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Design thinking, while much less understood than scientific thinking, has characteristics of great value to teams dealing with complex, ill-formed problems. There are two main types of design thinkers, says the author: 'finders' and 'makers'. Finders exercise their creativity through discovery and are driven to find explanations for phenomena not well understood. In professional life, they usually become scientists or scholars and are responsible for much of our progress in understanding ourselves and our surroundings. Makers are equally creative, but they demonstrate their creativity through invention. Makers are driven to synthesize what they know in new constructions, arrangements, patterns, compositions and concepts that bring tangible, fresh expressions of what can be. The author describes ten characteristics of design thinking and shows how together, the characteristics of design and science thinking form a set of complementary thought processes that add considerable strength to an organization.

The author describes the 'three gears of design' as practiced by the DesignWorks Lab, an initiative of the Rotman School of Management at the University of Toronto. She explains how the three gears -- user understanding, concept visualization and strategic business design - can lead to broader integration of the needs of all stakeholders into the final solution, as well as greater clarity and alignment regarding an organization's vision.

In 1830, Governor Levi Lincoln, Jr. urged the Massachusetts state legislature to introduce a limited liability regime for manufacturing corporations similar to that adopted in neighboring states. At least since 1809, shareholders in the state's manufacturing corporations had faced unlimited liability, which held shareholders personally liable for corporate debts. While unlimited liability was meant to ensure financial prudence, Lincoln and others worried that this policy was doing more harm than good and driving capital from the state. With the governor pushing for action, it was up to the state legislature to decide how to proceed.

Important transformation at Goldman Sachs, where one of the authors was Chairman, required analysis, political leadership, and management in order to fundamentally shift the strategy, people, and culture on a sustainable basis. After describing the actions needed to move a reluctant Goldman Sachs into junk bonds, private equity, and toward a genuinely global presence, broader lessons are drawn about the tools and tactics for transforming organizations.

n December 2006, eBay, Inc, a US company that offers e-commerce, e-payments and internet communication services globally, announced its plan to form a joint venture with China-based online portal and wireless operator, TOM Online, that would give each company 49% and 51% ownership, respectively. This was eBay's third strategic move in China, following its acquisition of a 33% stake in domestic counterpart EachNet in 2002 that marked its entry into the market, and a full acquisition in 2003. Despite the initial good results, eBay had been losing market share to local rival and Alibaba's fully-owned subsidiary-TaoBao. By 2006, eBay had seen its market share drop from a high of 85% to a staggering 29%, while TaoBao's continued to increase, reaching 60%. The joint venture was therefore an attempt by eBay to save its failing Chinese operations. The move also reflected the increasing difficulties foreign internet companies were facing in China because of fierce competition and a changing market environment. eBay believed that it would benefit from TOM Online's local knowledge and political connections. However, some analysts questioned whether political connections alone were the answer and suggested that eBay focus on its product and service offerings instead. How could eBay leverage the joint venture to its success in China? What alternatives did eBay have for enhancing its strategic position in the Chinese market?

Founded in 1988 and chaired by Lawrence Fung, the Hong Kong Economic Times Group ("HKET Group") started off as a publisher of Hong Kong Economics Times (HKET)-the first Chinese-language financial newspaper in Hong Kong. Launched when the city's economy was booming, the newspaper set out to be the Chinese-language equivalent of the Financial Times and to become one of the pre-eminent financial and business information and service providers in Greater China. Widely recognized for its quality content and leading market status, Hong Kong Economic Times has evolved closely with the economic and business environment of the city, catering to the changing needs of the local business community, such as the addition of a property section during the rise of the property market in the early 1990s and an IT section during the dotcom bubble in the mid- to late 1990s. In the face of new challenges to traditional newspaper industry like the proliferation of the Internet, the HKET Group responds by focusing on two fundamental driving forces that have become the pillars to its success: diversification and differentiation. With a vision to becoming a diversified media group, HKET has branched out to book publishing, multimedia services, electronic information services, recruitment advertising and training. Set in 2006, this case addresses the changes faced by the print newspaper industry and HKET's market positioning amid such changes. The case explores the role of creativity, especially in the context of Blue Ocean Strategy. It can also be used to teach differentiation strategy and entrepreneurship. All of these concepts can be discussed within the context of a corporate culture that creates a healthy environment for business growth.

