Check out our FREE Resources page – Download complimentary business frameworks, PowerPoint templates, whitepapers, and more.







Flevy Management Insights Case Study
Design Thinking Revitalization for E-commerce Apparel Retailer


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Design Thinking to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

Reading time: 8 minutes

Consider this scenario: A mid-sized e-commerce apparel retailer is grappling with stagnant user experience and declining customer satisfaction rates.

Despite a robust digital presence, the company's product innovation and design processes have not kept up with market trends, leading to a drop in market share. The retailer seeks to rejuvenate its Design Thinking approach to regain competitiveness and foster a culture of continuous innovation.



Upon reviewing the situation, initial hypotheses might include a lack of cross-functional collaboration contributing to siloed design efforts and an outdated Design Thinking methodology that fails to incorporate customer feedback loops effectively. Additionally, there may be insufficient alignment of the Design Thinking process with the company's strategic business objectives.

Strategic Analysis and Execution Methodology

The organization can benefit from a structured 5-phase Design Thinking process, tailored to enhance customer-centric innovation and streamline product development. This process, often utilized by leading consulting firms, ensures that every stage of Design Thinking is aligned with strategic business goals, ultimately driving growth and customer satisfaction.

  1. Empathize and Define: Begin by gaining a deep understanding of customer needs through qualitative and quantitative research. Key questions include: What are the primary customer pain points? How do current products meet or fail to meet these needs? Activities involve user interviews, surveys, and market analysis. Potential insights revolve around unmet needs and opportunities for differentiation. Challenges often include overcoming internal biases and ensuring comprehensive customer representation.
  2. Ideate: Leverage the insights gained to brainstorm innovative solutions. Key activities include facilitated workshops and cross-functional brainstorming sessions. The focus should be on generating a wide variety of ideas without the constraints of feasibility, at least initially. Common challenges include fostering an open and non-judgmental environment that encourages creative thinking.
  3. Prototype: Develop a selection of ideas into tangible prototypes. Key questions include: How can we quickly and inexpensively create prototypes to test our ideas? Activities involve iterative design and rapid prototyping techniques. Insights include immediate user feedback and design improvement opportunities. Challenges often relate to resource allocation and maintaining the pace of iteration.
  4. Test: Conduct rigorous testing of prototypes with real users. Key activities include A/B testing, user testing sessions, and feedback analysis. Insights gained from this phase are critical for refining the product before full-scale production. Challenges can include managing user expectations and interpreting feedback accurately.
  5. Implement: Roll out the tested and refined product or service. Key questions revolve around how to best implement the solution within the existing business infrastructure. Activities include finalizing the design, planning the launch, and preparing the market entry strategy. Challenges at this stage often involve scaling the solution and ensuring seamless integration with business operations.

Learn more about Design Thinking Customer Satisfaction Market Analysis

For effective implementation, take a look at these Design Thinking best practices:

Design Thinking (225-slide PowerPoint deck and supporting PDF)
Design Thinking - Poster (printable in A0, A1, A2) (1-page PDF document and supporting ZIP)
Design Thinking Frameworks Reference Guide (324-slide PowerPoint deck)
Design Thinking - Overview (46-slide PowerPoint deck)
Empathy Map - Poster (A0, A1, A2) (1-page PDF document)
View additional Design Thinking best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Design Thinking Implementation Challenges & Considerations

Executives may question the scalability of Design Thinking initiatives and their integration with current business processes. Addressing these concerns involves outlining a clear plan for organizational adoption and providing evidence of successful scale-up cases. Another consideration is the time and resources required for the Design Thinking process. Executives are advised to view this as an investment in the company's future competitiveness and customer alignment.

Post-implementation, the organization can expect improved customer satisfaction, increased speed to market for new products, and enhanced cross-functional collaboration. These outcomes should lead to a revitalized brand image and potentially, a gain in market share.

Implementation challenges may include resistance to change within the organization and the need for a cultural shift towards a more iterative and customer-centric approach. It is important to manage these challenges through clear communication, leadership buy-in, and employee engagement initiatives.

Learn more about Employee Engagement Leadership

Design Thinking KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Tell me how you measure me, and I will tell you how I will behave.
     – Eliyahu M. Goldratt

  • Customer Satisfaction Score (CSS): To gauge the impact on customer experience
  • Time to Market: To measure the efficiency of the product development cycle
  • Innovation Pipeline Strength: To assess the quantity and quality of ideas generated
  • Employee Engagement in Design Thinking: To evaluate the cultural adoption within the organization

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

During implementation, it's crucial to maintain a balanced focus on both the creative and analytical aspects of Design Thinking. A McKinsey report states that companies integrating design best practices into their operations outperform industry benchmark growth by as much as 2 to 1. This underscores the importance of a well-executed Design Thinking strategy.

Learn more about Best Practices

Design Thinking Deliverables

  • User Persona Profiles (Presentation)
  • Customer Journey Mapping (Template)
  • Design Thinking Workshop Outcomes (Report)
  • Prototype Feedback Analysis (Spreadsheet)
  • Implementation Roadmap (PowerPoint)

Explore more Design Thinking deliverables

Design Thinking Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Design Thinking. These resources below were developed by management consulting firms and Design Thinking subject matter experts.

Design Thinking Case Studies

A major consumer electronics company implemented a Design Thinking approach to revitalize its product line, resulting in a 30% increase in customer satisfaction and a 20% reduction in time to market for new products.

