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Design Thinking (Workshop Guide)

[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction. According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times. Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT. Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches. This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience. You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation. LEARNING OBJECTIVES 1. Acquire a deep understanding of the key concepts and principles of Design Thinking 2. Understand the mindsets, process, methods and tools in creative problem solving 3. Develop skills in applying Design Thinking mindsets and practices in problem solving

1 of 37
© Operational Excellence Consulting. All rights reserved.
DESIGN THINKING
Workshop Guide
© Operational Excellence Consulting
LEARNING OBJECTIVES
2
Acquire a deep
understanding of the key
concepts and principles of
Design Thinking
Develop skills in applying
Design Thinking mindsets
and practices in problem
solving
Understand the mindsets,
process, methods and
tools in creative problem
solving
NOTE: This is a PARTIAL PREVIEW.
To download the complete presentation, please
visit: https://www.oeconsulting.com.sg
© Operational Excellence Consulting 3
CONTENTS
KEY CONCEPTS &
PRINCIPLES OF
DESIGN THINKING
01
DESIGN THINKING
MINDSETS
02
DESIGN THINKING
PROCESS,
METHODS & TOOLS
03
© Operational Excellence Consulting
How the customer
explained it
How the project
leader understood it
How the analyst
designed it
How the
programmer wrote it
What the beta
testers received
How the business
consultant described it
How the project was
documented
What operations
installed
How the customer
was billed
How it was
supported
What marketing
advertised
What the customer
really need
THE DESIGNER PARADOX
4
© Operational Excellence Consulting
WHAT IS DESIGN THINKING?
5
Only for the “creative”
people or product
designers?
Aesthetics and
crafts?
The latest
problem solving
technique?
Just a
brainstorming
session?
© Operational Excellence Consulting 6
DESIGN THINKING IS ‘OUTSIDE THE BOX’ THINKING
Design thinking is an
approach for creative
problem solving.

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Design Thinking (Workshop Guide)

  • 1. © Operational Excellence Consulting. All rights reserved. DESIGN THINKING Workshop Guide
  • 2. © Operational Excellence Consulting LEARNING OBJECTIVES 2 Acquire a deep understanding of the key concepts and principles of Design Thinking Develop skills in applying Design Thinking mindsets and practices in problem solving Understand the mindsets, process, methods and tools in creative problem solving NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg
  • 3. © Operational Excellence Consulting 3 CONTENTS KEY CONCEPTS & PRINCIPLES OF DESIGN THINKING 01 DESIGN THINKING MINDSETS 02 DESIGN THINKING PROCESS, METHODS & TOOLS 03
  • 4. © Operational Excellence Consulting How the customer explained it How the project leader understood it How the analyst designed it How the programmer wrote it What the beta testers received How the business consultant described it How the project was documented What operations installed How the customer was billed How it was supported What marketing advertised What the customer really need THE DESIGNER PARADOX 4
  • 5. © Operational Excellence Consulting WHAT IS DESIGN THINKING? 5 Only for the “creative” people or product designers? Aesthetics and crafts? The latest problem solving technique? Just a brainstorming session?
  • 6. © Operational Excellence Consulting 6 DESIGN THINKING IS ‘OUTSIDE THE BOX’ THINKING Design thinking is an approach for creative problem solving.
  • 7. © Operational Excellence Consulting WHAT IS DESIGN THINKING? 7 Design thinking takes a human-centered approach to problem solving Helps us to get a deep understanding of customers’ unmet needs and wants It encourages creative consideration of a wide array of innovative solutions It is as much a mindset as a process
  • 8. © Operational Excellence Consulting HISTORY OF DESIGN THINKING 8 Design Thinking movement rapidly gaining ground in the public and private sectors 1980’s 2000’s 2010’s 2020’s 1960’s Initial efforts to define a standard for creative and design work Stanford D.School started teaching Design Thinking to students Hasso Plattner Institute for IT Engineering founded in Germany IDEO formed; modelled a version of Design Thinking from Stanford D.School First Design Thinking book published by a Harvard Professor IIT Institute of Design launches Design Camp Increasing interest and adoption of Design Thinking in industries “Wicked problems” term coined by Horst Rittel
  • 9. © Operational Excellence Consulting THE 3 LENSES OF HUMAN-CENTERED DESIGN PROVIDES A HOLISTIC APPROACH FOR EXPERIENCE INNOVATION 9 People (Desirability) Business (Viability) Technology (Feasibility) EXPERIENCE INNOVATION Source: IDEO
  • 10. © Operational Excellence Consulting “ Design must reflect the practical and aesthetic in business but above all… good design must primarily serve people.” THOMAS J. WATSON 10
  • 11. © Operational Excellence Consulting THE MINDSET OF A TRADITIONAL THINKER 11 “We have this problem, let’s jump in and get in a room and brainstorm solutions.” “We have this technology, what can we use it for?” “Our competitors just launched X; how can we do X quickly?”
