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This study aims to emphasize the integration of lean start-up and design thinking approaches and investigate how they may be used together.

The report uses a systematic literature review methodology to analyze and summarize previous research on combining lean start-up and design thinking. Inferences were discovered and analyzed after relevant publications were chosen based on predetermined inclusion criteria.

The research shows that combining lean start-up and design thinking significantly impacts entrepreneurship. Start-ups can efficiently uncover consumer needs, reduce risks and improve their product or service offerings by combining the client-centricity of design thinking with the iterative and data-driven concepts of lean start-up. This integration promotes an innovative culture, gives teams the freedom to try new things and learn from mistakes and raises the possibility of start-up success.

The dependence on pre-existing literature, which might cover only some potential uses and circumstances, is a weakness of this research. It is advised that more empirical research be conducted to determine the precise circumstances in which the integrated strategy performs best. Future studies should also explore the difficulties and drawbacks of using these approaches to offer suggestions for overcoming them and maximizing their advantages.

The findings have significant ramifications for business owners and other professionals working in the start-up environment. The combination of lean start-up and design thinking emphasizes the relevance of early customer interaction and empathy-driven design. To foster creativity and hasten the expansion of start-ups, practitioners are urged to create a comprehensive strategy that integrates the advantages of both techniques. Through this integration, business owners may develop solutions that appeal to their target market, increasing adoption rates and market competitiveness.

This study is interesting in comparing lean start-up and design thinking, emphasizing the overlaps and benefits of their application to entrepreneurship. This study discusses successful start-up methods by offering suggestions for future research and practice. It also provides a basis for further developing and adopting the integrated approach.

Researchers at the University of Virginia's Darden Business School and the Design Management Institute report on field research into how widely design thinking is being adopted in leading companies and how effectively is it being adapted in a variety of industries.

They interviewed boundary spanners – leaders who operated at the intersection of design and business – in a number of Fortune 100 organizations and focused on ten organizations where design thinking was having an impact on practice.

They found that design thinking was, in fact, also a problem solving process, not just an innovation process.

Examples are anecdotal.

Learning from design tools – such as, ethnographic interviewing, customer journey mapping and job-to-be-done analysis – encouraged team members to stay involved with the problem long enough to reframe the opportunity.

The highest payoff from adopting a design-thinking approach was not necessarily in identifying a solution, but rather in innovating how people worked together to envision and implement the new possibilities they discovered.

This chapter focuses on practical considerations for organizations when endeavoring to invest in design, specifically how designers and their organizations should view their profession for the benefit of corporate innovation. Given the lack of consensus regarding what strategic design entails, the author interviewed strategic designers from across the United States to solicit their opinions on design thinking, strategic design, and design strategy, the relationship between those concepts, and how those concepts are, could be, and should be reflected in practice.

The overarching purpose of this chapter is to explore the relatively nascent profession of strategic design, from which the author distinguishes design strategy, as well as to provide guidance regarding how design and designers should be viewed and supported by the leadership of their organizations in order to fully empower them to support innovation. In addition, this chapter serves to better define the concepts of design thinking, strategic design, and design strategy. While design as a discipline is broad, for the sake of consistency, the author discusses design in the context of technological development and, in turn, in terms of human-computer interaction.

Purpose: This study examines the use of Design Thinking by international development actors in the Middle East & North Africa (MENA) region. Factors contributing to Design Thinking’s adoption, its evolution, and contributions to the 2030 Sustainable Development Goals (SDGs) are identified.

Methodology/approach: The study used a desk review, survey questionnaire, and semi-structured interviews with purposefully selected experts to capture experiences from across the MENA region. Snowballing enabled more experts to be reached.

Findings: Over the past decade, Design Thinking has been successfully adopted by a growing number of organizations and sectors. Its low-resource requirements and focus on mindset enable it to empower communities to find solutions by and for themselves. Its human-centered approach, use of empathy to deepen understanding of the user makes it well suited for advancing the 2030 SDGs vision of “no one left behind.”

Research limitations/implications: This was a small exploratory study that involved 13 respondents in 4 countries. All experts interviewed lead Design Thinking projects across the MENA region. The chapter identifies actions to enhance research/knowledge in this area.

Practical implications: A systematic mapping of Design Thinking actors and initiatives across the MENA region and the establishment of communities of practice could improve knowledge and resource sharing and more effective/wider application of Design Thinking.

Social implications: Design Thinking can contribute to the 2030 SDGs in the MENA region. As a low-resource methodology, Design Thinking can empower grassroots actors to make and own needed changes.

Originality/value of paper: This chapter appears to be the first one to examine Design Thinking’s contribution to achieving the 2030 SDGs in the MENA region.

