Design Thinking : From a Problem - Solving Method to an Innovation Capability   In the following sections , we exami e the field of design with a focus on one of its recent developments , design think - ing , because of its ambition to con- ribute to the field of management in general .    Design as the Field of Innovation   According to Simon (   1969   ) , desi n is the process by which we devise courses of action aimed at changing existing situ - ations into preferred ones thro gh the creation of artifacts � objects created by humans through creative reasoning . Design is concerned with innova ion : It is the science of the artificial ( Simon ,    1969   ) . In this sense , it is different from other cognitive approaches su h as decision making because it requires us to define the options among which the choice and the optimization is rea ized .   For a long time , design was con - sidered the creative activity whose aim was to determine the formal qualities   f manufactured objects ( Maldonado & Cullars ,    1991   ) . Loewy renewed this perspective by emphasizing the func - ti nality dimension through industrial design . The Bauhaus ( Droste ,    2002   ) , a landmark in the academic field of desi n that was founded in 1919 by Walter Gropius , is generally consid - ered the birthplace of design that went beyond th   pure aesthetic and artistic perspective . It was based on the union of all arts and crafts . Gropius developed a craft - bas d system of teaching that aimed at developing skills , resulting in the creation of useful and beautiful artifacts for mas - production products that achieved functional and aestheti - cally satisfactory design . In Gropius �   s thinking , desig ers were to integrate the materials and colors as well as the artistic , the visual dimension , and , pro - gressively , the tec nology . They were encouraged to produce their own cre - ative designs based on their subjec - tive perceptions . Thoug   the Bauhaus school existed for only 14   years , it had       The biggest driving force is the accelerated rate of change in business and society caused by advances in technology . As companies become more software - driven , and the rate of change increases , so does complexity .        Most companies are optimised to execute and solve a stated problem . Creativity is about finding the problem worth s lving . An absence of a scalable creative framework encourages incremental innovation in lieu of disruptive innovati n. As companies strive for disruptive innovation , they must find ways to inject and scale creativity across their organ sations .        Digital transformation is about the accelerated disruption of business models and requires a mind - set shift from prob em solving to problem finding . CEOs need to be visionary leaders : from establishing an internal culture that encoura es ideation , creation , and iteration , to building strategic partnerships to create new value propositions.7   �   Sam Yen   Chief Design Officer and Dr. Chakib Bouhdary , Digital Transformation Officer , at SAP       Design thinking is our best tool for sense - making , meaning making , simplifying processes , and improving customer   xperiences . Additionally , design thinking minimises risk , reduces costs , improves speed , and energises employees .   esign thinking provides leaders with a framework for addressing complex human - centred challenges and making the best possible decisions concerning :       �   Redefining value    �   Re - inventing business models    �   Shifting markets and behaviours    �   Organisational culture change    �   Complex societal challenges such as health , education , food , water and climate change    �   Problems affecting diverse stakeholders and multiple systems       Design thinking succeeds when it finds ideal solutions based on the real needs of real people . In a recent Harvard Bu iness Review article on the evolution of design thinking , Jon Kolko8 noted ,       People need their interactions with technologies and other complex systems to be simple , intuitive , and pleasurable .   hen done well , human - centred design enhances the user experience at every touch point and fuels the creation of pro ucts and services that deeply resonate with customers . Design is empathic , and thus implicitly drives a more thoughtf l , human approach to business .       When done well , human - centred design enhances the user experience at every touch point and fuels the creation of p 

 oducts and services that deeply resonate with customers .       Design thinking informs human - centred innovation . It begins with developing an understanding of customers �   or u ers �   unmet or unarticulated needs . � The most secure source of new ideas that have true competitive advantage , an   hence , higher margins , is customers �   unarticulated needs , �   says Jeanne Liedtka ( Batten Briefings , 20149 ) , � Cus omer intimacy �   a deep knowledge of customers and their problems �   helps to uncover those needs . �        Design thinking minimises the uncertainty and risk of innovation by engaging customers or users through a series of prototypes to learn , test , and refine concepts . Design thinkers rely on customer insights gained from real - world expe iments , not just historical data or market research . McKinsey reports the best results come from constantly blending   ser research � quantitative ( such as conjoint analysis ) and qualitative ( such as ethnographic interviews ) with market analytics . