Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Design with IDEO: Designing Sustainable Human Centered Business Models


Published on

David Aycan, Design Director IDEO & Joe Gerber, Business Designer IDEO

Published in: Business, Technology

Design with IDEO: Designing Sustainable Human Centered Business Models

  1. 1. Design+BusinessDesign(in20minutes+somework)Monday, May 13, 13
  2. 2. WhatisDesign?Monday, May 13, 13
  3. 3. It’smakingthingslookbeautifulMonday, May 13, 13
  4. 4. Butthat’sjustasmallpartofitMonday, May 13, 13
  5. 5. It’stheprocessofdefiningholisticandconsideredsolutionsMonday, May 13, 13
  6. 6. ...sowecanmakelivesbetterandmorefullofdelight...Monday, May 13, 13
  7. 7. ...andsustainthesesolutionswithrobustbusinessmodelsMonday, May 13, 13
  8. 8. HumanTechnicalBusinessHolisticIt creates solutions that are inspired by,and work from 3 important perspectivesto create value for customers andbusinesses.Monday, May 13, 13
  9. 9. First,aquickintrotoIDEOMonday, May 13, 13
  10. 10. researcherinteraction designerweb developerarchitectbrand strategistcommunication designerindustrial designerbusiness designermaterial scientistOurPeople....We’re a multi-disciplinarycommunity, comprised of ‘T’-shapedindividuals.Monday, May 13, 13
  11. 11. OurClients...We work across industries,finding value in cross-pollination andanalogous inspiration.Monday, May 13, 13
  12. 12. HealthyLivingRethinking the Pharmacy with Walgreens.Redefining and expanding the role of thepharmacist.Monday, May 13, 13
  13. 13. RethinkingLocalMediaCreating an authentic and personal connectionwith influential locals, grounded in a sustainablebusiness model.Monday, May 13, 13
  14. 14. TheRealChallengeComesinBringingthePerspectivesTogetherMonday, May 13, 13
  15. 15. STRATEGIZEBUILDDesign Driven StrategyStrategy informs what you shouldbuild; prototypes help assess yourstrategic hypothesis.Monday, May 13, 13
  16. 16. Meaning through PrinciplesTake time to digest your feedback andinspiration. Distill it in to a point-of-view.Develop a collective vision with your team.Monday, May 13, 13
  17. 17. Explore OptionsGood designers have a point of view, but recognizethe need to explore alternatives to reach an optimalsolution, and get good feedbackMonday, May 13, 13
  18. 18. BrandShiftsFocusDeep dive without forgetting the whole.Offer/ExperienceBusinessOrganizationMonday, May 13, 13
  19. 19. Keep it Rough EarlyYou can test a lot of early hypotheses in 30 minutesto 1 day. Try to invest as little as possible, until youcan’t avoid it, and then, you should be certain aboutyour core value proposition.Monday, May 13, 13
  20. 20. Focus on Business RisksRemember that the business model is the unit ofdesign. Back up and look at the big picture toidentify the main areas of uncertainty and focuswhere it is most essential.Monday, May 13, 13
  21. 21. CollaborateImmerse in the challenge together. As teamsexpand, find ways to communicate and alignon a common vision.Monday, May 13, 13
  22. 22. Start Early and WrongGet the assumptions out early through concreterepresentations of the future business. These can bemodels, prototypes, or sketches1+32Monday, May 13, 13
  23. 23. AuthenticFind ways that your company can aligninternally and externally to garner the passionof employees, stakeholders, and customer alikeMonday, May 13, 13
  24. 24. BusinessModelDesignMonday, May 13, 13
  25. 25. ThebusinessmodelistheunitofdesignMonday, May 13, 13
  26. 26. Offering DesignWhat tangible, value creatingexperiences should we create for ourcustomers?COSTSPARTNERSCAPABILITIESCHA-NNELPRICINGMODELVALUEPROP.CUSTOMERSCOMPETITIVESTRATEGYGROWTHSTRATEGYWhat do theyneed and want?What do we promise ourcustomers?What unique and differentiating valuecan we provide for the long term?Who are ourcustomers?How do we pave the way forfuture offerings?Monday, May 13, 13
  27. 27. Operations DesignHow do we organizeto create and deliver value to ourcustomers?How do we leveragewhat we’re good at?PARTNERSCAPABILITIESCHA-NNELWho wouldcomplement ourcapabilities?What new capabilitieswill keep us relevant?Where can peopleaccess our product?How does it get there?What is our process for deliveringour products and service?Monday, May 13, 13
  28. 28. Economics DesignHow do we createmore value than it costs forus to create it?COSTSPARTNERSCAPABILITIESCHA-NNELPRICINGMODELWhat do customersattach value to?What does it cost tobuild, distribute andservice our offering?What are they willing to pay?How much risk should we take on?How do we test our ideaswithout breaking the bank?Where do we need to investfor our future?Monday, May 13, 13
  29. 29. Marketing DesignHow do wecommunicate withcustomers?COSTSPARTNERSCAPABILITIESCHA-NNELPRICINGMODELVALUEPROP.CUSTOMERSCOMPETITIVESTRATEGYGROWTHSTRATEGYHow do we get our messageacross to customersWho will be mostreceptive to our offer?What behaviors do wewant to incentivize?What does our pricesay about our offer?How can we harness thebrand value of our retailers?Monday, May 13, 13
  30. 30. MakeitElegant!Monday, May 13, 13
  31. 31. Make it Elegant!The business model canvas is not a fill-in-theblanks and you’re done.Monday, May 13, 13
  33. 33. ACTIVITIESDefineCustomerandValueProposition(10min.)Howdoyoudeliverthisvalue(5-10min)Riskidentificationandexperimentdesign(15min.)Monday, May 13, 13
  34. 34. DefineCustomer&ValuePropMonday, May 13, 13
  35. 35. Keep in MindIs your customer and your end-userthe same person?What is the context of the need(when, where, why)?What problem are you solving?Why will they choose you?Monday, May 13, 13
  36. 36. OperationalizingValueCreationMonday, May 13, 13
  37. 37. Keep in MindHow will you deliver your value prop?What 1 or 2 things will do better thananyone else?What does that experience require the1st, 2nd, nth time?Build, buy or partner?Monday, May 13, 13
  38. 38. IdentifyRisks&DesignExperimentMonday, May 13, 13
  39. 39. Keep in MindWhat are you sure you know vs think youknow?What is the impact of getting yourassumptions wrong?How can you maximize learning withminimal investment of time and money?How can you best replicate the context ofwhere real-life decisions happen?Monday, May 13, 13
  40. 40. Sharing BackWhat was difficult? What was easy?What could you imagine using at your venture?Any questions for us?Monday, May 13, 13
  41. 41. A Few TakeawaysKeep in touch with your market(even once you’ve established product market fit)Explore optionsEncourage empathy and test your assumptionsAlways have a solid business model hypothesisKeep it simple. Get the direction right first, then the detailsThe business design canvas is not a fill-in formDesign with eleganceMonday, May 13, 13
  42. 42. ThankYouMonday, May 13, 13