As design thinking has taken hold, the process has been expanded from innovating products and services to improving management thinking and decision-making processes, “bringing designers’ principles, approaches, methods, and tools to problem solving” (Brown, 2009). Presenting a codified framework and repeatable methodology for innovation, at a time when innovation is highly prized in business activity and competitive strategy, design thinking has gained rapid adoption, particularly in innovation practice over the last decade.
A side-by-side comparison of representative models from each field is presented, and it is shown how these may be assembled together to create a foresight-informed design thinking process.ĭesign thinking is an innovation approach based on the processes by which creative designers think and work (Brown, 2008 Rowe, 1987). This paper considers the other side of the relationship: how methods from the strategic foresight field may advance design thinking, improving insight into the needs and preferences of users of tomorrow, including how contextual change may suddenly and fundamentally reshape these. A small but significant literature has grown up in the strategic foresight field as to how design thinking may be used to improve its processes. This creates an overlap between the domains of design thinking and strategic foresight. “If I had asked them what they wanted, they would have said faster horses!”ĭesign thinking is inherently and invariably oriented towards the future in that all design is for products, services or events that will exist in the future, and be used by people in the future.
Definition of foresight pdf#
Adam Gordon, Rene Rohrbeck, Jan Schwarz Download this article as a PDF
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