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Design Thinking : From a Problem - Solving Method to an Innovation Capability   In the following sections , we exami e the field of design with a focus on one of its recent developments , design think - ing , because of its ambition to con- ribute to the field of management in general .    Design as the Field of Innovation   According to Simon (   1969   ) , desi n is the process by which we devise courses of action aimed at changing existing situ - ations into preferred ones thro gh the creation of artifacts � objects created by humans through creative reasoning . Design is concerned with innova ion : It is the science of the artificial ( Simon ,    1969   ) . In this sense , it is different from other cognitive approaches su h as decision making because it requires us to define the options among which the choice and the optimization is rea ized .   For a long time , design was con - sidered the creative activity whose aim was to determine the formal qualities   f manufactured objects ( Maldonado & Cullars ,    1991   ) . Loewy renewed this perspective by emphasizing the func - ti nality dimension through industrial design . The Bauhaus ( Droste ,    2002   ) , a landmark in the academic field of desi n that was founded in 1919 by Walter Gropius , is generally consid - ered the birthplace of design that went beyond th   pure aesthetic and artistic perspective . It was based on the union of all arts and crafts . Gropius developed a craft - bas d system of teaching that aimed at developing skills , resulting in the creation of useful and beautiful artifacts for mas - production products that achieved functional and aestheti - cally satisfactory design . In Gropius �   s thinking , desig ers were to integrate the materials and colors as well as the artistic , the visual dimension , and , pro - gressively , the tec nology . They were encouraged to produce their own cre - ative designs based on their subjec - tive perceptions . Thoug   the Bauhaus school existed for only 14   years , it had       The biggest driving force is the accelerated rate of change in business and society caused by advances in technology . As companies become more software - driven , and the rate of change increases , so does complexity .        Most companies are optimised to execute and solve a stated problem . Creativity is about finding the problem worth s lving . An absence of a scalable creative framework encourages incremental innovation in lieu of disruptive innovati n. As companies strive for disruptive innovation , they must find ways to inject and scale creativity across their organ sations .        Digital transformation is about the accelerated disruption of business models and requires a mind - set shift from prob em solving to problem finding . CEOs need to be visionary leaders : from establishing an internal culture that encoura es ideation , creation , and iteration , to building strategic partnerships to create new value propositions.7   �   Sam Yen   Chief Design Officer and Dr. Chakib Bouhdary , Digital Transformation Officer , at SAP       Design thinking is our best tool for sense - making , meaning making , simplifying processes , and improving customer   xperiences . Additionally , design thinking minimises risk , reduces costs , improves speed , and energises employees .   esign thinking provides leaders with a framework for addressing complex human - centred challenges and making the best possible decisions concerning :       �   Redefining value    �   Re - inventing business models    �   Shifting markets and behaviours    �   Organisational culture change    �   Complex societal challenges such as health , education , food , water and climate change    �   Problems affecting diverse stakeholders and multiple systems       Design thinking succeeds when it finds ideal solutions based on the real needs of real people . In a recent Harvard Bu iness Review article on the evolution of design thinking , Jon Kolko8 noted ,       People need their interactions with technologies and other complex systems to be simple , intuitive , and pleasurable .   hen done well , human - centred design enhances the user experience at every touch point and fuels the creation of pro ucts and services that deeply resonate with customers . Design is empathic , and thus implicitly drives a more thoughtf l , human approach to business .       When done well , human - centred design enhances the user experience at every touch point and fuels the creation of p 

 oducts and services that deeply resonate with customers .       Design thinking informs human - centred innovation . It begins with developing an understanding of customers �   or u ers �   unmet or unarticulated needs . � The most secure source of new ideas that have true competitive advantage , an   hence , higher margins , is customers �   unarticulated needs , �   says Jeanne Liedtka ( Batten Briefings , 20149 ) , � Cus omer intimacy �   a deep knowledge of customers and their problems �   helps to uncover those needs . �        Design thinking minimises the uncertainty and risk of innovation by engaging customers or users through a series of prototypes to learn , test , and refine concepts . Design thinkers rely on customer insights gained from real - world expe iments , not just historical data or market research . McKinsey reports the best results come from constantly blending   ser research � quantitative ( such as conjoint analysis ) and qualitative ( such as ethnographic interviews ) with market analytics .
### Output: 