Historically, design has been treated as a downstream step in the development process — a point where designers, who have not previously played a role in the core work of innovation, come and put a nice wrapper around the idea. To be sure, this approach has spurred market growth in many areas by making new products and technologies aesthetically appealing and therefore more desirable to consumers or by improving brand perceptions through smart, evocative advertising and communication strategies. In the second half of the twentieth century, design became an increasingly valuable competition of assets in, for example, consumer electronics, the automotive industry, and consumer packaging commodity packaging. Design thinking focuses on a person’s approach to innovation that draws from design tools to integrate people’s needs, technology capabilities, and requirements for business success. Design thinking also helps us observe and develop empathy with the target users. Business leaders who use shared vocabulary and a set of design thinking tools can reliably create a better human-centered user experience. Finally, design thinking provides a structured process that helps innovators break free of counterproductive tendencies that thwart innovation. The process of thinking about design is not necessarily linear, nor is there a canonical way to approach it; it is an iterative system with many variations.