Design Thinking Dallas by Chris Bernard

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These are the slides I gave for a keynote at a conference hosting by IMC2 for the Design Thinking Dallas Conference. Some of the content here is repetitive across other presentations I give.

Questions? Email me at chris.bernard@microsoft.com

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Design Thinking Dallas by Chris Bernard

  1. 1. Chris Bernard User Experience Evangelist chris.bernard@microsoft.com 312.925.4095 www.designthinkingdigest.com DESIGN THINKING DOORS TO MEANINGFUL INNOVATION All photos are for educational purposes
  2. 2. Why?
  3. 3. hard to use
  4. 4. unintuitive
  5. 5. confusing
  6. 6. ugly
  7. 7. designed by engineers
  8. 8. Who am I?
  9. 9. Why should you care?
  10. 10. Why do I care?
  11. 11. Why are we here?
  12. 12. What is design thinking?
  13. 13. Why do we all need to start thinking about it right now?
  14. 14. Trouble is here.
  15. 15. So is opportunity.
  16. 16. Some History Feature Upgrade Distinct Value Commodity Taken-For Granted Met Unmet UnarticulatedArticulated
  17. 17. “Because the purpose of business is to create a customer, the business enterprise has two, and only two, basic functions: marketing and innovation” Peter Drucker
  18. 18. Three trends
  19. 19. Technology
  20. 20. Business
  21. 21. You!
  22. 22. Source: Larry Keeley, Doblin Technology tries to answer… “What is possible?”
  23. 23. Business tries to answer… “What is viable in the market place?” Source: Larry Keeley, Doblin
  24. 24. Experience / Design tries to answer… “What is desirable to users?” Source: Larry Keeley, Doblin
  25. 25. Consumers try to answer… “Where can I be part of the conversation? How can I control my participation? My voice?”
  26. 26. Communities try to answer… “What is sustainable?”
  27. 27. Let‟s take a trip
  28. 28. The good old days.
  29. 29. Process Source: Gregg Berryman
  30. 30. Software
  31. 31. Process Source: Gregg Berryman
  32. 32. Process
  33. 33. Process Source: Gregg Berryman
  34. 34. Two Things Happened
  35. 35. Design is back baby! Yeah!
  36. 36. Concept: Courtesy of Jon Harris, a Microsoft buddy
  37. 37. Concept: Courtesy of Jon Harris, a Microsoft buddy
  38. 38. Concept: Courtesy of Jon Harris, a Microsoft buddy
  39. 39. Concept: Courtesy of Jon Harris, a Microsoft buddy
  40. 40. Concept: Courtesy of Jon Harris, a Microsoft buddy
  41. 41. Concept: Courtesy of Jon Harris, a Microsoft buddy
  42. 42. Concept: Courtesy of Jon Harris, a Microsoft buddy
  43. 43. Our methods for designing software and for the Web are broken.
  44. 44. The economic models for software are changing.
  45. 45. How?
  46. 46. Let‟s take another trip.
  47. 47. Radio
  48. 48. Print
  49. 49. Television
  50. 50. but then…
  51. 51. Our disciplines and what is required of us is changing.
  52. 52. Design and advertising are converging, createding disruption in how software and Web sites are designed and how we create them.
  53. 53. It impacts how we work together Source: International Design Magazine
  54. 54. It impacts how our customers and audience interact with content and technology
  55. 55. It impacts our workspaces
  56. 56. Source: Hasso Plattner Institute of Design It impacts how we need to think
  57. 57. It impacts everyone
  58. 58. Great design thinking is expected…
  59. 59. …all the time.
  60. 60. Silverlight Airlines
  61. 61. What is design thinking?
  62. 62. It‟s not…
  63. 63. User interfaces that are applied after an application and Web site are architected are like pushing icing around on a cake. They can make something look nice but not fix fundamental problems, they merely hide them.
  64. 64. Icing on a cake
  65. 65. Doesn‟t matter…
  66. 66. What does?
  67. 67. Innovation
  68. 68. design is important
  69. 69. But design is a table stake…
  70. 70. …icing on the cake, when we only use it for styling
  71. 71. interface
  72. 72. user interface only scratches the surface
  73. 73. …and gives designers a bad rap when it‟s all we do
  74. 74. experience
  75. 75. user experience is important
  76. 76. user experience is what makes…
  77. 77. innovation
  78. 78. …happen.
  79. 79. We all need to be in the innovation business...
  80. 80. ...because merely making things that „work‟ (badly) isn‟t enough…
  81. 81. ...and if you can‟t do it right there are other people all over the world who can—and want to.
  82. 82. Design Thinking gets you in the experience business.
  83. 83. Creating great experiences gets you in the innovation business.
  84. 84. How will you be different?
  85. 85. Establishing a common vocabulary around design thinking
  86. 86. Design Thinking
  87. 87. Design Thinking User Interface Design User Research Information Design Usability Testing Design Planning
  88. 88. What roles does a designer play?
  89. 89. User Experience Roles Researcher Planner Information Designer Interaction Designer Visual Designer
  90. 90. A human being should be able to change a diaper, plan an invasion, butcher a hog, conn a ship, design a building, write a sonnet, balance accounts, build a wall, set a bone, comfort the dying, take orders, give orders, cooperate, act alone, solve equations, analyze a new problem, pitch manure, program a computer, cook a tasty meal, fight efficiently, die gallantly. Specialization is for insects. Robert Heinlein, Author
  91. 91. User Interface DesignUser Research Information Design Usability TestingDesign Planning
  92. 92. User Interface DesignUser Research Information Design Usability TestingDesign Planning
  93. 93. User Interface DesignUser Research Information Design Usability TestingDesign Planning
