1.
#HACK_DESIGNTHINKING
Copyright © 2019 FSA Prabowo & Kiki Sudiana. All Rights Reserved.
“It’s a foggy road out there”
Dr. (Cand) Kiki Sudiana, MM. & Fajar Prabowo, S.E., MBA.
Fakultas Ekonomi & Bisnis
Universitas Telkom

2.
Dr. (Cand) Kiki Sudiana MM.
 Profesional:
 Direktur SDM, Universitas Telkom
(2019-sekarang)
 Dosen Creative Thinking in Business
(2018-sekarang)
 Dosen eCommerce & Internet
Business (2013-sekarang)
 GM Incubation & Tenant Service,
Bandung Technopark (2014-2018)
 Kontak:
 WA 08112101700
 ksudiana@telkomuniversity.ac.id
 Pengalaman Konsultan:
 Konsultan pendirian & pendampingan
Technopark
 Konsultan pendirian & pendampingan
inkubator bisnis
 Business coach & Mentor untuk
startup

3.
 Profesional:
 Dosen Koordinator Kreativitas dalam Bisnis,
Universitas Telkom (2015 – Sekarang)
 Dosen Pembina HIPMI Universitas Telkom
(2014 – Sekarang)
 Tenaga Ahli Inovasi Divisi CSR Bio Farma
dan Advisor of PT. TMU (2019 – sekarang)
 PIC Divisi Platform & Kolaborasi Strategis di
GRIT e-Lab (2019 – Sekarang)
 Sekretaris Prodi Magister Manajemen
Telkom University (2016 – 2018)
 Kepala Editor Jurnal Manajemen Indonesia
(2015 – 2017)
 TEDx Tel-U Speaker in April 2016
 Kontak:
 WA 082127664266
 fajarmotekar@telkomuniversity.ac.id
 Awards:
 Dosen Terbaik Fakultas Ekonomi dan
Bisnis, Univ. Telkom di 2016
 Dosen Terbaik Prodi S1 Manajemen,
Univ. Telkom di 2015
Fajar Prabowo, S.E., MBA

4.
“… cintailah masalahnya, bukan solusinya”
-----
Ash Maurya (2012)

5.
TIPE-TIPE MASALAH
Well-structured problempemecah
masalah mengenal masalah yang hendak
dipecahkan dan dapat diselesaikan
menggunakan solusi rutin (contoh: SOP)
Semi-structured problemsebagian
elemen dari masalah belum diketahui.
Karenanya masalah harus dipecahkan
menggunakan solusi rutin yang dimodifikasi
Ill-structured problempemecah
masalah baru mengenal masalahnya dan
karenanya harus dipecahkan menggunakan
solusi baru yang dibuat secara khusus
Pengelompokkan masalah
ditentukan oleh (1) tingkat
kesulitan mendefinisikan masalah
and (2) keselutan menemukan
solusinya

6.
WICKED PROBLEM
• Masalah bersifat unik dan baru
• Masalah dapat dipandang dari berbagai sudut
pandang dan meliputi berbagai pemangku
kepentingan yang saling bertolak belakang
• Masalah tidak memiliki akhir yang jelas
• Masalah merupakan gejala dari masalah lain
yang lebih luas
• Pemecah masalah tidak memiliki kesempatan
untuk melakukan uji coba atas solusi
• Pemecah masalah menanggun risiko
kegagalan yang besar
KARAKTERISTIK
METODE:
DESIGN
THINKING

7.
KRITERIA MASALAH YANG BAIK
• Kriteria masalah: (i) teramat mengganggu, (ii)
dialami orang banyak, (iii) tidak ada solusi efektif
di mata pelanggan
• Pilihlah masalah yang cocok dengan kompetensi
anda. Masalah yang baik membangun
kepedulian dalam diri pemecah masalah
• Manfaat bagi pelanggan (solusi) harus menjadi
dasar bagi setiap pengambilan keputusan
pada setiap level organisasi dalam rangka
membangun daya saing
Belajarlah melihat
masalah masyarakat
di sekitar kita sebagai
peluang bisnis

8.
DESIGN THINKING: DEFINISI
“Design Thinking adalah metode untuk
menciptakan inovasi guna memecahkan masalah-
masalah kompleks…”
-----
Beyhl and Giese (2016)

