What problem does design thinking actually solve for businesses?
At its core, design thinking solves the most expensive problem in product and service development: building the wrong thing. Organisations invest enormous resources into solutions that don't land — because they were designed around assumptions rather than evidence, or because the people who built them never spent enough time with the people they were building for.
Design thinking attacks this directly. It mandates empathy as the starting point — genuine, field-based understanding of user needs, behaviours, and constraints — before a single line of code is written or a service process is designed. It then uses iteration and testing to close the gap between design intent and user reality, catching misalignments early when they're cheap to fix rather than late when they're not.
There's a second problem it solves, which is less obvious but equally important: organisational silos. Complex challenges don't respect departmental boundaries, but traditional problem-solving often happens within them. Design thinking brings cross-functional teams together around a shared understanding of the user, breaking down the barriers that lead to solutions designed in isolation and implemented without coherence.
Design thinking solves the most expensive problem in product development: building the wrong thing.
How does design thinking make a business more efficient?
The efficiency gains from design thinking are counterintuitive to organisations that are used to measuring speed by how quickly they move from brief to launch. Design thinking adds time at the front end — for research, for prototyping, for testing with users before commitments are made. To some stakeholders, that feels like delay.
What it actually does is shift failure earlier in the process, where it costs far less. Discovering that a product feature doesn't work for users at the prototype stage takes days to address. Discovering the same thing six months after launch takes months and significant investment to unpick. Rapid prototyping and iterative testing don't slow development down — they make the development that happens more reliable and more targeted.
The collaborative nature of design thinking also eliminates a different kind of inefficiency: duplicated work and miscommunication across teams. When designers, developers, programme staff, and business leads are aligned around the same user insights from the outset, the back-and-forth that consumes so much project time — the revisions, the re-scoping, the misaligned handovers — is significantly reduced.
What gives design thinking an edge over other business methodologies?
The defining differentiator is where design thinking starts. Most methodologies begin with what is technically feasible or commercially viable — and then ask whether users will adopt what results. Design thinking begins with the user and asks whether the solution genuinely serves them. That inversion produces fundamentally different outcomes.
User-centricity is not a soft value — it has hard commercial consequences. Products designed around real user needs achieve higher adoption, generate stronger loyalty, and require less corrective rework. In African markets particularly, where user contexts are underrepresented in global design practice and where assumptions imported from elsewhere consistently fail, the ability to design from genuine local insight is a significant competitive advantage.
Design thinking also institutionalises learning in a way that most methodologies don't. It treats each iteration as an opportunity to get smarter — about users, about the problem, about what works. That accumulation of insight compounds over time, and organisations that practice it consistently build a design capability that becomes genuinely difficult for competitors to replicate.
Can design thinking save a business time and money?
Yes — and the evidence is in the failure statistics of products that didn't use it. The majority of digital products that fail do so not because of technical problems but because of product-market fit problems: the product didn't serve a real user need, or served it in a form users couldn't or wouldn't adopt. These are design problems, and they are expensive.
Design thinking reduces that risk by operationalising early-stage validation. Rather than committing to full development based on internal assumptions, teams build lightweight prototypes and test them with real users before significant investment is made. Ideas that won't work get discovered and discarded cheaply. Ideas that show promise get refined with user evidence behind them.
The collaboration design thinking demands also has a direct cost impact. When cross-functional teams are aligned around shared user insight, the rework caused by miscommunication and siloed decision-making — one of the largest hidden costs in product development — is substantially reduced. Timelines shorten not because corners are cut, but because teams are working from the same picture.
How does design thinking adapt to different industries and contexts?
This is one of design thinking's most important qualities: the methodology is constant, but its application is entirely context-specific. The principles — empathy, ideation, prototyping, testing — apply whether you are designing a financial product, a healthcare service, an agricultural platform, or an internal business process. What changes is who you're designing for, what their constraints are, and what 'working' looks like in their context.
In Africa, this adaptability is essential. The diversity of contexts across the continent — in connectivity, in language, in infrastructure, in cultural norms, in digital literacy — means that no single solution template works everywhere. Design thinking doesn't offer templates; it offers a process for building context-specific understanding and designing from it. That's precisely why it is so well-suited to the African market.
In resource-constrained environments — which describes much of the development sector work we do — this adaptability becomes even more critical. The question is rarely how to optimise a standard solution; it's how to design something that works at all, within constraints that would make most conventional approaches unworkable.
Design Thinking in Practice: Three Made by People Case Studies.
The principles above are easier to grasp through the lens of real projects. The following three case studies illustrate how design thinking for business transformation plays out in practice — across corporate, social enterprise, and impact-technology contexts.
