects land and symbolizes possibility. Second, invention would acknowledge that managers must create tomorrow rather than merely analyze today. While scientists investigate what exists, designers invent what could be. Growth requires creating something different, starting with possibility rather than constraints. Third, iteration would replace linear problem-solving with experimental learning. IKEA's revolutionary business model emerged through experimental responses to problems, with founder Ingvar Kamprad embracing the mantra: "Regard every problem as a possibility." The differences between traditional business and design approaches are profound yet complementary. Business thinking assumes rationality, objectivity, and quantifiable truth with "right" answers driven by economic logic. Design assumes human experience is messy, reality is socially constructed, and decisions are driven more by emotion than logic, with answers being "better" or "worse" rather than definitively correct. In today's unpredictable environment, business desperately needs design's action orientation, comfort with uncertainty, and human understanding. Yet business approaches exist for good reasons-managers are stewards of resources requiring careful analysis. The future demands both toolkits: design for growth in uncertain environments and analytics for stable operations.

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Chapter 3

The Four Questions Framework: A Roadmap for Innovation

Design thinking addresses four fundamental questions that guide the innovation journey: What is? What if? What wows? and What works? These questions create a structured path from exploring current reality to envisioning possibilities, making choices, and testing in the marketplace. The process alternates between divergent thinking (expanding possibilities) and convergent thinking (narrowing options). Ten essential tools help navigate this journey, with visualization serving as a foundational "meta-tool" throughout the entire process. "What is?" establishes the foundation by deeply understanding current reality before attempting to create something new. This phase involves framing the problem correctly-where most design projects are won or lost. Tools like journey mapping help understand customer experiences, while value chain analysis assesses the broader ecosystem where solutions must function. "What if?" transitions to considering new possibilities by generating creative ideas that start with possibilities rather than constraints. This is crucial for breakthrough thinking-if we accept all current limitations, tomorrow's designs will merely resemble today's. During this ideation stage, we formulate hypotheses about new possibilities using structured brainstorming and concept development. "What wows?" requires prioritizing concepts that hit the sweet spot where significant customer value meets attractive profit potential. The scientific method proves more useful here than traditional business metrics like ROI. We treat concepts as hypotheses, testing underlying assumptions and creating rapid prototypes to gather feedback. "What works?" tests ideas in the real world through customer co-creation and learning launches. We design experiments to gather disconfirming data, working in fast feedback cycles while minimizing costs. This approach allows us to learn quickly and adapt before committing significant resources. Beyond these tools, successful growth projects require effective project management. Four Project Management Aids help control the process: Design Brief (formalizing project goals), Design Criteria (setting evaluation standards), Napkin Pitch (crystallizing solution concepts), and Learning Guide (defining resources for testing feasibility).

Chapter 4

Visualization: The Mother of All Design Tools

Visualization transforms abstract information into images that make customers and their experiences human and real while making ideas tangible and concrete. This powerful tool doesn't require sophisticated artistic skills-even simple whiteboard drawings can engage different parts of the brain and provide new ways of knowing. Whether sketching customer journeys, mapping processes, or prototyping solutions, visualization helps teams see patterns and possibilities that might otherwise remain hidden. As the "mother of all design tools," visualization appears throughout the design thinking process: documenting customer journeys in "What is?", capturing new concepts in "What if?", making concepts tangible in "What wows?", and enabling customers to help test ideas in "What works?". Making work visible reduces project risk substantially-especially for cross-disciplinary collaboration-because pictures and stories are less open to varying interpretation than text. For example, when a healthcare team visualized their patient intake process, they immediately spotted bottlenecks that weren't apparent in written procedures. Modern brain science reveals why visualization works so effectively. The brain functions more like an archaeological dig with different layers (neocortex for logic, limbic brain for emotion, brain stem for survival) than the oversimplified left/right brain division. Decision-making involves different parts of the brain working like competing legal teams, and we often have a "low say-do ratio" where stated preferences differ from actual behavior. Visual information processes 60,000 times faster than text, and studies show that people remember 80% of what they see versus just 20% of what they read. Visualization requires minimal investment-just whiteboards, markers, flip charts, and Post-it notes. While designers use sophisticated software, mastering these isn't necessary to benefit from visual thinking. Start with simple approaches: keep visuals basic (stick figures work fine), break problems into components, think in metaphors, use photographs for impact, experiment with storyboarding, and create personas to make abstract customers personal and human. A retail company used simple journey mapping to visualize their customer experience, revealing critical touchpoints they had previously overlooked. Storytelling complements visualization by creating causes that ignite and unite people. While lists merely solve problems, stories sell the challenge, describe the fellowship of stakeholders, present tensions that invite debate, and offer possibilities for solutions. Good storytelling raises engagement levels, which directly improves business performance. For instance, when IDEO helped redesign the patient experience at Mayo Clinic, they used storyboards and journey maps to help staff emotionally connect with patient experiences. Visual tools can range from simple empathy maps that capture customer thoughts and feelings to elaborate service blueprints that detail entire systems. Mind mapping helps teams brainstorm and organize ideas, while concept sketches quickly communicate potential solutions. Even basic timeline visualizations can reveal insights about process flows and bottlenecks that might be missed in traditional documentation. The power of visualization extends beyond the design phase into implementation and communication. Teams using visual project management tools report better alignment and faster decision-making. When sharing progress with stakeholders, visual presentations typically generate more engagement and better retention than text-heavy reports.

