Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Design thinking based co creation

4,098

Published on

Diseñando el pensamiento basados ​​en la co-creación, modelos de innovación basados en la co-creación o creación colectiva...

Diseñando el pensamiento basados ​​en la co-creación, modelos de innovación basados en la co-creación o creación colectiva...

Published in: Education, Technology
0 Comments
11 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
4,098
On Slideshare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
91
Comments
0
Likes
11
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Banny Banerjee Banny Banerjee, Stanford University
  • 2. Design Thinking based Co-Creation: TextAn approach to tackle complex challenges Banny Banerjee, Stanford University
  • 3. “Innovation is nowrecognized as the singlemost important ingredientin any modern economy..” Banny Banerjee, Stanford University
  • 4. NEWOFFERINGSEXISTINGOFFERINGS EXISTING NEW USERS USERS Banny Banerjee, Stanford University
  • 5. Experiences Services Systems Artifacts, StrategiesExpressions Transforma- tions Visions Solutions to Problem Definition & pre-determined problems Transformative action Banny Banerjee, Stanford University
  • 6. Design ThinkingA process to rapidly generate innovativesolutions, strategies, systems,and paradigms Banny Banerjee, Stanford University
  • 7. Design Thinking is being used toaddress a highly diverse set ofquestions… Banny Banerjee, Stanford University
  • 8. MotorolaWhat is the future of mobile technology? Banny Banerjee, Stanford University
  • 9. Global Mining Company Expanding Operations in AfricaHOW MIGHT WE CREATE NEW MODELS FOR MININGTHAT LEAVE COMMUNITIES IN BETTER CONDITIONTHAN BEFORE WE ENTERED? Banny Banerjee, Stanford University
  • 10. Global Automobile Manufacturer, JapanHOW MIGHT WE MAKE OUR PRODUCT DEVELOPMENTPROCESS (AND OUR CULTURE) MORE INNOVATIVE? Banny Banerjee, Stanford University
  • 11. Banny Banerjee, Stanford University
  • 12. Co-CreationA creative collaboration between diversestakeholders to define, clarify, create, andrealize visions that provide value in a deepersense Banny Banerjee, Stanford University
  • 13. Co-creation at all levelsCo-creation within organizations/teamsCo-creation across stake-holdersTrans-disciplinary co-creationTrans-Agency co-creationCo-creation with end user Banny Banerjee, Stanford University
  • 14. Mindfulness Banny Banerjee, Stanford University
  • 15. Doing the Doing thingsright thing right
  • 16. Managing the CreatingPresent the Future
  • 17. Looking in the Looking throughrear view mirror the windshield
  • 18. Value ValueCapture Creation
  • 19. Analysis based Synthesis basedstrategic strategicdecisions decisions
  • 20. Using pure logic Using induction,and evaluative abduction,deduction retroduction, situated cognition
  • 21. Platforms andSolutions Paradigms
  • 22. Rapid Prototyping:Think it all through inexpensive way tobefore acting/ eliminate risk; thinkinvesting through doing
  • 23. Expertise in a T-Shapedsingle discipline thinking
  • 24. Impact, diffusionElegance rates, enduring value
  • 25. Celebrate Co-creation andindividual effort trans-disciplinaryand lone genius processes
  • 26. Business Human TechnologySocial, Cultural, Economic & Environmental issues Banny Banerjee, Stanford University
  • 27. Banny Banerjee, Stanford University
  • 28. Banny Banerjee, Stanford University
  • 29. Banny Banerjee, Stanford University
  • 30. Implications Design Solutions & ExpressionsIntentionality doing the right thing doing things right Banny Banerjee, Stanford University
  • 31. QUEST PROCESS OUTCOME PROCESS PROCESS PAINT BYFOG OUTCOME OUTCOME NUMBERS PROCESS OUTCOME MOVIE Banny Banerjee, Stanford University
  • 32. CLARIFIED INTENTIONALITY FOCUSSED AREA DESIGN OF NEED EXPRESSION DESIGN EXPLORATIONGENERAL AREA OF NEED Banny Banerjee, Stanford University
  • 33. ABSTRACT FRAMEWORKS SYNTHESIS ABSTRACT OPERATIONS STRATEGY EDUCTION SELECTION DECISIONS ANALYSIS CONCEPT SPACE INDUCTION ABDUCTION DEDUCTION RETRODUCTION CURATION CONCEPT INSTANCESDATA GATHERING PROTOTYPING (QUALITATIVE) HELICAL COGNITION IMMERSION EVALUATIONS DECISIONS REFLECTION ACTUALIZE PROBLEM SOLUTION Banny Banerjee, Stanford University CONCRETE
  • 34. Sense Making: Strategic Visions, Framing DirectionsEduction and Synthesis Design SolutionsUnderstanding, Seeking Tangible Plans Insights Implementation Banny Banerjee, Stanford University
