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Design+ Legitimizing design thinking in companies

leveraging the specialized knowledge of the selected team Both Team Alpha and Team Beta first participated in
members, while also addressing the practical constraint of a conventional company theoretical workshop on creative
limited availability of relevant examples within the context processes and DT and facilitated by the company’s Human
of the new methodology being explored. 42 Resource Department. This workshop was not tailored
The commercial team was divided into two groups: specifically for the research but was a standard session that
Team Alpha and Team Beta, each consisting of five the facilitator had previously conducted for various other
members. Team Alpha adopted DT without applying teams within the organization. Further details are provided
specific methods to legitimize it. In contrast, Team Beta in Section 3.5.1., titled “Preliminary design thinking
adopted DT using specific methods to legitimize it, which workshop with both teams.”
will be detailed in the following sections. The purpose was Following the theoretical workshop, the next session
to compare the results of the two teams to validate the four was held exclusively with Team Alpha. Team Alpha adopted
hypotheses. DT without implementing specific methods to legitimize

Table 1 summarizes the characteristics of each member it, conducting a conventional DT workshop adapted to the
of Team Alpha and Team Beta, including their position aforementioned challenge. This workshop was led by the
in the company, years of professional experience in their company facilitator and utilized IDEO-based DT methods
current field, and years of experience at the company. and tools. Further details are provided in Section 3.5.2.,
titled “Workshop with Team Alpha.”
The team leader was tasked with selecting a real challenge
faced by their commercial team. The challenge addressed For the Team Beta workshop, where the objective was
by both Team Alpha and Team Beta was “increasing the to address the same challenge but with the application of
level of knowledge of our clients’ C-level executives,” specific methods to legitimize DT, a preparatory workshop
which involved developing personal relationships with was conducted with the team leader. This “specific method

key leaders, such as the Chief Executive Officer, Chief to legitimize DT” was the ideaChef tool, which aimed to
Financial Officer, Chief Technology Officer, and Chief train the team leader to facilitate the workshop with Team

Marketing Officer. This level of interaction complements Beta, with technical support from the ideaChef facilitator.

existing operational contacts and allows both teams to A detailed explanation of the ideaChef tool is provided
better understand their clients’ challenges and strategic in Section 3.5.4., titled “Workshop with the team leader.”
directions. The teams aimed to present appropriate The primary goal was to help Team Beta foster closer
MEO company solutions at each stage, thereby having a relationships and a more relaxed atmosphere, increase
greater impact on the customers’ efficiency and market team bonding, encourage more idea sharing, and stimulate
positioning. This strategy, in turn, would lead to a more adaptability by working outside their comfort zones. The
effective commercial process with higher satisfaction, team leader conducted the workshop and supported by the
as the solutions would significantly influence the clients’ technical expertise of the ideaChef facilitator. This session

businesses. Furthermore, fostering direct relationships was also held in a room designed for DT. By applying
with top organizational leaders promotes greater loyalty specific methods to legitimize DT, Team Beta engaged in
and attracts new businesses. a non-conventional DT workshop adapted to the proposed

Table 1. Characterization of the teams
Team Employee Position in the company Years of professional Years of experience at
experience in the current field the current company
Alpha 1 Client Manager 26 26
2 Senior Advisor 27 17
3 Commercial Coordinator 27 25
4 Commercial Coordinator 24 24
5 Account Manager 25 25
Beta 1 Commercial Manager 15 25
2 Commercial Manager 30 35
3 Commercial Manager 25 33
4 Director 10 30
5 Commercial Manager 22 22

Volume 2 Issue 1 (2025) 6 doi: 10.36922/dp.4292