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Design Thinking to Make Organization Change and Development More Responsive

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Steve Sato, Founder, Sato+Partners; Sam Lucente, Vice President of Design, Hewlett-Packard Company; Douglas Meyer, Manager of Organizational Development, Hewlett-Packard Company; Deborah Mrazek, Design Practice Manager for Corporate Marketing, Hewlett-Packard Company


No matter which OC&D (organizational change and development) approach you use-from John Kotter's ""Leading Change"" methodology to the ""Rapid Results"" technique popularized by Robert Schaffer-the success of the initiative will ultimately depend on how well it can be adapted to the circumstances at hand. Steve Sato, of the Sato+Partners design consultancy, and three colleagues from Hewlett-Packard, found that design thinking acted as a powerful catalyst to add responsiveness and flexibility to OC&D approaches. This article offers details of four OC&D methodologies used in a quartet of Hewlett-Packard initiatives and explains why those particular methodologies were used for those particular projects and how design thinking contributed to the mix. The overall goal was to build HP's capability for ""experience design"" and to position it more strategically in the company, and the authors believe the ""hybrid"" approaches they developed not only worked well, but also outlasted and outperformed other change initiatives that have been tried at Hewlett-Packard.




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Business Design, Case Studies in Design, Design Leadership, Design Thinking, Strategy, Product Development

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