How do you get 400,000 employees at one of the world’s most storied blue-chip tech companies to adopt design thinking as a tool to transform the culture of its workforce?
When entrepreneur Phil Gilbert was brought into IBM, which in 2010 had acquired his firm, Lombardi Software, he was convinced that his days were numbered. Tasked with teaching Big Blue how to grow as fast as his business software processing company did, he felt out of place: “I pretty much knew that I was a square peg in a round hole,” he says.
