We work in 4 main areas, providing a range of consultancy, coaching, and team development activities

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schneider + partners

creative management consultants - london


+ 44 (0)20 7586 0110

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www.schneidercoaching.com                                     

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T: +44 20 7586 0110

M: eric@schneiderpartners.com

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DESIGN THINKING

Key elements may include developing :

A consumer oriented, creative problem solving approach. This may involve encouraging thinking 'outside the box', taking inspiration from a variety of sources, collaborating, questioning, acknowledging intuition and emotions, constantly innovating, positively rising to the challenge of constraints, communicating in a visual manner, understanding the importance of all the senses, and so forth

New approaches to identifying opportunities, with an emphasis on developing close user insights and involvement, using inputs + inspiration from a diverse range of  sources, and using alternative approaches to idea generation

A collaborative, inter-disciplinary approach to leverage the creativity of the whole team

Solutions which not only solve problems, but which are different and better to those of competitors

Sketching and rapid prototyping skills, as means of communication, inspiration and testing of ideas

An understanding of how (and when) to use professional designers

We see design thinking as having two key components: (1) Understanding that everything that a organisation creates - its products, its services, its brands, how it experienced, etc - needs to be considered as a resource with major strategic potential. (2) Getting those not trained as 'creatives' to complement their existing skills by also thinking and behaving 'creatively' like designers. We can help with both

Both are important because more than ever companies are finding that to survive they need to be continually creative and innovative in identifying opportunities, creating solutions and effectively delivering them. The problem is that traditional management training - with the emphasis on 'left brain' dominance (linear, non-creative, often risk averse thinking) - has left many organisations ill-equipped in this respect.