I am passionate about smart integration of technology and leading teams that drive growth and profitability. It demands a strategy that goes beyond just connecting the dots and calls for an innovation mindset that drives us to anticipate the next dot and create the next opportunity. We innovate because we are not satisfied with the status quo and refuse to settle for complacency.
Innovation begins with a customer-centric design by looking out from the inside—rather than outside in. Design matters because it helps us deliver intrinsic value for unmet needs.
I am convinced that design-thinking principles shouldn’t be reserved for just new products and solutions. It should also be pursued in every area of our enterprise because no role, no engagement, and no project should ever become a lost opportunity.
As I always argue: We chase perfection, however elusive, not because we think we’ll ever be perfect, but because we believe it brings us closer to excellence in everything we are and ever hope to be.
Connect with me on Twitter (@KaanTurnali) and LinkedIn so we can stretch old ideas beyond their traditional boundaries. Let’s create new perspectives that serve as a foundation for future innovation and inspire conversations that would have been otherwise lost or never started.
My latest on Forbes
To deliver innovative, customer-centric solutions through design thinking, we must begin with empathy.In its simplest and purest form, empathy enables us to not only experience and understand another person’s circumstances, but it also puts us in our customers’ shoes to experience what they are feeling.
This is where we find the innate struggle born out of user frustrations and bound to the intrinsic value chain of the user experience.
Without a doubt, empathy is the most important design thinking principle I will cover in this series. Its universal application offers infinite promise.
Steve Jobs famously said, “Design is not just what it looks like and feels like. Design is how it works.” Design thinking takes this notion further and provides a set of tools to power innovation through design.
As the popularity of design thinking continues to expand and spread across a variety of domains, it begs the question: Will design thinking ever reach the point of diminishing returns? In a recent Harvard Business Review post, IDEO CEO Tim Brown entertained a similar question: “When everyone is doing design thinking, is it still a competitive advantage?”
Analytics excellence demands leadership excellence at all levels of the organization—not just at the top.
In my last post, I described analytics excellence as the relentless pursuit of driving growth and profitability. Of all the pieces we’ll explore in this series, leadership is most important to analytics excellence because our success depends on it more than anything else.
While the role of executive leadership is critical to any project, several aspects of enterprise analytics require senior executives to be closely involved. Moreover, although the CIO/CTO plays a vital part in making sure the right technology is acquired or developed, executive leadership—and more important executive ownership—from the business side provides the right level of partnership to run on all three cylinders of analytics: Insight into the right data, for the right role and at the right time.
This series explores how today’s businesses can foster innovation by creating a strategy and culture that place design thinking at the core of the customer-centric enterprises.
This series explores how analytics excellence can drive growth and profitability by enabling faster, better-informed decision making in data-driven enterprises.
Today’s organizations face multifaceted challenges that are part of increasingly complex business models supported by partnerships that can span large ecosystems.
These challenges demand multidimensional solutions and require more than just basic applications of current products and services. This is where design thinking comes into play.
Just capturing data won’t get us far. Disconnected & fragmented data can’t paint a complete picture because different segments linger in a detached state or in isolated buckets.
With all this data, why is it that we continue to make bad business decisions? I was asked this question the most in the business intelligence course I taught for a doctorate program.
Why It Matters
Innovation In The Enterprise
For Growth & Profitability
Leadership Starts With One
5 Tools That Foster Innovation
Why We Should Smile
Use Data To Support Arguments
Are Your Users Mobile Ready?
Connect with me on Twitter (@KaanTurnali) and LinkedIn.