Made by People — Case Study
Epic Africa: Building an Awards Platform That Works for Everyone
Epic Africa runs the CSO Excellence Awards — a pan-African programme recognising outstanding civil society organisations. When they came to Made by People, they had a software vendor they couldn't communicate with, an awards platform that didn't meet their users' needs, and a launch deadline approaching. Our engagement covered three phases: first, we provided a technical project manager to act as liaison between Epic Africa and their vendor, translating the technical language that was creating a communication breakdown. Second, we conducted three rounds of usability testing across Nairobi, Johannesburg, and Dakar — deliberately including users with the lowest digital literacy and internet access. The insight from that testing shaped the rebuild: once the platform worked for the most constrained user segment, it worked for everyone. Third, we redesigned and rebuilt the awards platform from the ground up. The result: 972 organisations registered for the first edition of the awards, 389 completed the first round, and 49 were shortlisted for the final round. Epic Africa now holds a rich database of CSOs across the continent and is working with us on the second version of the programme.
Made by People — Case Study
Safaricom Masoko: Redesigning the Vendor Platform from the Ground Up
Masoko is Safaricom's e-commerce platform, enabling sellers and buyers across Kenya to transact online. A critical component — the vendor platform, through which merchants manage onboarding, inventory, orders, payments, and documentation — was not meeting the needs of the sellers using it. Safaricom approached Made by People to research, redesign, and rebuild it. We began with user research on the existing vendor platform, conducting structured sessions with merchants to understand where the experience was creating friction and what a better version would need to do. The research surfaced specific pain points across onboarding, stock management, and financial reconciliation — areas where the existing design made straightforward tasks unnecessarily complex. We used those findings to redesign the UX and UI of the vendor portal, then developed and built the new version. The outcome was a vendor platform that addressed the key merchant pain points directly: streamlined onboarding, clearer inventory management, simpler order tracking, and more transparent financial settlement. Design thinking methodology — start with the user, build from evidence — applied to one of Kenya's highest-profile digital commerce platforms.
Made by People — Case Study
AfriScout: Putting the Shepherd's Eye in the Sky
Pastoralists across Kenya, Ethiopia, and Tanzania depend on seasonal grazing land to sustain their livestock. Historically, decisions about where to move a herd were made on word of mouth and accumulated tradition, with no reliable way to know in advance where water and pasture were actually available. PCI came to Made by People with a vision: use satellite imagery and mobile technology to change that. The result was AfriScout, a map-based Android application that shows pastoralists current water and vegetation conditions on localized grazing maps, enabling more accurate migration decisions, better pasture management, and reduced risk of herd loss.
Building for this context required a fundamental shift in design thinking. Users were operating with basic smartphones in areas with limited or no connectivity. The Made by People team conducted UX research in the field, ran multiple rounds of usability testing to ensure the app was genuinely usable by the target community, and built both the Android application and a web-based management dashboard for the PCI team.
The outcomes speak to the scale of what good design thinking can enable: AfriScout has mapped over 538,000 square miles of communal grazing lands across the three countries, with more than 11,000 registered users on the platform. At its peak in 2019, 350 new users were downloading the app each month, and each of those users was sharing information with at least seven other families. The project attracted attention from Al Jazeera, Reuters, and Voice of America, and was recognised as a Google Impact Challenge Kenya Finalist.
Design Thinking and Competitive Advantage
Markets move quickly. Customer expectations evolve. Technology shifts the landscape. The organisations that sustain competitive advantage are not those that execute a single brilliant strategy — they are those that build the capability to sense and respond to change faster than their competitors.
Design thinking builds exactly that capability. By keeping teams in continuous contact with users — through research, through testing, through ongoing feedback loops — it ensures that organisations remain attuned to shifts in needs and preferences before those shifts become commercial problems. The diversity of perspective that design thinking encourages, by bringing together different functions and different stakeholders, also surfaces opportunities and threats that siloed teams consistently miss.
In African markets specifically, where the pace of change is rapid and the diversity of user contexts is substantial, this responsiveness is not a strategic nicety. It is the difference between products that achieve adoption and products that don't.
Integrating Design Thinking with Existing Ways of Working
One concern we hear frequently from organisations considering design thinking is whether it requires abandoning existing processes. It doesn't. Design thinking is a complement, not a replacement. It integrates naturally with agile development methodologies — strengthening the user research and prototyping phases that agile often underprioritises. It aligns with lean practices by ensuring that investment goes into refining ideas that have been validated with users, not into building things that won't be adopted.
The most effective integrations we've seen treat design thinking not as a project-level intervention but as an organisational capability — embedded in how teams are structured, how problems are scoped, and how success is defined. That kind of integration takes time to build, but the compounding returns it produces are substantial.
Building for the Long Term
The deepest value of design thinking is not any single product it helps create. It is the culture it builds over time: one that is genuinely curious about users, genuinely willing to test and revise, and genuinely capable of building solutions that people adopt and trust.
In Africa's rapidly growing digital economy, that culture is foundational. The organisations that will define the continent's digital future are not those that move fastest — they are those that build closest to the people they are serving, and that treat user insight as the most valuable input in the design process.
Work With Us
If reading this has surfaced a challenge in your organisation — a product that isn't achieving adoption, a service that's generating friction, a problem that hasn't yielded to conventional approaches — we'd like to talk. Made by People has been applying human-centered design thinking across Africa for over a decade, working with startups, corporates, and development organisations to build products and services that genuinely work for the people they're meant to serve.
Reach out to us at hello@made.ke to start the conversation.