The document provides an overview of a class on design thinking. It discusses the agenda, which includes an introduction to design thinking basics and exercises applying design thinking to social ventures. It then covers key aspects of the design thinking process, including discovery to define challenges and audiences, gathering inspiration through research, interpretation to find themes and insights, and ideation and prototyping to generate ideas. The goal is for students to understand and apply the human-centered, collaborative, and experimental nature of design thinking.
IDEO is a design firm that uses an approach called "design thinking" to help organizations innovate. Design thinking is a human-centered process that involves empathizing with people to understand their needs on multiple levels. It uses techniques like prototyping ideas early and telling stories to spread concepts. IDEO has used this approach to help clients like the American Red Cross, Kaiser Permanente, and Palo Alto Medical Foundation improve experiences for donors, nurses, and patients.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
The document discusses materials from a design thinking course and workshop hosted by Touch360 on front-end innovation and human-centered design, including topics around understanding users, integrating human factors into product development, and communicating between humans and machines. The presentation covers strategies for innovating products and experiences through a human-centered design approach focused on understanding user needs. It provides examples of how understanding human cognition and emotions can be applied to optimize products and interactions between humans, machines, and integrated systems.
Design Thinking and the Business Model Canvas for the Mobile EconomySerge Van Oudenhove
Présentation sur Le Design Thinking and the Business Model Canvas for the Mobile Economyréalisé dans le cadre de StartLab de Solvay Entrepreneurs. http://startlab.solvayentrepreneurs.be/
The document discusses design thinking as a strategy for problem solving and innovation. Design thinking is a human-centered approach to innovation that draws from the needs of people to create new solutions. It emphasizes empathy, creativity, and rationality in developing ideas. The design thinking process involves defining problems from a human perspective, ideating many potential solutions, and rapidly prototyping and testing ideas. Tips for applying design thinking include using multidisciplinary teams, dedicating space and timeframes to projects, and maintaining optimism, experimentation, and collaboration.
The document discusses various topics related to design through quotes and images. It explores definitions of design provided by designers such as Charles Eames, Milton Glaser, Steve Jobs, and others. Additionally, it examines the design process, expanding role of designers, principles of design thinking, different types of design problems, and more. The full document appears to be a presentation on understanding design at a high level.
IDEO is a design firm that uses an approach called "design thinking" to help organizations innovate. Design thinking is a human-centered process that involves empathizing with people to understand their needs on multiple levels. It uses techniques like prototyping ideas early and telling stories to spread concepts. IDEO has used this approach to help clients like the American Red Cross, Kaiser Permanente, and Palo Alto Medical Foundation improve experiences for donors, nurses, and patients.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
The document discusses materials from a design thinking course and workshop hosted by Touch360 on front-end innovation and human-centered design, including topics around understanding users, integrating human factors into product development, and communicating between humans and machines. The presentation covers strategies for innovating products and experiences through a human-centered design approach focused on understanding user needs. It provides examples of how understanding human cognition and emotions can be applied to optimize products and interactions between humans, machines, and integrated systems.
Design Thinking and the Business Model Canvas for the Mobile EconomySerge Van Oudenhove
Présentation sur Le Design Thinking and the Business Model Canvas for the Mobile Economyréalisé dans le cadre de StartLab de Solvay Entrepreneurs. http://startlab.solvayentrepreneurs.be/
The document discusses design thinking as a strategy for problem solving and innovation. Design thinking is a human-centered approach to innovation that draws from the needs of people to create new solutions. It emphasizes empathy, creativity, and rationality in developing ideas. The design thinking process involves defining problems from a human perspective, ideating many potential solutions, and rapidly prototyping and testing ideas. Tips for applying design thinking include using multidisciplinary teams, dedicating space and timeframes to projects, and maintaining optimism, experimentation, and collaboration.
The document discusses various topics related to design through quotes and images. It explores definitions of design provided by designers such as Charles Eames, Milton Glaser, Steve Jobs, and others. Additionally, it examines the design process, expanding role of designers, principles of design thinking, different types of design problems, and more. The full document appears to be a presentation on understanding design at a high level.
2018/1/26 Design Thinking Workshop at CJJHDaniel Lee
Giving practical and simple introduction to Design Thinking to the audience. Students in Taichung Municipal Chu Jen Junior High School can learn Design Thinking as a problem solving process through the design challenge.
