Digixit

Driving success

DESIGN THINKING, CO-EDITION AND CO-DESIGN

design-thinking

The entry of new economic actors and models (gafa, low cost, market place, crowd economy, etc.) deeply destabilize all economic sectors: travel, teaching, publishing, supply chain, (A description of the conditions and means a company intends to implement and develop to deliver a competitive advantage) becomes inevitable. New approaches to promote success in this approach have emerged in recent years.

Design Thinking

Design Thinking is an approach to innovation and its management that is a synthesis between analytical thinking and intuitive thinking. It relies heavily on a process of co-creativity involving feedback from the end-user.

This process, called “Design Thinking”, was developed in Stanford in the 1980s by Rolf Faste on the basis of the work of Robert McKim1. Contrary to analytical thinking, Design Thinking “is a set of steps whose number varies according to the authors:

  • Initially in 7 steps according to Rolf Faste: define, research, imagine, prototype, select, implement, learn;
  • Reduced to 5 by Jeremy Gutsche: define, imagine, synthesize, prototype, test;
  • Even to 3 according to Tim Brown: inspiration, imagination, implementation.

Co-Conception

Co-creation involves the development of products or services by a company in active collaboration with its customers in a sustainable way

After a first phase during which co-creation was used as an innovation tool for products and services, co-creation is now developing as a vector for business transformation.

The creation of a product or service with the customer is the second highest priority for marketing executives starting in 2010, according to the Cegos barometer.

BREACH OF BUSINESS MODEL

business-model

The emergence of new business models is only the first step in the digitization of the company. The next challenge is to assume the break by accompanying the company in learning to move in a significantly different ecosystem.

By way of illustration, two types of typical approaches will be presented below. It goes without saying that in the field the choice of the strategy will inevitably depend on the culture, the degree of digital maturity, the status (administration, association, etc.) and the profile of the population concerned:

  • Operational Strategic Plan (proactive):
    • Progressive: a bridge is established between the existing and the target model and the company evolves over time. Often retained for its accessibility, it has the major disadvantage of being incompatible with the setting up of an ambitious agenda. It also often prevents all stakeholders from federating around the same project.
    • Mixed: different business models, classical and digital, coexist in the same company but are carried by separate entities (often a start-up model for entities carrying new business models).
  • The redesign of the value proposition
    • There is here rehabilitation of the foundations of the company (in principal the proposal of values to the attention of the customer) by using different digital levers (technologies, communities, …).

PERPETUAL MOVEMENT MANAGEMENT

mouvement

The hyper-personalization, the evolution of uses in very short time spaces, the jolts of geopolitics, the removal of the boundaries between the businesses judged acquired historically, are all phenomena that force the company to organize its offer And its organization to resist. It must be prepared taking into account:

  • Shortened technological cycles
  • Shorter and shorter delivery times to maintain relevance and competitive advantage
  • Of a continuous optimization of its performance