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Chapter 5

Journey Mapping: Seeing Through Customers' Eyes

Journey mapping represents the customer's experience with your company in a flowchart or graphic format, showing either actual or ideal interactions. By plotting these stages, you focus on customers rather than your organization, identifying emotional highs and lows that reveal value-creating innovation opportunities. If we could add only one design tool to a manager's repertoire, it would be journey mapping, as it directly addresses the number one reason growth ideas fail: misjudging what customers want. This tool shifts your understanding from "what does my company want?" to "what is the customer trying to do?" and helps form empathetic connections with customers as individuals with real hopes and challenges. Journey mapping begins by selecting customers whose experience you want to understand, researching their context, and creating a hypothetical view of their complete journey. After identifying 12-20 customers representing your demographic range, conduct pilot interviews to refine your approach. Focus on emotional highs and lows during interviews, ideally with two researchers per subject. After interviews, identify essential moments of truth and themes, then study these to uncover psychographic dimensions that reveal meaningful differences in your data. Create personas by selecting two key dimensions for a 2x2 matrix, positioning interviewees into quadrants, and mapping each persona's journey to identify pain points and innovation opportunities. Unlike traditional market research, journey mapping uses small but deep samples to generate hypotheses rather than statistically significant results. The goal isn't perfection but generating insights that could reinvent the process. Consider Swisscom's experience with a technical router project. Initially conceived by engineers as a purely tech-centric solution, the team visited customers' homes and discovered the real problem: aesthetics and cable management. Swiss households didn't want ugly devices with cables in their well-designed living rooms. They reframed the project from "selling a router" to "providing access to the digital world," resulting in a completely different prototype addressing the entire customer experience.

Chapter 6

Value Chain Analysis: Understanding the Business Ecosystem

Value chain analysis examines how an organization interacts with partners to produce, market, distribute, and support its offerings. This systematic approach maps the complex network of relationships, capabilities, and value flows that define modern business ecosystems. Like customer journey mapping reveals user experiences, value chain analysis illuminates the business architecture that delivers those experiences, uncovering both opportunities and vulnerabilities. The analysis begins by identifying end-user outcomes and working backward through each stage of value creation. This includes examining primary activities like inbound logistics, operations, outbound logistics, marketing, and service, as well as support activities such as procurement, technology development, human resources, and firm infrastructure. Each stage must be evaluated for its strategic importance, cost structure, and contribution to competitive advantage. Understanding the current value chain provides crucial strategic insights in three key areas: profitability drivers, defensibility against competition, and scalability potential. It reveals an industry's "dominant logic"-the implicit rules and assumptions guiding firm behavior-which innovative companies can challenge to create breakthrough opportunities. For example, Southwest Airlines challenged airline industry assumptions about hub-and-spoke networks and service classes to create a new business model. The analysis process involves several detailed steps. First, map all participants and their relationships in the value creation process. Second, analyze the competitive environment in each segment, identifying key players, market shares, and concentration levels. Third, identify core strategic capabilities required for value creation in each segment. Fourth, evaluate the bargaining power and influence of each player-understanding who drives performance standards and how easily they could be replaced. The PC industry provides a classic example of value chain dynamics. Intel and Microsoft achieved dominance through hard-to-replicate technical capabilities and strong network effects, capturing the majority of industry profits. Traditional box manufacturers struggled with differentiation, facing intense price competition and low margins. Dell revolutionized the model through customized configuration and direct sales, achieving returns comparable to Intel and Microsoft despite being in the commoditized hardware segment. Apple took a different approach, maintaining control over its entire ecosystem through vertical integration and differentiated user experience. Value chain analysis helps identify opportunities to improve strategic position by understanding value capture mechanisms. It reveals how firms can increase bargaining power through unique capabilities, customer relationships, or ecosystem control. The analysis also exposes vulnerabilities-as seen when Intel's "Intel Inside" campaign effectively commoditized PC manufacturing, devastating traditional players like IBM, Compaq and HP. Apple's survival and eventual dominance stemmed from maintaining control over its unique ecosystem rather than competing within the standard PC value chain. Modern value chain analysis must also consider digital transformation impacts, platform business models, and ecosystem strategies that blur traditional industry boundaries. Companies like Amazon have shown how controlling key platform positions can reshape entire value chains and create new sources of competitive advantage.

