Design Thinking, much like artistry or professionalism, is not defined solely by tools. It demands a deeper grasp of the process and the insights gained through practice. The misconception that using frameworks or tools alone creates value overlooks the essence of Design Thinking.

David M. Kelley, from IDEO and Stanford University, introduced the term “Design Thinking” to emphasize that it involves more than just aesthetics. By adding “Thinking” to “Design,” he aimed to shift client perceptions away from seeing design as merely superficial. Kelley wanted to convey the complexity and holistic nature of the design process—how industrial designers integrate numerous decisions into cohesive solutions while continuously testing and iterating to refine their work.

The Design Thinking process involves phases of divergence and convergence and is not linear. It iterates and adapts, functioning as a fractal that applies across different scales within a broader process.

In today’s rapidly evolving landscape, adopting Design Thinking is essential for businesses to remain relevant and competitive.