Thales, a well-known company that provides products and services for the aerospace, defence, transportation and security markets, is a technology driven company. The usual approach to innovation within a technology driven company is to focus on the development of a technology, and once the technology is ready, find application for it in the marketplace [technology push]. Further, as a B2B company, many of Thales’ businesses are used to following call for tenders and designing as per the requirements of the client. But such a business-client set up is undergoing change, and clients are increasingly looking up to companies to proactively come up with innovative solutions. Doing so requires a deeper understanding of the client needs and emerging trends in the market. Many senior executives within Thales realize that the company needs to adapt to the new emerging reality. Therefore, they want to enrich company’s current approach to innovation with design thinking, which is known to enable ‘market pull’ innovations. An entity named, Design Center, has been set up in one of the seven corporate universities of Thales group, with the aim to bring design thinking within Thales group’s fold. But implementing something new in a huge and complex company as Thales, is not an easy task. For example, the businesses of the company operate in very different industry dynamics and timelines. Design Center, set up in January 2013 and inaugurated in April 2013, is trying to figure out the right angle to position itself attractively to potential clients. This project aims to support Design Center as it takes its first steps within the company, trying to spread the understanding, and eventually the acceptance, of design thinking. Cynthia Tripp, former marketing director for global design at P&G, had a word of advice about bringing design thinking within organizations. “The trick is”, she says “Don’t turn it into an education program. Turn it into a problem-solving machine”. Design Center has a similar belief. In fact there are two important reasons for believing so – one, some critical design thinking skills are developed only by working on full-fledged projects (experiential learning), and two, people are motivated to learn new things and to put great effort, when the problem they are working on, directly concerns their work. But to do projects with Design Center, people should first know, what problem they want to tackle using design thinking. Considering the problem of Design Center in a holistic way, we have structured the problem to be consisting of four parts. 1) Convert The Visitor into The Seeker, by raising The Visitor’s consciousness about, how design thinking can bring value to his business domain. 2) Understand The Seeker’s needs and expectations to figure out how his problem should be approached. 3) Facilitate and mentor The Seeker and his team during project workshops. 4) Take measures to spread consciousness about design thinking within Thales. Taking the structured problem as base, we will describe what the scheme offers for tackling each part of the problem. For ‘Addressing The Visitor’, the scheme offers a game meant to sensitize potential client about how Design Center can help him discover new business opportunities. For ‘Addressing The Seeker’, the scheme offers Scoping Exercise and On-boarding. By performing the Scoping Exercise with a client, the Design Center executive will be able to gauge the capabilities, needs and expectations of the client. Using that information, the executive can make a suitable selection of methods and techniques for the workshops. Further, it is proposed that Design Center use the narrative of embarking on a mission or an epic journey while executing the project, in order to keep the participating team excited throughout the project. The On-boarding step is meant to strengthen the aforementioned narrative, and is a designerly way of sealing the deal for a project. The ‘Project Execution Support’ part of the scheme provides a selection of methods and techniques, a scheme for developing the design thinking skills of workshop participants, and a scheme for sowing the seeds for design thinking mind-set. Finally, in the ‘Gaining Visibility’ part of The Scheme, three proposals are made – Communication Support, Knowledge Relay and The Big Game. Communication Support is about providing artefacts and communication materials to enable communication about project outcome to stakeholders who were not part of the project. Knowledge Relay is about showcasing Design Center’s capability to bring knowledge from transverse domains and from the market. The Big Game is an organizational level system to gauge different business units’ commitment towards doing design thinking projects. A prudent combination of intrinsic motivators (competence, autonomy, relatedness) and extrinsic motivators (status, rewards) have been applied to build various parts of the scheme. The scheme approaches the implementation of design thinking within Thales from several levels. For example, there is provision to motivate an individual to develop his design thinking skills, there is an underlying narrative to keep a project team excited about their project, and there is organizational level Design Quotient Leader-board/web to facilitate adoption of design thinking. In short, it is hoped that by putting the scheme into practice, Thales will be gamed into embracing design thinking!