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Mm3141 0801

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  • 1. DESIGN THINKING Group 1 12102064D LEUNG Yik Kan 12100703D LAI Ka Cheong 12101433D WU Kit Sing 12101937D YUEN Hoi Ying Winnie 12102301D WU Lok Yee 12102347D BUATON Hon Ming Herman 12102568D TAN Karen Kristine 12102651D SO Chak Hei Friday, 7 March, 14
  • 2. BRAINSTORMING QUESTION Friday, 7 March, 14
  • 3. HOW DO YOU SELL THIS PEN? Friday, 7 March, 14
  • 4. VIDEO - http://youtu.be/sDjrNHIxO2k Friday, 7 March, 14
  • 5. TODAY’S AGENDA - What is Design Thinking? - The case study of P&G - The traditional way VS. Design Thinking - Design Thinking in different organizations - More examples Friday, 7 March, 14
  • 6. WHAT IS DESIGN THINKING? Friday, 7 March, 14
  • 7. “Design thinking is a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strateg y can convert into customer value and market opportunity.” ﹣Tim Brown, CEO of IDEO (Martin R. , 2009) Friday, 7 March, 14
  • 8. Friday, 7 March, 14
  • 9. THE 5 STAGES - i) Empathize (Plattner H., unknown) - A human-centered design process - Understand: HOW people do things WHY people behave in these ways WHAT people need physically and emotionally HOW people think about the world WHAT people think is meaningful Friday, 7 March, 14
  • 10. THE 5 STAGES - ii) Define (Plattner H., unknown) - Define the Challenge - Based on context and knowledge on user - Make sense of information obtained - Focus on WHAT user need Friday, 7 March, 14
  • 11. THE 5 STAGES - iii) Ideate (Plattner H., unknown) - “Going wide” - Source materials to build prototypes - Explore new and innovative solution Friday, 7 March, 14
  • 12. THE 5 STAGES - iv) Prototype (Plattner H., unknown) - Make the ideas tangible - Create low-resolution prototypes - Collect feedback from users - Refine the prototype Friday, 7 March, 14
  • 13. THE 5 STAGES - v) Test (Plattner H., unknown) - Solicit feedback from users - WHY people like the solution? - WHY people do not like the solution? - Learn about the users - Empathy for the users Friday, 7 March, 14
  • 14. AN EXAMPLE Friday, 7 March, 14
  • 15. Friday, 7 March, 14
  • 16. BACKGROUND - Case - Founded 1837 - CEO A.G. Lafley want a change in 2001 - “Return to its root” - “Focus on consumer” - Solution - P&G should be GOOD at Design Thinking - the Clay Street Project Friday, 7 March, 14
  • 17. BACKGROUND - Clay Street Project (Cohan P., 2012.2) - A pioneer project - Start-up-like working atmosphere - 10-12 weeks sessions - ”Examine all possibilities” - Create new equity - e.g. Logo, Colour, Shape, Branding Friday, 7 March, 14
  • 18. BACKGROUND - Clay Street Project (Cohan P., 2012.1) - Herbal Essence - Use subtly-colored bottles - Replace clear bottles - Match customers’ expectation - Sales growth improved from 76 to 124 Friday, 7 March, 14
  • 19. ADOPTION - Workshop (Rae J., 2008) - Emphasis on Business - Quick experience - Serious Reflection - Participants: - Creative and Empathetic - Engage to Design Thinking Friday, 7 March, 14
  • 20. EXAMPLE - OLAYFORYOU.COM - Complicated Catalog - Understand frustration of customers - WHAT customers want? (Rae J., 2008) Friday, 7 March, 14
  • 21. EXAMPLE - OLAYFORYOU.COM - Re-design System - Improve user experience - Female narrator - Ask engaging question about requirements - Recommend tailored set of product (Rae J., 2008) Friday, 7 March, 14
  • 22. ADVANTAGES - Differentiation - Cater every unique requirements - Increased Customer Satisfaction - Increase products’ competitiveness (Rae J., 2008) - Data Collection - Obtain knowledge about customers - Decision-making based on their needs (Rae J., 2008) Friday, 7 March, 14
  • 23. FUTURE - Everyone is a facilitator in Design Thinking - Increase Involvement - Decision Structure - Knowledge Source - Decision Commitment - Risk of Conflict - Reduce Groupthink Friday, 7 March, 14
