Business schools tend to focus on inductive thinking (based on directly observable facts) and deductive thinking (logic and analysis, typically based on past evidence)," he writes. "Design schools emphasize abductive thinking—imagining what could be possible. This new thinking approach helps us challenge assumed constraints and add to ideas, versus discouraging them = Lafley Wikipedia: As a style of thinking, design thinking is generally considered the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. This differs from the scientific method, which starts with defining all the parameters of the problem in order to define the solution. Rather, the design way of problem solving starts with a solution in order to start to define enough of the parameters to optimize the path to the goal. The solution, then, is actually the starting point. Design thinking is a solution-based approach to solving problems, and is especially useful when addressing what design thinkers refer to as Wicked Problems. Wicked problems are wicked in the sense that they are ill-defined or tricky, not wicked in the sense of malicious. For ill-defined problems, both the problem and the solution are unknown at the outset of the problem-solving exercise. This is as opposed to "tame" or "well-defined" problems where the problem is clear, and the solution is available through some technical knowledge. The design thinking process is best thought of as a system of overlapping spaces rather than a sequence of orderly steps. There are three spaces to keep in mind: inspiration, ideation, and implementation. Think ofinspiration as the problem or opportunity that motivates the search for solutions; ideation as the process of generating, developing, and testing ideas; and implementation as the path that leads from the project stage into people’s lives.
1. Tathagat Varma
VP, Strategic Process Innovations
7 Innovation Labs
2. Discussion Topics
3. How it all started?
4. With the advent of mass production …
5. then somewhere down the line…
6. …and now!
7. • Task: Visualize your
creative / innovation /
new product development
• Time: 2 min
• Tip: Keep it simple
8. Does it look like this?
9. Or, like this?
10. Why is NPD such fun
an effective lighting
11. Problem: How to
help farmers get
best prices for their
12. and a world of exciting new ideas…
13. New Product Development: Old vs New
Large R&D $$$s
$(Technology) >> $(People)
Forecast based Production
Long gestation period
Top 3 / Land grab
Slow upgrade cycle
Saturated + emerging markets
Small Startup $s (and ¢)
$(Technology) << $(People)
Feedback based Design
Long tail / Zero Billion $
Often Social Innovations
Fast upgrade cycle
14. Our Charter?
15. Our challenge…
• Idea to Launch
• Sell „Free‟
• Protect investment
Images: http://www.appcelerator.com/products/, http://www.ccfninsurance.com/wp-content/uploads/2013/03/costs.jpg
17. Many reasons, but my 2¢…
about the constantly
market, products and
Stealth mode mindset that
gives no opportunity to get
early real-world feedback
for course correction
stakeholders leading to
conflicts, delays in
execution, duplication of
efforts and diffusion of
Premature Scaling up
too soon before all aspects
of opportunity, market,
products and customer
needs have been validated
18. Sample these beauties…
19. How to make it better?
way to do it
20. What are we trying to solve?
21. How about the scientific method…
“a method or procedure
that has characterized
natural science since
the 17th century,
consisting in systematic
experiment, and the
and modification of
22. Would it solve all problems?
The scientific method is a pattern of
problem-solving behavior employed
in finding out the nature of what
exists, whereas the design method is
a pattern of behavior employed in
inventing things of value which do
not yet exists. Science is analytic,
design is constructive.” (Gregory,
23. …and how does our product
development process look like?
“The Stage-Gate system assumes that the proposed strategy is the right strategy; the
problem is that except in the case of incremental innovations, the right
strategy cannot be completely known in advance. The Stage-Gate system is not
suited to the task of assessing innovations whose purpose is to build new growth
businesses, but most companies continue to follow it simply because they see no
Clayton Christensen, “The Innovator’s Dilemma”
24. Does Agile help?...yes, but…
What if you didn’t
know if you wanted a
painting, a sculpture or
a mousetrap, a
Monalisa or a Facebook
or a Porsche?
How would you
25. So, what else can we do?
26. Learn from children!
27. How Children Learn?
Holt observed hundreds of children and came to an
interesting conclusion. He found that the best
learners are also the ones that are having the
most fun. The best learners are the ones that like
to play with the noise around them.
Play doesn’t work if it isn’t fun, which means that
learning in times of chaos and change will tend to
work best when it is fun as well. Play minus fun
equals labor, which doesn’t have the same
28. Customer Development
29. GET OUT OF THE BUILDING…
Instead of making complex plans
that are based on a lot of
assumptions, you can make
constant adjustments with a
steering wheel call the Build-
Measure-Learn feedback loops.
Through this process of steering,
we can learn when and if it’s time
to make a sharp turn called a pivot
or whether we should persevere
along the current path
The MVP is that version of a new
product which allows a team to
collect the maximum amount of
validated learning about
customers with the least effort or
development time. The MVP lacks
many features that may prove
essential later on.
MVP is not a minimal product!
31. Validated Learning
• Validated learning about customers is the measure of progress in a Lean
Startup – not lines of working code or achieving product development
• Process in which one learns by trying out an initial idea and then
measuring it to validate the effect. Each test of an idea is single iteration in
a larger process of many iterations whereby something is learnt and the
lessons applied to the succeeding tests.
• Typical steps in validated learning:
– Specify a goal
– Specify a metric that represents the goal
– Act to achieve the goal
– Analyze the metric - did you get closer to the goal?
– Improve and try again
33. In the end, it‟s about “Double-loop
34. To conclude…
Solving a problem
makes us happy
Happy minds are
a great way to
and get feedback
36. And remember…in the end, there is no
such thing as a „problem‟