9.
MODEL PEMECAHAN MASALAH
Wallas CPS*
Model
Van Gundy CPS*
Model
IDEO Model of
Design Thinking
(Tim Brown)
HPI Stanford
Model of Design
Thinking**
IBM Model of
Design Thinking
Lean Design
Thinking
(Mueler &
Thoring)
Preparation Objective Finding Preparation Preparation Preparation Preparation
Immersion
• Fact Finding
• Problem
Finding
Inspiration
• Empathize
• Synthesize
Observing
• Understand and
observe
• Point of View
Incubation Tidak ditemukan Tidak ditemukan Tidak ditemukan Tidak ditemukan Tidak ditemukan
Illumination Idea Finding Ideation • Ideate Reflecting Ideation
Verification
• Solution
Finding
• Acceptance
Finding
Implementation
• Prototyping
• Testing
Making
• Prototyping /
Customer
Discovery
• Customer
Validation
*CPS = Creative Problem Solving; **Telah diterapkan di FEB Telkom University

10.
PROPOSED DESIGN STEPS
Empathize
Synthesize
IdeatePrototype
Test
Source: Hasso Platner Institut (HPI) Model (2009)
Q: When do we iterate?
A: When the insights (unexpected
learning) found during any of these
steps compelled us to do so
Q: How many times should we
iterate?
A: Number of iteration will be varied
from one project to another because
it relied on our findings in any of
those design steps

11.
PROPOSED DESIGN STEPS
Empathize
Synthesize
IdeatePrototype
Test
Source: Hasso Platner Institut (HPI) Model (2009)
Q: Kapan iterasi dilakukan?
A: saat temuan (insights) dari proses
Design Thinking yang dilakukan
memerlukan adanya iterasi
A: Berapa kali seharusnya iterasi
dilakukan?
A: jumlah iterasi akan bervariasi
bergantung pada kualitas
pembelajaran yang terjadi. Semakin
baik kualitas pembelajaran, semakin
sedikit pula iterasi yang dibutuhkan

12.
Based on
HPI Model

13.
Empathize, Synthesize, Ideate, Prototype,
Testing / Validation
(Platner et al., 2011)
Humanistic approach, preserving ambiguity,
redesign / iterative, tangibility of ideas
(Platner et al., 2011)
Empathy, Integrative Thinking,
Experimentalism, and Collaboration
(Brown, 2008)
Empathy Map, Persona, Customer Journey Map,
Research Wall, Body Storming, Storyboard, Paper
Prototype, etc. (from various sources)
From: various sources and my own experiences (FSA Prabowo, 2019)
PIRAMIDA DESIGN THINKING
Source: FSA Prabowo & Kiki Sudiana (2019)

14.
ABDUCTIVE THINKING
• Objek diketahui
• Cara objek dioperasikan diketahui
• Hasilnya pengoperasian objek belum diketahui
• Objek diketahui
• Cara objek dioperasikan belum diketahui
• Hasil dari pengoperasian objek diketahui
• Objek belum diketahui
• Cara objek dioperasikan belum diketahui
• Hasil dari pengoperasian objek diketahui
BERPIKIR
DEDUKTIF
BERPIKIR
INDUKTIF
BERPIKIR
ABDUKTIF

15.
• PLUS: siswa termotivasi untuk memecahkan
masalah mereka diperbolehkan
memecahkan masalah mereka (siswa
diposisikan sebagai pemilik masalah)
• GAP: siswa measa kebingungan oleh
proses Design Thinking karena tidak adanya
aturan yang jelas. Siswa juga kesulitan
melakukan iterasi karena proses HPI model
memerlukan waktu yang cukup panjang
• QUESTION: bagaimana seharusnya kita
menyederhanakan dan memberikan struktur
pada proses Design Thinking tanpa
kehilangan keunggulan-keunggulannya?
• IDEA: mengembangkan model baru yang
lebih sederhana untuk memfasilitasi iterasi
untuk memaksimalkan pembelajaran
tentang masalah pelanggan
FEEDBACK CAPTURE GRID
+ ∆
?

16.
Launch Pad Model as the modification of
HPI Model of Design Thinking Process
(Prabowo & Sudiana, 2019)
Humanistic approach, preserving ambiguity,
redesign / iterative, tangibility of ideas
(Platner et al., 2011)
Empathy, Integrative Thinking,
Experimentalism, and Collaboration
(Brown, 2008)
From: various sources and my own experiences (FSA Prabowo, 2019)
Source: FSA Prabowo & Kiki Sudiana (2019)
PIRAMIDA DESIGN THINKING: DIBALIKKAN
Customer Journey Map, Affinity
Diagraming, Storyboard, Paper
Prototype, etc. (from various sources)

17.
LAUNCHPAD MODEL: THE REASONS
CUSTOMER PROBLEM
SCENARIO SOLUTION
Launch-Pad Model is a repository system for learning generated during D.T.
• Reduce ambiguity by providing a
structure that help students and lecturers
to trace the whole process of Design
Thinking
• Help students and lecturers to identify the
essential data to be gathered
• Facilitate rapid iteration process due to
it’s simplicity
• Help students and lecturers to evaluate
the fit between the essential components
of Design Thinking
Source: FSA Prabowo & Kiki Sudiana (2019)

