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Measuring the Impact of Design Thinking

  • Jan Schmiedgen
  • Lea Spille
  • Eva Köppen
  • Holger Rhinow
  • Christoph Meinel
Part of the Understanding Innovation book series (UNDINNO)

Abstract

This article focuses on how organizations measure the impact of design thinking. The results are based on a quantitative survey that is complemented by qualitative interviews with experienced design thinkers. Even though a majority of respondents perceive some kind of impact, only a minority has tried to determine the impact in some way. Those who do not evaluate the impact, often do not know how or lack the necessary resources. The metrics of those who do measure design thinking’s impact vary considerably, but customer feedback and satisfaction is a recurring theme. We propose that the traditional means of performance measurements are often ill-suited for evaluating the impact of design thinking. We conclude with a promising industry example of how traditional measures can be used to gauge overall performance and how a story-based approach can capture the role of design thinking.

Keywords

Organizational Setting Customer Experience Design Thinking Employee Engagement Customer Engagement 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Notes

Acknowledgments

All results are part of a survey on the impact of Design Thinking in organizations. We would like to thank Prof. Hasso Plattner and the HPI-Stanford Design Thinking Research Program Committee for their support. We thank Dr. Sharon Nemeth for her editorial support.

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Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  • Jan Schmiedgen
    • 1
  • Lea Spille
    • 1
  • Eva Köppen
    • 1
  • Holger Rhinow
    • 1
  • Christoph Meinel
    • 1
  1. 1.HPI-Stanford Design Thinking Research ProgramHasso Plattner Institute for Software Systems EngineeringPotsdamGermany

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