In 1908 Henry Ford revolutionized the car industry by drastically cutting production costs using assembly lines. A century later, on the other side of the world, an unknown Chinese car manufacturer, Chery, was partaking in an ostensibly similar revolution: producing inexpensive cars, priced around US$5,000, for the masses of the Chinese middle class. To achieve its objective, Chery originally adopted a cost strategy based on imitation. In December 2004 GM Daewoo filed suit against Chery for design piracy. The success of the QQ model and the possibility of greater future success nonetheless led Chery's management to dream of evolving Chery into a more mature auto-maker. In December 2006, two years after GM launched its lawsuit, Chery was the top candidate on Chrysler's list to produce a small car for sale in the United States. The question remained whether Chery could transform itself from a local manufacturer to a truly global player in the crowded and largely unprofitable car industry

On the night of November 28, 2006, Reverend Jeffrey Brown, a Baptist minister and co-founder of the Ten Point Coalition in Boston, Massachusetts, received bad news: 20-year-old Jahmol Norfleet, a leader in one of Boston's warring gangs, had been shot and killed near his home. Norfleet's death did not simply represent one more grim statistic in a year marred by gang violence in Boston: it threatened to undo a fragile truce between two gangs that had been locked in a deadly feud for years. Brown, along with a handful of police and other officials, had been instrumental in coaxing gang members, Norfleet among them, to the table and forging peace between the rival groups. Less than a decade earlier, the so-called "Boston miracle"-a dramatic decline in homicides, especially among the city's youth-was singled out by President Clinton as a model for the rest of the nation. Among the heroes of that miracle were Brown and his fellow co-founders of the Ten Point Coalition, a group of African American clergymen. In addition to walking the most dangerous streets in the city in an effort to reach out to gang members, Brown and other Coalition members had also become participants in a citywide initiative-Operation Ceasefire, a "partnership" of the Boston police, probation officers, court officials, youth workers, prosecutors, academics, and others-which was widely credited with the steep in gang-related killings. The success had brought national and international acclaim, but ultimately led to a fracturing of both the Coalition and the Operation Ceasefire alliance. Now, faced with a resurgence in gang shootings, Brown, along with others who had participated in Operation Ceasefire, sought not only to revive the strategies that had proved so successful in the past, but also to find new ways to halt the cycle of retaliatory killings that had brought Boston's homicide rate to a ten-year high. HKS Case Number 1887.0

Over the 1980s and 1990s, America's changing health care payer environment resulted in mergers of numerous community hospitals into hospital systems. Based in Appleton, Wisconsin, ThedaCare stood out among community hospital systems in its pursuit of service rationalization, clinical quality improvement, and value-based delivery. Driven by determined leadership, ThedaCare began site-based service line rationalization and introduced innovative care delivery models. ThedaCare is a metaphor for the challenges of transforming American community hospital systems. Can be used to teach: the evolution of structure, organization, and strategy of U.S.-based community hospital systems; integrated practice units and care cycles; management of health care quality improvement processes; challenges in diffusion of care delivery innovation; and cost transparency and quality measurement.

China's rapid economic development since the late 1990s makes it one of the most appealing places for international investors. Te Chinese beer industry has tempted nearly every big multinational brewery looking to boost sales away from the relatively saturated markets in the developed countries. At such a contextual time, Anheuser-Busch and SABMiller, the world's top two breweries, involved in a fierce acquisition war for the Chinese fourth-largest brewery and the dominant brewery in the North-eastern region, Harbin Brewery. At the same time the China's largest brewer, Tsingtao, is reorganizing its business after several years of growth through acquisition. How can the company optimize its portfolio of brands and consolidate without loosing ground in the rapidly growing Chinese beer market?

Minoru Mori is the CEO of Mori Building, which has built Roppongi Hills, an ambitious large-scale, mixed-use development in Tokyo, Japan that includes high-end retail, restaurants, hotel, office, library, and art museum. A destination site for tourists and local people, the performance of the development was strong, with the exception of the art museum, which posted losses. Also, the branding efforts by Mori was at odds with other tenants and he needed to manage "the town". Last, another competing development was in the works just blocks away and Mori needed to determine how to address this new competitor.

Companies looking to launch a two-sided platform--between, for example, credit card users and merchants or search engine users and advertisers--must overcome the reluctance of one side to sign on until it's confident the other side will be well populated. It's a common business quandary, but Google and Charles Schwab both found a way around it.

Executives can delineate their corporate strategy with three simple circles: one for what customers value, one for how customers perceive the company's offerings, and one for how customers perceive competitors' offerings. The overlap (or lack thereof) will provide valuable insights.

After three straight years of decline, movie theaters in the US may have recently ended a period of crisis with an increase in annual admissions (+3%) in 2006. This articles argues, however, that major problems are not over for the industry. Most movie theaters in the multiplex era have adopted a remarkable similar strategy, one which is also very vulnerable to recent trends such as the explosion of home cinema, pay TV, video-on-demand (VOD), discounting by Mass merchandisers of DVDs, computer games, and the collapse of video windows. Just as technological convergence has created a challenge for movie theaters, as it has in the past, so too can new technologies and creative use of assets (combined with multiple target marketing) offer a counter measure for at least some movie theaters; at least so many multiplexes offer the same format as their competitors, appear to adopt a narrow definition of what business they are in, and manifest a 'one-size-should-fit-all' approach to customers, The industry has employed differentiation and niche marketing much less than other industries. As the extensive variety of necessary strategies cannot comprehensively be explored herein, this article focuses on two new technologies from the IMAX corporation, DMX and MPX, as an example of how a theater operator might counter audience declines.