18.
LAUNCHPAD MODEL: THE COMPONENTS
CUSTOMER PROBLEM
SCENARIO SOLUTION
It is developed for Tel-U to simplify the method of Design Thinking
• Problems: what is the problem that we
are going to solve? Why do we need to
solve this problem?
• Customers: who are the persons that we
are going to help? Who are suffer the most
when the problem occurred?
• Scenarios: in what scenarios or situations
the problem occurred?
• Solutions: how are we going to solve the
problem? Who are the stakeholders that
can be involved?
Source: FSA Prabowo & Kiki Sudiana (2019)

19.
CUSTOMER PROBLEM
SCENARIO SOLUTION
LAUNCHPAD MODEL: REINVENTION
How to use: Clockwise Cycle
• Reinvention is a situation in which the
solution is already exist but regarded by
customers as not effective
• It is advised that the cycle begin with
current solutions and current scenarios
• The purpose is to identify how customers
currently solve the problem which
occurred in what scenario
• Then, the next step is to identify who
suffers the most from the problem and
how we are going to help them by using
ideation methods
Source: FSA Prabowo & Kiki Sudiana (2019)

20.
CUSTOMER PROBLEM
SCENARIO SOLUTION
EXAMPLE: GOJEK
How to use: Clockwise Cycle
THE RESULT OF OBSERVATION
1. Solution: ojek pangkalan is used …
2. Scenario: to go through busy traffic
in major cities in Indonesia …
3. Customers: by people with high
mobility …
4. Problems: unfortunately, ojek
pangkalan is difficult to be found and
the price is uncertain  go to
ideation
Source: FSA Prabowo & Kiki Sudiana (2019)

21.
CUSTOMER PROBLEM
SCENARIO SOLUTION
LAUNCHPAD MODEL: NEW INVENTION
How to use: Counter Clockwise Cycle
• New invention is a situation in which the
problem is already existed but the
solution is not exist yet
• It is advised that the cycle begin with
problems and customers
• The purpose is to identify what is the
problem that we are going to solve the
problem and WHO suffers the most from
that problem
• Then, the next step is to identify the
scenario in which the problem occurs
and how should we solve it (solution) by
using ideation methods
Source: FSA Prabowo & Kiki Sudiana (2019)

22.
CUSTOMER PROBLEM
SCENARIO SOLUTION
EXAMPLE: SEARCH ENGINE
How to use: Counter Clockwise Cycle THE RESULT OF OBSERVATION
1. Problems: the proliferation of new
contents in the internet make it
difficult for …
2. Customers: people with average
technology literacy …
3. Scenarios: to find the relevant
content in the internet …
4. Solutions: therefore, we need a way
to find a mechanism to find contents
in the internet  go to ideation
Source: FSA Prabowo & Kiki Sudiana (2019)

23.
“Designing a desirable product isn’t about having a good
idea. It’s about making insightful observations about existing
behavior and transforming that behavior into a more
desirable one [i.e. unexpected discovery]…”
-----
Kolko

24.
IN THE SEARCH OF INSIGHT
IMMERSION EMPATHIZE SINTHESIZE
Obtain empirical facts
to enrich Design
Challenge: who is the
customer? What does
he do? What is the
triggering event? What
is the means that she
used? In what situation
she use it?
Establish emotional
connection or
acquisition with the
customers by seeing the
problem from the eyes
of customers.
Mindfulness is the key
to empathizing
Infer unexpected
learning about
customers’ motivation
or provocative
statement of truth
(insights). Insight can
be perceived as the
AHA MOMENT or
illumination
From: Various Sources

25.
PROBLEM AREA: GOLD MINER
THE
BRIEF
What are
the
problems
that I
sense? Who else
that might
be inflicted
by the
problem?
What are
my wishes
or dreams?
What are
my skills?
What are
my
resources?
Who do I
know?
Source: FSA Prabowo & Kiki Sudiana (2019)

26.
1. IMMERSION: 5W1H
What Who Why Where When How
What is the
problem?
Who is
involved?
Why is the
problem
important?
Where does
the problem
occur?
When did
the problem
begin?
How could
this problem
be an
opportunity?
What would
we like to
know?
Who is
affected by
the
situation?
Why does it
occur?
Where was it
already
resolved
before?
When do
people want
to see
result?
How could it
be solved?
What are the
assumptions
that are
scrutinized?
Who
decides?
Why was it
not yet
solved?
Where did
similar
situation
exist?
When can
the project
be started?
What has
already been
tried to
resolve the
problem?
Source: Lewrick et al. (2018)

