Design thinking fails to address complex system problems: What can it do better?
1 Comment February 24, 2017
Design thinkers face particular challenges when seeking to intervene to improve value and outcomes in complex adaptive ecosystems such as cities, health and social care, education, energy, food production and distribution, the built and natural environment and development. In such systems, the root causes of problems and the origins of poor outcomes are often hard to identify and difficult to address due to their nested, interconnected and dynamic nature, as well as the fact that they consist of a diversity of humans, technologies and resources whose actions and effects are not wholly predictable.
Why is it becoming harder to address complex health problems?
1 Comment October 19, 2016
Complex health problems persist because we are using problem-solving approaches that are increasingly ineffective to address them. The logic, assumptions and innovation practices in popular use today are incapable of making a significant difference.
From Chief Executive to Chief Ecosystem Officer: The new leaders of innovation
1 Comment September 04, 2016
An ecosystem perspective means that organisations that conceive, design, deliver and intervene with novel health technologies and services must consider themselves to be organisms too. And their leaders must become a new kind of CEO - the Chief Ecosystem Officer. They must adapt and shape their innovation and strategy capabilities and processes as well as organisational structure to align with an ecosystem view of their purpose, function and value; they must open out and engage with other ecosystem actors particularly patients; they must adopt more collaborative and advanced problem-learning capabilities with them and they must assess and plan for the wider effects of their value-propositions beyond immediate users or customers. Their organisations must be more adaptive and designed for ongoing evolution.