My talk from the IRDG Design Thinking Conference 2018: These days design thinking is in high demand with top leadership. But often it’s just the outcomes — the innovation — management wants, less so the organizational change that comes attached with a comprehensive methodology and mindset. Why? The former is ‘sexy’ and brings money, the latter is annoying and might need investment at the outset. So, for many innovators and intrapreneurs the question is: how can we establish a design thinking practice sustainably, even with just ‘lip-service leadership support’? Jan’s talk will look into that topic by showcasing a range of inspiring examples of deliberate and subversive (culture hack) innovation capability building.

1. Culture Hacking —
Subversive And Intentional Innovation
Capability Building For DesignThinking
Jan Schmiedgen (Hasso-Plattner-Institute, Potsdam // co:dify Group, Berlin),
IRGD DesignThinking Conference 2018, Dublin

2. WITHOUT A WHOLE?
P
A
R
T
S
The Current State of Design Thinking
Practice in Organizations
Jan Schmiedgen
Holger Rhinow
Eva Köppen
Christoph Meinel
study report
Hasso-plattner-Institute,university of potsdam, March 2015
_ simplifying innovation

3. WITHOUT A WHOLE?
P
A
R
T
S
The Current State of Design Thinking
Practice in Organizations
Jan Schmiedgen
Holger Rhinow
Eva Köppen
Christoph Meinel
study report
Hasso-plattner-Institute,university of potsdam, March 2015
_ simplifying innovation
Anecdotes & Practical
Experiences with
change in the Industry

4. WITHOUT A WHOLE?
P
A
R
T
S
The Current State of Design Thinking
Practice in Organizations
Jan Schmiedgen
Holger Rhinow
Eva Köppen
Christoph Meinel
study report
Hasso-plattner-Institute,university of potsdam, March 2015
_ simplifying innovation
Anecdotes & Practical
Experiences with
change in the Industry
Insights from
research and
Teaching

5. Hasty measures
3
Use
Design
Thinking
An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization.
Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62
“We need Design Thinking, Too.
Get trained in this Workshop.
then Be innovative!”

6. 4
Innovation
Capabilities
Mindset
An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization.
Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62
Innovators’ gauntlet running — a vicious cycle
i386
STOP
STOP

7. 4
Innovation
Capabilities
Mindset
An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization.
Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62
Innovators’ gauntlet running — a vicious cycle
STOP
STOP

8. The clever way — a virtuos cycle
5
Building
Innovation
Capabilities
Using
Design
Thinking
Changing
Mindset
Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018
Start
everywhere
simultaneously

9. The clever way — a virtuos cycle
5
Building
Innovation
Capabilities
Using
Design
Thinking
Changing
Mindset
Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018
Start
everywhere
simultaneously
“Becoming design mature is
not how designers are
organised, it’s about how
the non-designers think.”

10. The clever way — a virtuos cycle
5
Building
Innovation
Capabilities
Using
Design
Thinking
Changing
Mindset
Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018
Start
everywhere
simultaneously
LEADERSHIP
COMMUNICATIONS
PROGRAM
EXTENSIVELEADERSHIPTRAININGS
“Becoming design mature is
not how designers are
organised, it’s about how
the non-designers think.”

11. band 6
Assoc. Designer
band 7
Designer
band 8
Advisory Designer
band 9
Senior Designer
Senior Design Manager
band D
Distinguished Designer
Design Executive
band 10
Design Principal
Design Practice Manager
Design Research!
User Experience Design!
Visual Design!
Front-End Development
Design DisciplineDesign Disciplines
IBM Fellow Vice President
Design Career Ladder
IBM Studios :: © 2016 IBM Corporation
© 2017 IBM CORPOR
ATION
The clever way — a virtuos cycle
5
Building
Innovation
Capabilities
Using
Design
Thinking
Changing
Mindset
Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018
Start
everywhere
simultaneously
IBM Studios :: © 2016 IBM Corporation
Hamburg
Cambridge
San Francisco
Austin
Mexico City
Atlanta
Chicago
Toronto
New York
São Paulo
Johannesburg
Dubai
Tokyo
Bangalore
Groningen
Melbourne
Paris
London
Dublin
Böblingen
Raleigh
Hursley Prague
Warsaw
Shanghai
Ottawa
SingaporeBogotá
28 Studios
20 Countries
6 Continents
IBM Studios
LEADERSHIP
COMMUNICATIONS
PROGRAM
EXTENSIVELEADERSHIPTRAININGS
“Becoming design mature is
not how designers are
organised, it’s about how
the non-designers think.”

