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 (fitne...
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                                                                                                      ...
DESIGNING FOR GROWTH
e bottom row of our design thinking model (below) shows where each PMA ts in the process.                                 ...
GAMESTORMING
WEAPON OF CHOICE?
THANK YOU
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
First, Let's Kill All the Designers
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 innovate.

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First, Let's Kill All the Designers

  1. 1. First, Let’s Kill All the DesignersTaking innovation from black box to toolboxMICHAEL DILA@michaeldila
  2. 2. WARNING!
  3. 3. OUR PROBLEM
  4. 4. HOW DOES IT SCALE?
  5. 5. A little less conversation,a little more action,please
  6. 6. CONVERSATION IS A TECHNOLOGY
  7. 7. CONVERSATION = SOCIAL THINKING
  8. 8. SOCIAL THINKING
  9. 9. What brought you here?
  10. 10. SOCIAL BUSINESS INNOVATION
  11. 11. What do you want to know?
  12. 12. SOCIAL + BUSINESS = INNOVATION
  13. 13. THE 3 ELEMENTS
  14. 14. INNOVATION
  15. 15. BUSINESS$+$+$= $
  16. 16. SOCIAL
  17. 17. What do we want from social?
  18. 18. 1. CHANGE2. MEANING3. EMPOWERMENT
  19. 19. DANGER!
  20. 20. Is Design Thinking a Conversation?
  21. 21. Too many talking withnothing to say...
  22. 22. SUPERIORITY
  23. 23. 3 POISONS
  24. 24. 1. MASSIVE CHANGE2. DESIGN THINKING3. LADDER OF MATTERING
  25. 25. MASSIVE CHANGEIT’S NOT ABOUT THEWORLD OF DESIGN.IT’S ABOUT THEDESIGN OF THEWORLD.
  26. 26. DESIGN THINKINGHUMAN CENTEREDMINDFUL OF PROCESSPROTOTYPE DRIVEN
  27. 27. LADDER OFMATTERINGSHAREHOLDERSCUSTOMERSSOCIETYHUMANITY
  28. 28. A PARADIGM SHIFT
  29. 29. 1. CRISIS2. LOSS OF EXPLANATORY POWER3. STUFF STOPS WORKING
  30. 30. 3 CONTRIBUTIONS TO THECONVERSATION
  31. 31. 1. INNOVATION HAS PATTERNS2. SHIFT FROM RHETORIC TO TOOLMAKING3. FROM COMPETITION TO INNOVATION
  32. 32. THE UNDERLYING BASIS OF ALLINNOVATION IS A COLLECTION OFPATTERNS
  33. 33. CREATING A NEW LANGUAGE ISONLY THE BEGINNING. PEOPLENEED TOOLS THAT HELP THEMWORK TOGETHER TO BUILD WHATCOMES NEXT.
  34. 34. WE NEED TO MOVE AWAYFROM RIVALRY, TOWARDSPROGRESS.
  35. 35. The Master, the Surfer,et le Traceur
  36. 36. PATTERNSYOGA AS A MODEL OF DISCIPLINEDiscrete patterns (“poses”)Multiple configurations (“styles”)Ladder to Mastery (fitness to Enlightenment)
  37. 37. TOOLSSURFING AS A MODEL OF PRACTICECrew (social unit/”software”)Line Up (ethos)Skis & Sleds (hardware)
  38. 38. DISCIPLINE + PRACTICE = MASTERY
  39. 39. FLOWPARKOUR AS AN EXEMPLARParkour isn’t about running &climbing.It is about navigatinguncertainty in real-time.
  40. 40. PATTERNS AS TOOLS
  41. 41. BUSINESS MODEL CANVAS
  42. 42. 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.
  43. 43. DESIGNING FOR GROWTH
  44. 44. 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
  45. 45. GAMESTORMING
  46. 46. WEAPON OF CHOICE?
  47. 47. THANK YOU
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