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Chapter 7

From Ideas to Concepts: The Creative Transformation

The "What if?" stage moves us from understanding current reality to creating new possibilities. This inherently creative phase goes beyond simple brainstorming to develop robust concepts that can be evaluated and prototyped. Success depends more on disciplined execution than blue-sky creativity, with planning accounting for 90% of the effort. Brainstorming, the goal-oriented cousin of daydreaming, requires crafting effective trigger questions that balance specificity and openness. Rather than vague "blue sky" prompts, the best questions provide focused direction, like "How is resupply managed in mission-critical environments?" or "What if household items could be bought only at 60-day intervals?" Key techniques include using catalyzing customer stories, questioning industry assumptions, exploring extreme scenarios, changing who performs tasks in the value chain, leveraging technology trends, adopting perspectives from other companies, and back-casting from future success. Proper facilitation using the "blue card" method-where participants silently write ideas before sharing-generates three times more unique ideas than oral brainstorming by preventing domination by extroverts and encouraging building on others' thoughts. Concept development transforms raw brainstorming ideas into coherent, detailed solutions by selecting and combining the best ideas, then evaluating them against both customer and business criteria. The process resembles building with Legos-creating multiple solutions from component parts. At Siemens, Mark Hadding realized they needed "a brainstorm after the brainstorm" to create interesting combinations from individual ideas that weren't complete solutions on their own. As we move from the creative "What if" stage to the more practical "What wows" stage, the "napkin pitch" helps elaborate and compare concepts. Financial services company The Hartford uses a version called NABC with four quadrants: Need (unmet need addressed), Approach (how we'll meet it), Benefit (customer and company advantages), and Competition (competitive landscape and our advantage). This standard template enables fair comparison between concepts and prevents premature commitment to a single idea.

Chapter 8

Testing Assumptions: The Science of De-Risking Innovation

The "What wows?" stage employs two key tools-assumption testing and rapid prototyping-to transform napkin pitch concepts into marketable offerings. Assumption testing is critical for surfacing and validating the key assumptions underlying a new business concept, treating any new idea as a hypothesis that must be tested before significant resources are committed. When testing assumptions, start by establishing four generic business tests any concept must pass: the value test (customers will buy it at a viable price), the execution test (you can create and deliver it at a workable cost), the scale test (you can build sufficient volume to make it worthwhile), and the defensibility test (competitors can't easily copy you). These tests help determine if your concept is valuable, doable, scalable, and defensible. The process involves making specific assumptions explicit, determining which are most critical, identifying needed data, categorizing what you know versus what you need to learn, and designing experiments to test key assumptions-paying special attention to signals that might prove you wrong. Rapid prototyping transforms concepts into visual and experiential manifestations through quick, iterative activities. It's about bringing ideas to life with detail, form, and nuance-what Doblin's Larry Keeley calls "faking a new business fast." Early prototypes are intentionally crude, progressing from simple 2D versions (storyboards, user scenarios) to more developed 3D working models. The goal is learning rather than testing a finished offering, making "mistakes faster" to identify improvements. Prototyping uses an affordable loss calculation: what can you risk to learn something competitors don't know? Unlike managers who think without drawing, designers prototype to make thoughts explicit and invite others into the experience. When prototyping, start small and simple with low-fidelity models that invite contribution rather than polished versions that suggest completion. As Christi Zuber of Kaiser Permanente notes, "The more polished it is, the more people feel like it's already done." Show rather than tell by creating mock imagery and artifacts that make concepts feel real-like Kaiser's sheet-and-paperclip mockup of an exam room that allowed clinicians to physically interact with the space.

