The History of Design Thinking

Design thinking has emerged as a powerful methodology for innovation, problem-solving, and user-centered design across various industries. It has transformed how organizations approach challenges, create products, and engage with users. This article provides an in-depth exploration of the history of design thinking, tracing its origins, key developments, and its evolution into a global framework that has influenced everything from product design to business strategy.

1. The Origins of Design Thinking: Early Influences and Theoretical Foundations (1950s – 1980s)

1.1 The Birth of Design as a Discipline

• The Evolution of Industrial Design
  • Early Industrial Design: The roots of design thinking can be traced back to the emergence of industrial design in the late 19th and early 20th centuries. Industrial design focused on the aesthetics, functionality, and usability of products, particularly in the context of mass production. Designers like Peter Behrens and Raymond Loewy were among the pioneers who began to blend art with engineering, laying the groundwork for modern design practices.
  • The Bauhaus Movement: The Bauhaus school, founded in 1919 in Germany, played a significant role in shaping modern design principles. The Bauhaus emphasized the integration of art, craft, and technology, with a focus on functionality and simplicity. This movement influenced many aspects of design, from architecture to product design, and laid the foundation for user-centered design principles that would later be integral to design thinking.
  • Key Fact: The Bauhaus movement’s motto, “form follows function,” became a guiding principle for designers, influencing the development of products that prioritized usability and efficiency.
• The Rise of Human-Centered Design
  • Human Factors and Ergonomics: In the mid-20th century, the field of human factors and ergonomics began to emerge, focusing on the interaction between humans and machines. Researchers and designers studied how people interacted with products and systems, leading to the development of more user-friendly designs. This emphasis on human needs and behaviors would later become a cornerstone of design thinking.
  • Herbert Simon and “The Sciences of the Artificial”: In 1969, Herbert Simon, a cognitive scientist and Nobel laureate, published his influential book “The Sciences of the Artificial.” In this work, Simon argued that design was a way of thinking that could be applied to a wide range of problems, from engineering to social systems. He introduced the concept of “satisficing,” where designers aim for solutions that are “good enough” rather than optimal, reflecting the complexity and constraints of real-world problems.
  • Key Fact: Herbert Simon’s ideas on design as a form of problem-solving and his concept of satisficing laid the intellectual foundation for what would later be formalized as design thinking.

1.2 The Emergence of Design Thinking as a Concept

• The Development of Design Methods
  • The 1960s and 1970s Design Methods Movement: The 1960s and 1970s saw the rise of the “design methods” movement, which sought to formalize design as a scientific discipline. Designers and researchers developed systematic approaches to design, drawing on methodologies from fields like engineering, psychology, and systems theory. Figures like Bruce Archer and Christopher Alexander were instrumental in this movement, advocating for structured, repeatable processes in design.
  • Christopher Alexander’s “Pattern Language”: In 1977, Christopher Alexander published “A Pattern Language,” a seminal work that proposed a set of design patterns for architecture and urban planning. Alexander’s approach emphasized the importance of user experience and context in design, influencing later developments in user-centered design and design thinking.
  • Key Fact: The design methods movement was a precursor to design thinking, as it introduced the idea that design could be approached systematically and scientifically, rather than solely as an artistic or intuitive practice.
• The Influence of Cognitive Science and Problem-Solving
  • Cognitive Psychology and Problem-Solving: In the 1970s and 1980s, cognitive psychology began to influence design thinking, particularly in the area of problem-solving. Researchers like Donald Norman explored how people perceive, understand, and interact with products and systems, leading to the development of user-centered design principles.
  • Donald Norman’s “The Design of Everyday Things”: Published in 1988, Donald Norman’s book “The Design of Everyday Things” became a landmark work in the field of design. Norman argued that good design should be intuitive and accessible, focusing on the user’s experience and the usability of products. His work emphasized the importance of empathy in design, a concept that would become central to design thinking.
  • Key Fact: Donald Norman’s work popularized the concept of user-centered design, which became a foundational element of design thinking, emphasizing the need to understand users’ needs, behaviors, and contexts.

