The critical role played by the third sector organisations is becoming increasingly visible across the world, particularly in developing countries and in solving “wicked problems” — a phrase for intractable problems described by Hors Rittel and Melvin Webber (1973). Wicked problems in social sector are novel, unique, ill-understood problems with no real right or wrong answers and often not understood until after the formulation of a solution. These problems in the social sector therefore pose unique challenges but also call for solutions that should take into account peoples’ perspectives, diversity, needs, and innovation all rooted in iterative processes with rapidly building and testing models that may or may not work (an approach often defined as “fail fast early”). A popular approach to designing services and fostering innovation that has increasingly been applied to community services sector settings is Design Thinking.