Design Thinking as a remedy to Fast-Fashion ecological issues

This study is mainly theoretical and aims to see how Design Thinking can be improved when it is needed as a solution to the ecological challenges of the Fast-Fashion Industry. The interest of this study is to allow readers to better understand this revolutionary method stated earlier by the economist Herbert A. Simon in "The Science of Artificial" (1969) who was the first to consider Design Thinking as "a new way of thinking". In his book he refers to Design Thinking as "a way of solving problems that combines engineering and creativity". This method requires the ability to find a better balance between exploring and exploiting the innovation process. It aims to solve problems and create new products while changing the culture of the company. \nThis study will place Design Thinking as a future solution for the Fast-Fashion Industry, which is experiencing major environmental problems and subject to many accusations from environmental parties and associations such as Greenpeace, WWF... The damage of mass consumption, manufacturing processes, factories relocations in Asia are becoming increasingly noticeable and governments, faced to the threat of natural disasters, are putting pressure on the Fast-Fashion Industry to move towards a more eco-responsible activity. Although these old techniques and product design processes have certainly allowed the fashion mastodons to grow up and consequently some economies to gain in power and value, it is time to "rethink the way we think". Through brainstorming, entertaining company seminars, reconfiguration of teams, roles and tasks, versatility of some jobs, role-playing and other methods, this thesis delivers an analysis of the universe of Fast-Fashion with concrete cases study of Design Thinking by entrepreneurs willing to work in an innovative way. \nThe situations studied are those of the Bosch company adopting a new organization of posts, the LEGO company choosing to think collectively with all departments, thus adopting a free expression of communities of pirates, consumer organizations, developers, and designers. Finally, the IBM company initiates a constructive dialogue by forming 10-minute discussion groups that run for an hour and an insertion of the so-called "godfather end-user" who is supposed to demonstrate the failures of the product at each stage of design.