  • 12. © Operational Excellence Consulting TRADITIONAL THINKING vs. DESIGN THINKING 12 Lots of reports and documentation Show don’t tell Scared of failing Learn from failure Certainty is key Embrace ambiguity Focus on solution Focus on human values Get it perfect the first time Iterate TRADITIONAL THINKING DESIGN THINKING VS Talk about your idea Make your idea
  • 13. © Operational Excellence Consulting DESIGN THINKING COMBINES CREATIVE & ANALYTICAL THINKING 13 LEFT BRAIN Analytical Rational Objective Present & Past Facts Order/pattern Planned Source: Adapted from Strategyzer, 2010 Design Thinking uses both sides of the brain to solve problems. RIGHT BRAIN Creative Holistic Subjective Present & Future Feelings Spatial Spontaneous
  • 14. © Operational Excellence Consulting WHAT IS UNIQUE ABOUT DESIGN THINKING? 14 Human-centered Discover people’s real needs and wants. Be able to gain deep insights of their motivations and share the feelings of others. Hands-on Ideas are made tangible through prototyping. Build rough or lo-fi prototypes to learn how to make ideas better. z Iterative Repeat each phase backwards and forwards and arrive at each decision or desired result, after rounds of learning and discovery. Show, don’t tell Enable the user to experience the story through action, words, thoughts, senses and feelings rather than pure description. Highly-creative Look at situations differently. Push past obvious solutions and existing alternatives to get to breakthrough ideas. Collaborative Work as a team to look at the problem holistically and implement solutions to improve people's experience.
  • 15. © Operational Excellence Consulting WHAT DESIGN THINKING IS NOT 15 A “one-day” process where problems can be solved in 24 hours Only for the “creative” people or product designers Just a brainstorming session An approach to replace analytical problem solving A narrow equation to aesthetics and craft A silver bullet for all types of problems
  • 16. © Operational Excellence Consulting 16 WHAT ARE THE BENEFITS OF DESIGN THINKING? Reduce inefficiencies Create better customer and employee experiences Improve customer retention (loyalty) Design new business models Deepen and widen customer relationships Increase value to society
  • 17. © Operational Excellence Consulting THE IMPACT OF DESIGN THINKING 17 According to the Design Management Institute’s Design Value Index, for example, design-driven companies have maintained a significant stock- market advantage, outperforming the S&P 500 by an extraordinary 219 percent over the past ten years. Design-centric companies include: Apple, Starbucks, Nike, Procter & Gamble, Walt Disney, Starwood, Whirlpool, Coca-Cola, etc. © Operational Excellence Consulting Source: Design Management Institute
  • 18. © Operational Excellence Consulting SUCCESS STORY – NIKE 18 Source: Nike SB Line of Shoes SOLUTION By engaging skateboarders in the design process and having conversations… …Nike gained a better understanding of the needs and wants of the skateboarding community. Nike struggled to become a prominent brand amongst the skateboarding community. Released its Nike SB line of shoes. Nike has experienced tremendous success within the skateboarding culture.
  • 19. ACTION! © Operational Excellence Consulting 1. In your respective groups, brainstorm problems that occur in: a) Society (e.g. overcrowding in trains) b) Business & Services (e.g. bad online experience in re-contracting mobile/broadband service) c) Processes & Operations (e.g. backlog issue, excess inventory) d) Situations (e.g. customer complaints, natural disasters) 2. List your ideas on the flip chart. 3. Present your findings to the class. ACTIVITY: BRAINSTORMING OF PROBLEMS 19 Time allowed: 10 mins
  • 20. © Operational Excellence Consulting “ Design is not what it looks like or feels like. Design is how it works.” STEVE JOBS 20
  • 21. © Operational Excellence Consulting 21 FRAMEWORK OF DESIGN THINKING Empathize with your users Define your users’ needs, their problem, and your insights Ideate by challenging assumptions and creating ideas for innovative solutions Prototype to start creating solutions Test solutions Empathize Define Ideate Prototype Test Source: Based on Stanford d.school
  • 22. © Operational Excellence Consulting UNDERSTANDING THE FRAMEWORK OF DESIGN THINKING 22 DESIGN means to “mark out and take action” THINKING means to “ponder and consider” + Design thinking is the proper attitude and frame of mind, along with the right series of actions, in order to solve a problem.
  • 23. © Operational Excellence Consulting THE 5 MINDSETS OF DESIGN THINKING 23 Think users first Ask the right questions Believe you can draw Prototype to test Commit to explore Without the proper mindsets, the action plan is just a theory.
