Introduction to Business Design - Rotman DesignWorks

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  • Why is now the time to leverage design thinking to its fullest potential?





    There is no question that we are collectively facing some of the greatest challenges of all times.





    We have just come out of the worst
    economic
    downturn in a generation.





    We are facing an array of
    social issues
    : health care, education, poverty, aging.





    And we are astutely aware that we have to weigh every decision and action against the impact it will have on our
    environmen
    t.




    All of these are highly complex, urgent and critical issues to be resolved. We need to prepare ourselves to tackle these complex issues.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Does it create value for the end user?
    Does it help strengthen a company’s competitive advantage?
    Is this a sustainable advantage?



    Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’.



    How does that relate back to ROI? How does that relate to Business Design?



    To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  • Here is what we find:





    When we study the mindsets and methods behind successful business, and then study what’s behind great design, we find that business success is very much correlated with mindsets and methods similar to those characteristic of designers.





    Leveraging those ‘design mindsets and methods’ more consistently into the world of business is what we define as Business Design.





    5 years ago, we asked ourselves: If we leverage design practices in a more rigorous and consistent manner in business, can we
    expand and accelerate innovation
    ?




    After 5 years of developing and applying this approach, we are convinced the answer is YES.



    When we do these things more often, more consistently and more broadly across the enterprise, we get to bigger ideas faster, and help teams to be more productive and efficient in harnessing the human capital of the enterprise.



    Let me now go on to explain more about the value of business design.
  • Prototype and iterate in the lab and in the market
  • Prototype and iterate in the lab and in the market
  • Prototype and iterate in the lab and in the market
  • Prototype and iterate in the lab and in the market
  • Prototype and iterate in the lab and in the market
  • Prototype and iterate in the lab and in the market
  • Nintendo: Building market share through customer collaboration
    In the early 1990s, Nintendo’s share of the game console market was 61 percent, but by the mid-2000s, it had fallen to 22 percent.12 To regain its leadership position, Nintendo needed to find new ways to delight gamers — and to bring gaming to new audiences.
    To do that, Nintendo went straight to the source — gamers themselves. The company established an online community by offering incentives in return for customer information. The company also selected a group of experienced gamers based on the value and frequency of their community contributions. These “Sages” were given exclusive rewards, like previews of new games, in exchange for helping new users and providing community support.13
    Through this community, Nintendo has gained valuable insights into market needs and preferences. This has influenced everything from game offerings — like an online library of “nostalgic” games that appeal to older gamers — to new product design — for example, the intuitive controls of the popular Nintendo Wii system, which have helped attract new, casual gamers.14
    By leveraging the loyalty and expertise of its core customer segment, Nintendo has successfully connected with two new ones — women and older men. This collaboration seems to have paid off: Nintendo is once again ahead of its competitors, with 44 percent market share.15
    Source: IBM 2008 Global CEO Survey – Enterprise of the Future.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • With this as an overall framework, we use a large repertoire of
    task-based ‘tools’
    to unlock thinking.




    In fact, today we have HUNDREDS of frameworks and tools in our ‘wiki’.



    I will now go through each of the 3 gears and give you examples of ‘tools’, and an example of where we had some surprising outcomes that altered corporate developments.
  • We believe Business Design, like all great design, is a
    discipline
    .





    It is a
    learned skill
    . Everyone has the capacity for design thinking.





    By practicing our methodology,
    we modify behavior
    .





    We fortify that practice with
    tools
    , because we find tools help
    unlock new thinking
    .





    That experience shapes both
    abilities and attitudes
    about: team work, tackling wicked problems, conviction and perseverance in the pursuit of real innovation and
    progress
    .





    All of that supports beliefs in the importance of innovation and the notion that
    anything is possible
    if you set your mind to it, work hard as a team, and think creatively about business.




    Let me now take you through our overall approach, and then illustrate how it works.
  • The first gear is clearly the foundation for ‘human centered design’.



    In this gear, we focus on gaining a BROAD view of people’s lives (i.e., not just their interaction with specific products or services) and DEEP understanding of their needs.
  • The key question we are seeking to answer is: What do people NEED?





    We aim to understand this on many levels, not just functionally, but also what they need emotionally, and in terms of communications, information and relationships with others.





    This is not just ‘an exploration’, this is a deep and rigorous process that sets the foundation for everything we do thereafter. It helps define what people value and what they need – in some cases needs they don’t openly express.





