书名：Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation设计改变一切：设计思维如何变革组织和激发创新
作者：Tim Brown
出版社名称：HarperBusiness
出版时间：2019
语种：英文
ISBN：9780062856623
商品尺寸：15.2 x 2.6 x 22.9 cm
包装：精装
页数：304（以实物为准）
★享誉国际的创新设计公司IDEO总裁蒂姆·布朗力作，带领我们认识“设计思考”。

设计思考远远超乎我们以往所认知的美学与风格课题。它其实更代表一种对实验的开放精神，对说故事的热爱，对异质性成员编组合作的需求，以及用手思考，强调模型实作的直觉——它是用简洁纯熟的技巧去建造、制作和沟通复杂构想的整套有体系的做事方法。跟随这本Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation《设计改变一切：设计思维如何变革组织和激发创新》，你会发现，设计思考不仅改变你我的生活，更可以改造组织、激发创新。

精彩书评：
“蒂姆用IDEO在众多行业中的成功实践向读者展示了：创新，首先要做的就是以设计思维来创造性地改变创新的过程和方法。”——李开复创新工场董事长兼首席执行官

“读这本书就像是老虎伍兹的教练在指点你如何打高尔夫球。IDEO公司获得的创新设计奖，比世界上任何公司获得的都多。如果你想要在工作中或生活中更具创新性，那就跟着教练来学习吧！”——奇普·希思斯坦福大学商学院教授，畅销书《粘住》作者之一

“这是一本有关设计思维的著作，作者用他的聪慧、经验和一个个引人入胜的故事，为读者创造了一次愉悦的阅读之旅。在书中，作者以一种全新的方式，捕捉到了一切设计工作所需的情绪、思路和方法，无论对于产品设计、体验设计还是经营策略选择，都极具启发意义。”——罗伯特·萨顿世界的创新管理大师，畅销书《论浑人》作者

“设计思维是一种看待世界的方式，如今，多数公司的结构和运作方式，都和设计思维背道而驰。当这些公司觉得需要向外寻求‘创新’时，他们真正需要的，其实是改变内部的思维方式。”——艾维·罗斯Gap公司营销执行副总裁

The subject of “design thinking” is the rage at business schools, throughout corporations, and increasingly in the popular press—due in large part to the work of IDEO, a leading design firm, and its celebrated CEO, Tim Brown, who uses this book to show how the techniques and strategies of design belong at every level of business.
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.
Change by Design explains design thinking, the collaborative process by which the designer’s sensibilities and methods are employed to match people’s needs, not only with what is technically feasible, but what is viable to the bottom line. Design thinking converts need into demand. It’s a human-centered approach to problem solving that helps people and organizations become more innovative and more creative.

Review
“Brown writes with a winning combination of thoughtfulness, pragmatism and enthusiasm... He avoids the trap of presenting design thinking as a panacea. Mr. Brown charts its failures as well as successes…”(New York Times)

“It’s like getting golf tips from Tiger Wood’s coach. Tim Brown’s firm IDEO has won more medals for innovative design than anyone in the world. If you want to be more innovative at work or in life, study with the coach of champions.”(Chip Heath, co-author of Made to Stick)

“In his new book, the CEO of design shop IDEO shows how even hospitals can transform the way they work by tapping frontline staff to engineer change.” (BusinessWeek)

“This should be mandatory reading for marketers and engineers who can’t understand why a product as cool as the Segway wasn’t a breakout hit.”(Inc.)

“With people like Brown codifying design thinking, the tools are out there to solve our problems if a few people are willing to attack them with that sort of tenacity.”(Core77)
Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation《设计改变一切：设计思维如何变革组织和激发创新》是为追求设计思考的组织及个人打造的蓝图，协助将设计思考这种以创意解决难题的做法，带进一切、组织、产品和服务，为社会整体和企业发掘新的替代方案。

设计思考的价值不只局限在创意产业，或负责产品设计的工作者。事实上，用设计思考来解决需要多方考虑的抽象问题时，往往能发挥强大的功效，例如提升顾客对旅馆的经验感受，鼓励银行客户存更多钱，或为公益广告铺陈感动人心的叙述。设计思考的应用范围不断扩大，以解决各样的议题与关怀，从如何在开发中国家递送干净的饮水，到如何提升机场维安和微额融资的效率等等。

在本书中，享誉国际的创新设计公司IDEO总裁蒂姆·布朗，带领我们认识“设计思考”。这本洋溢着活力、能够启发灵感的指南，是每位迎接挑战以创造明日机会的人不可或缺的宝典。
蒂姆·布朗，世界知名创意公司IDEO总裁兼执行官。工业设计出身，多次获得设计大奖，作品曾在纽约现代艺术博物馆、东京AXIS艺廊、伦敦设计博物馆展出；他服务的客户遍及各个产业，包括苹果、微软、百事、宝洁、雀巢、福特等知名企业，同时他也是聪明人基金董事会成员。2008年，他在《哈佛商业评论》发表文章中说：“像设计师一样思考，不只能改变开发产品、服务与流程的做法，甚至能改变构思策略的方式。

Tim Brownis the CEO and president of IDEO. Ranked independently among the ten most innovative companies in the world, IDEO is the global consultancy that contributed to such standard-setting innovations as the first mouse for Apple and the Palm V.
Today IDEO applies its human-centered approach to drive innovation and growth for the world’s leading businesses, as well as for government, education, health care, and social sectors. Tim advises senior executives and boards of Fortune 100 companies and has led strategic client relationships with such corporations as Microsoft, PepsiCo, Procter & Gamble, and Steelcase.
In 2004 Shimano, a leading Japanese manufacturer of bicycle components, was experiencing flattening growth in its traditional high-end road racing and mountain bike segments in the United States. The company had always relied on new technology to drive its growth. It had invested heavily in an effort to anticipate the next innovation. In the face of the changing market it seemed prudent to try something new, so Shimano invited IDEO to collaborate.

What followed was an exercise in designer-client relations that looked very different from what such an engagement might have looked like a few decades or even a few years earlier. Shimano did not hand us a list of technical specifications and a binder full of market research and send us off to design a bunch of parts. Rather, we joined forces and set out together to explore the changing terrain of the cycling market.

During the initial phase, we fielded an interdisciplinary team of designers, behavioral scientists, marketers, and engineers whose task was to identify appropriate constraints for the project. The team began with a hunch that it should not focus on the high-end market. Instead, they fanned out to learn why 90 percent of American adults don't ride bikes-despite the fact that 90 percent of them did as kids! Looking for new ways to think about the problem, they spent time with consumers from across the spectrum. They discovered that nearly everyone they met had happy memories of being a kid on a bike but many are deterred by cycling today-by the retail experience (including the intimidating, Lycra-clad athletes who serve as sales staff in most independent bike stores); by the bewildering complexity and excessive cost of the bikes, accessories, and specialized clothing; by the danger of cycling on roads not designed for bicycles; and by the demands of maintaining a sophisticated machine that might be ridden only on weekends. They noted that everyone they talked to seemed to have a bike in the garage with a flat tire or a broken cable.

This human-centered exploration-which looked for insights from bicycle aficionados but also, more important, from people outside Shimano's core customer base-led to the realization that a whole new category of bicycling might reconnect American consumers to their experiences as children. A huge, untapped market began to take shape before their eyes.

The design team, inspired by the old Schwinn coaster bikes that everyone seemed to remember, came up with the concept of "coasting."Coasting would entice lapsed bikers back into an activity that was simple, straightforward, healthy, and fun.