The Design Thinking division at the University of St. Gallen has been successfully helping companies innovate since 2008. They use the human-centered Design Thinking process pioneered by Stanford to understand user needs through prototyping. The iterative process involves defining problems based on research, ideating solutions, prototyping ideas rapidly, and getting user feedback to refine solutions. The division guides students and companies through this process to generate new business opportunities.
Design thinking is a human-centered approach to problem solving that draws on design skills to meet user needs. It can help students develop 21st century skills like creativity, innovation, critical thinking and problem solving. Art teachers are well-positioned to teach design thinking processes and have students apply them to design real-world objects, environments, and experiences. Doing so provides engaging opportunities for visual literacy, collaboration and careers in design fields.
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
Design thinking is a user-centered problem solving process that involves understanding user needs through observation, brainstorming many potential solutions, and testing prototypes with users in an iterative process. The presentation provides an overview of design thinking, explaining that it is a dynamic, multidisciplinary approach to problem solving that focuses on understanding user experiences to discover innovative solutions. Key aspects include gathering user insights through empathy, generating many ideas through brainstorming without judgment, creating low-fidelity prototypes to test with users, and iterating the solutions based on user feedback.
Presentation of the Design Thinking Workshop Berlin
It is a brief introduction about what it is Design Thinking (check the links) and a guide to follow some creativity tools to work on the business ideas of the participants
Design thinking is a creative process that focuses on understanding people and their needs. It involves framing challenges, learning about people through observation, co-creating solutions with people, and delivering practical prototypes or strategies. Design thinking requires taking a human-centered, holistic approach that values prototyping ideas quickly through co-creation to allow for failure and improvement. It is a strategic approach that can be applied to challenges beyond product design.
This document provides an overview of design thinking. It discusses design thinking as a human-centered approach to innovation. It covers the philosophy and history of design thinking, why it is an important approach today, and how to properly apply it through tools like empathy, defining problems, ideating solutions, prototyping, and testing. The document also provides examples of how design thinking has created value for organizations and in grassroots innovations through case studies. It emphasizes that design thinking is an iterative process aimed at meeting user needs rather than a single outcome or magic solution.
The document discusses the design thinking approach for social innovation. It describes design thinking as a user-centered approach that develops solutions grounded in user needs through prototyping and an iterative process. Design thinking incorporates consumer insights and improvisation. It was initially adopted by businesses and is now increasingly used by non-profits. Design thinking follows a non-linear process of inspiration, ideation, and implementation to develop solutions that usually only work locally. It emphasizes empathy, intuition, and emotion over rational analysis. The document raises questions about whether design thinking's standardized approach and toolkits can truly develop appropriate solutions for the developing world or if it risks imposing external solutions.
design thinking for business innovation Florence rigneau Inspiral
The document discusses design thinking and how it can be applied to business problems. Design thinking uses an open, collaborative and iterative process that involves empathizing with users to understand their needs, defining the problem from the user's perspective, generating ideas through brainstorming, prototyping potential solutions, and testing prototypes with users. It contrasts this approach to more traditional "puzzle type" problems where the environment is stable and predictable versus "mystery type" problems that are uncertain with many unknowns. The design thinking process is presented as a non-linear cycle of empathizing, defining, ideating, prototyping, and testing to develop solutions that meet user needs.
An overview of common process models of design and design thinking and a reflection on the ways they relate to solving business problems, and specifically how they relate to enterprise education.
A key paper suggesting a synthesis of the design thinking process to lean startup is highlighted as a starting point for enterprise educators.
Additionally a few case studies of design driven interventions in enterprise educations are presented to exemplify the application of the approach
This document discusses Richard Buchanan's views on design thinking and "wicked problems" in design. It makes three key points:
1. Design problems are often "wicked problems" that are indeterminate, have incomplete requirements, and lack clear solutions unlike problems addressed by other disciplines. This challenges linear models of the design process.
2. Communicating between designers and scientists is difficult as they have different specialized approaches, yet both use design thinking. Wicked problems require an integrative approach.
3. Buchanan argues that design should be considered a new "liberal art" that uses synthesis to integrate ideas across disciplines to address complex problems in society, not just a technical skill.
