Design Thinking is increasingly at the centre of organisations' discussions: more and more are trying to implement it. However, it has been seen that adopting Design Thinking requires deep processes of organisational change that many companies often fail to do. Over the years, the scientific community debated the benefits of Design Thinking and the barriers that companies may face during its adoption. On the other side, few and embryonic contributions have been made on how to support companies in this adoption. Through an exploratory analysis, analysing ten companies that have been adopting Design Thinking for several years and with tangible results, this research identifies four macro categories of facilitators for the adoption of Design Thinking and a set of related actions. The aim is to support companies to really achieve the benefits that Design Thinking can give, but if adopted fully and not only partially as is often the case.