"It's not just what it looks like and feels like. Design is how it works."
—Steve Jobs
There’s a new race in business to embrace “design thinking.” Yet for all the attention, most executives have no clue what to make of the recent buzz around design. It’s rarely the subject of business retreats. It’s not a metric that’s easily measurable. To many, design is simply a crap shoot.
Drawing on hundreds of hours of interviews with executives such as Virgin Atlantic Chairman Richard Branson and Nike CEO Mark Parker, business journalist Jay Greene illuminates in a series of fascinating case studies of design-oriented companies—from OXO to Clif Bar to LEGO—that design isn’t merely about style and form. Those are important. But the heart of design is rethinking the way products and services work for customers in real life.
—Steve Jobs
There’s a new race in business to embrace “design thinking.” Yet for all the attention, most executives have no clue what to make of the recent buzz around design. It’s rarely the subject of business retreats. It’s not a metric that’s easily measurable. To many, design is simply a crap shoot.
Drawing on hundreds of hours of interviews with executives such as Virgin Atlantic Chairman Richard Branson and Nike CEO Mark Parker, business journalist Jay Greene illuminates in a series of fascinating case studies of design-oriented companies—from OXO to Clif Bar to LEGO—that design isn’t merely about style and form. Those are important. But the heart of design is rethinking the way products and services work for customers in real life.
