Design thinking — a method for spurring creativity in innovation and problem-solving in business — has gained popularity among managers over the past few years. The method is inspired by the way in which professional designers work and can be applied by professionals with backgrounds other than design. The idea is that the traditional, highly analytical ways of thinking in business are not very effective for coming up with new and original approaches to tackle specific problems, or to renew a company's strategy, processes, or products. Instead, we can learn much from the way designers think. So what happens when design thinking meets business? What are the key mechanisms — or activity and thinking patterns — that the method seeks to promote in the teams practicing it? And how can a company implementing design thinking enable its teams to execute the design thinking process successfully?