  • 24. WHICH IS BETTER? The traditional way OR Design Thinking? Friday, 7 March, 14
  • 25. Friday, 7 March, 14
  • 26. DIFFERENCE The traditional way Aim at... (Frisendal T., 2012) Base on... Involved... (Martin R., 2009) Result Friday, 7 March, 14 Design Thinking Reliability Validity Past Experience Current Information CEO Senior Managers Observation Almost everyone An improved product A re-made product
  • 27. VIDEO - http://youtu.be/zHsocHGMhjc Friday, 7 March, 14
  • 28. SHOULD ORGANIZATIONS ADOPT DESIGN THINKING? Friday, 7 March, 14
  • 29. WHO DON’T NEED? - “Fail-fast and Fail-small” (Murray C., 2013) - Small Companies - Direct contact with customers - Can be tested Friday, 7 March, 14
  • 30. WHO DON’T NEED? - Government - Limited by institution - Widespread influence - Difficulties in promoting changes Friday, 7 March, 14
  • 31. WHO NEED DESIGN THINKING? - Any industry - Open-minded - Clear objectives - People trust each each other (Breunlin E., 2013) Friday, 7 March, 14
  • 32. WHO NEED DESIGN THINKING? - Examples: - Kaiser Hospital redesign workflow (Brown T., 2008) - Marriott Hotel redesign hotel lobby (Frankel A., 2011) Friday, 7 March, 14
  • 33. ANOTHER EXAMPLE Friday, 7 March, 14
  • 34. Friday, 7 March, 14
  • 35. IN THE TRADITIONAL WAY... Friday, 7 March, 14
  • 36. WITH DESIGN THINKING... 1. Empathize - Observe what people really needed 2. Define - A first-person game is demanded 3. Ideate - Use our body to play the game 4. Prototype - Infrared sensing remote 5. Test - Invite celebrities to test Friday, 7 March, 14
  • 37. WITH DESIGN THINKING... Friday, 7 March, 14
  • 38. CONCLUSION Friday, 7 March, 14
  • 39. TRADITIONAL WAY VS. DESIGN THINKING - Traditional - Problem-solving - Idea already existed - Designer made it attractive - Design Thinking - Solution-oriented - Designer creates ideas - Produce what people need and want Friday, 7 March, 14
  • 40. DESIGN THINKING - Provide innovative solution - Provide in-depth solution - through brainstorm, prototype, feedbacks - Create comparative advantages - Explore new insight - MOST organizations can adopt - only a few exception Friday, 7 March, 14
  • 41. REFERENCE Breunlin E. (2013, Jul 22). Design Thinking can change your company. Milwaukee Business News. Retrieved Mar 06, 2014, from http://www.biztimes.com/apps/pbcs.dll/section?Category=SMALLBUSINESS Brown, T. (2008). Design Thinking. Harvard Business Review. 07.2008; 86(6):84-92, 141. Cohan, P. (2013, Feb 3). How Procter & Gamble Design Guru Spurs Growth. Forbes. Retrieved Mar 05, 2014, from http://www.forbes.com/sites/petercohan/2012/03/02/how-procter-gambles-designguru-spurs-growth/ Cohan, P. (2012, Dec 3). How Procter & Gamble Designs Change. Forbes. Retrieved Mar 05, 2014, from http://www.forbes.com/sites/petercohan/2012/03/12/how-procter-gamble-designs-change/ Frankel, A. (2011). Marriott: Thinking Faster Inside the Box. Autodesk/Melcher Media Frisendal, T. (2012). Design Thinking Business Analysis: Business Concept Mapping Applied, Springer. Martin, R. (2009). The Design of Business: Why Design Thinking is the Next Competitive Advantage, Harvard Business Review Press. Murray, C. (2013, Dec 19). Ideas on design thinking for small business, inspired by the DMI conference. Accelerator: Product innovation insights from Bressler Group. Retrieved Mar 06, 2014, from http:// accelerator.bresslergroup.com/2013/12/design-thinking-for-small-business/ Plattner H. An Introduction to Design Thinking: Process Guide. Institute of Design at Stanford Rea, J. (2008, Jul 28). P&G Changes Its Game. Bloomberg Business. Retrieved Mar 02, 2014, from http:// www.businessweek.com/stories/2008-07-28/p-and-g-changes-its-gamebusinessweek-business-news-stockmarket-and-financial-advice Friday, 7 March, 14
  • 42. THANK YOU Friday, 7 March, 14
  • 43. Q&A Friday, 7 March, 14

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