[1] In the book, Martin describes the concept of design thinking, and how companies can incorporate it into their organizational structure for long term innovation and results.
This means that organizations are often poor at achieving valid solutions because they do not fully take advantage of all three areas of the knowledge tunnel, just the two latter stages (heuristics and algorithms).
Peirce described the process of discovery as new ideas that arose when thinkers observed data that did not fit with the existing models.
An alternative is a new corporate structure that incorporates design thinking into the firm, like the one A.G. Lafley put in place at Procter and Gamble.
Martin acknowledges that design thinking may meet criticism, so he suggests the following steps to get along with others while practicing it: Reviews have generally been positive, citing the book as "easy reading, because he is an excellent storyteller, and illustrates his thesis with memorable examples".
[2] He has also been praised for the practical approach he takes, grounding his ideas in the reality of the system, with reviewers calling it a "must-read for people who want to bake into their corporate cultures ingredients such as research, design and innovation.