Following the increasing appreciation for Design Thinking’s methodologies and its positive impact on businesses’ success and competitiveness over the past decades, many organizations have attempted to establish a design capability of their own. This surge in interest is rooted in the recognition that Design Thinking offers a systematic approach to solving complex problems and fostering innovation, ultimately enhancing the value delivered to customers and stakeholders. It emphasizes empathy with users, a collaborative cross-disciplinary process, and a culture of prototyping and testing, making it an attractive proposition for businesses seeking to differentiate themselves in crowded markets.

However, the journey to successfully integrate Design Thinking into organisations is filled with challenges. Many firms encounter obstacles in translating Design Thinking’s principles into actionable strategies that align with their business models and operational workflows. One of the critical hurdles is the need for a cultural shift within the organization to embrace failure as a learning opportunity, encourage creative risk-taking, and foster an environment where multidisciplinary teams can thrive. Additionally, organizations often grapple with integrating design thinking with existing processes without causing disruption to the workflow or diluting the methodology's essence.

Moreover, building a sustainable design capability requires not just an initial enthusiasm but a long-term commitment to training, mentorship, and the development of infrastructure that supports design practices. This includes the creation of dedicated spaces for collaboration and ideation, access to tools and resources for prototyping, and establishing metrics to measure the impact of design initiatives.
In the context of these challenges, this thesis report examines ktc’s efforts to integrate design thinking methodologies into its digital marketing operations. In the context of an evolving marketing landscape, ktc aims to innovate and adapt by incorporating design thinking methods into its operations.

To start building a design foundation, a series of workshops based on the phases of the Double Diamond model: Discover, Define, Develop, and Deliver, were designed to equip the ktc team with knowledge of design thinking processes and to encourage the application of these methods to marketing challenges. However, the transition from theory to practice highlighted uncertainties among team members about integrating design thinking seamlessly into their daily tasks.
In response, a pilot design project was launched to apply design thinking methods within ktc's marketing strategies actively. This project sought to showcase the concrete benefits of design thinking while identifying and overcoming obstacles to its application.

The findings from creating this design initiative at ktc shed light on the challenges and successes of implementing design thinking in organizations not traditionally focused on design. It discusses how design thinking can revolutionize ktc’s marketing practices by adopting a more innovative, user-centered approach. Additionally, the report and its deliverables offers guidance for similar organizations, underlining the need for ongoing learning, adaptability, and strategic integration of design thinking with business objectives.