Toolkit by ness


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Design Thinking toolkit presentation in a few minutes.

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Toolkit by ness

  2. 2. 1- A Little bit of theory 5.Design thinking is… 6-Design Thinking can be described as... 7-Design Thinking Methodology is... 8-Design Thinking Characteristics 9-Design thinking process 10-A Design Thinker’s Personality Profile 11-Design Thinking and McDonald’s 13-Some of Design Thinking ambassadors 16-Tools. 17-Research 18-Emphaty map 19-Customer journey 20.Emotional map 21- Ideation 22- Convertational map 24-Brainstorming 27-Prototyping 30-Testing 31-Bussiness model canvas 33.Lean Bussiness model canvas
  3. 3. A little bit of theory 1
  4. 4. ”Thinking like a designer can transform the way you develop products, services, processes, and even, strategy.” Tim Brown (CEO and president of IDEO) 2
  5. 5. Design thinking is... “A capacity to understand the world and our relationship to it, and within it, in a different way.” 3
  6. 6. Design Thinking can be described as... Giving solutions -Working with prototypes for an improvement -Works with different methodologies that give the chance to be more innovative Finding problems -Observation of population and empathy are key for avoiding problems and for finding new points of view -Comparative advantages exist when you re-frame issues -Prototyping help to happen new conversations and to find prese nt needs A new perspective to create value -It is a process of co-creation, human-centered focus to actual users and delivering the highest standards for all the parts concerned (stakeholders) 4
  7. 7. Design Thinking Methodology is... -Framing a problem with a direct focus -Inspiring for the team -Generating criteria for evaluating ideas and balancing them -Capturing the minds and hearts of those who have been studied 5
  8. 8. Design Thinking Characteristics Human centered. Having empathy to the people you are designing for ang having a feedback from them is essential for achieving a good design Show don’t tell. Communicate your vision in a meaningful and impactful experiences creating, using illustrative visuals and telling good stories Radical collaboration. Board teams of people of diverse disciplines and points of view. Diversity allows smack radical ideas. Cultura of prototyping. Prototyping is not simply a way to validate ideas, is an integral part of the innovation process. Bias toward action. Make no mistake with the name becaus e it is not but to think. Of thought to action. Mindful of process. Be clear about the design process and what methods are used in each phase. 6
  9. 9. Design thinking process UNDERSTAND IDEATE PROTOTYPE TEST Connect Understand Observe Empathize Synthesize Planning Ideate Visualize Prototype Test Deploy Report 7
  10. 10. A Design Thinker’s Personality Profile Experimentalism. Try new directions. Collaboration. The increasing complexity of products, services, and experiences has replaced the myth of the lone creative genius with the reality of the enthusiastic interdisciplinary teams. Empathy. They can imagine the world from multiple perspectives. By taking a “people first” approach, design thinkers can imagine solutions that are possible needs. Try to observe the world in minute detail. Notice details that others can’t. Integrative thinking. create new solutions that go beyond and dramatically improve on existing alternatives. Optimism. They assume that no matter how challenging the constraints of a given problem, at least one potential solution is the way. 8
  11. 11. Design Thinking and McDonald’s Their perspective, what draws more attention is that the products and services provided by McDonald’s until now have been characterized by the application of Taylorist principles of scientific management, as well as the Fordist concept of industrial assembly line. In both cases, the core orientation is to simplify and standardize at the maximum the procedures and the end products. All procedures are based on objectivity, speed and repeatability. Uncertainty and error are avoided to the maximum, even at the risk of low creativity. The processes are of a linear nature and correspond to the definition of algorithms, that is, sets of step by step rules. 9
  12. 12. To adapt is to survive. Among other things, it may be helpful to examine the following events which show how the McDonald’s algorithm way of thinking has being challenged: • Since the end of 2002 the current model of fast food companies is no longer working as it used to be. • The competition has been and is increasingly aggressive. • Anti-globalization militants have done demonstrations and even attacks on McDonald’s facilities in various cities around the world. • Some lawsuits have been filed by obese people against the company, following the pattern started against the tobacco industry. • The antiobesity attitude has progressed towards a growing demand for foods with fewer carbohydrates and more vegetables, especially salads, fruits and other low-calorie stuff. The above data, selected among many others, are sufficient to show that in global terms the cultures of repetition and standardization (the algorithmic model) have been questioned and have to learn to live with differences and diversity. Thus, adaptation is a mandatory strategy. Below are some aspects that show how McDonald’s is trying to fit all these changes. • Changes in corporate image and search for new directions. Marketing initiatives have sought to revitalize the brand worldwide. Hence the creation of the worldwide motto, whose emotional nature contrasts with the usual linearity and objectivity: I’m lovin ‘it. This slogan has been sought to be both global and local. • Diversification of restaurant design, decor, marketing and even the way of work. Diversification of products, in an attempt of getting out of the hamburger and potato chips model. 10
