Because DT is operating within interdisciplinary territories, and some of these disciplines depend entirely on metrics, DT must also learn how to deliver measurable results. These quantifiable measurements however are not always in the form of Dollars, Yen or Euros; they are new, evolved value systems that are starting to penetrate even the hardcore left-brain disciplines like finance and banking.

DT has to be able to participate and deliver quantifiable measurements, or more importantly, participate in re-designing new value systems: financial systems, social systems, organizational systems, that eventually can be adopted by other industries or disciplines, “The Reformulation of Value.” Without metrics and benchmarks, in my opinion, DT will not be able to grow, or become an integral part of the business architecture. It will remain a small boutique strategy and remain part of the subconscious mind of the design culture.

The challenge now is to search for new value factors, with new norms, new benchmarks and metrics, that can eventually be shared with the disciplines with which it interacts. DT must establish close and collaborative relationships with left-directed systems of thinking, without sacrificing its integrity. It must search for common thought processes, which have been proven successful within the industry where they primarily reside, but they must be easily understood and applied within right-brain governed systems.

A great example is the QFD system (Quality Function Deployment), one of the closest benchmark systems with both, left & right brain characteristics.

QFD is a methodology that transforms user needs, wants and demands into a deliverable based on design, quality and metrics. QFD puts the emphasis on the customer, therefore adapting instantly to one of the main principles of DT: consumer-centric innovation.

Professor Hugh Claire: “QFD identifies the functions forming quality, and deploys methods for achieving the design quality into subsystems and component parts.”

Once DT value metric systems withstand the scrutiny, they become a permanent and integral part of the DT-strategy toolbox and subsequently subject to DT-Forensics.

What is the difference between Ideation and Brainstorming? Why is one better?

Why is rapid prototyping different from prototyping? Is it faster, quicker, deeper?

Why is a designer better than an anthropologist, or an ethnographer? “Why not get a true expert for consumer centric insight?”

Now that I know that iteration is an important part of the process, why do I need a designer, and where is his expertise in this particular aspect imperative?

“Human Centric Innovation” What exactly does it mean? Just for argument’s sake, did we build products or services for sheep, prior to the arrival of DT? I don’t think so. We built products for consumers, except the profile of the consumer derived from the insight gathered from sales, marketing or other sources, was based on a different philosophy that served a different mindset: “build it and they will come, show them and they will buy.” It was consumer centric alright, but the consumers’ needs, wants and desires, were not at the center of their attention. Things have changed. Consumers dictate…. and the industries must listen to their demands.

Once aware of this simple fact however, every industry can ask itself that question and try to get insight about the consumer’s mind from other specialists. Why exactly would they need a designer? Why not hire an ethnographer or anthropologist directly? DT must address these issues and have a clear and compelling answer.

DT needs to explain these procedures and applications in context to the design profession itself. We must create a clear differentiation from the general meaning of the terms. The terms have to be in tune with the distinct logic and intelligence that is authentic within the design domain. D-Thinkers must show off their bespoke tools, tactics and mechanics in constant reference to their unique assets.

Their use and application are not found, and most of the time, do not mirror, any existing field. They are uniquely guided by the inherent design intelligence. Without putting them distinctly under the jurisdiction and governance of the design domain, everybody can claim them according to “every one’s industry,” leaving DT at the periphery of the business architecture.

The objective of DT Exchange is to show off, develop, and acquire new tools that will become proprietary and unique and could be operated ONLY through DT intelligence.

D-Thinkers operate under constantly changing conditions, and since change is permanently embedded in the logic of the design-mid, D-Thinkers are in an enviable position to be able to tool and re-tool, develop tactics, customize mechanics, and therefore uniquely qualify to master this new profession.

1. Design Thinking is mining and extracting the essence of ALL Design disciplines.

2. DT is using its inherent process of thinking and solving as a CONSCIOUS tool to teach how to innovate.

3. DT induces and elicits cross-pollination of creativities from different disciplines with different objectives.

4. DT interprets and displays data, information and knowledge generated through Integrative Thinking.

5. DT designs platforms that allow for the creation of contextual clarity between left and right brain thinking. The results generate cumulative insights for communal sense making.

6. DT calibrates the level of understanding between participants from similar or opposing disciplines.


7. DT manages the creative capital of multiple disciplines under one governing intelligence.

8. DT develops new tools to support complex communication protocols among stakeholders.

Based on the Manifesto and the Principles of DT, Design Thinkers are interdisciplinary creativity curators. The books that I recommend contain most of the DNA that helped me in the development of  my own personal  growth as a Design Thinker. I welcome any recommendations of books, articles, video or audio that can help expand the library. Thank You.

• Glimmer Warren Berger
• The Design of Business Roger Martin (October 2009 Release)
• Change by Design Tim Brown 
• Business Model Generation Alexander Osterwalder (October 2009 Release)
• Design Driven Innovation Roberto Verganti
• Laws of Simplicity John Maeda
• The Art of Looking Sideways Allen Fletcher
• A Whole New Mind  Daniel Pink
• How Buildings Learn, Steve Brand
• Innovation Workshop Mary Neumeier
• Birth of the Cha-Ordic Age Dee. W. Hock
• Birth of the Cha-Ordic Age Dee w. Hock
• The Ecology of Commerce Paul Hawken
• The Art of Innovation Tom Kelley
• Presentation Zen Garr Reynolds
• Ten Faces of Innovation Thomas Kelly Jonathan Littman
• The Rise of the Creative Class. Richard Florida
• Blue Ocean Strategy Rene Mauborgne & Chan Kim 
• The Game Changer A.G Laffley
• Masssive Change Bruce Mau
• Unleashing the Idea Virus Seth Godin
• On Intelligence.  Jeff Hawkins
• Why we Love or Hate  Donald Norman
• Creativity  Mihaly Csikszentmihalyi 
• The Back of the Napkin Dan Roam
• A Fine Line Hartmut Esslinger
• Blink Malcolm Gladwell
• The Opposable Mind Roger Martin
• Universal Principles of Design  Lidwell, Holden & Butler
• Editing by Design Jan V White
• Ambient Findability Peter Mooreville
• In Pursuit of Elegance  Matthew  May
• Information Anxiety Saul Wurman
• How Customers Think Gerald Zaltman
• Emotional Intelligence Daniel Goleman
• Marketing Aesthetics Bernd Schmitt Alex Simonson
• The Substance of Style Virginia Postrel
• The Circle of Innovation Tom Peters
• Blur Diller and Scofidio
• Proust was a Neuroscientist Jonah Lehrer
• Data Flow Klanten, Burguin, Ehmann ,van Heerden