Case Studies > IBM's Transformation through Design Thinking

IBM's Transformation through Design Thinking

Technology Category
  • Application Infrastructure & Middleware - Middleware, SDKs & Libraries
  • Infrastructure as a Service (IaaS) - Cloud Computing
Applicable Industries
  • Education
Applicable Functions
  • Product Research & Development
  • Quality Assurance
Use Cases
  • Inventory Management
  • Rapid Prototyping
Services
  • Hardware Design & Engineering Services
  • Training
About The Customer
IBM is a multinational technology company headquartered in Armonk, NY. With a workforce of 350,000, the company operates in various sectors including artificial intelligence, computer hardware and software, cloud computing, and professional services. IBM has a long-standing history of design, having been associated with renowned designers like Eliot Noyes, Eero Saarinen, Charles and Ray Eames, I.M. Pei, Paul Rand, Isamu Noguchi, Marcel Breuer. The company's commitment to design is reflected in its famous statement: 'good design is good business.'
The Challenge
IBM, a century-old company with a strong engineering tradition, found itself needing to adapt to the modern market and user needs. Despite its rich history of design, the company faced the challenge of intentionally designing a design thinking-driven corporate model. The company needed to shift towards a more user-centered culture, which required a significant investment in design and designers. This transformation was not just about hiring more designers, but also about embedding design thinking into the company's culture and processes.
The Solution
IBM made a strong investment in design and designers in 2012, shaping a new IBM Design practice to transform the company’s products and services across every line of business. The company introduced a unique Enterprise Design Thinking framework that promotes speed, scale, and quality user-centered outcomes. This framework, known as 'The Loop', encourages teams to observe, reflect, and make, in a continuous cycle. IBM also developed a design language, design system, and standardized training programs for designers and non-designers. The company's diverse teams of designers, offering managers, and engineers maintain a constant focus on helping users achieve goals, and staying nimble with ongoing prototyping.
Operational Impact
  • IBM's transformation through design thinking has led to a more user-centered culture. The company's teams are now better equipped to observe, reflect, and make in a continuous cycle, leading to faster and more efficient decision-making. The company's designers, offering managers, and engineers are now more focused on helping users achieve their goals. The company's decentralized organizational structure allows for faster communication, more autonomy, and the ability to organize around the user experience, technical feature, or business need effectively. However, this approach also presents challenges such as potential isolation of designers and the difficulty of developing a strong design culture when designers are divided.

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