Essays on Thinking Process of GAP Inc Designers Case Study

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The paper "Thinking Process of GAP Inc Designers" is a good example of a business case study.   Design thinking is a methodology used by designers to resolve composite problems as well as get desirable answers for customers as stated in part A. As Owen (2006) asserts, design thinking is also a creative procedure for realizing opportunities as well as finding new notions. Design is the action of getting something new and looked-for into existence, practical stance that decides or liquefies designer problematic conditions. Design thinking draws upon logic, imagination, and intuitions well as systemic reasoning, to discover prospects of what might be, and make desired outcomes that promote the customer.

Designer’ s mindset should not be problem-focused but rather a solution-focused as well as action-oriented, which entails both analysis and imagination. GAP organization views design thinking as an opportunity to re-conceptualize the organization as a supple structure able to adapt to changing needs, both interior for employees as well as the exterior with transforming customers’ anticipations. By doing so, they portray their vision and strategic commitment as one that of redesigning the experience of professional services for customers. Thinking process of designers is one of the most vital issues in an organization.

There are five steps of design thinking process which includes first planning. The GAP Company have got its proposals that show how they are proceeding, their distribution of tasks to various individuals within the organization. Secondly is analysis, whereby the organization uses questions and answers in their processes. The third one is evaluation whereby positive as well as a negative evaluation of the organization's process is done. The fourth one is decisions whereby this refers to the kind of decisions the management of the organization makes.

The last one is the control of the members work in the organization (Stempfle & Schaub 2002). When an organization applies design principles to strategy as well as innovation, the success rate for innovation considerably advances. This is because innovation is the key to competitiveness in the worldwide economy. But the GAP organization designers have been using their design tools in advancing their innovative solutions. In addition, the organization’ s tools are largely insulated within the design community.

They have been integrating design’ s best tools in their marketing, research and business innovation expertise who assists in delivering those elusive, and disruptive ideas that the organization always look for. This recreation of business models has assisted the GAP Company in building whole new markets to gratify the unmet needs of their clients. In addition, it has helped the organization in aspiring to choose as well as implement the right notions and bring them to market in documentation time. The organization created a new interaction with its clients by creating new forms of contact with the clients.

They also used questions method in order to identify the needs of their clients in order to satisfy them (Vianna et al 2012). This has also assisted the organization in increasing the volume, breadth as well as the relevancy of notions along with the quality of exploration. This is by making stringent constriction, zooming out to evaluate the problem as part of its surrounding eco-system, and discovering beyond the stated problem toward unsettling new resolutions (Stempfle & Schaub 2002). It also helps the organization in fostering an expert culture of tireless, prototyping that makes ideas real as well as speeds up at the speed in which they develop.

Design thinking in GAP organization has put the organization under the pressure of maintaining or growing market share as well as increasing the user gratification and effectiveness which has brought the organization to the limelight of offering new and important products to their clients.

References

Chou, Y, & Chou, C 2011, Course management systems and blended learning: An innovative learning approach, Decision Sciences Journal of Innovative Education, Vol 9, Iss 3, p. 463-484.

Considine, M 2012, Thinking Outside the Box? Applying Design Theory to Public Policy, Politics & Policy, Vol 40, Iss 4, p. 704-724.

Cruickshank, L, & Evans, M 2012, Designing creative frameworks: design thinking as an engine for new facilitation approaches, International Journal of Arts and Technology, Vol 5, Iss 1, p. 73-85.

Howard, Z 2012, from concept to capability: Developing design thinking within a professional services firm.

JoachimStempfle, Badje-Schaub, P 2002, Thinking in design teams - an analysis of team communication, Bamberg: Universitat Bamberg Press.

Martin, L 2009, the design of business why design thinking is the next competitive advantage, Harvard Business Press.

Owen, L 2006, Design thinking: Driving innovation, The Business Process Management Institute, 1-5.

Porter, E 2008, Competitive advantage, Creating and sustaining superior performance, SimonandSchuster.

Vianna, J, Filho, Y, Adler, V, Lucena, F, & Russo, B 2012, Design Thinking: Business Innovation, Rio de Janeiro: MJV Press.

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