Abstract
Despite the growing popularity of Design Thinking (DT) as a catalyst for organisational innovation, agility, and user-centred transformation, its actual adoption often remains superficial, fragmented, or symbolic. This study presents a systematic literature review of 64 peer-reviewed publications, aiming to identify, categorise, and interpret the key barriers to DT implementation in organisational contexts. Findings reveal that resistance to DT is rooted not merely in technical or procedural limitations, but in deeper organisational structures, cultures, and mental models. Through thematic synthesis, four recurring macro-barriers are identified: (1) uncertainty induced by change, (2) leadership-related constraints, (3) incompatibility of approaches and languages, and (4) trivial is ation of the method. The study contributes a structured and updated categorisation of these barriers, highlighting the need for long-term, systemic efforts—such as cultivating design-literate leadership, strengthening internal capabilities, fostering cross-disciplinary communication, and embedding a tolerance for ambiguity. By analysing the interrelations among these barriers, the paper sheds light on why DT initiatives often fall short of expectations and offers actionable insights for organisations seeking to integrate DT more meaningfully into their culture and operations. Moreover, it provides actionable insights to organisations and decision-makers seeking to integrate DT into their strategic and operational models. Ultimately, DT is presented not as a shortcut to innovation, but as an organisational mindset—one that requires clarity, resilience, and a sustained commitment to learning through uncertainty.
Keywords
Design Thinking; Design Thinking adoption; Barriers for adoption; Organisational change
DOI
https://doi.org/10.21606/iasdr.2025.986
Citation
Carella, G., Cautela, C., Melazzini, M.,and Zurlo, F.(2025) Design Thinking beyond the hype: organisational barriers and implementation challenges, in Chang, C.-Y., and Hsu, Y. (eds.), IASDR 2025: Design Next, 02-05 December, Taiwan. https://doi.org/10.21606/iasdr.2025.986
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Conference Track
Track 5 - Design Thinking
Design Thinking beyond the hype: organisational barriers and implementation challenges
Despite the growing popularity of Design Thinking (DT) as a catalyst for organisational innovation, agility, and user-centred transformation, its actual adoption often remains superficial, fragmented, or symbolic. This study presents a systematic literature review of 64 peer-reviewed publications, aiming to identify, categorise, and interpret the key barriers to DT implementation in organisational contexts. Findings reveal that resistance to DT is rooted not merely in technical or procedural limitations, but in deeper organisational structures, cultures, and mental models. Through thematic synthesis, four recurring macro-barriers are identified: (1) uncertainty induced by change, (2) leadership-related constraints, (3) incompatibility of approaches and languages, and (4) trivial is ation of the method. The study contributes a structured and updated categorisation of these barriers, highlighting the need for long-term, systemic efforts—such as cultivating design-literate leadership, strengthening internal capabilities, fostering cross-disciplinary communication, and embedding a tolerance for ambiguity. By analysing the interrelations among these barriers, the paper sheds light on why DT initiatives often fall short of expectations and offers actionable insights for organisations seeking to integrate DT more meaningfully into their culture and operations. Moreover, it provides actionable insights to organisations and decision-makers seeking to integrate DT into their strategic and operational models. Ultimately, DT is presented not as a shortcut to innovation, but as an organisational mindset—one that requires clarity, resilience, and a sustained commitment to learning through uncertainty.