The workshop was held at NLA University College is the third largest private university college in Norway in November 2017. It incorporates different innovation strategies like blue ocean, design thinking and little bets. It finishes with a design thinking workshop based on Standford Design Thinking Crash Course.
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Design Thinking Workshop NLA November 2017
1. USING DESIGN
THINKING TO
RESOLVE BUSINESS
PROBLEMS.
MICHAL GROMEK
RESEARCHER ON FINTECH & CROWDFUNDING
#SE.LINKEDIN.COM/IN/MGROMEK
STOCKHOLM
SCHOOL OF ECONOMICS
NLA DESIGN WORKSHOP - NOVEMBER 1ST / 2ND
#GOOD TO SEE YOU
PLEASE CREATE
NAMETAGS :)
4. EDUCATIONAL OBJECTIVES FOR TODAY
LEARN UNDERSTAND -
APPLY TOOLKIT
IMPROVE
COMMUNICATION
UPGRADE DIAGNOSTIC
REASONING
DESIGN THINKING
BLUE OCEAN STRATEGY
LITTLE BETS
5. PLAN FOR THE UPCOMING TWO DAYS
REVIEW OF THE STATE OF KNOWLEDGE 15 MINUTES - KNOWLEDGE REVIEW
PRACTICAL WORKSHOP DESIGN THINKING NOW!
WHY? WHY? WHY?
MESO
MICRO
BEHIND DESIGN THINKING
/ BLUE OCEAN STRATEGY LITTLE BETS
GETTING READY FOR TOMORROW
6. BEFORE WE START:
15 MINUTE
REVIEW YOUR
CURRENT STATE OF
KNOWLEDGE
PLEASE VISIT:
http://bit.ly/2gVPdth
7. AT THE END OF THE WORKSHOP - YOU SHOULD BE ABLE TO:
- Identify key aspects of Design Thinking
- Managing and implementing of Design
Thinking processes in practice. (two
examples)
- Understand the incorporation of design
into business problem-solving processes.
- Comparing the principles of Design
Thinking with other entrepreneurship and
innovation theories: Blue Ocean strategy,
Little Bets, Pestel.
8. STOCKHOLM
SCHOOL OF ECONOMICS
WHAT HAVE ALL OF THOSE
STATEMENTS HAVE IN
COMMON:
Be a Premium customer provider
BE always the first mover
Intergrate production into world class sales?
Pursue a global strategy
Move from
the Middle East to
ASEAN?
Conquer rome!
9. STOCKHOLM
SCHOOL OF ECONOMICS
WHAT HAVE ALL OF THOSE
STATEMENTS IN COMMON:
Be a Premium customer provider
BE always the first mover
Intergrate production into world class sales?
Pursue a global strategy
Move from
the Middle East to
ASEAN?
Conquer rome!
Tactics
Goals
Objectives
Descriptions
Not strategies!
10. STOCKHOLM
SCHOOL OF ECONOMICS
WHAT HAVE ALL OF THOSE
STATEMENTS IN COMMON:
See the broader holistic
picture to align forces.
Greek: stratēgia - generalship
Bring hidden strengths against
the weakness of the enemy
at the point of attack.
Modern warfar
for investors
pockets
INSPIRATION: HTTPS://WWW.YOUTUBE.COM/WATCH?V=TD7WSLEQTVW
23. ROADMAP FOR THIS BLOCK
HOW OPPORTUNITIES EMERGE
WHAT HAPPENS IN CASE WE DON'T
ACKNOWLEDGE THE CHANGE
WHAT HAPPENS IN CASE WE STOP
INNOVATING
24. "100 YEARS AGO THE
LIFE EXPECTANCY OF
FIRMS WAS 90 YEARS.
