In making design thinking the most powerful force of development in an organisation, the strategy should be set on reducing the time frame of identifying an internal or external problem, and with the eyes from the stakeholders perspective come up with a solution to test and implement when it is workable. Always think, user-experience design first, for whatever the problem and solution might be. And in this spirit, think like a designer in general, since designers are problem-solvers and have a mindset to make any product, service or work-process to efficiently interact with the human mind and abilities. Especially as a good designer is using all of her senses to explore the world to find solutions and innovation.

However, design thinking is like a workable learning experience, one-size-does-not-fit-all. It should not be constructed in the form of a box, nice to look at, but not much more, and when you open it you receive an assembly line that produces a theory of what you and everybody else should learn and do. On the contrary, design thinking is focusing on solutions for people’s desires and needs, and people have different prerequisites and preferences, which means that design should be open and transparent, open for all, and considers broad consequences.

So, workable design interacts but leaves the user in control to develop from her own prerequisites and preferences, and also often with the possibility to adapt it even further by redesigning the experience and functionality. In this way, she becomes a co-designer and also growth hacker to both accomplish her own individual aims and the goals of the original designer(s). The benefits of such growth hacker design are “cost-efficiency”, engagement and creativity to accomplish all stakeholders’ aims, by not only making the design open and transparent, but also collaborative.

Written by
LarsGoran Bostrom©
Author of the book “Learning Design in Practice for Everybody”