Thinking outside the box to come up with business management models that know how to deal with complex situations that can be solved through creative flair.
This is 'design thinking,' a concept first developed in the 1980s by a Stanford University professor and first applied in the 2000s, soon to expand and arrive in Europe. The method stimulates the participation of all components of the corporate organizational chart in innovation and provides the tools to test the applicability of the solutions devised.
This model takes a "visual" approach to complexity much like designers do in developing their designs to find quick solutions to specific problems through innovative tools with simple and effective language.
In particular, there are three criteria that must be met by solutions implemented using the Design Thinking model in order for them to be introduced: acceptance by the people involved (from employees to the customer), feasibility of the solution (technical and organizational) and profitability (economic sustainability) of the solution. At the center of 'design thinking' is the customer, who becomes an integral part of the solution development process, focused on his or her needs.
'Design thinking' has also influenced information technology, and there are many similarities, for example, with 'model driven' technologies designed to meet customer needs. These are software created to be as close as possible to concepts instead of algorithms.
This is how Business Process Management applications are made, for example, with the Jamio openwork platform, designed to support productivity by maximizing compatibility between systems, simplifying the work process design process, and promoting communication and teamwork on the system.
At the basis of 'design thinking' and 'model driven,' in short, is the customer with its needs. It is through this approach that a BPM platform can go along with a company's digital transformation and build 'by concepts' the processes of the entire organization.
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