TODAY IT IS DOWN TO
10-15 YEARS "
SOURCE: HTTPS://WWW.YOUTUBE.COM/WATCH?V=DBRXOXJUV_C, SSE, MASTER IN BUSINESS AND MANAGEMENT,
ACCESSED 15TH OF FEBRUARY 2017
25. STOCKHOLM
SCHOOL OF ECONOMICS
"HALF OF THE FORTUNE
500 COMPANIES HAVE
DISAPPEREAD
SINCE 2000"
PIERRE NANTERME, CEO ACCENTURE, 2016, BASED ON HTTP://WWW.SLIDESHARE.NET/ETEIGLAND/NEW-INDUSTRIAL-
REVOLUTION-AND-DIGITAL-BUSINESS-MODELS?QID=61CF5C5C-CE83-4E1E-BEBF-4571B011D7C4&V=&B=&FROM_SEARCH=2
28. PLATFORM BASED BUSINESS MODEL
STOCKHOLM
SCHOOL OF ECONOMICS
ESTABLISHED: 1888
HAS SUFFERED FROM THE CHANGE FROM ANALOG TO
DIGITAL IMAGING. FILLED IN BANKRUPTCY 2011
MAKE 22M USD PROFIT IN 2016
SOURCE: BASED ON CHRISTIAN SANDSTRÖM. KODAK DISRUPTION
35. SOURCE: SANDSTRÖM, KODAKDISRUPTION PRESENTATION,
ACCESSED 2017, SEPTEMBER
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
A SUSTAINING TECHNOLOGY IS ONE
THAT IMPROVES THE PERFORMANCE OF
A PRODUCT ACCORDING TO THE
ATTRIBUTES THAT THE ESTABLISHED
CUSTOMER BASE APPRECIATES.
IT DOESN’T MATTER IF IT IS RADICAL OR
INCREMENTAL.
#TYPES OF TECHNOLOGY
36. SOURCE: SANDSTRÖM, KODAKDISRUPTION PRESENTATION,
ACCESSED 2017, SEPTEMBER
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
#TYPES OF TECHNOLOGY
A DISRUPTIVE TECHNOLOGY A DISRUPTIVE
TECHNOLOGY ON THE OTHER HAND OFFERS
AN INITIALLY WORSE PERFORMANCE
ACCORDING TO WHAT CUSTOMERS HAVE
APPRECIATED. THE SAME TIME IT BRINGS NEW
PERFORMANCE ATTRIBUTES SUCH AS
SIMPLICITY OR PORTABILITY TO THE
MARKETPLACE.
ESTABLISHED FIRMS THEREFORE MISS THE
BOAT BY LISTENING TO THEIR EXISTING
CUSTOMERS AND BY KEEP MOVING UP INTO
INCREASINGLY SOPHISTICATED SEGMENTS.
42. SOURCE. KODAK FIRST DIGITAL MOMENT,
NYT, HTTPS://LENS.BLOGS.NYTIMES.COM/2015/08/12/KODAKS-FIRST-DIGITAL-
MOMENT/?MCUBZ=0 (ACCESSED 2017)
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
1973
Kodak develops
first digital camera 100x100px
quality goes up
+convienience
TIME
"They were convinced that no one
would ever want to look at their
pictures on a television set," Print had
been with us for over 100 years, no one
was complaining about prints, they
were very inexpensive, and so why
would anyone want to look at their
picture on a television set?”
45. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
Core message: Instead of beating the
competition, there are alternative structures
to find a niche market instead of an
established market.
Source: https://www.slideshare.net/usepmpa/effective-strategic-planning-workshop
46. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
RED OCEAN STRATEGY
Source: https://www.slideshare.net/usepmpa/effective-strategic-planning-workshop
ESTABLISHED
AND SATURATED
FAST FOOD
MARKET
47. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
RED OCEAN STRATEGY
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
ESTABLISHED
AND SATURATED
FAST FOOD
MARKET
BATTLE FOR
MARKET SHARE
AGAINST ECONOMY
OF SCALE, BRAND
TRUST ETC.
48. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
UNTAPPED MARKET
POTENTIAL
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
ESTABLISHED
AND SATURATED
FAST FOOD
MARKET
BATTLE FOR
MARKET SHARE
BLUE OCEAN
49. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
UNTAPPED MARKET
POTENTIAL
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
BLUE OCEAN
108 studied new businesses
92 adopted - red ocean strategies
16 adopted - blue ocean strategies
What do you think the
monetary
results has been?
50. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
BLUE OCEAN COMPANIES
ACCOUNTED FOR
61% 39%
RED OCEAN COMPANIES
ACCOUNTED FOR
+ DOMINATION OF THE MARKET FOR 10-15 YEAR
51. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE
Competing in
traditional wine
market would be
very difficult
52. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE
When nothing goes
right, go left.
BEER
COCTAIL
53. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE
NON CUSTOMERS
OF WINE, WHY?
DIFFICULT TO CHOSE
TO FANCY
NOT FUN ENOUGH
DIFFICULT LANGUAGE
VARIETY TO LARGE
BITTER
54. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE - NEW TYPE OF WINE
QUALITY INNOVATION
PRICE
= VALUE INNOVATION
HIGH QUALITY WINE
NO FANCY LANGUAGE
NOT TO SWEET
VERY GOOD PRICE
55. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE - NEW TYPE OF WINE
QUALITY INNOVATION
PRICE
= VALUE INNOVATION
HIGH QUALITY WINE
NO FANCY LANGUAGE
NOT TO SWEET
VERY GOOD PRICE
56. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
FOUR LEVERAGES DURING THE DEVELOPMENT OF
YELLOW TALE
ELIMINATE
REDUCE
RAISE
CREATE
OAK BARRELS
AGING PROCESS OF
THE WINE
REDUCED THE INVENTORY
TWO JUST "TWO" WINES
AND ONE BOTTLE
REDUCE COST,
INCREASED APPEAL
FRESHNESS AND
DRINKABILITY
OF WINES
INCORPORATE
LABELS SIMILAR
TO BEER
INDUSTRY,
SIMPLE:
57. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
PICTURE: https://5hourenergy.com/
PATH TOWARDS
BLUE OCEAN:
4 LEVERS
NEW PRODUCT
CATEGORY
EXPAND
THE
MARKET
DOMINATE A
NEW CATEGORY
OTHER EXAMPLE:
58. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
PICTURE: https://5hourenergy.com/
SUMMARY OF BLUE OCEAN
REVIEW THE PAIN OF THE CUSTOMERS
OUTSIDE OF YOUR CORE MARKET
REVIEW: WHAT YOU CAN ELIMINATE;
RAISE, REDUCE AND CREATE.
CREATE YOUR OWN MARKET
CATEGORY
DOMINATE IN IT
59. BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
PICTURE: https://5hourenergy.com/
FOLLOW UP QUESTIONS:
IS BETTER SHELTER EXECUTING
CURRENTLY A BLUE MARKET
STRATEGY?
CAN LEAN STARTUP, PESTEL AND BLUE
OCEAN STRATEGY BE USED AT THE
SAME TIME (PLEASE EXPLAIN WHY)
WHAT IS YOUR KEY TAKEAWAY FROM
THE SESSION ON BLUE OCEAN
STRATEGY
THREE MINUTES
60. LITTLE BETS: PETER SIMS
CORE MESSAGE: DIVIDE YOUR PRODUCT
INTO 150 DIFFERENT PIECES AND PITCH
THEM AS SOON AS POSSIBLE:
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 Picture: http://99u.com/workbook/28939/pixar-how-to-create-a-creative-
culture
EXPERIMENTAL APPROACH TO PRODUCTS.
BRINGING OUR MOVIES FROM "SUCK" TO
NON"SUCK"
> DISCOVER
> TEST
> DEVELOP
= AFFORTABLE FEILURE
61. LITTLE BETS: PETER SIMS
“Ingenious ideas almost never
spring into people’s minds fully
formed; They emerge through a
rigorous experimental discovery
process”
- Peter Sims
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 Picture: http://99u.com/workbook/28939/pixar-how-to-create-a-creative-
culture
Plan in affordable loss
62. LITTLE BETS: PETER SIMS
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 Picture: http://99u.com/workbook/28939/pixar-how-to-create-a-creative-
culture, http://pixar.wikia.com/wiki/File:Wall_e_ver2.jpg, http://disney.wikia.com/wiki/Nemo
Plan in affordable loss
45.000 bad story boards
nearly 100.000 bad
story board
Plussing ideas: I like this, why don't you... ...
63. LITTLE BETS: PETER SIMS
Plan in affordable loss
Novelists have to write up
to four drafts of a novel.
1. Initial work will
"suck" and it is okay.
