creative thinking

Imran Shafiq Malik

Creative ThinkingThe Edge

Red Ocean StrategyRed Oceans are all the industries in existence today—the known market space. In the red oceans, industry boundaries are defined and accepted. As the market space gets crowded, prospects for profits and growth arereduced.

Blue Ocean StrategyBlue oceans, in contrast, denote all the industries not in existence today—the unknown market space. In blue oceans, competition is irrelevant because their rules of the game are waiting to be set. Blue ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored.

IN PEOPLE NEEDS

DESIGN THINKINGA NEW CONCEPT

INNOVATION & DESIGN

Design has evolved from a narrow discipline dealingwith the form and function of products into a major new approach to developing business models.

When people talk about innovationin this decade, they really mean design.

Design thinking, a way of thinking that parallels other ways of thinking - like science thinking - but offers a way of approaching issues, problems and opportunities almost uniquely suited to innovation.

Design Thinking: Driving Innovation, Charles L. Owen, Distinguished Professor Emeritus, Institute of Design, Illinois Institute of Technolog

…Companies have to focus on innovation to be competitive. That driving need makes design thinking the hottest trend in business culture today. If engineering, control, and technology were once the central tenets of business culture, then anthropology, creativity, and an obsession with consumers‘ unmet needs will inform the future.

The Talent Hunt, BusinessWeek, 2006

Companies have a “targeted” intelligence to track issues that strategically important but lack an “open” process to recognize emerging patterns and issues that no one has yet identified as strategic.

Corporate Radar:Best-Practices Survey Results /SRI ConsultingBusiness Intelligence –formerly Stanford Research Institute)

WE NEED PERCEPTUAL

THINKING, CREATIVETHINKING AND

DESIGNTHINKING: NONE OF

THESE IS PART OF OUR TRADITIONAL SYSTEM OF LOGIC

AND ANALYSIS.

EDWARD DE BONO

TODAYPERCEPTIVENESSIS MORE IMPORTANTTHAN ANALYSIS.

PETER DRUCKER

Redesign of business education• By using sketching and diagramming techniques, the MBAs mapped

customer experiences in ways that fundamentally reshaped their Strategies and led to the creation of many new business models.

• A B-school class would have started with a focus on market size and used financial analysis to understand it. This D-school class began with consumers and used ethnography, the latest management tool, to learn about them.

• Business school students would have developed a single new product to• sell. The D-schoolers aimed at creating a prototype with possible

features that might appeal to consumers.• B-school students would have stopped when they completed the first

good product idea. The D-schoolers went back again and again to come up with a panoply of possible winners.

Sources:Design-Thinking and theMBA Curriculum, Darden School of Business, 2008;The Talent Hunt, BusinessWeek, 2006.

Redesign of Business Education

Nike, General Electric, McDonald's, Intel, Procter & Gamble and many others are looking beyond traditional sources of leadership to a new set of schools and programs to find Innovative managers.

Whether your goal is to develop new products or services, a new way of marketing to your customer, or to reinvent your entire business model, “design thinking” holds valuable clues as to how to get to bigger ideas, faster and more efficient.Today’s business people do not need to understand designers better. They need to become designers.