  • 24. © Operational Excellence Consulting 5 ACTION PHASES OF DESIGN THINKING 24 DESCRIPTION § Learning about the audience for whom you are designing § Creating your Point of View (POV) based on your insights from the empathy stage § Brainstorming and coming up with creative solutions § Building a representation of one or more of your ideas to show to others § Returning to your original user group and testing your ideas for feedback Empathize Define Ideate Prototype Test
  • 25. © Operational Excellence Consulting CHARACTERISTICS OF THE DESIGN ACTION PLAN 25 It is not just a brainstorming session or a “one- day” process It is an iterative process It contains phases of both divergent and convergent thinking There are deliverables at every phase It requires everyone to collaborate and go through the process together
  • 26. © Operational Excellence Consulting 76% of consumers expect companies to understand their needs and expectations. 26 Source: Salesforce Research
  • 27. © Operational Excellence Consulting “ When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion.” DALE CARNEGIE 27 AUTHOR
  • 28. © Operational Excellence Consulting Objective: To understand the experience, situation and emotion of the user for whom you are designing EMPATHIZE PHASE 28 ● Observe: View users and their behavior in the context of their lives. Don’t judge. ● Engage: Interact with people in conversations and interviews. Ask why. ● Immerse: Experience what your user experiences. Empathize
  • 29. © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved. DESIGNING WITHOUT EMPATHY: GOOGLE GLASS 29 ● Google launched its first wearable product, the Google Glass in 2013 ● The commercial failure of Google Glass can be traced to Google’s lack of empathy towards users: voice-activated actions are socially awkward, the camera creates a privacy concern for people around the Glass user, and the device doesn’t seem to solve any specific user needs
  • 30. © Operational Excellence Consulting EMPATHIZE – ENGAGEMENT 30 Through engaging in their environment, they learned… The road to the water wells is long and the water barrels too heavy. Water wells installed by NGO’s are not being used. 90-litre Hippo Roller enables user to collect 5 times more water than a single bucket and improved water access. SOLUTION Example: Water accessibility Source: Hippo Roller
  • 31. © Operational Excellence Consulting PERSONA – EXAMPLE 31 ILLUSTRATIVE Name: John Smith, 38 Profile / Lifestyle Characteristics § Lawyer, single § Likes to play golf once a week § Owns an apartment in New York § Ambitious § Knowledgeable § Financially savvy Goals / Ambitions Behaviors / Habits § Wants to invest money for his retirement § Aiming for promotion to Senior Counsel later this year § Impatient § Prim and proper § Don’t take no for an answer Fears / Challenges Influencers & Activities § Not working well with colleagues § Unable to find time with family § Uncle, who is also a lawyer § Golf
  • 32. © Operational Excellence Consulting EMPATHY MAP – EXAMPLE 32 A Holiday Maker’s Concern THINK & FEEL HOLIDAY MAKER HEAR SEE SAY & DO PAIN GAIN Tourists get pick- pocketed Many locals don’t speak English May not be safe to go out at night Food are cheap and delicious! The flea markets are interesting Did the hotel reserve us a non-smoking room? Will I be hit with food poisoning? Will I have a memorable experience? Will taxi drivers over- charge me for rides? Wow, I can shop all day and night! I am uploading photos into Facebook! Food taste really great! I don’t want to go home! Tourists look happy & having fun! Polite and patient service staff at hotel Many touts on the streets Traffic jam almost everywhere Nice breakfast buffet Tired walking and carrying shopping bags Taxis that don’t use the meter Hot and humid tropical weather Hotel wifi is so slow! Enjoy the sightseeing and local food Clean and comfortable hotel room and facilities Friends and relatives like my Facebook photos Made friends with some locals and tourists ILLUSTRATIVE
  • 33. © Operational Excellence Consulting EMPATHIZE 33 Activities Tools to use Deliverables § User interview § Informal chats § Observation § Shadowing § Mystery shopping § Picture-taking § Immersion § Interview checklist § Observation checklist § Writing tools § Flipcharts and paper § Camera § Personas § Empathy map § List of user feedback § Problems identified
  • 34. ACTION! © Operational Excellence Consulting PROJECT ACTIVITY: EMPATHIZE 34 Time allowed: 15 mins Design a WALLET that is useful and meaningful for YOUR PARTNER. 1 What questions would you ask your partner? Write it down. 2 Take down notes of your partner’s response. Remember to observe, listen and empathize what he/she says.
  • 35. © Operational Excellence Consulting CRITICAL SUCCESS FACTORS 35 Customer experience council meetings chaired by the CEO 2 The mindset is more important than the methodology 3 Top down approach 1 Start from the customers you want to serve, not your products and services 4 Spend time doing deep customer immersion 5 Be open to iterative, collaborative engagement with team members and stakeholders 7 Be able to do rapid prototypes and iterating with prototypes 8 The customer experience is more important than the digital technology 6 Assign dedicated resources 9 Incorporate design thinking in your organizational culture 10
  • 36. ACTION! © Operational Excellence Consulting 1. How did engaging and testing the prototype with the real person change the direction that the prototype took? 2. What was it like showing unfinished work to another human being? 3. How did the pace – the quick iterative cycle – feel relative to how you normally work? 4. If you have to do it over again, what step(s) would you want to improve? 5. What is one thing (e.g. step or tool) that you want to try tomorrow? ACTIVITY: GROUP DISCUSSION 36 Time allowed: 5 mins
  • 37. © Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg ABOUT OPERATIONAL EXCELLENCE CONSULTING