1.
1
Design Thinking and
Transformational
Leadership
- Unzi

2.
Design Thinking
Design thinking is neither art nor
science nor religion. It is the
capacity, ultimately, for integrative
thinking.
– Tim Brown
Design thinking is “a human-
centered approach to innovation
that draws from the designer’s
toolkit to integrate the needs of
people, the possibilities of
technology, and the requirements
for business success.”
– Tim Brown
2

3.
The Sweet Spot for Innovation
Desirability - A
desirable solution,
one that your
customer really needs
Feasibility- A
feasible solution,
building on the
strengths of your
current
operational
capabilities
Viability- A
profitable
solution, with a
sustainable
business model.
The Sweet Spot
for Innovation

4.
An Introduction to Design Thinking
 Design is a process encourages
participants to think outside the
box in the pursuit of creative or
innovative solutions.
 Design Thinking proposes a get-
your-hands-dirty, learning-by-
doing approach.
 Successful businesses are making
billions by recognizing the value of
integrating “design thinking” into
their process.
 Design thinking shifts the focus
from a business-centric
engineering solution, to a
customer-centric solution.
4

5.
Steps in Design Thinking
5
Empathize-To create meaningful innovations, you need
to know your users and care about their lives
Define- Framing the right problem is the only way to
create the right solution.
Ideate- It’s not about coming up with the ‘right’ idea, it’s
about generating the broadest range of possibilities.
Prototype- Build to think and test to learn.
Test- Testing is an opportunity to learn about your
solution and your user.

6.
Design Is A Process...

7.
IDEO

8.
Design Vs Design Thinking

9.
10 Principles of Design Thinking
10

10.
Design Value Index

11.
Companies that Innovate
Supply Chain and Inventory Management, food spectrometry to identify
composition- Target Supermarket
Social Good , Food and Design – Starbucks
12

12.
Design Thinking
Non-Denominational
• not the sole domain of the designer or design manager
• Practiced throughout the organization
Means to Align
• Internal culture aligns with the external brand offer, the enterprise is optimized for
creativity, agility and efficacy.
Means to Deliver Creativity
• Customer-centric language to discuss the opportunities available to the
organization
Experiential
• creates solutions from a user-need perspective rather than through the
conventional approach of defining a potential market, and force-fitting solutions.
Predictive Mechanism
• fundamental ‘starting point’ of design thinking, the process itself can be a ‘hedge’
against the interruptive nature of technology and cultural shifts
• start-ups like Airbnb

13.
Transformational Leadership
“For the past decade, research has
supported the idea that, on average,
transformational leadership is far more
effective than transactional leadership in
generating the higher levels of extra effort,
commitment, performance, and satisfaction
of those led.”
Bruce J. Avolio, 1999
15

14.
Two Types of “Leadership”
16
BASIS FOR COMPARISON TRANSACTIONAL LEADERSHIP
TRANSFORMATIONAL
LEADERSHIP
Concept Leader lays emphasis on his relation
with followers.
Leader lays emphasis on the values,
ideals, morals and needs of the
followers.
Nature Reactive Proactive
Leader’s Source of power Rank, Position Character, Competence
Works for Developing the existing organizational
culture.
Changing the existing organizational
culture.
Style Bureaucratic Charismatic
How many leaders are there in a
group?
Only one More than One
Focused on Planning Evaluation and Execution Innovation and Development
Motivational tool Attracting followers by putting their
own self interest in the first place.
Stimulating followers by setting group
interest as a priority.
Supervision Important Less important
Follower reaction Compliance Commitment
Leader’s source of power Rank , position Character, Competence

15.
The 4 Elements of Transformational Leaders
Idealized Influence
• The first element is to Be a Positive
Role Model.
• The leader serves as a positive role
model for followers (“I want to be like my
leader”).
• The leader is admired because she or
he “walks the talk”
Inspirational Motivation
• The second element is that
Transformational leaders have the ability
to inspire and motivate followers.
• Combine this with Idealized Influence,
and this is the source of the
transformational leader's charisma.
17

16.
The 4 Elements of Transformational Leaders
Individualized Consideration
• Transformational leaders demonstrate
genuine concern for the needs and
feelings of followers.
• This personal attention to each follower
is a key element in bringing out their
very best efforts, and in developing the
follower’s leadership potential.
Intellectual Stimulation
• The final element is the leader’s ability to
challenge followers to be innovative and
creative.
• A common misunderstanding is that
transformational leaders are "soft," but
the truth is that they constantly challenge
followers to higher levels of performance.
18

17.
Design Thinking Inventions
19

18.
Design Thinking Inventions
20

19.
Design Thinking Inventions
21

20.
Design Thinking Inventions
22

21.
Design Thinking Inventions
23

22.
24
Thank you