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Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
Singapore Design for Public Good week
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Singapore Design for Public Good week

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ThinkPlace Founder, John Body, speaks to the Singapore Government for their Design for Public Good week.

ThinkPlace Founder, John Body, speaks to the Singapore Government for their Design for Public Good week.

Published in: Design, Technology, Business
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  • 1. Design for Public Good Week Embracing the risk of design John Body – Founding Partner MEZZANINE 55 WENTWORTH AVENUE KINGSTON | PO BOX 5249 KINGSTON ACT 2604 P +61 2 6282 8852 F +61 2 6282 8832 www.thinkplace.com.au www.th i nk plac e.c om .au © ThinkPlace 2013 | CANBER R A | SYDNE Y | W ELLING TO N PAGE 1
  • 2. The quiz A B Fail fast 10 people Learn Refine Improve Reduce risk Methodical Rigour Slow Reveal thinking late Risk major failure © ThinkPlace 2013 PAGE 2
  • 3. Case One The grocery choice website From From www.abc.net.au © ThinkPlace 2013 PAGE 3
  • 4. Case One The grocery choice website “Only a career bureaucrat could possibly come up with an inquiry and informational website that merely sets out, at a uselessly high level, what every household shopper, and every market participant, already knew” From a consumer blog © ThinkPlace 2013 PAGE 4
  • 5. Case One The grocery choice website "The fact is that in Australia, there are thousands of supermarkets and even more thousands of grocery items," "The information requirements would have been enormous and they're just not feasible, in my view” From a newspaper article at the time © ThinkPlace 2013 PAGE 5
  • 6. Case Two Service delivery through national broadband network From From www.abc.net.au © ThinkPlace 2013 PAGE 6
  • 7. Case Two Service delivery through national broadband network From From http://www.theaustralian.com.au/national-affairs/policy © ThinkPlace 2013 PAGE 7
  • 8. Lessons learnt Grocery Choice National Broadband services Embarrassing risk at implementation Courage upfront to test the ideas early No prototyping Prototyping early and iterating From http://kharauna.wordpress.com/tag/top-geniuses-around-the-world/ © ThinkPlace 2013 PAGE 8
  • 9. Common concerns “You did not go to a statistically valid sample. How can you have any faith in the results” © ThinkPlace 2013 PAGE 9
  • 10. Common concerns “We don’t have time to go into the field. The Minister wants an answer and we don’t have time to waste.” From http://positivepsychologynews.com/news/ © ThinkPlace 2013 PAGE 10
  • 11. Common concerns “We know our clients. We deal with them every day. We know better than they do what they want.” © ThinkPlace 2013 PAGE 11
  • 12. Common concerns “We can’t give clients want they want because they will want more than we can give and we have to manage expectations.” From http://popsop.com/2012/05/agility-the-business-super-power/ © ThinkPlace 2013 PAGE 12
  • 13. Common concerns “We are not ready yet to go into the field. How can we go into the field with only a briefly formed idea?” © ThinkPlace 2013 PAGE 13
  • 14. Common concerns “How do I convince my boss that this is a good approach to take?” © ThinkPlace 2013 PAGE 14
  • 15. What is design? Design is the "transformation of existing situations into preferred ones.” Herbert Simon Nobel Laureate © ThinkPlace 2013 From http://diva.library.cmu.edu/Simon/biography.html PAGE 15
  • 16. Four orders of design 4 Aesthetic + function + interaction + surroundings Design of economies, societies and environments 3 Aesthetic + function + interaction Service design 2 Aesthetic + function Industrial design 1 Aesthetic Graphic design © ThinkPlace 2013 PAGE 16
  • 17. Design worlds people want © ThinkPlace 2013 PAGE 17
  • 18. Shifts required From To Inside out - expertise centred Outside in - Human centred Driven by the solution Driven by intent Design the service Design the service and the whole system Get it right the first time then release Progressively prototype and learn Develop the solution in isolation Collaborative design Intuitive design process A disciplined but flexible process © ThinkPlace 2013 PAGE 18
  • 19. Design thinking What is design thinking? © ThinkPlace 2013 PAGE 19
  • 20. 1 A CLEAR INTENT Get clear on the focus and the direction. Drive to define the future to form a compelling argument for change. © ThinkPlace 2013 PAGE 20
  • 21. 2 © ThinkPlace 2013 A HUMAN-CENTRED APPROACH Design from the outside-in. Design with the customer in mind. PAGE 21
  • 22. 3 EARLY VISUALISATION & PROTOTYPING Experiment often. Make ideas visible early. Improvise as opportunities emerge. © ThinkPlace 2013 PAGE 22
  • 23. 4 DISCIPLINED & FLEXIBLE PROCESS Follow a process but know when to let it go The Process of Design Squiggle by Damien Newman © ThinkPlace 2013 PAGE 23
  • 24. 5 EXPLORATION AND INNOVATION Foster, drive and engage in divergent thinking, creating possibilities and options. © ThinkPlace 2013 PAGE 24
  • 25. 6 CONVERSATION & COLLABORATION Use interdisciplinary teams to harness innovative thinking. Get people from different perspectives talking together... © ThinkPlace 2013 PAGE 25
  • 26. 7 OPTIMISE DESIRABILITY, POSSIBILITY & VIABILITY What’s desirable? from a user perspective What’s viable? What’s possible? from a business perspective from a technology and legal perspective Optimise where the balance is struck © ThinkPlace 2013 PAGE 26
  • 27. 8 © ThinkPlace 2013 DESIGN THE WHOLE SYSTEM Take a systems view. Uncover relationships, dependencies and unintended consequences of change (good and bad). PAGE 27
  • 28. Case 3 NSW Government Roads and Maritime Services © ThinkPlace 2013 PAGE 28
  • 29. Intent We progressively worked up the project intent © ThinkPlace 2013 PAGE 29
  • 30. Human centred We listened to customers © ThinkPlace 2013 PAGE 30
  • 31. Prototyping Progressively moved from sketches to more concrete changes © ThinkPlace 2013 PAGE 31
  • 32. Disciplined process We used the ThinkPlace Design System © ThinkPlace 2013 PAGE 32
  • 33. Explore and innovate We interviewed customers and staff, studied transactions and researched other countries © ThinkPlace 2013 PAGE 33
  • 34. Collaborate We worked with policy, IT, marketing, operations and others © ThinkPlace 2013 PAGE 34
  • 35. Optimise We looked for the design that was good for customers, delivered savings and was implementable © ThinkPlace 2013 PAGE 35
  • 36. The result A set of investments to deliver the intent of the senior leaders © ThinkPlace 2013 PAGE 36
  • 37. Getting started Think big Start small Scale fast © ThinkPlace 2013 PAGE 37
  • 38. Top 3 risks when getting started Too much time spent on the concept Too much hype about design Not following the design principles © ThinkPlace 2013 PAGE 38
  • 39. Questions © ThinkPlace 2013 PAGE 39

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