27.
2. EMPATHIZE: EMPATHY MAP
1. Set the theme for empathizing
activities
2. Empty your mind and defer any
judgement
3. Identify any pain and gain
along the way (during
observation and interview)
“The goal is to acquiring
feelings by exploring what do
the customers see, say, do,
hear, think, and feel”

28.
3. SYNTHESIZE: AFFINITY DIAGRAMING
1. Record needs, motivation, interest on
yellow notes as many as possible. Each
note contain single data gathered by
observation
2. Rearrange similar observation data in a
single column that contain 3 to 6 notes.
3. Use blue note to label each cluster.
Group blue notes and label that group by
using pink notes
4. Review (walk the wall) the affinity
diagram and begin to search for insights
about the problem
5. Ideate possible solutions for each
problem and use green notes

29.
4. IDEATE: SCAMPER
• What component of solution that can be substitute?S
• What component of solution that can be combined?C
• What component of solution that can be adapted?A
• What component of solution of that can be modified?M
• What component of solution that can be put to another use?P
• What component of solution that can be eliminated?E
• What component of solution that can be reversed?R

30.
RISKIEST ASSUMPTIONS IDENTIFICATION
High
Impact,
distant
future
High
Impact,
near
future
Low
impact,
distant
future
Low
Impact,
near
future
• Riskiest assumptions or LOFA
(Leap of Faith Assumption) are
assumptions that must be
held true to ensure business
viability and growth
• It can be perceived as threat to
the viability of startup and
usually can be identified at
the very beginning

31.
EXAMPLE: LAUNDRIANA
High
Impact,
distant
future
High
Impact,
near
future
Low
impact,
distant
future
Low
Impact,
near
future
RISKIEST ASSUMPTIONS:
1. Women prefer their clothing to
be handled by other women up
to a point they are willing to
pay a premium for it
2. Women in major cities are
willing and able to use chat bot
to support ordering and
tracking activities of their
clothes

32.
5. PROTOTYPING
• In Design Thinking,
visualization of thinking is
very important. Prototyping is
used during and after the
ideation phase of the HOW
• Prototyping is not the final
product. It is created merely
as a learning tool about the
problem and the possible
solutions
• Use prototype to test the
riskiest assumptions only.
Not the whole features of our
product

33.
PROTOTYPING
• Prototyping is to “make
believe.” It demands us
to be creative in
utilizing anything
around us to build the
prototypes (paper,
cardboard, ppt slides,
videos etc.)
• Choose the tools that
are most comfortable
to us and good
enough (not perfect)
to serve the testing
purpose

34.
CUSTOMER PROBLEMS
SCENARIOS SOLUTIONS
6. LAUNCHPAD MODEL: TESTING
Must be applied for both cycles • When problem match with the customers
from the perspective of customers, we
already meet the customer-problem fit
(see A)
• When problems match with the solutions
from the perspective of customers, we
already meet the problem-solution fit
(see B)
• Both of the fits reflect the riskiest
assumptions that should be tested
• The fits must be observed and further
confirm by using interviews with real
customers that suffers the most
Source: FSA Prabowo & Kiki Sudiana (2019)
B
A

35.
AFTER TESTING: PIVOT VS PERSEVERE
PERSEVERE
Stay on the current
course and move to
the next iteration of
design activities
PIVOT
Special kind of
change designed
to test a new
fundamental
hypothesis about
the product,
business model,
and engine of
growth
Zoom-in: a single feature become the
whole product (change solution box)
Zoom-out: the product become a feature
of a larger product (change solution box)
Customer segment: the product solves
the problem of different customers
(change problem and customer box)
Customer segment: the product solves the
problem that is regarded as unimportant
(change problem or customer box)
Possible pivots that might be revealed after testing

36.
DESIGNING BUSINESS MODEL
KP
KA
KR
VP
Ch
CR
CS
CS RS
1. Value Proposition (VP)
2. Customer Segment (CS)
3. Channel (Ch)
4. Customer Relationship (CR)
5. Revenue Stream (RS)
6. Key Activities (KA)
7. Key Resources (KR)
8. Key Partner (KP)
9. Cost Structure (CS)
Yellow colored building blocks are parts of business
model that are affected by the result of problem-
customer fit and problem-solution fit. The
decision could be: to pivot or to persevere

37.
Value
Proposition
Customer
segment
Created for
ChannelsCommunicated and delivered
through To reach
Customer
relationship
Key
Resources
Key
Activities
Produced by doing
By exploiting
Key Partners
Cost
structure
By cooperating with
By cooperating with
As reflected in
As reflected in
Revenue
stream
Compared with
That willing to gave up
To keep and growTo support

38.
Thank you