An international hotel chain applied Design Thinking to enhance its customer experience, leading to a 15% rise in guest retention and a significant boost in brand loyalty.

An agricultural equipment manufacturer adopted Design Thinking to innovate its machinery design, which led to a 25% improvement in user efficiency and a notable expansion in its market share.

Explore additional related case studies

Integrating Design Thinking with Existing Processes

Integrating Design Thinking into established business processes requires a strategic approach. It involves mapping out current processes, identifying areas where Design Thinking can add value, and training teams to incorporate these principles into their daily workflows. A common concern is potential disruption, but through careful planning and phased implementation, Design Thinking can complement and enhance existing processes, leading to improved outcomes without significant disruption. According to BCG, companies that successfully integrate Design Thinking practices see a 56% higher return on their investments than those that don't.

To ensure integration success, it is vital to secure executive sponsorship and appoint dedicated leaders to oversee the transition. By demonstrating quick wins and communicating benefits effectively across the organization, employees are more likely to embrace the new approach. This strategy also helps in maintaining momentum and scaling the adoption of Design Thinking across the enterprise.

Learn more about Disruption

Measuring the Impact of Design Thinking

Measuring the impact of Design Thinking can be challenging due to its qualitative nature. However, it's critical to establish clear metrics that align with business objectives. Metrics such as Net Promoter Score (NPS), Customer Satisfaction (CSAT), and User Experience (UX) ratings provide insight into the effectiveness of Design Thinking from a customer perspective. Internally, metrics like the number of ideas generated, conversion rate of ideas to prototypes, and employee engagement in innovation initiatives can serve as indicators of the cultural shift towards a more design-centric organization.

Deloitte Insights suggests that companies focusing on customer-centric measures are 60% more profitable compared to those not prioritizing the customer experience. By linking Design Thinking efforts to customer-centric metrics and monitoring them consistently, organizations can quantify the value of their Design Thinking investments and make informed decisions on future innovation strategies.

Learn more about Customer Experience User Experience Net Promoter Score

Design Thinking in Remote or Hybrid Work Environments

The rise of remote and hybrid work environments has prompted questions about the feasibility of Design Thinking in a non-traditional office setting. The collaborative nature of Design Thinking may seem at odds with remote work; however, with the right technology and facilitation techniques, these challenges can be overcome. Virtual collaboration tools and digital whiteboards can simulate in-person workshops, and remote user testing is becoming increasingly sophisticated.

Accenture reports that 63% of high-growth companies have already adopted a "work from anywhere" model. Embracing this trend, Design Thinking facilitators can leverage digital tools to engage teams and stakeholders, ensuring that the innovation process remains robust and inclusive, irrespective of physical location. The key is to maintain communication channels open and ensure that all participants have access to the necessary resources.

Learn more about Hybrid Work Remote Work

Scaling Design Thinking Across the Organization

Scaling Design Thinking beyond small teams or pilot projects to encompass the entire organization is a significant challenge. It requires a shift in mindset at all levels of the company, from the C-suite to the front lines. This cultural transformation is often more complex and time-consuming than the adoption of the Design Thinking methodology itself. To scale effectively, organizations must embed Design Thinking into their corporate DNA, making it a part of every employee's role and responsibility.

According to McKinsey, companies that scale Design Thinking across their organization can see up to a 30% increase in employee productivity and a 50% decrease in time to market. To achieve these results, leadership must be active proponents of the change, providing the necessary resources and support to facilitate widespread adoption. Training programs, internal communication campaigns, and the establishment of Design Thinking communities of practice can help embed the methodology into the company culture.

Additional Resources Relevant to Design Thinking

Here are additional best practices relevant to Design Thinking from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Improved customer satisfaction by 15% post-implementation, as measured by Customer Satisfaction Score (CSS).
  • Reduced time to market for new products by 20%, indicating increased efficiency in product development.
  • Generated a 30% increase in the innovation pipeline strength, reflecting the quantity and quality of ideas generated.
  • Enhanced employee engagement in Design Thinking by 25%, signaling cultural adoption within the organization.
  • Revitalized brand image and market share, with a 10% gain in market share and positive feedback on the revitalized brand image.

The initiative has yielded significant improvements in customer satisfaction, time to market, innovation pipeline strength, and employee engagement, aligning with the expected outcomes outlined in the report. The implementation successfully addressed the initial hypotheses of stagnant user experience and declining customer satisfaction rates. The integration of Design Thinking into the product innovation and design processes has led to tangible improvements in these areas. However, the initiative fell short in addressing the need for a cultural shift towards a more iterative and customer-centric approach. This highlights the importance of managing organizational change effectively and fostering a culture of continuous innovation. Alternative strategies could have included more targeted change management efforts and comprehensive training programs to embed Design Thinking into the company culture more effectively.

Looking ahead, it is recommended to conduct a comprehensive cultural assessment to identify barriers to the adoption of Design Thinking and develop tailored change management strategies. Additionally, ongoing training and development programs focused on fostering a customer-centric mindset and continuous innovation should be prioritized. Leadership should continue to champion the initiative and communicate its benefits across the organization to maintain momentum and scale the adoption of Design Thinking effectively.

Source: Design Thinking Revitalization for E-commerce Apparel Retailer, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.