Design Thinking: Buzzword or Practical?

Is Design Thinking Just Another Corporate Trend

Design Thinking has become a go-to phrase in innovation, HR, and corporate strategy. From tech startups to large enterprises, everyone claims to use it. But does it drive results, or is it just another buzzword that sounds good in presentations?

Many organisations hold Design Thinking workshops, throw around sticky notes, and brainstorm ideas—but few truly embed it into their processes. The difference between hype and impact lies in how it is implemented.

Why Design Thinking became a Buzzword

• Companies love the idea of being innovative but fail following through.
• Many Design Thinking sessions end with no real action items.
• The concept is overused in corporate jargon but misunderstood in practice.
• Organisations adopt the language of Design Thinking but ignore the process.

For a deeper look at why Design Thinking often fails, check out why design thinking doesn’t work.

How Design Thinking Can Be Practical & Effective

Design Thinking is powerful when done right. Here’s how organisations can ensure it is practical, not just trendy:

1. Start with a Real Problem, Not Just Ideas

• Buzzword Version: “Let’s be innovative! Let’s brainstorm!”
• Practical Version: “What specific user or employee pain points are we solving?”

Successful organisations focus on real issues instead of innovation theatre.

Example:

Airbnb struggled to attract customers early on. Instead of brainstorming random ideas, the team immersed themselves in the customer experience. They discovered that low-quality photos on listings deterred bookings. Their solution? Personally taking high-quality photos of listings. This simple fix increased revenue by doubling bookings overnight.

2. Go Beyond Post-Its & Whiteboards

• Buzzword Version: “We had a great ideation session!”
• Practical Version: “We built and tested a prototype with real users.”

Design thinking only works if prototypes are tested and iterated upon.

Example:

IBM successfully embedded Design Thinking by shortening product development cycles through rapid prototyping. Instead of lengthy brainstorming, they created, tested, and iterated prototypes in weeks—leading to faster product launches.

3. Measure Impact, Not Just Engagement

• Buzzword Version: “Our employees loved the Design Thinking workshop!”
• Practical Version: “We measure customer satisfaction and saw a 30% improvement."

Without clear business metrics, Design Thinking becomes just a feel-good exercise.

Example:

DBS Bank transformed itself by embedding Design Thinking into its banking services. Instead of just digitizing traditional banking, they analysed customer pain points and developed solutions like faster loan approvals (reduced from days to minutes) and seamless digital experiences. Their approach earned them the title of "World’s Best Bank."

4.??Use Design Thinking for Product Innovation

• Buzzword Version: “We need a new product idea!”
• Practical Version: "How can we create a product that truly meets consumer needs?"

?For Design Thinking to drive real change, it needs organisational commitment.

Example:

PepsiCo applied Design Thinking to its product innovation process, making it more customer centric. By focusing on consumer preferences and behavioural insights, they developed healthier snack options and sustainable packaging, leading to increased market share and stronger brand loyalty.

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Case Study: OCBC’s FRANK – A Bank Designed for Gen Y

Many banks struggle to engage younger customers because they focus too much on traditional banking experiences. OCBC used Design Thinking to build “FRANK”, a banking experience tailored for Gen Y.

Understanding the User’s Needs

Instead of assuming what Gen Y wanted, OCBC’s design team immersed themselves in the Gen Y lifestyle.

• They spent time hanging out with young customers, studying their spending habits, and asking about their financial behaviours.
• Their research revealed that Gen Y wanted full control over their finances but also desired a personalised and expressive banking experience.
• The insight? Young customers disliked traditional bank branches and found them intimidating.

Prototyping and Iteration

To test their ideas, the design team:

? Built a mock branch prototype using cardboard and printouts.

? Invited customers to interact with the space and provide feedback.

? Experimented with a credit card shopping experience, where customers could pick from over 100 unique card designs, like how they shop for consumer goods.

After multiple rounds of testing and refinement, OCBC launched FRANK banking concept.

?Impact of Design Thinking at OCBC

?? Exceeded expectations in new account sign-ups each month.

?? Increased engagement with Gen Y through blogs, tweets, and Facebook posts.

?? Boosted university partnerships—more OCBC student customers signed up for FRANK accounts.

This case study highlights how empathy, rapid prototyping, and user feedback can transform even the most traditional industries, making Design Thinking a practical and highly effective approach in banking.

Conclusion

For Design Thinking to truly deliver value, it must be more than just sticky notes and creativity sessions. Companies that embed it into their culture, workflows, and leadership will see real impact and measurable results.

Want to transform your organisation using practical Design Thinking? Start by solving real problems, not just generating ideas.