  13. 13. Some of Design Thinking ambassadors Tim Brown Tim Brown is the CEO and president of IDEO, is an award-winning global design firm that takes a human-centered, design-based approach to helping organizations in the public and private sectors innovate and grow. He has made a very inspirational TED talk, “What we normally call design is being used as tool of consumes. Take a different view in the design and focus more to the service, not to the object. We will see the results in a bigger way. Service design is to solve problems integrating innovations. Understanding culture and context. Instead of starting with technology, they started with people and culture. From consumes to participation. Active engagement between consumer to producer. Designs too important to be left to designers. In time of change we need new alternatives, new ideas. The first step is to start asking the right questions.” You can see his Talk at this link: we also recommend “Draw your neighbor in 30 seconds. Lots of laughter, a lot of embarrassment, and lots of sorriest. This fear makes us be conservative and not thinking, we are afraid to share. With kids this doesn’t happen, but as they come adults they start to be more sensitive to opinions of the rest.” 11
  14. 14. Some of Design Thinking ambassadors Matt Ridley Matt Ridley is a British science writer. He earned his doctorate in zoology from the University of Oxford before beginning his career as a science journalist. Paul Bennet Creative director of IDEO, he is considering the little things that matter. "Small is the new big,"Bennett says. For often, it's not the biggest ideas that have the most impact, but the small, the personal, and the intimate. 12
  15. 15. Some of Design Thinking ambassadors Jacek Utko Newspapers designer , he is working for good (At this point, why not try it?) In his work, he's proved that good design can help re adders rec connect with newspapers. Trained as architect, is the art director at Warsaw's Puls Biznesu in 2004, he redesigned this small business-focused newspaper and immediately won the SND award for world's best-designed newspaper. Yves Behar "[Behar] has the ability to strip something down to its basic functional logic and then apply a set of emotional and aesthete ic considerations to create something unique. It's an art." Chris Hacker, chief design officer at Johnson & Johnson 13
  16. 16. TOOLS 14
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  18. 18. Empathy map Empathy Map is a tool that helps sketching the profile of a customer segment and understand his environment, behavior, concerns and aspirations. They can be used during contextual investigation or as a communication tool of the team. As you can see in the picture, the diagram is divided in different sections, HEAR, THINK, SEE, FEEL, DO and SAY. Good points: the best tool of “putting in the shoes” of the customer Bad points: It is very subjective 16
  19. 19. Customer Journey The customer journey map is a diagram that describes the journey of a user by representing the different touchpoints that are characteristics in his interaction with the service. In this kind of visualization, step by step as in the classical blueprint, but there is a stronger emphasis on some aspects as the information and the physical devices involved. Benefits of creating customer journey maps with your clients: -You get the clients wording. -You capture emotions the clients may have for different aspects of their business. -You get the way people think – specifically decisions they make, the sequences they follow, and the sources they use. -You learn your clients priorities. Good points: measures the service in all moments, before, during and after Bad points: can be confusing to make. 17
  20. 20. Emotional map As you can see, it is a diagram of the emotions the consumer has. It has to be done in first person, so that you really have to be in the same stage as the final target consumer. It is for empathising and seeing the good or bad points of the service or product. The diagram reveales the time and the feelings. It is very easy to understand. Good points: the best tool for seeing the need of improvements. Bad points: can be very subjective. 18
  21. 21. 19
  22. 22. Conversation map It includes these components The Conversation Map Visual The map creates a common mental model or picture for all participants to learn from and discuss. It’s a big colorful picture or metaphor that the group will focus on and navigate during the session. The Conversation Questions These questions are read by you and serve as the instructions for the Map session. The questions encourage the participants to discuss a variety of topics at various points through the session. The conversation questions have been focus-group-tested to be sure that certain learning goals are achieved, they are intended to be flexible so that all types of groups can take part in the process. The Discussion Cards Discussion cards are used to bring additional information and engagement to the sessions. 20
  23. 23. The Group (participants) Conversation Maps are designed to be used with groups of 3 to 10 participants. This group size provides enough participants to learn from one another, but not too many that it becomes a challenge to facilitate. Everyone should be able to participate and learn from the process. Action Plan An important aspect of the Conversation Map process is providing participants with an action plan with which to make changes in their choices and behaviors. For some the action plan will be the same as expected, while for others it will provide a starting point for change. Good points: all points of views are seen, not depending on being extrovert or not Bad points: not having the control of what the real problem is, because you are answering to questions that come from another questions. 21
  24. 24. Brainstorming Brainstorming combines a relaxed, informal approach to problem-solving with lateral thinking. The idea here is that some of these ideas can be evolved into original, creative solutions to the problem you're trying to solve, while others can think for more ideas. Ideas should only be evaluated at the end of the brainstorming session. 7 principles of Brainstorming 1. No judgement 2. Encourage wild ideas 3. Be constructive, think in others’ ideas 4. Be focused 5. Only one conversation 6. Be visual 7.Quantity importance There are some techniques in order to improve our creativity and to use all parts of our brain, as this game. 22
