Design Thinking for New Business Contexts

1 Introduction.- 1.1 Introduction.- 1.2 Background to Design Thinking for new Business Contexts.- 1.3 Structure of Content.- 1.4 Using the Book: A Reader's Guide.- 2 Evolution of the Relationship Between Design and Business Activities.- 2.1 Introduction.- 2.2 Design Thinking and Design[ing].- 2.3 Design Thinking and Business Planning Activities.- 2.4 Design Thinking and Business Strategy.- 2.5 Design Thinking in SMES.- References.- 3 Crossing Boundaries: Design into Business and Management.- 3.1 Introduction.- 3.2 Design for Business: The Critical Imperative.- 3.3 Teaching Design in Design Schools.- 3.4 Teaching Business Management in Business Schools.- 3.5 Academia and Industry: Design Alliances.- References.- 4 Organisational Complexity and Change by Design.- 4.1 Introduction.- 4.2 Managing Complexity and theOrganisation.- 4.3 Managing Uncertainty in Unpredictable Times.- 4.4 Organisational Change Management.- 4.5 A Designerly Approach to Organisational Change.- References.- 5 Business Thinking Through Design.- 5.1 Introduction.- 5.2 Economic Systems that Shape Business Environments.- 5.3 New Economic Systems Reshaping the Business Environment.- 5.4 Types of Organisations.- 5.5 Business Structures.- 5.6 Business Composition.- 5.7 Design Thinking: Tensions and Challenges.- References.- 6 Design Thinking for Sustainable Futures.- 6.1 Introduction.- 6.2 Mission Impossible?.- 6.3 Sustainable Futures.- 6.4 Corporate Social Responsibility.- 6.5 Social Enterprises-A Hybrid Business Model.- References.- 7 Design Thinking for Branding.- 7.1 Introduction.- 7.2 Brand Audit, Consumer Ethnography, and Design Thinking.- 7.3 Identifying Branding Problems and/or Opportunities.- 7.4 Design Thinking and the Development of Branding Strategies.- References.- 8 Design Thinking: Practice and Applications.- 8.1 Introduction.- 8.2 Design Processes, Methods and Tools.- 8.3 Case Example 1: Hitachi ABB Power Grids.- 8.4 Case Example 2: Maas Global.- 8.5 Understanding the

Yujia Huang is a lecturer at University of Dundee, Scotland. Drawing upon her extensive industry experience/academic development in design, she adopts a systematic and transdisciplinary approach which critically addresses individual, organisational, and social problems and innovation. Her expertise lies in design thinking applications, design-driven business innovation, and user-centred design research.

David Hands is an academic and leading author on all aspects of transformational design leadership. His research interests are varied and diverse, encompassing design driven innovation, design policy development and implementation, knowledge diffusion and strategic growth within SME's and large organisations.