Management Design Thinking®

The term "design thinking" was born fundamentally in the design culture of "product design", which then evolved to focus on the culture of "design" but above all on the skills of the "designer".

In fact, it is precisely this last profile that has marked its pace, consolidating the inspiration for design, as well as the taste and beauty of design as such.

The true driving force behind change is the designer: the designer is the "designer par excellence," and so what better approach is there for companies that must design their operations daily across all sectors? But let's return to the original evolutionary path, which specifically affects the "production" sphere. 

And so we return to the evolution that took place in the 80s and 90s.

In this regard, in fact, the first and now most consolidated applications of "design thinking" have matured and are continuously developing in the field of the "product-consumer" binomial: and therefore in this vein we see the evolution towards market studies and above all the tastes and needs of the target consumers.

The next step was to realize that such attention to production for consumer needs could not fail to also consider the contribution that each "human resource" provides during the production process, and therefore, even better, starting from the internal design phase... to finally acknowledge and advocate it for all company processes (hence the connotation of a "human-centered" management model).

Well, hence my more humanistic reflections and specifically those of Renaissance and philosophical-anthropological inspiration.

All this, in fact, emphasizes the "beauty and goodness" of the human soul and the inherent ability to plan within every human being: and therefore, even more so, not only in a designer in the strict sense, but, given the above, it cannot but insist in every management professional, both internal and external to companies, in the complementary recognition of the significance of the related skills of a manager.

In short, the conceptual algorithm that led me to develop and expand "design thinking" into "management design thinking" is precisely this, supported by evidence of the natural values ​​that Homo sapiens has possessed intellectually since the dawn of time, as well as morally. And on this latter level, the appeal to ethical values ​​and social responsibility supports the hedonistic tendencies of the "economic" profile of human beings, always referred to, in this context, as "homo oeconomicus".

Here is the summary of the new management model that aims to represent, in a complementary and interrelated way, the evolution—in my opinion, even natural—of "project management" and "problem solving."

Design activities and skills are increasingly necessary in the global context of the economy and its individual social components—companies, in fact—which can no longer ignore a process and project perspective. This perspective is recognizable from the genesis of the business idea , evolving into a start-up and then into its broader, cybernetic state as a "system of human, intangible, and tangible resources" striving to continually pursue its own competitive advantage, becoming a scale-up and ultimately a leader in its sector. 

Allowing me to gloss over an essential managerial skill, "the transversality of knowledge", "management design thinking " rises to the position of the best managerial model that allows, in line with human thought and its horizons (human horizons), the pursuit of corporate objectives along the most varied processes and projects of value, in a circular process to achieve the ultimate one, represented by "economic-social value".