TY - JOUR
T1 - Using design thinking to respond to crises
T2 - B2B lessons from the 2020 COVID-19 pandemic
AU - Cankurtaran, Pinar
AU - Beverland, Michael B.
PY - 2020
Y1 - 2020
N2 - We examine the value of design thinking in times of crisis. Drawing on examples of firm innovations during the 2020 Covid-19 lockdown, we propose that disruptive events represent wicked problems that require managers to break out of established patterns of thinking. Design thinking, or the problem solving approaches and tools of designers, represents one such approach. Drawing on extant research, we identify a three-stage process of design thinking: disrupt, develop and deliver, and transform. We examine each stage, identifying how careful disruptive thinking with a focus on understanding problems within their context can give rise to innovative solutions, resulting in a more resilient organisation.
AB - We examine the value of design thinking in times of crisis. Drawing on examples of firm innovations during the 2020 Covid-19 lockdown, we propose that disruptive events represent wicked problems that require managers to break out of established patterns of thinking. Design thinking, or the problem solving approaches and tools of designers, represents one such approach. Drawing on extant research, we identify a three-stage process of design thinking: disrupt, develop and deliver, and transform. We examine each stage, identifying how careful disruptive thinking with a focus on understanding problems within their context can give rise to innovative solutions, resulting in a more resilient organisation.
KW - B2B
KW - Crisis management
KW - Design thinking
KW - Innovation
KW - Wicked problems
UR - http://www.scopus.com/inward/record.url?scp=85085567361&partnerID=8YFLogxK
U2 - 10.1016/j.indmarman.2020.05.030
DO - 10.1016/j.indmarman.2020.05.030
M3 - Article
AN - SCOPUS:85085567361
SN - 0019-8501
VL - 88
SP - 255
EP - 260
JO - Industrial Marketing Management
JF - Industrial Marketing Management
ER -