design thinking
POSTED : October 26, 2017
BY : James Kim

There has been a great deal written about “design thinking” in the past few years. Much focus has been placed on its value in helping define business strategy, with industrial design firms around the world claiming that they have evolved beyond their role as developers of products into a new role as business visionaries. It seems nearly every firm with a design practice has a “proprietary and unique” problem-solving process that will unlock the magic combination of customer experience, brand vision and strategy – transforming any company into the next Apple. This is only half false.

Download this article to learn more about:

  • Origins of the process of “design thinking”
  • Designing for a journey
  • Design as a team sport
  • The building blocks of design

PK is the experience engineering firm. Together with the world’s most customer-obsessed companies, we combine great design and strong tech to build pioneering experiences that accelerate outcomes for your customers, partners, and employees. Through cutting-edge technology and a commitment to deep craftsmanship, we help our clients run the future.


About the author

James KimJames is a Principal at PK and leads the Experience Design CoE. He brings more than two decades of experience helping brands understand and navigate the complexities of the digital and non-digital world to engage with users and achieve business success.  James has extensive experience leading user-centered experience design and digital strategy engagements across retail, automotive, technology, and education. His work includes award-winning and business-shifting experience design work for both B2C and B2B brands, including DSW, Nike, Macy’s, Calphalon, Seventh Generation, Subaru, Toyota, Jeep, Union Pacific, Microsoft, T-Mobile, Jack Links, TopGolf and Vans.

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