Jeanne Liedtka

One longstanding and popular theory of how change occurs, attributed to Richard Beckhard […] argues that behavioral alterations are a function of four factors: the dissatisfaction with the status quo, the clarity and resonance of the new future, and the existence of a pathway to get there, all balanced against any perceived loss associated with making the change.

Jeanne M. Liedtka

We sometimes refer to the “designated doubters” in corporations, and these are often people in finance. They have a responsibility to make very sure that corporate and stockholders’ money is spent well; the idea is that “before we make any investment we want you to prove to us holistically and analytically that it’s a good investment.” And that makes a lot of sense at one … [ Read more ]

Designing for Growth: A Design Thinking Toolkit for Managers

Jeanne Liedtka and Tim Ogilvie educate readers in one of the hottest trends in business: “design thinking,” or the ability to turn abstract ideas into practical applications for maximal business growth. Liedtka and Ogilvie cover the mind-set, techniques, and vocabulary of design thinking, unpack the mysterious connection between design and growth, and teach managers in a straightforward way how to exploit design’s exciting potential.

Getting to Growth: The Organization as its Own Worst Enemy

Managers want to have their instincts validated before they act, such as waiting until all the data have been gathered before they launch a product. But relying on the tried and true doesn’t always serve managers well, especially when it comes to organic growth. The question of “Will it fly?” can be answered only by letting it fly – by launching the particular product and … [ Read more ]