In the capacity-building stage of traditional models (Figure 1), public health agencies develop informal partnerships with stakeholders to form decision-making teams. In the PHIM, the commitment stage incorporates two design thinking components (cross-collaboration and community buy-in) that can help to formalize partnerships over time: Cross-Collaboration: Public health has recognized the importance of coalition building and interorganizational networks to not only improve health but also obtain resources and buy-in (31). However, the PHIM suggests that a stronger emphasis should be placed on the importance of cross-silo collaborations through the application of systems thinking. Incorporating systems thinking requires (1) attention to relationships and an understanding of people, (2) specialized study to understand the parts of the public health system, (3) transcending traditional academic boundaries, and (4) matching public health problems to the appropriate method for studying them (32). While it may not be possible to completely eliminate silos within public health, systems thinking has helped public health practitioners recognize that it is “essential to link [silos] … and recognize that they represent components of a larger system” (33).Community Buy-in: Generating passion to solve community problems is a tenet of both design thinking and public health. When community members assemble together to tackle problems, the power of mobilization and local solutions begins to take place. Such grassroots efforts are typically more sustainable than top–down strategies employed by experts with little community involvement. Public health practitioners who are committed to community mobilization have learned to balance the use of best practice evidence while allowing for local innovation and creativity (34, 35). While community buy-in has been successfully implemented in recent health interventions (36, 37), successful long-term assessment is uncommon.