    This will reveal
    new opportunities
    .
  • In order to conceive and build out that vision, we have an array of frameworks and tools to create new possibilities.





    The exploration begins with
    ideation
    .





    Concepts are translated from the ‘abstract’ to the concrete through rapid
    prototyping
    .





    We map the full
    experience
    , building out every dimension to create a seamless experience.





    And we engage users in
    co-creation
    throughout the development process to make solutions better.
  • With needs defining the opportunity and criteria for innovation, we move into development and Gear 2 – Visualizing new possibilities.





    Great designers, like great visionary business leaders,
    see
    the future long before it becomes a reality.
  • The question here is: What could bring new VALUE?





    This should be an open exploration of ideas by the development team – thinking about
    all
    of the elements of a high-value experience – products, services, communications, places and environments.





    This is the opportunity to look at things both inside an organization’s abilities and
    outside
    as well – it is the time to use the collective imagination of the team to dream a
    new future
    .





    The goal is to design an
    integrated experience that will create new value
    for the marketplace.




    Let’s pretend, for just a few minutes, that it is around 1990. We are collectively Apple. We make great computers, but we know there is so much work we can to to change the way people work and play.



    Let’s paint a picture of our customer, and how we could help them get the most out of life and unleash their creativity. We know him well, and understand his deepest needs. Let’s create a story that could change the world…
  • In order to conceive and build out that vision, we have an array of frameworks and tools to create new possibilities.





    The exploration begins with
    ideation
    .





    Concepts are translated from the ‘abstract’ to the concrete through rapid
    prototyping
    .





    We map the full
    experience
    , building out every dimension to create a seamless experience.





    And we engage users in
    co-creation
    throughout the development process to make solutions better.
  • Now comes the best part – designing new models and systems to deliver innovation to the marketplace.
  • The question at this point is: What is the NEW MODEL that will enable us to deliver the innovation, compete within the market and prosper?





    This is a matter of creating value for BOTH the market and the ENTERPRISE.





    The model must:


    Create VALUE for
    every
    stakeholder: the market, the enterprise, and all partners in the mix,

    Be UNIQUE versus other models in the marketplace, truly representing a breakthrough solution,
    Be difficult to REPLICATE – so the window of advantage is longer and the ROI higher.



    It must create enterprise value…and a sustainable competitive advantage.
  • Once again, we have frameworks and tools for this too.




    Activity Systems
    are used to map what an enterprise must DO realize its innovation.





    Operations mapping
    helps design the flow and organizational touch points.





    Value exchange
    mapping helps ensure that ever stakeholder – the user, the enterprise, partners – is part of a fair value exchange.





    Financial modelling
    tools help us test how the enterprise will make money and keep on making money, and how to mitigate risk through business design.




    Development roadmaps help turn visions into reality, and manage investments, developments and decision-making along the way.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Great business people and great designers have much in common, including:




    A strong
    understanding
    of people & their needs





    An
    open mind
    that allows them to solve problems more creatively





    A willingness to
    collaborate
    with others in order to achieve bigger, better outcomes





    An ability to use their

    imagination

    to create and visualize
    new possibilities





    A willingness to
    experiment





    Making ‘strategies’ more concrete by building out new ideas and
    prototyping






    Having the
    courage
    to try new things and risk failure on the path to success





    Co-creation
    with users throughout the development process





    Using
    systems thinking
    to create robust solutions





    Embracing
    constraints
    as a source of creativity in designing new ways to bring value to the marketplace




    These are things familiar to great designers. They are also familiar to many great business innovators.
  • Introduction to Business Design - Rotman DesignWorks