Design thinking has become something of a buzz word in innovation discussions and has recently also invested occupied education spaces. In this chapter we briefly compare design thinking to problem-based learning (PBL) and enquiry-based learning (EBL) approaches to problem solving in education before focusing on the approach itself and current debates about its meaning and significance. This chapter focuses particular attention on the problem finding aspect of design thinking and its integration of creative methods for solving a range of tame to wicked problems in a variety of spaces. We ground our analysis in three environments of design thinking and five specific cases of application across education sectors from primary through to university. The examples focus on the generative potential of design thinking for all students and especially those from non-design disciplines. It is this capacity of design thinking to complement existing pedagogies and provide inspiration for change and innovation that is the strength of the model.

Innovation is a key driver of growth in the twenty-first century economy. Organisations of all types are increasingly relying on innovators to create and deliver this key driver in a constantly changing, globally competitive business environment. We need to understand innovation – what it is, how to harness it, why it is important and what frameworks and tools are useful for product, service, experience design and beyond.

The purpose of this chapter to introduce the principles of design thinking and its role in creativity and marketing as well as some of the organisations that are using it in order to spur innovation and how they are using it effectively. The chapter examines some of the results and best practices for how organisations, and their creative leaders, can use design thinking effectively. Last, the chapter provides some insight into the future trends of design thinking.

Organizations facing issues related to growth, innovation, and strategy are embracing design thinking, a problem-solving process. This study explores 40 design thinking initiatives and identifies operational practices emerge and empirical categories across various contexts. Quantitative analyses of the initiatives and qualitative interview data are used to distinguish four configurations of action analogous to races: training, emphasizing learning-by-doing; marathons, capturing personal reflection over a long project; relays, highlighting team collaboration; and sprints, reflecting fast-paced product innovation. The initiatives are differentiated as designer-led versus team-driven and, low-urgency versus high-urgency. Implications of practicing design thinking in Organization Development and Change are discussed.

The study integrated understanding by design-Internet of Things (UbD-IoT) education with design thinking and computational thinking to plan and design an IoT course. Cross-domain application examples were employed to train students in problem-understanding, deep thinking and logical design for IoT applications.

In this study, the UbD model was integrated with design thinking and computational thinking in the planning and design of an IoT course. The examples of cross-domain applications were used to train students to understand a problem by engaging themselves in deep thinking and helping them think and design logically for an IoT application.

The UbD-IoT learning design greatly decreased students' overall cognitive load. UbD-IoT learning has a significant impact on the performance of computational thinking in problem-solving and problem-understanding. The impact of UbD-IoT learning on logical thinking and program learning cognition in students needs to be verified.

The results of this study have shown that the UbD model is effective in reducing the cognitive load of a learning course and also strengthens T-competencies in the lateral skills of computational thinking, critical problem-solving, logical thinking and creative thinking.

Changing user needs have created new opportunities for libraries, requiring evolving leadership practices that support innovation and rapid change. Design thinking can provide leaders with a concrete process to move toward action. The authors – one an executive administrator at a large, multi-branch public library, the other an academic librarian who leads a small team – share how design thinking has positively influenced their leadership practices. The benefits of implementing this flexible process have included improved user experience, more creative solutions, wise investments, staff empowerment, increased transparency and trust, and employee learning and development. Both leaders experienced these benefits even though they are in different positions on their hierarchical organization charts. The authors propose that implementing design thinking as a leadership practice has a place in the evolving role of libraries and can shift organizational cultures to become more user-centered and embrace innovation. In addition to these benefits, the chapter discusses specific project examples, challenges, and tips for library leaders to successfully implement the process. Design thinking is translatable across library types and throughout private industry. Discussing design thinking as a leadership practice can benefit the profession and communities by giving leaders a common language to use when learning from and sharing with each other in conversations about innovation.

Citizen participation in urban governance has established itself as a paradigm, promising greater democracy, empowerment, and more cost-effective public service delivery against the backdrop of increased urban conflicts. The dominant focus on the “citizen” or even “smart citizen” in the context of smart cities and urban innovation is however a relatively recent phenomenon. A growing number of initiatives seek to revamp the smart city as a human smart city. Therein, design thinking and human-centered design have become the buzzwords of choice to describe “putting people first” approaches that promise to develop solutions tailored to citizens’ needs. What was previously known as user-centered design in the context of information and communication technology (ICT) product and service development now proliferates the urban through innovation labs or civic hackathons. But what are the implications of using design thinking in a smart city context? And moreover, how to unpack human-centered design and design thinking within urban scholarship? This chapter contextualizes the phenomenon of design thinking in cities and renders implicit design thinking processes more explicit. Drawing upon ongoing research in Manchester and Amsterdam since 2014, my work-in-progress suggests that governing through design thinking results in a designing of the social rather than for the social. This trend requires historically informed political analysis and alternative ways to govern if the “right to the smart city” is not to become yet another iteration of shape-shifting neoliberal strategies.