12. IBM Design :: IBM Confidential :: ©2013 IBM Corporation
Signature and Hallmark Programs: scaling design through real projects
22
Signature Projects
Select, strategic projects supported by IBM Design experts and investments
Exceptional design outcomes and IBM Design Thinking showcase
Hallmark Projects
Open to all product teams that adopt IBM Design Thinking
"DIY-ready" program with community of practice, education and tooling
MobileBig Data &
Analytics
Social Business
Cloud Commerce &
Marketing
Security
Expert
Integrated
Systems
WatsonSmarter
Cities
WebSphere
IBM Design :: ©2015 IBM Corporation
IBM VerseIBM Bluemix
Our products are developed using these IBM P
IBM Design :: ©2015 IBM Corporation
DashDB Wats
JournJourney Analytics xForce Exchange API Management
67IBM Design :: ©2015 IBM Corporation
IBM VerseIBM Bluemix
Our products are developed using these IBM Practices
IBM Design :: ©2015 IBM Corporation
DashDB Watson Analytics
Journey DesignerJourney Analytics xForce Exchange API Management
…IBM Design :: IBM Confidential :: ©2013 IBM Corporation
The Six Experiences
Discover,
Try
& Buy
Getting
Started
Support
Productive
Use
Leverage &
Extend
(API)
Manage
& Upgrade
IBM Design :: ©2014 IBM Corporation
band 6
Assoc. Designer
band 7
Designer
band 8
Advisory Designer
band 9
Senior Designer
Senior Design Manager
band D
Distinguished Designer
Design Executive
band 10
Design Principal
Design Practice Manager
Design Research!
User Experience Design!
Visual Design!
Front-End Development
Design DisciplineDesign Disciplines
IBM Fellow Vice President
Design Career Ladder
IBM Studios :: © 2016 IBM Corporation
© 2017 IBM CORPOR
ATION
The clever way — a virtuos cycle
5
Building
Innovation
Capabilities
Using
Design
Thinking
Changing
Mindset
Phil Gilbert, General Manager Design, IBM /// Image Sources: © IBM 2016-2018
Start
everywhere
simultaneously
IBM Studios :: © 2016 IBM Corporation
Hamburg
Cambridge
San Francisco
Austin
Mexico City
Atlanta
Chicago
Toronto
New York
São Paulo
Johannesburg
Dubai
Tokyo
Bangalore
Groningen
Melbourne
Paris
London
Dublin
Böblingen
Raleigh
Hursley Prague
Warsaw
Shanghai
Ottawa
SingaporeBogotá
28 Studios
20 Countries
6 Continents
IBM Studios
LEADERSHIP
COMMUNICATIONS
PROGRAM
EXTENSIVELEADERSHIPTRAININGS
“Becoming design mature is
not how designers are
organised, it’s about how
the non-designers think.”

13. Innovation capability building? A ‘hen-egg challenge’!
6
Building
Innovation
Capabilities
Using
Design
Thinking
Changing
Mindset
An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization.
Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62
Start
everywhere
simultaneously

14. Innovation capability building? A ‘hen-egg challenge’!
6
Building
Innovation
Capabilities
Using
Design
Thinking
Changing
Mindset
An illustration of the interplay between innovation capabilities (IC) and the use of DT, in relation to building innovation capabilities in an organization.
Carlgren, L. (2013). Design thinking as an enabler of innovation: Exploring the concept and its relation to building innovation capabilities (Doctoral thesis). Chalmers University of Technology, p. 62
Start
everywhere
simultaneously

15. Five Examples
of ‘Bottom-Up Hacks’
!7

16. 8Simulated scene — real story /// Source: https://hackthe.org/hack/pot-sight/
(Hackers: Anonymous Senior Business Anthropologist, Semiconductor Manufacturing Company)

17. Pot-sight
8Simulated scene — real story /// Source: https://hackthe.org/hack/pot-sight/
(Hackers: Anonymous Senior Business Anthropologist, Semiconductor Manufacturing Company)

18. 9Illustrated scene — real story /// Source: https://hackthe.org/hack/smoke-grenade/
(Hacker: Anonymous HCD Innovation Facilitator, Anonymous Innovation Consultancy)
Smoke Grenade
Distracting the troublemaker
makes the team work well

19. 10Illustrated scene — real story /// Source: HPI Professional Track, Connect & Do Day 2016 (https://hackthe.org/hack/my-space-is-your-space/)
(Hacker: Dirk Weimann, Head of Product Strategy, Market- and Trend Research, VW)
My Space is Your Space
Manager serves as a role model and clears
his own office for his teams’ innovation work

