See all cases Case 09 of 14
Design thinking as an algorithm
A more innovative product organization with improved revenue performance and more efficient operations. The company went from buying IP to developing it themselves.
The shape of this work 
Vehicle — the practitioner
Vehicle — collaborators
Interface — what was delivered The engagement
Business risk
Absence of a repeatable, well-defined process created friction and inconsistent outcomes across product development, design delivery, and cross-functional working sessions.
Intervention
Implemented a simple 5-step design-thinking process applied consistently across every operating cadence — daily, weekly, phase, and project level.
Business outcome
A more innovative product organization with improved revenue performance and more efficient operations. The company went from buying IP to developing it themselves.
Engagements and outcomes, anonymized. Details on request.