1.3 The Formalization of Design Thinking

• The Early Adoption of Design Thinking in Business
  • IDEO and the Popularization of Design Thinking: In the late 1980s and early 1990s, the design firm IDEO played a crucial role in popularizing design thinking as a methodology for innovation. Founded by David Kelley, IDEO applied design thinking to a wide range of challenges, from product design to business strategy. The firm emphasized the importance of interdisciplinary collaboration, prototyping, and iteration, which became key components of the design thinking process.
  • Stanford d.school and the Academic Influence: In 2005, David Kelley co-founded the Hasso Plattner Institute of Design at Stanford University, commonly known as the d.school. The d.school became a hub for design thinking education and research, bringing together students and professionals from diverse fields to solve complex problems using design thinking methodologies.
  • Key Fact: IDEO’s approach to design thinking, combined with the academic influence of the Stanford d.school, helped establish design thinking as a recognized and respected methodology in both business and academia.
• The Role of Tim Brown and “Change by Design”
  • Tim Brown’s Advocacy for Design Thinking: Tim Brown, the CEO of IDEO, became a leading advocate for design thinking. In his 2009 book “Change by Design,” Brown articulated the principles of design thinking and how they could be applied to drive innovation in organizations. He emphasized the importance of empathy, experimentation, and collaboration in the design process, arguing that design thinking could be used to tackle complex, “wicked” problems.
  • Impact on Global Business: Tim Brown’s work brought design thinking to a global audience, influencing how businesses, non-profits, and governments approached innovation. Companies like Apple, Procter & Gamble, and Airbnb adopted design thinking to create breakthrough products and services, demonstrating its potential as a tool for competitive advantage.
  • Key Fact: Tim Brown’s “Change by Design” became a bestseller and is widely credited with bringing design thinking into the mainstream, making it a key framework for innovation across industries.

2. The Expansion of Design Thinking: From Product Design to Strategic Innovation (1990s – 2010s)

The 1990s and 2000s marked a period of significant expansion for design thinking, as it moved beyond its roots in product design to influence a wide range of industries and disciplines. This period saw the formalization of design thinking methodologies, the development of new tools and techniques, and the application of design thinking to strategic innovation.

2.1 The Formalization of Design Thinking Methodologies

• The Five Stages of Design Thinking
  • Empathize, Define, Ideate, Prototype, Test: The design thinking process is often described as a series of stages that guide designers and innovators through the problem-solving journey. These stages are:
    1. Empathize: Understanding the needs, experiences, and emotions of the users for whom the solution is being designed.
    2. Define: Clearly defining the problem or challenge based on insights gained during the empathy stage.
    3. Ideate: Generating a wide range of ideas and potential solutions through brainstorming and creative thinking.
    4. Prototype: Creating tangible representations of ideas (e.g., models, sketches, or digital prototypes) to explore and test their feasibility.
    5. Test: Evaluating prototypes with users, gathering feedback, and iterating on the design based on insights.
  • Iterative and Non-Linear Process: While these stages are often presented sequentially, design thinking is inherently iterative and non-linear. Designers may move back and forth between stages, refining their understanding of the problem and solution as they gather new insights and feedback.
  • Key Fact: The five-stage model of design thinking has become one of the most widely used frameworks for innovation and problem-solving, applied in industries ranging from technology to healthcare.
• The Development of Design Thinking Toolkits
  • IDEO’s Human-Centered Design Toolkit: To support the adoption of design thinking, IDEO developed the Human-Centered Design Toolkit, a set of tools and methods that guide teams through the design thinking process. The toolkit includes techniques for conducting user research, generating ideas, prototyping, and testing, making design thinking accessible to non-designers.
  • The Stanford d.school’s Bootcamp Bootleg: The d.school at Stanford University also contributed to the formalization of design thinking by creating resources like the Bootcamp Bootleg, a collection of design thinking methods and exercises. The Bootleg provided practical guidance for applying design thinking in a variety of contexts, from education to social innovation.
  • Key Fact: The widespread availability of design thinking toolkits and resources has democratized the methodology, allowing individuals and organizations without formal design training to adopt and implement design thinking principles.