A brand strategy can be critical to the success of an innovation, particularly in the long term. There are times when a firm literally needs to brand an innovation or lose it. Without a successful branding strategy, an innovation can be short-lived--diffusing into a confused marketplace with its impact dissipated--or become another forgotten internal initiative. In such cases, branding can make all the difference. Branding, it should be emphasized, does not mean simply putting a name and logo on an innovation. Rather, it means making the brand an integral part of a coherent strategy, supported by actively managed and adequately funded brand-building programs. However, not all innovations merit such a program and over-branding can pose business risks.

The increasing adoption of more open approaches to innovation fits uneasily with current theories of business strategy. Traditional business strategy has guided firms to develop defensible positions against the forces of competition and power in the value chain, implying the importance of constructing barriers rather than promoting value creation through openness. Recently, however, firms and even whole industries, such as the software industry, are experimenting with novel business models based on harnessing collective creativity through open innovation. The apparent success of some of these experiments challenges prevailing views of strategy. At the same time, many of these experimenters now are grappling with issues related to value capture and sustainability of their business models, as well as issues of corporate influence and the potential co-option of open initiatives. These issues bring us back to traditional business strategy, which can offer important insights. To make strategic sense of innovation communities, ecosystems, networks, and their implications for competitive advantage, a new approach to strategy--open strategy--is needed. Open strategy balances the tenets of traditional business strategy with the promise of open innovation.

The belief that there is a positive link between quality and innovation is widely shared among quality professionals. Yet the experience of Japanese manufacturing firms, who are well known for their high standards of quality performance, casts doubt upon this relationship. In fact, the inability of some Japanese high-technology firms to introduce radical and disruptive new technologies is in part due to the emphasis they have placed on product quality. By delaying the introduction of new technologies until their quality could be assured, they lost out to American firms who were willing to introduce new products and service features that met the needs of consumers, even though they were not free from deficiencies, such as Apple's iPod. Uses three major case studies from the Japanese high-tech sector to analyze what kinds of innovation might be undermined by a focus on quality and explores its managerial implications.

The innovation process occurs in two ways--the Corporate Model and the Entrepreneurship Model. Corporations have many competitive advantages that they can use to succeed against startups. In a one-on-one competition, the startup usually has less capital, fewer scientists and engineers, less legitimacy or brand presence, fewer strategic alliances, evolving organizational structures, and incomplete or even non-existent business processes. Young firms have the liabilities of newness and smallness, so they fail at higher rates than do their larger and older competitors. However, the structural and managerial advantages associated with established companies also disadvantage them. Innovation requires two important underlying conditions. First, resources must be mobile. Second, incentives must be aligned so that those who provide these resources, especially financial resources, succeed along with innovators who are engaged in risky activities that generally require extraordinary levels of effort. When resources are immobile, and incentives are misaligned, the innovation process in established firms slows. Under these circumstances, entrepreneurs can start companies, develop the capabilities of those companies, and bring new products to market relatively quickly.

As firms strive to lead through innovation, they face the twin challenges of how to unify seemingly contradictory perspectives. The first is the desire to bring genuinely new products to market and follow a "market-driven" approach to product development, which often tends to be conservative in nature. The second is avoiding the "innovator's dilemma," or becoming the prisoner of a once-but-no-longer successful technology due to the emergence of an apparently "disruptive" newer technology. Presents a framework for helping organizations simultaneously deal with these two issues, which are rooted in the understanding that while firms may produce a set of (technical) features, consumers purchase benefits. However, since most benefits are generic in nature, the core "technologies" on which innovations are based--what we describe as meta-technologies--are also generic in nature. By focusing their efforts on meta-technologies, firms can be innovative while remaining sensitive to customer needs and simultaneously be market-driven and "market-driving." This perspective offers a potential solution to the "innovator's dilemma," since at the benefit level technologies are rarely disruptive, but rather "continuous" and evolutionary. Firms that seeks to develop successful and sustainable strategies for innovation must identify these generic, or "meta-technologies," and then design and deliver new products that are based on them.

New product innovation is a strategic business activity that involves significant financial resources and managerial attention. Most new product launches fail because existing methods are unable to forecast their commercial success accurately. Describes a market-based method to address this gap. This method capitalizes on the power of the "wisdom of crowds" by allowing people to interact in organized markets governed by well defined rules. These markets motivate people to share information freely through a price discovery process. Prediction markets seek information aggregation from a large group of diverse individuals by encouraging active participation. Demonstrates the power of the markets with real application examples from a wide variety of industries.