  25. 25. How to do a powerful brainstorming Step by Step 1. 2. 3. 4. 5. 6. 7. Define your problem or issue as a creative challenge. This is extremely important. A badly designed challenge could lead to lots of ideas which fail to solve your problem. Give yourselves a time limit. We recommend around 25 minutes, but experience will show how much time is required. Once the brainstorming starts, participants shout out solutions to the problem while the facilitator writes them down – usually on a white board or flip-chart for all to see. Once your time is up, select the five ideas which you like best. Make sure everyone involved in the brainstorming session is in agreement. Write down about five cri teria for judging which ideas best solve your problem. Criteria should start with the word "should", for example, "it should be cost effective", "it should be legal", "it should be possible to finish before July 15", etc. Give each idea a score of 0 to 5 points depending on how well it meets each criterion. Once all of the ideas have been scored for each criterion, add up the scores. The idea with the highest score will best solve your problem. But you should keep a record of all of your best ideas and their scores in case your best idea turns out not to be workable. 23
  26. 26. Tips -Create a creative culture -Include people that don’t seem to fit -Use random stimulus -The brainstorming session is only part of it -Mix things -Get people to create small groups around different flipcharts, and move them from one to another -Get people to write their ideas before starting so that the ideas are not firstly influenced by the rest -Use extra materials 24
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  28. 28. Prototyping It is for making a model built of the design you are thinking for. It is for testing also all the materials you would need to create it. Prototypes of a service innovation will of course not be physical, but they must be tangible. Good points: improves creativity. Bad points: is not for all products, can be quite confusing. 26
  29. 29. Do not waste a lot of money doing prototypes. Make the first shit prototyping and TEST, TEST, TEST, TEST, TEST… 27
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  31. 31. Business Model Canvas The Business Model Canvas is a tool used for designing, innovating, changing, inventing, improving, challenging and finally choosing your business model. For that you need to take into account nine main areas, customer segment, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partners, cost structure. Business Model Canvas allows you to design business plans visually and cooperatively. This model has two parts. The left side corresponds to the company and the logical model of efficiency-seeking processes and represents the costs for business value generation; this area will work on the left side of the brain. The right side corresponds to the segments or customers which run the business, its needs, the emotional relationship of customers with products and services and how the business makes profits by adding value; this area will work the right side of the brain. 29
  32. 32. Customer Relationships Key Resources Key Partners Who can help you making your business successful. The structure to create, deliver and capture value. Key Activities Which things do you need to be able to perform well. Value Proposition The products and services that create value for your customers. The type of relationship you are establishing with your customer Channels The touch points you are interacting with your customers and delivering value. Customer Segment The people and organizations for which you are creating value, including customers and users. Cost Structure Revenue Streams The main sources of cost s required to create and deliver. How and through which pricing mechanism your business model is capturing value. 30
  33. 33. Lean Canvas Model The Lean Canvas is an adaptation of the Business Model Canvas, it is focused on entrepreneurs. In general entrepreneurs are taking a lot of risks and this canvas model is taking into account the uncertainty and risks that entrepreneurs live. These are the things that change from de Business Model Canvas to the Lean Canvas Model. Problem Most startups fail, not because they fail to build what they set out to build, but because they waste time, money, and effort building the wrong product. You have to attribute a significant contributor to this failure to a lack of proper "problem understanding" from the start. Solution Once you understand the problem, you are then in the best position to define a possible solution because the solution is what we are most passionate about. Left unchecked, we often fall in love with our first solution and end up cornering ourselves into legacy. Keeping the solution box small also aligns well with the concept of a "Minimum Viable Product" (MVP). 31
  34. 34. Key Metrics Startups often drown in a sea of numbers in an attempt to bring order to the chaos of uncertainty. At any given point in time though, there are only a few key actions (or key macro metrics) that matter. Failure to identify the right key metric can be catastrophic - leading to wasteful activities like premature optimization or running out of resources while chasing the wrong goal. Initially these key metrics should center around your value metrics and later they shift towards your key engines of growth. Unfair Advantage This is another name for competitive advantage or barriers to entry often found in a business plan. I was cognizant of the fact that few startups have a true unfair advantage on day one which means this box would be blank. 32
  35. 35. Solution Unfair advantage Value Proposition Problem Customer Segment Channels Key matrizes Cost Structure. Revenue streams. 33
  36. 36. THANK YOU