2.2 The Application of Design Thinking in Business and Industry

• Design Thinking in Product Development
  • Apple and the Design of the iPhone: One of the most famous examples of design thinking in action is the development of the iPhone by Apple. Led by Steve Jobs and Jony Ive, Apple’s design team applied design thinking principles to create a product that was not only technologically advanced but also intuitive and user-friendly. The iPhone’s success demonstrated the power of design thinking to create products that resonate with consumers and redefine markets.
  • Procter & Gamble and Consumer-Centered Innovation: Procter & Gamble (P&G) is another company that successfully integrated design thinking into its product development process. P&G used design thinking to better understand consumer needs and preferences, leading to the creation of innovative products like the Swiffer cleaning system and the Olay skincare line. These products were designed with a deep understanding of the user experience, resulting in significant market success.
  • Key Fact: According to a 2018 report by McKinsey & Company, companies that invest in design thinking and prioritize design in their business strategies outperform their peers by a factor of two in terms of revenue growth.
• Design Thinking in Business Strategy
  • Design Thinking as a Strategic Tool: Beyond product development, design thinking has been increasingly applied as a strategic tool for business innovation. Companies use design thinking to reimagine their business models, customer experiences, and organizational processes. By placing the user at the center of strategic decision-making, businesses can identify new opportunities for growth and differentiation.
  • IBM’s Design Thinking Transformation: IBM is a notable example of a company that embraced design thinking at a strategic level. In the 2010s, IBM implemented a company-wide design thinking initiative, training thousands of employees in the methodology. IBM used design thinking to drive innovation across its product lines, improve customer experiences, and foster a culture of collaboration and creativity.
  • Key Fact: IBM’s investment in design thinking has paid off, with the company reporting a 301% return on investment (ROI) from its design thinking initiatives, according to a 2018 study.
• Design Thinking in Social Innovation
  • Design Thinking for Social Impact: Design thinking has also been applied to address social challenges and create positive social impact. Organizations like IDEO.org and the d.school’s Social Innovation Fellows Program use design thinking to tackle issues such as poverty, healthcare, education, and environmental sustainability. By involving communities in the design process and focusing on human needs, design thinking has helped develop solutions that are both innovative and impactful.
  • Case Study: Embrace Infant Warmer: One notable example of design thinking in social innovation is the development of the Embrace Infant Warmer. Designed to address the high infant mortality rate in developing countries, the Embrace Warmer is a low-cost, portable device that provides thermal support to premature babies. The design team used design thinking to deeply understand the needs of both the infants and their caregivers, resulting in a product that has saved thousands of lives.
  • Key Fact: According to the World Health Organization (WHO), the Embrace Infant Warmer has been used in over 20 countries, helping to save the lives of more than 300,000 premature and low-birth-weight babies.

2.3 The Integration of Design Thinking with Other Methodologies

• Design Thinking and Agile
  • Complementary Methodologies: Design thinking and agile methodologies are often used together to enhance innovation and responsiveness in product development. While design thinking focuses on understanding user needs and generating creative solutions, agile emphasizes iterative development, rapid prototyping, and continuous feedback. The integration of these methodologies allows teams to quickly test and refine ideas, ensuring that the final product meets user needs and market demands.
  • Case Study: Spotify’s Agile and Design Thinking Approach: Spotify, the popular music streaming service, is known for its innovative use of design thinking and agile methodologies. The company uses design thinking to explore user needs and generate ideas for new features, while agile allows them to rapidly develop, test, and launch those features. This approach has helped Spotify remain a leader in the highly competitive music streaming industry.
  • Key Fact: According to a 2020 survey by Forrester, 46% of companies reported using both design thinking and agile methodologies to drive innovation and improve customer experiences.
• Design Thinking and Lean Startup
  • Design Thinking in the Lean Startup Framework: The Lean Startup methodology, developed by Eric Ries, shares many principles with design thinking, including rapid iteration, customer feedback, and a focus on solving real problems. Design thinking can be integrated into the Lean Startup framework to enhance the ideation and prototyping stages, ensuring that products are not only viable and scalable but also desirable to users.
  • Case Study: Airbnb’s Lean Startup and Design Thinking Approach: Airbnb is a prime example of a company that has successfully integrated design thinking with the Lean Startup methodology. The founders used design thinking to deeply understand the needs of both hosts and guests, leading to the creation of a platform that transformed the travel industry. By applying Lean Startup principles, Airbnb was able to rapidly test and scale its business model, achieving global success.
  • Key Fact: Airbnb’s success has been attributed in part to its commitment to design thinking and lean principles, which enabled the company to iterate quickly, respond to user feedback, and scale rapidly in a competitive market.