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Chapter 9

From Concepts to Reality: Testing in the Real World

The final "What works?" phase focuses on getting maximum value from growth investments by involving customers early. This approach has saved companies significant money while generating enthusiastic client participation. The phase represents the difference between invention and innovation-where concepts must create economic value, not just be novel. Customer co-creation engages potential customers in developing new business offerings by putting prototypes in front of them, observing reactions, and iterating to improved solutions. This process typically involves three rounds, each incorporating improvements from previous feedback. Co-creation is essential for truly customer-centric innovation, reducing risk dramatically by identifying problems and solutions early when changes are inexpensive. Effective customer co-creation follows simple principles: selecting the right participants, providing meaningful prototypes, and listening carefully to feedback. Key guidelines include: enrolling customers who care about you but are primarily focused on their own needs; including diverse customer groups beyond your target audience; creating a "no-selling zone" where customers do 80% of the talking; engaging customers one-on-one to eliminate social pressure; offering multiple concept choices to understand preferences; and keeping visuals rough and unpolished to encourage honest feedback and modification. A learning launch bridges customer co-creation and commercial rollout. Unlike co-creation, it feels real to both creators and customers, but unlike a pilot, it remains open to major changes based on findings. The goal isn't sales but learning-testing critical business assumptions in the real world rather than relying solely on analysis. Designing a learning launch requires first creating a working prototype that persists over time. A formal learning guide should include strategic intent, key assumptions to test, specific metrics for success, and financial capital requirements. The on-ramp-how customers discover, try, and adopt the offering-is often overlooked but crucial for success. Starbucks uses afternoon drink coupons as on-ramps to new experiences, while OnStar boldly provides hardware and service free for a year. Learning launches have become dramatically easier thanks to social technologies. Digital environments offer great opportunities for virtual co-creation, allowing teams to learn from target customers they may never even meet. Pfizer's Pavlov smoking cessation service conducted a learning launch in Norway that revealed online sales dramatically outperformed pharmacy and employer channels-a crucial discovery that shaped their channel strategy.

Chapter 10

Leading Innovation: Making Design Thinking Work in Your Organization

Design thinking produces measurable results across diverse organizations. AARP's LifeTuner site exceeded traffic goals within its first month and won gold at the prestigious IDEA awards. Pfizer's ActiveStop smoking cessation service became a market success in over a dozen countries. Kaiser Permanente's innovation consultancy applied design thinking to healthcare challenges from medication dispensing to clinic design with consistent success. When applying design thinking for the first time, start by picking the right challenge. Design thinking isn't appropriate for every problem-it's optimized for exploring unknown possibilities, creating new value elements, unlocking growth in unfamiliar contexts, and tackling complex problems that have resisted other methods. Executive sponsorship is crucial, especially in large organizations where 50% of managers report that organizational systems actively inhibit growth initiatives. Resist the urge to supersize your early design efforts. While growth opportunities eventually need to be scalable, start with small challenges to build your design thinking muscles. As Christi Zuber from Kaiser advises: "You're not going to start at the top of the mountain and do downhill mountain biking the first time you ever jump on a bike." Begin with training wheels-tackle just-do-it-size projects that don't require permission, announcements, or big budgets. True diversity, not just political inclusiveness, is essential for design thinking teams. Your collective wisdom is bounded by your team's experience base. You need both "starters" (hypothesis generators) and "finishers" (hypothesis testers). The best teams have passionate leaders confident in the process despite uncertain outcomes, diverse skills (observation, framing, analysis, visualization, organization), low ego needs, shared purpose, and a formal extended team of functional experts who contribute at key points. Momentum is an underappreciated resource fueled by the energy produced when people collaborate on value-enhancing ideas and see results. Speed is the number one momentum builder-projects with "excellent" market outcomes took just 11.8 months to develop versus 20.8 months for failed projects. But this isn't about rushing to market; it's about speed of learning and shortening iteration cycles. Despite the rosy talk around design thinking, practitioners often face predictable moments of stark terror. These include: the self-doubt moment when you question your commitments; the ethnography results moment when executives question your small sample size; the drowning in data moment when you're overwhelmed with information; the morning after brainstorming moment when ideas seem underwhelming; the short list moment when executives question your concept selections; and the debut moment right before launch when everyone questions readiness. Rather than evangelizing about design thinking in abstract terms, focus on doing it and letting outcomes speak for themselves. Even at P&G, Claudia Kotchka didn't initially call it "design thinking" but presented it as "a different way to innovate." The most effective ways to manage up include telling human-centered stories that make ideas tangible, supplementing stories with data, providing complete transparency to build trust, and sharing learning outcomes regardless of commercial success. Though some designers argue "there is no such thing as design thinking, just design doing," this book has shown how managers without design training can harness design processes. The key truth is that design thinking is a contact sport requiring active participation. To see if it works, you must try it-choose a small growth opportunity, find a collaborator, and immerse yourself in understanding current reality. From there, exploring possibilities, identifying what wows, and testing what works will follow, transforming your approach to growth projects forever.