20. 11
‘Fake’ Press Release — The Ghost of Christmas Future
Cheeky innovation team shakes up its sluggish management
Illustrated scene — real story /// Source: https://hackthe.org/hack/fake-press-release-i/
(Hackers: Anonymous Innovation 'Department' Team, Anonymous Organization:)

21. 12
Institutionalised Awkwardness
Can't get rid of ties? Just add shoes ...
Source: https://hackthe.org/
(Hacker: Mauro Rego, Service Designer (Ex-SAP))

22. 13
(Culture) Hack (/kʌltʃə hak/)
Culture hackers sense cracks within a
cultural system » infiltrate it; change its
coding via a minimum, artful intervention.
They tell a different truth + show an ‘alternative way’
= question the system and lay bare the contingency
and fragility of its pretension to power.
It’s not just about compromising an adversary,
resistance, or critic — it’s all about creating
a necessary (process/management) innovation.
They improve the system.
Culture hackers use hacker ethics

23. Having seen that:
Who sees
himself as a
‘culture hacker’?
!14

24. !15
Now, get going …
@Jan_Schmiedgen

25. !16
Further information
Curated collection of design thinking resources bit.ly/dtresources
Design thinking adoption study “Parts Without a Whole” bit.ly/HPI-DT-study
New industry case studies on a regular base thisisdesignthinking.net/newsletter/
MORE ON DESIGN THINKING @ Hasso Plattner Institute
MORE ON CULTURE HACKING @ co:dify Group
Some open example hacks (buggy beta) go.codify.in/openhacks
A little call to action in the Service Gazette go.codify.in/hackplea

26. !17
Picture credits (in order of appearance)
Pointy headed boss by kdinuraj, on Flickr
(https://www.flickr.com/photos/kdinuraj/4106030525), modified
Edwards Deming, Photo courtesy of The W. Edwards Deming Institute®, https://
deming.org/deming/photo-gallery, modified
Asa Mathat / Fortune Live Media (https://commons.wikimedia.org/wiki/
File:Ginni_Rometty_at_the_Fortune_MPW_Summit_in_2011.jpg),
„Ginni Rometty at the Fortune MPW Summit in 2011“, Picture Detail,
https://creativecommons.org/licenses/by/2.0/de/legalcode
Hasso Plattner, SAP (Photo: SAP), Sam Yen, SAP (Photo: LinkedIn),
Phil Gilbert, IBM (Photo: IBM)
IBM Design Thinking Capability Building Measures, Design at Scale, Adam Cutler,
https://de.slideshare.net/RosenfeldMedia/design-at-scale-adam-cutler-at-
enterprise-ux-2016
Intuit Design Thinking Capability Building Measures, Intuit
Book Tip — Organisation Design: Stanford, N., & Economist, T. (2015).
Guide to Organisation Design: Creating high-performing and adaptable
enterprises (2 edition.). New York: The Economist. (https://amzn.to/2kge354)
IBM: Doug Powell, Adam Cutler (Photo: LinkedIn),
Bosch: Uwe Raschke (Photo: Bosch), Intuit 2017: Brad D. Smith,
Scott Cook, Kaaren Hanson, Wendy Castleman (Photos: Intuit/LinkedIn)
: ’Guy Kawasaki at Wikimania 2015 - 2' by VGrigas (WMF) (Own work) [CC BY-SA
3.0 (https://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons;
‘Gunter Dueck - republica2’ by Re: Publica (Flickr: Gunter Dueck) [CC BY 2.0
(http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons
Dirk Weimann, Head of Product Strategy,
Market- and Trend Research, VW (Photo: LinkedIn)
The Conmunity - Pop Culture Geek from Los Angeles, CA, USA (https://
commons.wikimedia.org/wiki/File:Long_Beach_Comic_&_Horror_Con_2011_-
_Dilbert_(6301706992).jpg), „Long Beach Comic & Horror Con 2011 - Dilbert
(6301706992)“, picture section, https://creativecommons.org/licenses/by/2.0/
legalcode
IPV4 as a Service Prototype, Fredrik Garneij, Senior Specialist,
PDU Packet Core, Systems & Technology, Ex-Ericsson
Funny Shoes, Mauro Rego, Service Designer
Robert Müller (https://commons.wikimedia.org/wiki/
File:Der_König_überall2.JPG), „Der König überall2“, colored,
https://creativecommons.org/publicdomain/zero/1.0/legalcode
Get to Yes Request, Steve Blank, (c) Sprocket 2015
https://steveblank.com/2015/03/17/getting-to-yes-for-corporate-innovation/
Sources of other images, illustrations and icons:
Depositphotos, Wikimedia Commons Public Domain,
FontAwesome (Pro), Illustrations: Jan Schmiedgen