Design thinking exploded in popularity when things became tricky. An accelerating ambiguity, messiness, and unpredictability have started storming the business world. Suddenly, a mixture of gut feelings, egos, and rules of thumb wasn't enough to turn detailed 3-year spreadsheets into a thriving venture.

It was perfect timing for David Kelley to proclaim the design process a remedy for executives' rising difficulties. Soon after, IDEO became the first household name among design studios, and the human-centered approach flooded boardrooms regardless of the industry.

Fast-forward 30 years, and the greatness of design thinking has played out. Now, the corporate world is talking it down to a team-building exercise with the use of sharpies and colorful post-its, while IDEO is laying off employees and shutting down offices.

Don't get it wrong. It isn't because design thinking has turned out to be a flawed practice. As in the good old days, it still helps to uncover untapped value without a hitch. The demise of its glory comes from something else: the unmanaged over-expectation. 

There are limits to what design thinking can bring to the table. In fact, its ability ends with finding an idea rooted in actual human needs. Despite the ungrounded hopes of the many, it won't guarantee getting into a booming business. The road to hitting a home run is bumpy and has plenty of twists and turns. Yet, no one brought such a disclaimer up when people started jumping on the bandwagon of design thinking.