2. Failure is okay, so far
it is internal and
affordable.
64. WHERE ARE WE IN THE WORKSHOP:
RESULTS OF BAD STRATEGY EXAMPLE OF KODAK / DIGITALISATION / DISRUPTION
PESTEL ANALYSIS (LOW COST CARRIERS)HOW DID IT HAPPEN
MACRO STRATEGY
MESO
MICRO
DEFINITIONS / NETWORK & COMPETITIVENESS / TRAIN TRACKS
LEAN STARTUP / BLUE OCEAN STRATEGY / LITTLE BETS
DESIGN THINKING
66. DESIGN THINKING
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
HUMAN CENTRIC APPROACH TO TAKE THE CUSTOMERS
PERSPECTIVE AND NOT ONLY FIND THE CORRECT ANSWERS.
BUT ADDITIONALLY TO FIND CORRECT QUESTIONS TO ASK.
E - is speaking to the customers directly, very hands-on experience
D - defining a problem statement from that empathy work
I - brainstorming, getting new ideas, review potential solutions to
solve the problems.
P - building, producing prototypes for test.
T - testing with actual users
67. DESIGN THINKING - CHANGING PERSPECTIVE
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
BASED ON: https://dschool.stanford.edu/resources-collections/a-virtual-crash-course-in-design-thinking (ACCESSED NOVEMBER 1ST
2017)
STEPS:
1. Interview
2. Dig deeper
3. Capture findings
4. Define problem statement
5. Sketch 3-5 solutions
6. Give feedback on sketches
7. Reflect and generate a new solution
8. Build your solution
9. Share your solution and get feedback
YOU WILL NEED A PARTNER A-B
78. OFFERS NEW WAYS TO
RESOLVE AN OLD
PROBLEMS WITH NEW
METHODS.
79. SKYPE vs. Freemium based business model
Telecommunication: Big companies might fail
to see to change the perspective.
From a perspective of a company that owns
landline phones. ”Skype will never be able to
offer free international calls.” It has a market
share of 13% of international calls today.
Freemium business model > marginal costs of
adding a new customer is zero or nearly to
zero.
80. Great Design is a multi-layered relationship
between human life and its environment.
Naoto Fukusawa
Example:
MailChimp -
Highfive
response
from the
crowd:
Source: Mailchimp.com
81. ONE PROBLEM AT THE TIME.
DESIGN THINKING MIGHT
RESOLVE ONE QUESTION AT
THE TIME. SOME QUESTIONS
NEED A MULTILAYER DATA
INPUT, WHICH CAN NOT BE
SOLVED BY JUST "DESIGNING"
FOR EXAMPLE: HEALTH CARE
SURGERIES:
82. REMOVING PATHWAYS. IS AS IMPORTANT AS ADDING
DESIGN THINKING IS NOT
ONLY ABOUT ADDING NEW
PATHWAYS AND CONTENT
BUT ADDITIONALLY ABOUT
TAKING CONTENT AWAY. TO
PROTECT THE ATTENTION OF
THE USER.
99. DESIGN THINKING
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
1. Be human-centered in the way you work.
2. Prototype everything!
3. Be more collaborative.
4. Have a bias towards ACTION.
YOU HAVE LEARNT TO WORK IN A DIFFERENT
WAY. AS INNOVATION WORKS IN A DIFFERENT
WAY - THAT ONCE YOU GET STUCK YOU HAVE TO
USE DIFFERENT INSTINCTS:
100. C R A S H C O U R S E
D E S I G N T H I N K I N G
S O U R C E : H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E
S O U R C E S / V I R T U A L - C R A S H - C O U R S E - V I D E O
R E D E S I G N T H E G I F T -
G I V I N G E X P E R I E N C E F O R Y O U R P A R T N E R .
S T A R T B Y G A I N I N G E M P A T H Y : )
01
L E T S S T A R T - N O T E S F R O M Y O U R
F I R S T I N T E R V I E W ( S I X M I N U T E )
T R Y T O F I N D A S M U C H A S P O S S I B L E A B O U T W H A T , W H E N , F O R
W H O M , F O R W H A T O C C A S I O N , W H A T W A S T H E P U R C H A S E
P R O C E S S .
