1. Banny Banerjee
Banny Banerjee, Stanford University

2. Design Thinking based Co-
Creation: Text
An approach to tackle complex challenges
Banny Banerjee, Stanford University

3. “Innovation is now
recognized as the single
most important ingredient
in any modern economy..”
Banny Banerjee, Stanford University

4. NEW
OFFERINGS
EXISTING
OFFERINGS
EXISTING NEW
USERS USERS
Banny Banerjee, Stanford University

5. Experiences
Services
Systems
Artifacts,
Strategies
Expressions
Transforma-
tions
Visions
Solutions to Problem Definition &
pre-determined problems Transformative action
Banny Banerjee, Stanford University

6. Design Thinking
A process to rapidly generate innovative
solutions, strategies, systems,and paradigms
Banny Banerjee, Stanford University

7. Design Thinking is being used to
address a highly diverse set of
questions…
Banny Banerjee, Stanford University

8. Motorola
What is the future of mobile technology?
Banny Banerjee, Stanford University

9. Global Mining Company Expanding Operations in Africa
HOW MIGHT WE CREATE NEW MODELS FOR MINING
THAT LEAVE COMMUNITIES IN BETTER CONDITION
THAN BEFORE WE ENTERED?
Banny Banerjee, Stanford University

10. Global Automobile Manufacturer, Japan
HOW MIGHT WE MAKE OUR PRODUCT DEVELOPMENT
PROCESS (AND OUR CULTURE) MORE INNOVATIVE?
Banny Banerjee, Stanford University

11. Banny Banerjee, Stanford University

12. Co-Creation
A creative collaboration between diverse
stakeholders to define, clarify, create, and
realize visions that provide value in a deeper
sense Banny Banerjee, Stanford University

13. Co-creation at all levels
Co-creation within organizations/teams
Co-creation across stake-holders
Trans-disciplinary co-creation
Trans-Agency co-creation
Co-creation with end user Banny Banerjee, Stanford University

14. Mindfulness
Banny Banerjee, Stanford University

15. Doing the Doing things
right thing right

16. Managing the Creating
Present the Future

17. Looking in the Looking through
rear view mirror the windshield

18. Value Value
Capture Creation

19. Analysis based Synthesis based
strategic strategic
decisions decisions

20. Using pure logic Using induction,
and evaluative abduction,
deduction retroduction,
situated
cognition

21. Platforms and
Solutions
Paradigms

22. Rapid Prototyping:
Think it all through
inexpensive way to
before acting/
eliminate risk; think
investing
through doing

23. Expertise in a
T-Shaped
single discipline
thinking

24. Impact, diffusion
Elegance rates, enduring
value

25. Celebrate Co-creation and
individual effort trans-disciplinary
and lone genius processes

26. Business
Human Technology
Social, Cultural, Economic &
Environmental issues
Banny Banerjee, Stanford University

27. Banny Banerjee, Stanford University

28. Banny Banerjee, Stanford University

29. Banny Banerjee, Stanford University

30. Implications
Design
Solutions &
Expressions
Intentionality
doing the right thing doing things right
Banny Banerjee, Stanford University

31. QUEST
PROCESS
OUTCOME
PROCESS PROCESS PAINT BY
FOG OUTCOME OUTCOME
NUMBERS
PROCESS
OUTCOME
MOVIE
Banny Banerjee, Stanford University

32. CLARIFIED
INTENTIONALITY
FOCUSSED AREA DESIGN
OF NEED EXPRESSION
DESIGN
EXPLORATION
GENERAL AREA
OF NEED
Banny Banerjee, Stanford University

33. ABSTRACT
FRAMEWORKS
SYNTHESIS ABSTRACT
OPERATIONS
STRATEGY
EDUCTION SELECTION
DECISIONS
ANALYSIS CONCEPT SPACE
INDUCTION ABDUCTION
DEDUCTION RETRODUCTION
CURATION CONCEPT INSTANCES
DATA GATHERING PROTOTYPING
(QUALITATIVE) HELICAL COGNITION
IMMERSION
EVALUATIONS
DECISIONS
REFLECTION ACTUALIZE
PROBLEM
SOLUTION
Banny Banerjee, Stanford University
CONCRETE

34. Sense Making:
Strategic Visions,
Framing
Directions
Eduction and Synthesis
Design Solutions
Understanding, Seeking
Tangible Plans
Insights
Implementation
Banny Banerjee, Stanford University

