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By James Carlopio (auth.)

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Sample text

For example, let us assume we were presented with a problem regarding public transportation strategy and operations. After talking to several people, we would identify that the initial presenting problem is that buses are too infrequent in certain areas and this is causing serious citizen complaints. Rather than taking this as the problem and starting to work on obvious solutions such as making bus routes more efficient or adding more buses at peak times, we should ask some basic and naïve questions and identify the underlying assumptions.

In this case the question of involvement in the establishment of the brief is moot. ) need to be involved in developing the brief (cf. Bernstein, 1988; Blyth and Worthington, 2001; Boyle, 2004; Bruce and Bessant, 2002; Design Council, 2006). This diversity of inputs is considered important to ensure a broad range of ideas and concepts are proposed and because design team members will understand the brief better if they have been involved in developing it. I found that they were more receptive to our ideas if we made them part of the design process and then made them feel as if they were their ideas .

Eberto, Architect) Consider what Hamel (1997) had to say about bringing in passion, and an idea worthy of pursuit, to the strategy development process: We’ve too often ignored the emotional side of strategy. If strategy is partly about collective purpose and a sense of shared destiny, don’t we need to recognize this explicitly in the way we go about creating strategy? For example, has anyone out there looked explicitly at the issue of commitment? I don’t mean the The Brief 31 commitment of financial resources by senior executives, but the emotional commitment of individuals at the bottom of the organization who are being asked to devote their lives to carrying out a new strategy.

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