101. C R A S H C O U R S ED E S I G N T H I N K I N G
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S / V I R T U A L -
C R A S H - C O U R S E - V I D E O
R E D E S I G N T H E G I F T -
G I V I N G E X P E R I E N C E F O R Y O U R P A R T N E R .
S T A R T B Y G A I N I N G E M P A T H Y : )
02
D I G D E E P E R - N O T E S F R O M
S E C O N D I N T E R V I E W ( 6 M I N )
P U S H O N T H E E M O T I O N A L S I D E , T H I S I S T H E L A S T T I M E Y O U W I L L
B E A B L E T O S P E A K T O Y O U R F U T U R E C L I E N T D O Y O U R E A L L Y K N O W
E V E R Y T H I N G ?
102. C R A S H C O U R S E
D E S I G N T H I N K I N G
C A P T U R E F I N D I N G S
03
N E E D S T H A T T H E Y A R E
T R Y I N G T O S O L V E ( 6 M I N )
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S / V I R T U A L -
C R A S H - C O U R S E - V I D E O
U S E V E R B S
O R G A N I S E F R O M T H E M O S T T O L E A S T
I M P O R T A N T ( 2 M I N U T E S )
103. C R A S H C O U R S E
D E S I G N T H I N K I N G
C A P T U R E F I N D I N G S
04
I N S I G H T S A B O U T Y O U R P A R T N E R F E E L I N G S
T O L E V E R A G E I N Y O U R D E S I G N
S O U R C E : S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
S Y N T H E S I Z E W H A T Y O U
H A V E H E A R D , W H A T I S T H E
M O S T I M P O R T A N T W H A T I S
T H E L E A S T ?
104. C R A S H C O U R S E
D E S I G N T H I N K I N G
D E F I N E T H E P R O B L E M S T A T E M E N T
05
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
N E E D S A W A Y T O . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . .
U N E X P E C T E D L Y I N H E R / H I S
W O R L D V I E W ( G I V E
I N S I G H T ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
C R E A T E A
N I C K N A M E F O R
Y O U R P A R T N E R
105. C R A S H C O U R S E
D E S I G N T H I N K I N G
G E N E R A T E A L T E R N A T I V E S T O T E S T
06
W R I T E Y O U R P R O B L E M
S T A T E M E N T A B O V E
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
E X A M P L E : S P E N D I N G T I M E
W I T H F R I E N D S W H I L E
D O W N L O A D I N G P I E F R O M
T H E I N T E R N E T
W I F I P I E
EXAMPLE
106. C R A S H C O U R S E
D E S I G N T H I N K I N G
G E N E R A T E A L T E R N A T I V E S T O T E S T ( S E C O N D
P A G E )
06
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
107. C R A S H C O U R S E
D E S I G N T H I N K I N G
G I V E F E E D B A C K / R E C E I V E F E E D B A C K
I T E R A T E B A S E D O N F E E D B A C K
07
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
R E F L E C T A N D G E N E R A T E A N E W S O L U T I O N
( S K E T C H Y O U R B I G I D E , N O T E D E T A I L S I F
N E C E S S A R Y )
108. C R A S H C O U R S E
D E S I G N T H I N K I N G
W H A T W O U L D Y O U N E E D F O R A P R O T O T Y P E .
S H A R E Y O U R R E S U L T S A N D G E T F E E D B A C K :
08
B U I L D Y O U R S O L U T I O N ( 2 5 M I N U T E S )
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
B U I L D Y O U R P R O T O T Y P E :
D O N ' T D R A W !
109. C R A S H C O U R S E
D E S I G N T H I N K I N G
W H A T W O U L D Y O U N E E D F O R A P R O T O T Y P E .
S H A R E Y O U R R E S U L T S A N D G E T F E E D B A C K :
09
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
W H Y H A V E Y O U B U I L D
T H A T ? W H Y D O Y O U T H I N K
T H I S M A K E S S E N S E ?
W H A T W O R K E D +
W H A T C O U L D B E
I M P R O V E D . I N C A S E Y O U
C O U L D D O T H I S E X E R C I S E
A G A I N ?
I D E A S / Q U E S T I O N S