First, Let's Kill All the Designers
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First, Let's Kill All the Designers

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A talk I gave at CoThinkTank11 about design thinking and social business innovation. I argued that we need to focus less on rhetoric and more on building practical tool that help people learn to ...

A talk I gave at CoThinkTank11 about design thinking and social business innovation. I argued that we need to focus less on rhetoric and more on building practical tool that help people learn to innovate.

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First, Let's Kill All the Designers First, Let's Kill All the Designers Presentation Transcript

  • First, Let’s Kill All the DesignersTaking innovation from black box to toolboxMICHAEL DILA@michaeldila
  • WARNING!
  • OUR PROBLEM
  • HOW DOES IT SCALE?
  • A little less conversation,a little more action,please
  • CONVERSATION IS A TECHNOLOGY
  • CONVERSATION = SOCIAL THINKING
  • SOCIAL THINKING
  • What brought you here?
  • SOCIAL BUSINESS INNOVATION
  • What do you want to know?
  • SOCIAL + BUSINESS = INNOVATION
  • THE 3 ELEMENTS
  • INNOVATION
  • BUSINESS$+$+$= $
  • SOCIAL
  • What do we want from social?
  • 1. CHANGE2. MEANING3. EMPOWERMENT
  • DANGER!
  • Is Design Thinking a Conversation?
  • Too many talking withnothing to say...
  • SUPERIORITY
  • 3 POISONS
  • 1. MASSIVE CHANGE2. DESIGN THINKING3. LADDER OF MATTERING
  • MASSIVE CHANGEIT’S NOT ABOUT THEWORLD OF DESIGN.IT’S ABOUT THEDESIGN OF THEWORLD.
  • DESIGN THINKINGHUMAN CENTEREDMINDFUL OF PROCESSPROTOTYPE DRIVEN
  • LADDER OFMATTERINGSHAREHOLDERSCUSTOMERSSOCIETYHUMANITY
  • A PARADIGM SHIFT
  • 1. CRISIS2. LOSS OF EXPLANATORY POWER3. STUFF STOPS WORKING
  • 3 CONTRIBUTIONS TO THECONVERSATION
  • 1. INNOVATION HAS PATTERNS2. SHIFT FROM RHETORIC TO TOOLMAKING3. FROM COMPETITION TO INNOVATION
  • THE UNDERLYING BASIS OF ALLINNOVATION IS A COLLECTION OFPATTERNS
  • CREATING A NEW LANGUAGE ISONLY THE BEGINNING. PEOPLENEED TOOLS THAT HELP THEMWORK TOGETHER TO BUILD WHATCOMES NEXT.
  • WE NEED TO MOVE AWAYFROM RIVALRY, TOWARDSPROGRESS.
  • The Master, the Surfer,et le Traceur
  • PATTERNSYOGA AS A MODEL OF DISCIPLINEDiscrete patterns (“poses”)Multiple configurations (“styles”)Ladder to Mastery (fitness to Enlightenment)
  • TOOLSSURFING AS A MODEL OF PRACTICECrew (social unit/”software”)Line Up (ethos)Skis & Sleds (hardware)
  • DISCIPLINE + PRACTICE = MASTERY
  • FLOWPARKOUR AS AN EXEMPLARParkour isn’t about running &climbing.It is about navigatinguncertainty in real-time.
  • PATTERNS AS TOOLS
  • BUSINESS MODEL CANVAS
  • Day Month Year No.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?What are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • DESIGNING FOR GROWTH
  • e bottom row of our design thinking model (below) shows where each PMA ts in the process. Visualization 1 Brainstorming Development Assumption Co-Creation Prototyping Value Chain Customer Mapping Mapping Learning Concept Analysis Journey Launch Testing Rapid Mind 2 3 4 5 6 7 8 9 10 What is? What if? What wows? What works? DESIGN BRIEF DESIGN CRITERIA NAPKIN PITCH LEARNING GUIDEProject CONCEPT NAME StrategicDescription Intent DesignIntent / Goal 1 NEED APPROACH Remaining
  • GAMESTORMING
  • WEAPON OF CHOICE?
  • THANK YOU