The Balancing Act: How Design-Thinking Organizations Embrace Reliability and Validity--Creating an Environment That Fosters Innovation

By: Roger L. Martin

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Synopsis: Design-thinking organizations remain a small minority in the corporate world, and on the whole are relatively small themselves. Bankers want to see budget projections and proof that they will be met, boards reject initiatives that can't be proved prior to experience, and shareholders demand that the company meet its profit goals every quarter without fail. This may satisfy short-term expectations, but in the long run, companies that focus on reliable outcomes grow stagnant and fall prey to new competitors who are willing to push the limits. To break away from the competition, businesses need to build an environment that fosters creativity. This chapter highlights the way in which an organization's structure, processes, and norms can help or hinder design thinking. The author examines the case of Herman Miller and its unique design approach. This chapter was originally published as Chapter 5 of "The Design of Business: Why Design Thinking Is the Next Competitive Advantage."