Despite the limited amount of empirical evidence, the adoption of the Design Thinking approach is frequently presented as a solution to many of the problems that large organizations face when executing radical innovation projects. In this master thesis, a longitudinal study was conducted which revealed the difficulties of implementing such approach with a novice multidisciplinary team in a large corporation. Along the document, the causes for such barriers at the individual, team and organizational levels are analyzed by a combination of empirical evidence and extensive literature review. As a result, a framework is presented which highlights the importance of carefully setting up the project prior to its execution, emphasizing a broad variety of interdependent enablers. In particular, a highly adaptive team structure is proposed, and guidance is offered on how to set up such team for success and ensure the adequate organizational support structures.