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Abstract
While problems of all shapes and sizes can benefit from creativity, the most complex of problems require solutions that are not only creative but span boundaries and organizations. The author has witnessed first-hand in his work at frog, where traditional organizations such as the State Department have embarked on initiatives to integrate design thinking into their programming. However, he has identified four obstacles that often come between creative approaches and large-scale implementations. He describes each obstacle and provides recommendations for moving beyond them. In the end, he says, design but one ingredient - albeit an important one - in an overall strategy.
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Abstract
While problems of all shapes and sizes can benefit from creativity, the most complex of problems require solutions that are not only creative but span boundaries and organizations. The author has witnessed first-hand in his work at frog, where traditional organizations such as the State Department have embarked on initiatives to integrate design thinking into their programming. However, he has identified four obstacles that often come between creative approaches and large-scale implementations. He describes each obstacle and provides recommendations for moving beyond them. In the end, he says, design but one ingredient - albeit an important one - in an overall strategy.