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Bridging Project Management and Design Thinking: Evidence From Digital Transformation Projects

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  • Margaux Grall

    (CRG I3 - Centre de Recherche en Gestion I3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Florence Charue-Duboc

    (CRG I3 - Centre de Recherche en Gestion I3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Sihem Benmahmoud-Jouini

    (GREGHEC - Groupement de Recherche et d'Etudes en Gestion - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique)

Abstract

This article examines how design thinking can enrich project management, especially in digital transformation contexts. While recent research calls for renewing project studies, few empirical works explore design thinking -project management integration. Based on a longitudinal case study within a company using design thinking to implement digital transformation, we analyze how design thinking supports projects involving major managerial and operational shifts, complex stakeholder environments, and ambiguous objectives. We identify key characteristics of the implemented approach that overcome difficulties faced in digital transformation projects and intense change projects, showing how it helps shape the projects by focusing on the stakeholders.

Suggested Citation

  • Margaux Grall & Florence Charue-Duboc & Sihem Benmahmoud-Jouini, 2025. "Bridging Project Management and Design Thinking: Evidence From Digital Transformation Projects," Post-Print hal-05544348, HAL.
    • Handle: RePEc:hal:journl:hal-05544348
    DOI: 10.1177/87569728251337426
    Note: View the original document on HAL open archive server: https://hal.science/hal-05544348v1
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