  94. 94. User Interface DesignUser Research Information Design Usability TestingDesign Planning
  95. 95. User Interface DesignUser Research Information Design Usability TestingDesign Planning Good interaction designers are more than just graphic or visual designers
  96. 96. Ok, enough about roles.
  97. 97. What can design thinkers do?
  98. 98. Designers can think about „what‟ to design and also about „how‟
  99. 99. User Experience Phases (Little d design) Planning High Level Design Detailed Design Production Deployment Sensing
  100. 100. Identify Intent Conduct Research Conduct Analysis Conduct Synthesis Conceptualize User Experience Phases (Big D design)
  101. 101. Why does it add value?
  102. 102. But who should drive this?
  103. 103. How do we implement it?
  104. 104. User Experience Capability Awareness and Understanding • No thoughts about UX as a process within application development • Recognizes that UX exists as a separate design discipline within application development • Plan to build UX into future products • Existing initial investments in UX with positive results • Regards UX as a make-or- break element of application development for competitive differentiation Business Value • There is a limited understanding of the need for positive UX • UX is poor by default • Does not think that UX applies to their company/industry • Sees no value in UX design in definition process. • There is a desire to build UX, but it is not prioritized and comes too late in the process. • Poor UX found after release may not be addressed • Measures UX quality during all phases of a project and takes corrective action for poor UX. • Develops repeatable criteria for assessing user needs and constantly benchmarks against it. • Interested in measuring ROI of UX investments including User Effectiveness, User Satisfaction and Quality of Decisions. • Uses UX extensively during the definition phase of efforts to frame solution space or opportunity People • UX design skills may be leveraged, but this is not a core skill for any team members; application of these skills is ad hoc and often not validated. • UX professional involved in application development for limited UI input; they are external to the team. • Application development team includes internal design resources or external agencies closely integrated and aligned with the team. • At least one functional role within the team dedicated to UX design in a leadership role. • Dedicated UX functions across application life cycle and agile project efforts. • All points of contact to the customer are aligned with the UX vision through effective internal organizational management. • Thought leaders are strategically aligned to use UX capabilities to drive disruptive innovation. Execution • Sole focus on "functional" capabilities of applications, making processes and infrastructure work. • No application of metrics to measure productivity or satisfaction with the application. • UX not considered proactively at requirements definition. • Some rudimentary assessment of user needs at the conception of the project and use of poorly collected and validated data to make decisions at various stages. • Reactive UX design work only in response to poor user feedback. • There is a continuous process of assessing UX throughout definition, design, development, deployment and runtime of a project. • Primary research and a rigorous design research methodology is used consistently. • Internal metrics and assessments for UX are used in evaluating teams, incentives. • Actively developing applications using a process, tools and platform with integrated UX capabilities.
  105. 105. So, what do organizations focus on for success?
  106. 106. 4 Concepts
  107. 107. 1
  108. 108. Function
  109. 109. It Works Great!
  110. 110. 2
  111. 111. Aesthetic
  112. 112. It Looks Great!
  113. 113. 3
  114. 114. Interaction
  115. 115. It Relates to You!
  116. 116. 4
  117. 117. Process
  118. 118. Generates Memories
  119. 119. Emotional Connection
  120. 120. What will experiences of the future look like?
  121. 121. Design Thinking Goals
  122. 122. Design GoalsMake getting what you need
  123. 123. Design GoalsMake getting what you needefficient & easy
  124. 124. Design GoalsMake getting what you needefficient & easyMake getting the results you want more…
  125. 125. Design GoalsMake getting what you needefficient & easyMake getting the results you want more… visual & direct
  126. 126. Design GoalsMake getting what you needefficient & easyMake getting the results you want more… visual & directMake people feel great about their experience…
  127. 127. Design GoalsMake getting what you needefficient & easyMake getting the results you want more… visual & directMake people feel great about their experience…creating a positive emotional experience
  128. 128. If you take away 4 things: Design thinking is critical for our software, our profession, our stakeholder and users and the future of the software industry. Delivering a great User Experience requires significant commitment on our part to apply design thinking principles. Microsoft is committed to being a great partner and supporting the design community by creating the platforms, tools, and interoperability needed to make a great User Experiences. You are leaders in the community. Internalize the message, make it your mission too.
  129. 129. Where to learn more
  130. 130. www.microsoft.com/design www.microsoft.com/expression Where to learn more
  131. 131. New platforms to advance design
  132. 132. Thank You! Chris Bernard chris.bernard@microsoft.com 312.925.4095 www.designthinkingdigest.com Find me on Twitter, Facebook and Linkedin

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