Design Thinking is dead — so the majority of my peers claim — yet there it is, smeared all over LinkedIn, peeking out from job descriptions and lurking in resumés. It crops up in conversations, sneaks into pitches and elbows its way into briefs. It graces the covers of the magazines which languish in shabby wire racks in my local supermarket.

When B2B companies talk about user experience, they are really considering the aggregated needs of multiple people and roles in a large ecosystem. But what happens when those objectives are vastly different for every individual?

“Humans don’t stop being humans just because they entered an office building.”

Design Thinking (DT) is a methodology used by designers for solving complex problems and identifying suitable solutions for consumers or end-users. In simple words, this human-centered process of innovation emphasizes on what consumers would love to have and prevents organizations from making dicey instinctive bets by helping them understand what their potential customers really want.

During Julie Baher's five years at Citrix between 2010 to 2015, she was fortunate to gain first-hand experience leading a transformation in product strategy to a customer-centered approach.