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Key Themes in the Designing for growth Summary

design thinking methodology
customer empathy mapping
iterative problem solving
innovation project management
hypothesis driven growth

Best Quotes from the Designing for growth Summary

Design is how it works.
Regard every problem as a possibility.
While scientists investigate what exists, designers invent what could be.
Growth requires creating something different.
Empathy would replace demographic data.

Characters in the Designing for growth Summary

Jeanne LiedtkaAuthor and expert on design thinking
Tim OgilvieAuthor and strategy consultant
Ingvar KampradFounder of IKEA and case study in iteration

About the Author

Jeanne M. Liedtka is a celebrated innovation strategist and United Technologies Corporation Professor Emerita at the University of Virginia’s Darden School of Business. She is the co-author of Designing for Growth: A Design Thinking Tool Kit for Managers, a foundational work in business strategy and organizational innovation.

A Harvard Business School MBA holder and former Boston Consulting Group strategist, Liedtka bridges academic rigor with corporate expertise, having served as United Technologies’ Chief Learning Officer.

Her pioneering design thinking frameworks, featured in six influential books including The Catalyst and Solving Business Problems with Design Thinking, empower leaders to drive organic growth through human-centered problem-solving.

Recognized with the 1800 CEO READ best management book award (2011), Designing for Growth remains essential reading in MBA programs and executive education worldwide. Liedtka’s online Coursera courses and Designing for the Greater Good further cement her status as a global authority in scaling innovation.

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@Chloe, Solo founder, LA

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@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

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Chapter 10

Designing for growth Summary

Designing for growth Summary Overview

Explore the Designing for growth Summary in Different Learning Styles

Designing Growth: Where Business Strategy Meets Creative Innovation

The Design Thinking Revolution: Transforming How Managers Solve Problems

See every word as you hear it

The Four Questions Framework: A Roadmap for Innovation

Visualization: The Mother of All Design Tools

Get more out of Designing for growth

Journey Mapping: Seeing Through Customers' Eyes

Value Chain Analysis: Understanding the Business Ecosystem

See every word as you hear it

From Ideas to Concepts: The Creative Transformation

Testing Assumptions: The Science of De-Risking Innovation

Get more out of Designing for growth

From Concepts to Reality: Testing in the Real World

Leading Innovation: Making Design Thinking Work in Your Organization

You made it to the end of Designing for growth

Key Themes in the Designing for growth Summary

Best Quotes from the Designing for growth Summary

Characters in the Designing for growth Summary

About the Author

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What design thinking frameworks does the book teach?

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BeFreed Brings Together A Global Community Of Curious Minds

BeFreed Brings Together A Global Community Of Curious Minds

Explore the Designing for growth Summary in Different Learning Styles

Designing Growth: Where Business Strategy Meets Creative Innovation

The Design Thinking Revolution: Transforming How Managers Solve Problems

See every word as you hear it

The Four Questions Framework: A Roadmap for Innovation

Visualization: The Mother of All Design Tools

Get more out of Designing for growth

Journey Mapping: Seeing Through Customers' Eyes

Value Chain Analysis: Understanding the Business Ecosystem

See every word as you hear it

From Ideas to Concepts: The Creative Transformation

Testing Assumptions: The Science of De-Risking Innovation

Get more out of Designing for growth

From Concepts to Reality: Testing in the Real World

Leading Innovation: Making Design Thinking Work in Your Organization

You made it to the end of Designing for growth

Users also liked

Discover more