Design thinking: Expectations from a management perspective

Abstract

The authors present first results from an empirical study on the integration of Design Thinking in large corporations. In this article, we examine the managers' expectations towards Design Thinking in one large software-developing corporation. Empirical results from various interviews show that managers explicitly expect Design Thinking to contribute to existing frameworks such as Lean in general and Scrum in particular. It can be assumed, that the success of Design Thinking in this corporation will therefore depend on its compatibility with those established frameworks.