You Can’t Innovate If You Ignore Your Real Problems
In 2008, my design consultancy, Ziba, was invited to conduct a five-day workshop with the executives of one of the world's leading consumer electronics manufacturers. The CEO told us the company wanted to use design thinking to be more innovative. After decades of competing on cost and efficiency, a growing legion of competitors had forced it into a commodity role. Despite a large internal design group, their brand had little to differentiate it for consumers.

















