A certain paradigm is constructed when the word or the idea of ordinary is conceived; invisible among the lots; does not attract attention. And, extraordinary which is visible on it’s own pedestal above the common. By definition “extra” is being outside by just a bit.

The word itself when examined does little for the idea that it implores. Most of humanity seems to be drawn to what they define as comfortable which is that equanimity of apathy to maintain status quo without applying the extra effort, time or attention to achieve the distinction of extraordinary. The distance between ordinary and extraordinary are not far — one moment or step perseveres the dramatic difference from failure to triumph. The two words are distinct from one another, mired in the gap of mystery, which is what clouds the distance so small.

As touched on in an earlier sentence, perseverance is the main ingredient that connects the gap between ordinary and extraordinary. It is not a secret but the capacity to overcome the equanimity of apathy. From Confucius to Aesop — “It does not matter how slow you go as long as you don’t stop” on becoming extraordinary — persevere!

The possibilities in business are endless as are the personalities. Those industrious women and men who toil and trouble to find a path; on finding it still keep exploring and designing the possibilities. We often discover them through their affect on our lives, either directly through their products and services or through the media celebration of their influence.

These are the people and their stories we aim to gleam in our education and our doings. The stories of new businesses being created, new ideas tested, changing the techniques, pushing the technology, challenging the design thinking. They craft a flow as designers, managers, leaders, thinkers and doers from a generation weaned on the connected universe void of temporal and spatial barriers; with access to the latest information and a world of customers a click away. This is not only an education to pursue but a pursuit to celebrate.

The stories we will explore are the stories told by dreamers about their visions brought to life and the lives they have changed locally and globally. These are the men and women who are the artists of the future; who can look beyond their burdens and uplift themselves while bringing about change all around them.

These stories are about you and the endless possibilities before you. A classic comes to mind in the midsts of all this hi-tech rhetoric: The Mayor of Casterbridge by Thomas Hardy (a free kindle version is available). Great ideas are timeless, it takes the artist, designer, craftsman and manager to recognize it within a given context. Hardy explores the industrious man in various incarnations; from dilemmas to opportunities; from loss due to the lack of change and the innovator’s sweeping wave of change.

The relationship between Design, Design Thinking, Strategic Management and Design Management is a relationship that many managers of creative activities, including myself, would have and have had reflected upon at some stage of developing their craft and professional career. However, what is even more important to note is that the sum of these tools results in Design Leadership; a term that is a better descriptor for the activities we now call Design Thinking. Design thinking in itself is a methodology and has become a buzzword for many things in the world of design. The process of design thinking is a part of the whole that drives design transformation; whether that transformation affects a product, a service, a concept or a behavior. The concept and process of Design provides a paradigm shaped by creativity, empathy and integrates a user centric approach. Design Leadership provides an important addition to the concept of Business Management which is shaped by a paradigm of measurement, conditioning, ordering and reordering. The classical management process looks to control its world as the puppet master. Whereas, Design Leadership integrates imagining the puppet’s role as related to the larger world in which it ripples through design thinking, strategic management and design management. This provides a context in which there is dynamic understanding of flow rather than one-way control. This in turn drives innovation and sustained business growth.

Design Thinking + Strategic Management –> Design Management = Design Leadership

The relationship between Design, Design Thinking, Strategic Management and Design Management is a relationship that many managers of creative activities, including myself, would have and have had reflected upon at some stage of developing their craft and professional career. However, what is even more important to note is that the sum of these tools results in Design Leadership; a term that is a better descriptor for the activities we now call Design Thinking. Design thinking in itself is a methodology and has become a buzzword for many things in the world of design. The process of design thinking is a part of the whole that drives design transformation; whether that transformation affects a product, a service, a concept or a behavior. The concept and process of Design provides a paradigm shaped by creativity, empathy and integrates a user centric approach. Design Leadership provides an important addition to the concept of Business Management which is shaped by a paradigm of measurement, conditioning, ordering and reordering. The classical management process looks to control its world as the puppet master. Whereas, Design Leadership integrates imagining the puppet’s role as related to the larger world in which it ripples through design thinking, strategic management and design management. This provides a context in which there is dynamic understanding of flow rather than one-way control. This in turn drives innovation and sustained business growth.

Design Thinking + Strategic Management –> Design Management = Design Leadership