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Download Roland Berger’s design thinking on every level

Some highlights of design thinking on every level


of companies say they would be open to a design thinking mindset in the context of corporate strategy.

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of suitably trained employees perceive that design thinkinghas improved the working culture.

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is the amount by which design-driven companies haveoutperformed the S&P 500 over the past ten years.

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Source: Roland Berger (2016), Schmiedgen, Rhinow, Köppen, Meinel (2015), Rae (2015)

In today’s much-hyped volatile, uncertain, complex and ambiguous world, it seems the “C” in “VUCA”could just as well stand for “crazy”.

Managing a company has never been easy, but is a greater challenge than ever today.

The transformation triggered by digitization is disrupting entire business models, and traditional businesses find themselves under threat from an array of non-digital forces too. Ambitious start-ups are revolutionizing the way business is done and driving innovation at a frantic pace.

Service is on the rise, and everything any company does is expected to be absolutely customer-centric.

But how? It is no wonder that incumbents – and indeed companies of all varieties – struggle to cope with so much change, so much uncertainty.

Roland Berger has understood that something has to give. If desperate times call for desperate measures, as the saying goes, then what do crazy times call for?

Possible Steps

  • Renewing old structures and building new knowledge is vital to stay competitive. Start now – don’t waste time!
  • Be aware that, once design thinking is implemented on a strategic basis, it will disrupt your entire company.
  • Understand and apply design thinking as an end-to-end process that spans the entire ecosystem.
  • There is no “one-size-fits-all” concept. You will need different methods and approaches.
  • Don’t see design thinking as just a workshop. Embrace it as a holistic mindset.
  • Make design thinking a strategic priority and embed it in a transformational enterprise-wide project.
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Author: Dr Peter Magunia

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