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Doing it Right - Critical Success Factors for Design Thinking Implementation

Part of: User-Centred Design

Published online by Cambridge University Press:  26 July 2019

Danielly De Paula ,
Franziska Dobrigkeit  and
Kathryn Cormican
Danielly De Paula*
Affiliation:
National University of Ireland - Galway Hasso-Plattner-Institut
Franziska Dobrigkeit
Affiliation:
Hasso-Plattner-Institut
Kathryn Cormican
Affiliation:
Hasso-Plattner-Institut
*
Contact: De Paula, Danielly, Hasso Plattner Institute, Enterprise Platform and Integration Concepts, Germany, danielly.depaula@hpi.de

Abstract

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Proficiency in design thinking (DT) can contribute to the success of many companies. Successful implementation of DT can be achieved by identifying its Critical Success Factors (CSFs). Critical success factors are items or actions that should be present in a particular project or situation in order to be successful. However, to date, there has not been any formal study on synthesizing the critical success factors for a successful DT implementation based on existing research. In light of this, the aim of this paper is to develop a conceptual framework that proposes factors that may play a role in influencing the success of the DT implementation. Based on best practices and protocols from thematic analysis, we analyzed and synthesized extant literature in order to recognize research topics from the selected papers and categorize them into specific themes to build a framework. This study significantly contributes to the body of knowledge related to DT by offering the first attempt to identify CSFs for DT implementation, which can allow companies to take required precautions to elude failures or problematic areas and be able to increase the success rate of implementing DT

Keywords

Design ThinkingCritical success factorsInnovationDesign managementDecision making
Type
Article
Information
Proceedings of the Design Society: International Conference on Engineering Design , Volume 1 , Issue 1 , July 2019 , pp. 3851 - 3860
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

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