Why Design Thinking Works Online

Design Thinking does not fit the traditional mold of online courses; however, The Berkeley Innovation Group (big), along with Knowdeon, is challenging this orthodoxy because we believe in people’s natural curiosity, their insatiable appetite for connection, and their continued embrace of technology to bring us together.

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Jeff Eyet
4 Strategies to Corporate Creativity

After years as an individual contributor or line-level manager, driven by operationally-focused KPIs lacking much free thought, employees find themselves promoted to leadership roles requiring strategic thinking and innovation. With decades since they last engaged in genuine curiosity, these newly appointed leaders are ill-prepared to succeed due to a lack of creativity.

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Unlocking Retail's Disruptive Opportunities

While the headlines chronicle brick-and-mortar retail’s demise, we believe there has never been a bigger underlying opportunity. With a social media account, Shopify, and a mobile phone, scrappy solopreneurs are disrupting the retail playbook with nimble product positioning, outsourced logistics and operations, and 24/7 engagement and customer support. They are placing their products “within arm’s reach of desire,” meeting customers in bed, during their commute, or in a meeting, without the inconvenience of long lines and pushy salespeople.

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Jeff Eyet
Designers ≠ Design Thinkers

The introduction of design thinking into the boardroom has ruffled some feathers. Longtime design practitioners argue that design thinking is jargon-filled, process-focused, and lacks beauty. Our experience paints a different picture; leaders are enthusiastic when a logical process balancing creativity and impact gets results.

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A Day in the Life: The Design Thinker Executive

This blog post highlights a case study of one of The Berkeley Innovation Group’s clients. Identifying information about individuals and companies have been altered for confidentiality purposes.

“We are not capturing the data streams our service generates, and we have no internal data analysis capabilities,” thundered the CEO. Seated across the conference table is Mei-ling, the fifty-something vice president of the company’s most profitable division. He continued, “in the past, you have expressed interest in data, so I want you to lead the data and analytics subcommittee in our next long-term planning effort.” She swallowed hard to mask the shot of anxiety she felt.

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How to make brainspace for creativity

By Jen Kozin, big co-creator

Before working out, you stretch.

Before a big presentation, you practice out loud.

Before singing, you warm up your voice.

Before a creative session, you...grab some post-its and sharpies?

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Jeff Eyet