Thinking outside the box to develop business management models that can address complex situations requiring creative solutions.
This is 'design thinking ,' a concept developed in the 1980s by a Stanford University professor and first applied in the 2000s, quickly expanding to Europe . The method encourages the participation of all members of the company's organizational structure in innovation and provides the tools to verify the applicability of the solutions developed.
This model has a “visual” approach to complexity very similar to that of designers in developing their projects, in order to identify rapid solutions to specific problems through innovative tools with simple and effective language .
Specifically, solutions developed using the Design Thinking model must meet three criteria for implementation: acceptance by stakeholders (from collaborators to clients), the solution's feasibility (technical and organizational), and profitability (economic sustainability). At the heart of design thinking is the client, who becomes an integral part of the solution development process, focused on their needs.
Design thinking has also influenced information technology, and there are many similarities, for example, with model-driven designed to meet customer needs. These are software programs created to be as close as possible to concepts rather than algorithms.
This is how, for example, Business Process Management applications are created with the Jamio openwork platform , designed to boost productivity by maximizing compatibility between systems, simplifying the work process design process, and promoting communication and teamwork within the system.
At the heart of design thinking and model-driven thinking, in short, is the customer and their needs. It is thanks to this approach that a BPM platform can support a company's digital transformation and conceptually build the entire organization's processes.
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