2. What is an idea?
i·de·a (-d)n.
1. Something, such as a thought or conception, that
potentially or actually exists in the mind as a product
of mental activity.
Kristin Johnson 2
3. What is an opportunity?
op·por·tu·ni·ty (pr-tn-t, -ty-)n. pl. op·por·tu·ni·ties
1. A favorable or advantageous circumstance or
combination of circumstances.
Kristin Johnson 3
4. How businesses decide what to do next: Goal-driven
How can we
increase profits
by x amount?
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Kristin Johnson 4
5. How businesses decide what to do next: Goal-driven
How can we
increase profits
by x amount?
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Kristin Johnson 5
6. Business Thinking
Decisions and plans are made based on logic and historical precedent.
Pro’s:
• There’s a reliable and repeatable process.
• Results are predictable.
Con’s:
• Questions are abstract and not actionable.
• Possibilities are limited to the practiced, and results will be incremental.
Kristin Johnson 6
7. How Creatives Decide What to do Next: Gut-driven
Wouldn’t it be
cool if…?
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Kristin Johnson 7
8. How Creatives Decide What to do Next: Gut-driven
Wouldn’t it be
cool if…?
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Kristin Johnson 8
9. Creative Thinking
Creative leaps are based on intuition and abductive thinking.
Pro’s:
• The sky is the limit, lots of potential for disruptive innovation.
• Questions are specific and actionable
Con’s:
• Unreliable process with unpredictable results.
Kristin Johnson 9
10. How design thinking provides actionable, reliable
opportunities
How can we
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• Questions are actionable
• Informed leaps are based on real potential
• Results are disruptive, and reliable
Kristin Johnson 10
11. How design thinking provides actionable, reliable
opportunities
How can we
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• Questions are actionable
• Informed leaps are based on real potential
• Results are disruptive, and reliable
Kristin Johnson 11
12. Design Thinking
A proven, repeatable process that produces reliable results
Real, meaningful, and sometimes disruptive, innovation
Pro’s:
• Informed leaps are based on real potential
• Questions are actionable
• Reliable process
• Predictable results
Kristin Johnson 12
13. How design thinking provides actionable, reliable opportunities
How can we deliver x
functional benefit while
serving y emotional
need?
* It’s all about asking
the right question
Alignment Learning Analysis Envisioning Deploy
Understanding Activities to understand Making sense of learning Ideate and bring to life
Business Goals & the status quo and the to identify the best solutions that solve for
Constraints to help frame ideal state opportunity and create an needs and criteria.
useful learning actionable question.
Where are they today? Customer Perspective Include functional and Further develop ideas by
Who is current customer? How is the status quo emotional needs making them more real.
What is current offering? working for them?
What are current capabilities? What do they care about? What are the criteria of a Make more believable and
What does brand stand for? good solution? compelling by bringing
How do they make money? Business Landscape them to life
What are others doing?
Where do they want to go? Where are gaps?
What levers are most
flexible? Design Thinking Process, as practiced by Continuum
Kristin Johnson 13