3. The Global Influence and Future of Design Thinking (2010s – Present)

As design thinking has continued to evolve, it has become a global phenomenon, influencing a wide range of industries, disciplines, and cultural contexts. The methodology has expanded beyond its traditional domains of design and business, finding applications in fields such as education, healthcare, government, and social innovation. Today, design thinking is recognized as a critical tool for addressing complex challenges in an increasingly interconnected and rapidly changing world.

3.1 The Global Adoption of Design Thinking

• Design Thinking in Education
  • The Role of Design Thinking in K-12 and Higher Education: Design thinking has been widely adopted in educational settings, from K-12 schools to universities. Educators use design thinking to foster creativity, critical thinking, and problem-solving skills among students. The methodology encourages a hands-on, collaborative approach to learning, where students work together to identify challenges, generate ideas, and prototype solutions.
  • Case Study: The d.school’s K-12 Lab Network: The Stanford d.school’s K-12 Lab Network is dedicated to bringing design thinking into K-12 education. The Lab collaborates with educators and schools to develop curricula, tools, and resources that integrate design thinking into the classroom. This approach has empowered students to take ownership of their learning and apply creative problem-solving to real-world issues.
  • Key Fact: According to a 2019 report by the World Economic Forum, design thinking is recognized as one of the top skills needed for the 21st-century workforce, emphasizing its importance in preparing students for future careers.
• Design Thinking in Healthcare
  • The Application of Design Thinking to Improve Patient Care: Design thinking has made significant inroads in the healthcare industry, where it is used to improve patient experiences, enhance the design of medical devices, and optimize healthcare delivery systems. By focusing on the needs and experiences of patients, healthcare providers can develop more effective and compassionate solutions.
  • Case Study: Kaiser Permanente’s Use of Design Thinking: Kaiser Permanente, a leading healthcare organization, has used design thinking to improve various aspects of patient care, from hospital layouts to patient communication. One notable project involved redesigning the patient check-in process, resulting in reduced wait times and improved patient satisfaction.
  • Key Fact: According to a 2018 study published in the Journal of Healthcare Management, healthcare organizations that adopt design thinking report improvements in patient satisfaction, operational efficiency, and employee engagement.
• Design Thinking in Government and Public Policy
  • Innovating Public Services with Design Thinking: Governments and public institutions around the world are increasingly turning to design thinking to address complex social and policy challenges. The methodology is used to engage citizens in the design of public services, improve the effectiveness of government programs, and create more user-friendly public interfaces.
  • Case Study: The UK’s Government Digital Service (GDS): The UK Government Digital Service (GDS) is a pioneering example of using design thinking to transform public services. GDS applied design thinking to create the GOV.UK website, a centralized platform for government services that is intuitive, accessible, and user-centered. The success of GOV.UK has inspired similar initiatives in other countries.
  • Key Fact: The GOV.UK website won the Design Museum’s “Design of the Year” award in 2013, highlighting the impact of design thinking on improving public services and government communication.