    1. 1. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    2. 2. VIDEO PODCAST www.rotmandesignworks.ca 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    3. 3. Business Design Practicum MGT2515 Winter 2010 Introduction to Business Design 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    4. 4. DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    5. 5. THE GAME RULES ARE CHANGING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    6. 6. THE GAME RULES ARE CHANGING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    7. 7. THE CHALLENGES ARE COMPLEX ECONOMIC SOCIAL ENVIRONMENTAL 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    8. 8. THE CHALLENGE: TO COMPETE & PROSPER 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    9. 9. THE CHALLENGE: TO COMPETE & PROSPER 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    10. 10. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    11. 11. “Business people don’t just need to understand designers better; they need to become designers.” Roger Martin, Dean of Rotman, 2005 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    12. 12. BETTER, FASTER WAYS TO CREATE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    13. 13. BETTER, FASTER WAYS TO CREATE Customer Value Enterprise Value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    14. 14. VALUE OF DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    15. 15. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    16. 16. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    17. 17. THE VALUE OF DESIGN ROI STYLE Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    18. 18. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    19. 19. THE VALUE OF DESIGN ROI FUNCTION & FORM Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    20. 20. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    21. 21. THE VALUE OF DESIGN ROI PROBLEM SOLVING Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    22. 22. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    23. 23. THE VALUE OF DESIGN ROI STRATEGIC FRAMING Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    24. 24. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    25. 25. THE VALUE OF DESIGN BUSINESS DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    26. 26. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    27. 27. THE VALUE OF DESIGN BUSINESS DESIGN ROI STRATEGIC FRAMING PROBLEM SOLVING FUNCTION & FORM STYLE Design Maturity Source: bplusd.org/designworks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    28. 28. BUSINESS BUSINESS DESIGN SOLUTIONS SUCCESS DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    29. 29. Business Success = Great Design BUSINESS BUSINESS DESIGN SOLUTIONS SUCCESS DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    30. 30. BUSINESS DESIGN: METHODS AND MINDSETS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    31. 31. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    32. 32. EMPATHY & DEEP HUMAN UNDERSTANDING discovering unmet needs and new markets 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    33. 33. EMPATHY & DEEP HUMAN UNDERSTANDING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    34. 34. EMPATHY & DEEP HUMAN UNDERSTANDING MEASUREMENT 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    35. 35. EMPATHY & DEEP HUMAN UNDERSTANDING MEASUREMENT EMPATHY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    36. 36. EMPATHY & DEEP HUMAN UNDERSTANDING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    37. 37. EMPATHY & DEEP HUMAN UNDERSTANDING Nike 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    38. 38. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    39. 39. REFRAMING THE OPPORTUNITY seeing the ‘whitespace’ 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    40. 40. REFRAMING THE OPPORTUNITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    41. 41. REFRAMING THE OPPORTUNITY NARROW 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    42. 42. REFRAMING THE OPPORTUNITY NARROW BROAD 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    43. 43. REFRAMING THE OPPORTUNITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    44. 44. REFRAMING THE OPPORTUNITY Engineering the bike Engineering the rider 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    45. 45. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    46. 46. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION working towards more robust solutions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    47. 47. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    48. 48. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION SIMPLE COMPLEX 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    49. 49. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    50. 50. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION Seaside charette 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    51. 51. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    52. 52. ABILITY TO IMAGINE NEW POSSIBILITIES creating new-to-the-world solutions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    53. 53. ABILITY TO IMAGINE NEW POSSIBILITIES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    54. 54. ABILITY TO IMAGINE NEW POSSIBILITIES PROOF 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    55. 55. ABILITY TO IMAGINE NEW POSSIBILITIES PROOF VISION 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    56. 56. ABILITY TO IMAGINE NEW POSSIBILITIES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    57. 57. ABILITY TO IMAGINE NEW POSSIBILITIES FedEx 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    58. 58. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    59. 59. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE thinking and communicating by visualizing 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    60. 60. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Source: Rotman DesignWorks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    61. 61. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Cost/ Explore Risk Big idea Resolution EXPERIMENT Source: Rotman DesignWorks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    62. 62. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Cost/ Explore Cost/ Risk Big idea Risk Market Testing Resolution Resolution EXPERIMENT VALIDATE Source: Rotman DesignWorks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    63. 63. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    64. 64. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Google 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    65. 65. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    66. 66. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY inspiring smart & resourceful solutions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    67. 67. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    68. 68. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY ABUNDANCE SCARCITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    69. 69. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    70. 70. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY IKEA 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    71. 71. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    72. 