35. ABSTRACT
FRAMEWORKS
SYNTHESIS ABSTRACT
PROBLEM OPERATIONS SOLUTION
DEFINITION STRATEGY GENERATION
EDUCTION SELECTION
DECISIONS
ANALYSIS CONCEPT SPACE
INDUCTION ABDUCTION
DEDUCTION RETRODUCTION
CURATION CONCEPT INSTANCES
DATA GATHERING PROTOTYPING
(QUALITATIVE) HELICAL COGNITION
IMMERSION
EVALUATIONS SOLUTION
PROBLEM DECISIONS
DEFINITION
GENERATION REFLECTION PROBLEM
ACTUALIZE
SOLUTION
Banny Banerjee, Stanford University
CONCRETE

36. Empathy
Banny Banerjee, Stanford University

37. SAY THINK
DO FEEL
Banny Banerjee, Stanford University

38. Banny Banerjee, Stanford University

39. Banny Banerjee, Stanford University

40. Banny Banerjee, Stanford University

41. Banny Banerjee, Stanford University

42. Understanding User Needs
no bruising, explicit
less pain
can and will state them
to feel more tacit
‘normal’
can but won’t state them
use it implicit
discreetly
can’t state them
use it in
her sleep
latent
don’t exist yet, but will
Banny Banerjee, Stanford University

43. Banny Banerjee, Stanford University

44. Patterns of behavior
Banny Banerjee, Stanford University

45. Analogous cases
Institute for Healthcare Improvement
Emergency care Nascar analogy:
Rapid response teams
Anticipation of unpredictable events
Flexible but specialist roles
Insights about “repair kits”
Banny Banerjee, Stanford University

46. Share Stories
Achieve shared empathy
and a common vocabulary
Banny Banerjee, Stanford University

47. Banny Banerjee, Stanford University

48. Banny Banerjee, Stanford University

49. Banny Banerjee, Stanford University

50. Banny Banerjee, Stanford University

51. Banny Banerjee, Stanford University

52. Banny Banerjee, Stanford University
Banny Banerjee, Stanford University

53. Operational Design to “Design Thinking”
Banny Banerjee, Stanford University

54. Multi-disciplinary collaborations
Banny Banerjee, Stanford University

55. Trans-discipline: Optimization for a class of problem & effective
collaboration
Banny Banerjee, Stanford University

56. Copyright Banny Banerjee, Stanford University

57. Meta-Discipline: A strategy for the future of design
Banny Banerjee, Stanford University

58. Banny Banerjee, Stanford University

59. Thank You

60. 1. Identity
Banny Banerjee, Stanford University

61. 2. Capability
Experience with design thinking and
integrated systems thinking
Banny Banerjee, Stanford University

62. 3. Impact Mindedness

63. Engagement:
New types of engagement : Take Design Thinking to the world
New institute called the d.school
4. Radical Co-creation

64. abstract
synthesis frameworks
• esign principles
d
• esign levers
d
• nsights
i
now future
opportunities
observations
current
product concepts
concrete
Banny Banerjee, Stanford University

65. Different Cognitive Modes
Different attitudinal stance
A process that ensures innovation
A culture that fosters innovation
A culture of radical co-creation
Banny Banerjee, Stanford University

66. Banny Banerjee, Stanford University

67. Designer Complex
Abductive, Retroductive • Collaborative thinking
• Process mindedness
• Holistic, multi-disciplinary
• Human centered need finding
Holistic Inductive Proactive • Technology factors, business factors
• Systems thinking
• Synthesis, sense-making
• Rapid concept generation
Empathic Deductive Integrative • Envisioning
• Rapid prototyping
• Visualizing, storytelling
• Catalyzing intelligent decision making
Eduction, Synthesis • Strategizing, road-mapping
• Realizing
• Storytelling
• Managing transformation
Banny Banerjee, Stanford University

68. Hands-on
Purely mental
integrative
processes
processes
Banny Banerjee, Stanford University

69. Using pure logic Imagination &
and evaluative creative systems
deduction thinking
Banny Banerjee, Stanford University

70. Top Down Bottom up
Depth First Breadth first
Banny Banerjee, Stanford University

71. Banny Banerjee, Stanford University

72. Banny Banerjee, Stanford University

73. Ideate
Strategize
Synthe- Imple-
Immerse Observe Frame
size ment
Prototype
Test
Banny Banerjee, Stanford University

74. DESIGN PROCESS
Banny Banerjee, Stanford University

75. Stanford Hasso Plattner
Design Institute of Design
Program
• Creating world class Designers and • Bringing “design thinking” to other disciplines
Design Leaders • Multidisciplinary team based experiences
• New methodologies, tools for the
design field
Banny Banerjee, Stanford University