  • 35. ABSTRACT FRAMEWORKS SYNTHESIS ABSTRACTPROBLEM OPERATIONS SOLUTIONDEFINITION STRATEGY GENERATION EDUCTION SELECTION DECISIONS ANALYSIS CONCEPT SPACE INDUCTION ABDUCTION DEDUCTION RETRODUCTION CURATION CONCEPT INSTANCES DATA GATHERING PROTOTYPING (QUALITATIVE) HELICAL COGNITION IMMERSION EVALUATIONS SOLUTION PROBLEM DECISIONS DEFINITION GENERATION REFLECTION PROBLEM ACTUALIZE SOLUTION Banny Banerjee, Stanford University CONCRETE
  • 36. Empathy Banny Banerjee, Stanford University
  • 37. SAY THINKDO FEEL Banny Banerjee, Stanford University
  • 38. Banny Banerjee, Stanford University
  • 39. Banny Banerjee, Stanford University
  • 40. Banny Banerjee, Stanford University
  • 41. Banny Banerjee, Stanford University
  • 42. Understanding User Needsno bruising, explicit less pain can and will state themto feel more tacit ‘normal’ can but won’t state them use it implicit discreetly can’t state them use it in her sleep latent don’t exist yet, but will Banny Banerjee, Stanford University
  • 43. Banny Banerjee, Stanford University
  • 44. Patterns of behavior Banny Banerjee, Stanford University
  • 45. Analogous casesInstitute for Healthcare ImprovementEmergency care Nascar analogy:Rapid response teamsAnticipation of unpredictable eventsFlexible but specialist rolesInsights about “repair kits” Banny Banerjee, Stanford University
  • 46. Share StoriesAchieve shared empathyand a common vocabulary Banny Banerjee, Stanford University
  • 47. Banny Banerjee, Stanford University
  • 48. Banny Banerjee, Stanford University
  • 49. Banny Banerjee, Stanford University
  • 50. Banny Banerjee, Stanford University
  • 51. Banny Banerjee, Stanford University
  • 52. Banny Banerjee, Stanford UniversityBanny Banerjee, Stanford University
  • 53. Operational Design to “Design Thinking” Banny Banerjee, Stanford University
  • 54. Multi-disciplinary collaborations Banny Banerjee, Stanford University
  • 55. Trans-discipline: Optimization for a class of problem & effectivecollaboration Banny Banerjee, Stanford University
  • 56. Copyright Banny Banerjee, Stanford University
  • 57. Meta-Discipline: A strategy for the future of design Banny Banerjee, Stanford University
  • 58. Banny Banerjee, Stanford University
  • 59. Thank You
  • 60. 1. Identity Banny Banerjee, Stanford University
  • 61. 2. CapabilityExperience with design thinking andintegrated systems thinking Banny Banerjee, Stanford University
  • 62. 3. Impact Mindedness
  • 63. Engagement: New types of engagement : Take Design Thinking to the world New institute called the d.school4. Radical Co-creation
  • 64. abstract synthesis frameworks •  esign principles d •  esign levers d • nsights i now future opportunitiesobservations current product concepts concrete Banny Banerjee, Stanford University
  • 65. Different Cognitive ModesDifferent attitudinal stanceA process that ensures innovationA culture that fosters innovationA culture of radical co-creation Banny Banerjee, Stanford University
  • 66. Banny Banerjee, Stanford University
  • 67. Designer Complex Abductive, Retroductive •  Collaborative thinking •  Process mindedness •  Holistic, multi-disciplinary •  Human centered need finding Holistic Inductive Proactive •  Technology factors, business factors •  Systems thinking •  Synthesis, sense-making •  Rapid concept generationEmpathic Deductive Integrative •  Envisioning •  Rapid prototyping •  Visualizing, storytelling •  Catalyzing intelligent decision making Eduction, Synthesis •  Strategizing, road-mapping •  Realizing •  Storytelling •  Managing transformation Banny Banerjee, Stanford University
  • 68. Hands-onPurely mental integrativeprocesses processes Banny Banerjee, Stanford University
  • 69. Using pure logic Imagination &and evaluative creative systemsdeduction thinking Banny Banerjee, Stanford University
  • 70. Top Down Bottom upDepth First Breadth first Banny Banerjee, Stanford University
  • 71. Banny Banerjee, Stanford University
  • 72. Banny Banerjee, Stanford University
  • 73. Ideate Strategize Synthe- Imple-Immerse Observe Frame size ment Prototype Test Banny Banerjee, Stanford University
  • 74. DESIGN PROCESS Banny Banerjee, Stanford University
  • 75. Stanford Hasso Plattner Design Institute of Design Program•  Creating world class Designers and •  Bringing “design thinking” to other disciplines Design Leaders •  Multidisciplinary team based experiences•  New methodologies, tools for the design field Banny Banerjee, Stanford University

×