72. SYSTEMS THINKING IN CREATING NEW MODELS designing new ways to deliver value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    73. 73. SYSTEMS THINKING IN CREATING NEW MODELS Manufacturing Marketing Finance R&D IT 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    74. 74. SYSTEMS THINKING IN CREATING NEW MODELS CORPORATE STRATEGY Manufacturing Marketing Finance R&D IT PARALLEL SYSTEMS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    75. 75. SYSTEMS THINKING IN CREATING NEW MODELS CORPORATE STRATEGY Manufacturing Marketing Finance R&D IT PARALLEL NETWORK OF SYSTEMS ACTIVITIES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    76. 76. SYSTEMS THINKING IN CREATING NEW MODELS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    77. 77. SYSTEMS THINKING IN CREATING NEW MODELS APPLE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    78. 78. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    79. 79. VISION AND PERSEVERANCE staying the course 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    80. 80. VISION AND PERSEVERANCE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    81. 81. VISION AND PERSEVERANCE BIG BANG 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    82. 82. VISION AND PERSEVERANCE BIG BANG SERIES OF SUCCESSES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    83. 83. VISION AND PERSEVERANCE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    84. 84. VISION AND PERSEVERANCE APPLE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    85. 85. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    86. 86. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    87. 87. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    88. 88. reframing imagination create value understanding collaboration visualization accelerate vision constraints success systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    89. 89. BUSINESS DESIGN: THE PRACTICE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    90. 90. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    91. 91. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    92. 92. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    93. 93. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    94. 94. 3 GEARS OF BUSINESS DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    95. 95. TOOLS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    96. 96. DISCIPLINE Learned skill Frameworks guide behavior Tools unlock thinking Experience shapes abilities and attitudes 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    97. 97. Empathy & 1 deep human understanding 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    98. 98. Understanding what people NEED 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    99. 99. Understanding what people NEED An unmet need is an untapped opportunity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    100. 100. TOOLS TO User Interview Insight Clustering UNLOCK OPPORTUNITIES Need Analysis Personas 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    101. 101. 2 Visualizing new possibilities 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    102. 102. Visualizing new ways to deliver NEW VALUE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    103. 103. Visualizing new ways to deliver NEW VALUE Iterative prototyping as a way to advance thinking and learning 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    104. 104. TOOLS TO Ideation Prototyping CREATE POSSIBILITIES Experience Mapping Co-Creation 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    105. 105. Strategic 3 Business Design 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    106. 106. Designing and evolving the STRATEGIC MODEL 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    107. 107. Designing and evolving the STRATEGIC MODEL Business design creates enterprise value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    108. 108. BETTER, FASTER WAYS TO CREATE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    109. 109. BETTER, FASTER WAYS TO CREATE Customer Value Enterprise Value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    110. 110. TOOLS TO Activity Systems Value Exchange DESIGN MODELS & SYSTEMS Operations Map Financial Modeling 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    111. 111. The Challenge: Build the franchise 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    112. 112. “I think about riding faster than Lance Armstrong. These thoughts inspire me and I try to push myself further.” 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    113. 113. The Need ‘Push me further.’ 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    114. 114. The Idea: Engineer the Rider engineer the rider Value Creation engineer the bike Time & Development 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    115. 115. Prototyping the Possibilities 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    116. 116. Adding value to the EXPERIENCE Expeditions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    117. 117. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    118. 118. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    119. 119. Adding value to the BUSINESS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    120. 120. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    121. 121. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    122. 122. THE PRACTICE OF BUSINESS DESIGN Identify unmet customer needs Discover a broader scope of opportunity Generate integrated, high-value solutions Develop deeper, stronger customer relations and value Create a more distinctive and competitive model Get to bigger breakthroughs faster 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    123. 123. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    124. 124. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    125. 125. Ready to get into gear? 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    126. 126. Things to think about for class… Other examples along the Design Maturity Continuum? Other examples of good Business Design? Examples of bad Business Design? 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    127. 127. On January 19th, we’ll get ready to: Learn and apply Business Design methodologies and tools, 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    128. 128. On January 19th, we’ll get ready to: Learn and and apply Business Design methodologies and tools, Tackle one big challenge from many angles, 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    129. 129. On January 19th, we’ll get ready to: Learn and and apply Business Design methodologies and tools, Tackle one big challenge from many angles, Embark on a learning journey that will enhance your design and integrative thinking skills, 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    130. 130. On January 19th, we’ll get ready to: Learn and and apply Business Design methodologies and tools, Tackle one big challenge from many angles, Embark on a learning journey that will enhance your design and integrative thinking skills, Have fun. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    131. 131. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
    132. 132. VIDEO PODCAST www.rotmandesignworks.ca 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD

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