While design thinking has been associated with technology firms and start-ups, it is powerfully attractive to managers and leaders at established organizations such as retailers, banks, or government departments that are not necessarily based on technology yet are in the midst of change.

home health monitoring
Beyond delivering innovative products, firms need to be more involved in delivering successful patient outcomes
procrastination
A carefully crafted reminder notice, with simple language and a firm deadline, turns corporate lallygaggers into timely taxpayers
painting
Improvisation, supported by robust IT systems, is one way to deal with disruptions that you just can’t plan for
wave
It’s easy for firms to feel overwhelmed by outside forces. They shouldn’t: most challenges brought on by disruption are under the control of organizational leaders
bureaucracy
The cultural anchors that prevent a needed sea change in strategy
Don’t rely on logic and reason alone. Emotions, expectations, and the environment can all inspire action
Is a firm’s strategic direction defined merely by its core competency or something deeper?
Oshawa shows how lean principles can begin to transform local government

This white paper offers the key questions that IT leaders must ask when developing a digital strategy. It provides an overview of the four components of a digitial strategy: digital experience design, digital operating model, digital platform assessment, and a business case and delivery plan.

Smith School of Business

Goodes Hall, Queen's University
Kingston, Ontario
Canada K7L 3N6

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