1. Design Thinking
as new
strategic tool
Presentatie Bloei Creative Innovation, 28 februari 2012

2. !
Paula Buit
Strateeg

3. Automotive: Renault, Dacia.
Finance: Rabobank, ING, Eureko,
BNP Paribas. FMCG: Arla, Pepsi,
Mars, Snickers, Sheba, Oral-B,
Vicks, Garnier, Plenty, Edet,
Tempo, Malibu. Non-profit:
Waterschap, Medair, Nederlandse
Hartstichting, Oxfam Novib,
Stivoro, Maison de la France.
Overheid: Ministerie van Verkeer &
Waterstaat, Koninklijke
Eneco Shell Landmacht. Pharma: Sanofi
Aventis, Wyeth / Pfizer, Servier.
Zakelijke dienstverlening: Shell,
Schiphol, Eneco, Orange, Hewlett
Packard, Centric.

4. We’re in the game of influencing and shaping behavior

5. Insights from
Designing for innovation
Thinking about new meanings Designing for decision making
people could love
⤶
Art of persuasion ⤶

6. Behavioral change by design thinking
• Think about new meanings people could love
• Think of creative ways to improve human lives.
• Think about persuading people to act in a certain way

7. Let’s give an example
Think about new meanings people could love

9. Let’s give an example
Think about creative ways to improve human lives

11. Let’s give an example
Think about persuading people to act in a certain way

12. http://youtu.be/ZosBOC0fh2w?t=20s

13. # What’s design thinking?

14. Design based on a craft

15. The intrinsically human nature of “Part of my job is to move [a good
When design is stripped from
design thinking points to the next idea] around, just see what
forming, shaping and styling, here
step: we can use our empathy and different people think, get people
is a process of critical thinking and
understanding of people to design talking about it, argue with people
creative solving at the very core of
experiences that create about it, get ideas moving among
the profession.
designthinkingexchange.com
opportunities for active that group of 100 people... get
engagement and participation.” different people together to
Tim Brown, IDEO explore different aspects of it....”
Steve Jobs, Apple

16. • design thinking is bottom-up strategy: you start with a broad viewpoint
and a profound understanding of human behaviour to craft and shape
opportunities, ideas and solutions. You derive your strategy from this
understanding
• design thinking is a dynamic process, and less about steps
• design thinking is gaining insights through rapid prototyping
• design thinking seeks to find (new) meaning of things, create new stories
• design thinking is making complicated things simple
• design thinking is agile strategy: deepening the strategy often emerges
after prototyping.

17. # It all starts with
profound understanding of
human behaviour

18. Little fly, Schiphol Amsterdam Airport
image DavidZerlin - flickr.com

19. Nudge.
You can change your behaviour by making a choice. But the choice
we make sometimes depends on the way a problem presented.
People are lazy, don’t really want to get to the bottom of things. That
is why understanding of choice architecture and nudges will lead to
creative ways to improve human lives (with respect to freedom of
choice).

20. People are most likely to need nudges for decisions that are
difficult, complex and infrequent and when they have poor
feedback and few opportunities for learning

21. !

23. “Market? What Market!
We do not look at market needs.
We make proposals to people”
Ernesto Gismondi, Chairman, Artemide
“It isn’t the consumers job
to know what they want”
Steve Jobs, Apple

24. Design-driven innovation
Innovation strategies
1. Quantum leaps in product
performance enabled by
radical
Technology push
breakthrough technologies
2. Improved product solutions Design-driven
enabled by better analysis of
incremental
users’ needs
Market pull
(user-centered)
3. Design-driven innovation:
Radical innovation of meaning adaptation new meanings
(values, function)

25. Understanding user needs
Interpreter
Organisation User Organisation Person
Current context of use Envisioned context of life
User-centered design Design-driven innovation
Model by Roberto Verganti

26. What other companies in other industries are targeting the same
people in the same life context?
And can help me to envision how people could give meaning to
things.
Why? To understand people’s unmet aspirations, make something
people could love.

27. Bicycle industry - How do people relax?
Sportswear, portable music players, music producers, street food,
wireless services, tourist services, outdoor experiences, magazines /
media, universities, design schools, supplier of raw materials.
Food industry - How do people live in their kitchens?
Winemaker, professor designing restaurants, entrepreneur catering
services, sociologist, president slow food, food critic, supplier
kitchen utensils etc.

30. Alessi

37. So... be courageous
The biggest obstacle to change
is not your competition,
it’s the way you currently do things

38. Thanks!
Paula Buit | Merkstrateeg met focus choosenick.com#
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