3.2 The Challenges and Criticisms of Design Thinking

• Criticisms of Design Thinking
  • Concerns About the “Dilution” of Design Thinking: As design thinking has gained popularity, some critics argue that the methodology has become “diluted” or oversimplified, losing its original rigor and depth. They contend that design thinking is often presented as a one-size-fits-all solution, without sufficient attention to the specific context or complexity of the problem at hand.
  • The Risk of Overemphasis on Process: Another criticism of design thinking is that it can lead to an overemphasis on process at the expense of outcomes. Critics argue that following the stages of design thinking too rigidly can stifle creativity and innovation, as teams may focus more on “checking the boxes” of the methodology rather than exploring truly novel ideas.
  • Key Fact: Despite these criticisms, design thinking continues to be widely used and valued as a tool for innovation. Many practitioners acknowledge the need for flexibility and adaptability in applying design thinking, tailoring the methodology to the specific needs and challenges of each project.
• The Challenge of Scaling Design Thinking
  • Scaling Design Thinking in Large Organizations: As design thinking is adopted by larger organizations, scaling the methodology can present challenges. Ensuring that design thinking principles are consistently applied across diverse teams and projects requires strong leadership, ongoing training, and a supportive organizational culture. Additionally, organizations must balance the need for creativity and experimentation with the demands of operational efficiency and accountability.
  • The Role of Design Thinking Champions: Successful scaling of design thinking often depends on the presence of “design thinking champions” within the organization—individuals who advocate for the methodology, mentor others, and lead by example. These champions help embed design thinking into the organization’s DNA and ensure that it becomes a sustainable practice rather than a passing trend.
  • Key Fact: According to a 2018 report by InVision, 92% of companies with high design maturity levels reported that design thinking was highly integrated into their organization’s processes, highlighting the importance of scaling the methodology effectively.

3.3 The Future of Design Thinking

• The Evolution of Design Thinking Methodologies
  • The Integration of New Technologies: As technology continues to advance, design thinking methodologies are evolving to incorporate new tools and techniques. For example, the rise of artificial intelligence (AI) and machine learning is influencing how designers approach problem-solving, allowing for more data-driven insights and automated prototyping. Virtual and augmented reality (VR/AR) are also opening up new possibilities for immersive user research and testing.
  • Design Thinking for Systems Innovation: The complexity of global challenges, such as climate change, public health, and social inequality, is driving the evolution of design thinking toward systems innovation. This approach goes beyond individual products or services, focusing on the design of entire systems and ecosystems that can create positive change at scale.
  • Key Fact: The World Economic Forum’s 2020 Global Risks Report highlights the growing need for systems thinking and innovation to address the interconnected challenges facing the world, indicating a future role for design thinking in tackling these issues.
• The Global Expansion of Design Thinking
  • Design Thinking in Emerging Markets: Design thinking is increasingly being adopted in emerging markets, where it is used to address unique challenges and opportunities. In regions like Africa, Asia, and Latin America, design thinking is being applied to areas such as financial inclusion, education, healthcare, and entrepreneurship, helping to drive economic development and social progress.
  • The Role of Design Thinking in Social and Environmental Impact: The future of design thinking will likely see an increased focus on social and environmental impact. As businesses and organizations align with the United Nations’ Sustainable Development Goals (SDGs), design thinking will play a critical role in creating solutions that contribute to a more equitable, sustainable, and resilient world.
  • Key Fact: According to the Global Design Thinking Alliance (GDTA), design thinking is being taught and practiced in over 100 countries, reflecting its global reach and influence in addressing diverse challenges.

4. Conclusion: The Enduring Legacy and Impact of Design Thinking

Design thinking has come a long way since its origins in the mid-20th century. What began as an effort to formalize design as a discipline has evolved into a global framework for innovation and problem-solving, influencing a wide range of fields and industries. The history of design thinking is a testament to its adaptability, as it has continuously evolved to meet the needs of an increasingly complex and interconnected world.

As we look to the future, design thinking will continue to play a critical role in shaping the way we approach challenges and opportunities. Its emphasis on empathy, creativity, collaboration, and iteration provides a powerful toolkit for addressing the most pressing issues of our time. Whether in business, education, healthcare, or social innovation, design thinking offers a pathway to creating solutions that are not only effective but also deeply human-centered.

The enduring legacy of design thinking lies in its ability to inspire new ways of thinking, foster collaboration across disciplines, and empower individuals and organizations to create meaningful change. By staying true to its core principles while embracing new tools and methodologies, design thinking will remain a vital force for innovation and impact in the years to come.