Presentation is based on Lumiknows experience of integrating design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others. By Ekaterina Khramkova, Lumiknows, 2015
Design thinking for designing and delivering servicesZaana Jaclyn
This document outlines a design thinking workshop for libraries. The agenda includes an introduction to design thinking, activities to understand customer needs and challenges, developing new ideas and prototypes for library services, and pitching concepts. Participants will work through stages of discovery, definition, development and delivery to address the question "What might your library become?". The goal is to generate new ideas and futures for libraries through a human-centered, collaborative process.
The design thinking transformation in businessCathy Wang
Presented at Webvisions Barcelona 2015 By Cathy Wang & Nuno Andrew
The definition of design is shifting from being a noun to a verb. We see it moving away from arts and craft into a methodology of delivering value. Adapting to this shift, designers and changemakers are forming a new way of design thinking.
As designer, not only are we crafting products / services, but we are also learning to see a much bigger system with a deep connection to business factors. How can we influence businesses with design thinking in order to build a solid business platform that delivers meaningful products / services.
Systems thinking is an approach to problem solving. Businesses are an intricate ecosystem, from how the organisation is structured, to people, to commercial planning, to processes. As designers, we practice systems thinking everyday. How do we use this knowledge to craft a business? This, is business design.
In this session, we want to explore what business design means. How to use what we know, as designers, to build stronger businesses? As we continue to adapt design methodologies and systems thinking to a business context, what other manifestations that will evolve? How can design thinking be leveraged in even the most straight-laced silos of a business such as Human Resources and Finance? How do we give design thinking the space it needs in the face of traditional business practice? And most importantly, how do we use our existing design thinking knowledge, to design businesses?
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
This document provides an agenda and notes for a class on social entrepreneurship and design thinking. The class will discuss pitches the students are preparing for social and angel investments. Guidelines for the pitches are provided, including due dates, format, time limits, and grading. Tips are given to focus on the key business model components and financials. The document then covers the second part of design thinking, focusing on experimentation and prototyping, including building storyboards, prototypes, getting feedback and iterating. It concludes with a summary of the course concepts and next steps.
Design Thinking for startups - How to find and validate your startup idea ?Frédéric Ooms
Slides from the class at Solvay Brussels School. How to identify and validate your startup idea. Intro to the Design Thinking approach, Business Model Canvas and Customer Development
2018/1/26 Design Thinking Workshop at CJJHDaniel Lee
Giving practical and simple introduction to Design Thinking to the audience. Students in Taichung Municipal Chu Jen Junior High School can learn Design Thinking as a problem solving process through the design challenge.
The Design Thinking division at the University of St. Gallen has been successfully helping companies innovate since 2008. They use the human-centered Design Thinking process pioneered by Stanford to understand user needs through prototyping. The iterative process involves defining problems based on research, ideating solutions, prototyping ideas rapidly, and getting user feedback to refine solutions. The division guides students and companies through this process to generate new business opportunities.
Design thinking is a human-centered approach to problem solving that draws on design skills to meet user needs. It can help students develop 21st century skills like creativity, innovation, critical thinking and problem solving. Art teachers are well-positioned to teach design thinking processes and have students apply them to design real-world objects, environments, and experiences. Doing so provides engaging opportunities for visual literacy, collaboration and careers in design fields.
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
Design thinking is a user-centered problem solving process that involves understanding user needs through observation, brainstorming many potential solutions, and testing prototypes with users in an iterative process. The presentation provides an overview of design thinking, explaining that it is a dynamic, multidisciplinary approach to problem solving that focuses on understanding user experiences to discover innovative solutions. Key aspects include gathering user insights through empathy, generating many ideas through brainstorming without judgment, creating low-fidelity prototypes to test with users, and iterating the solutions based on user feedback.
Presentation of the Design Thinking Workshop Berlin
It is a brief introduction about what it is Design Thinking (check the links) and a guide to follow some creativity tools to work on the business ideas of the participants
Design thinking is a creative process that focuses on understanding people and their needs. It involves framing challenges, learning about people through observation, co-creating solutions with people, and delivering practical prototypes or strategies. Design thinking requires taking a human-centered, holistic approach that values prototyping ideas quickly through co-creation to allow for failure and improvement. It is a strategic approach that can be applied to challenges beyond product design.
This document provides an overview of design thinking. It discusses design thinking as a human-centered approach to innovation. It covers the philosophy and history of design thinking, why it is an important approach today, and how to properly apply it through tools like empathy, defining problems, ideating solutions, prototyping, and testing. The document also provides examples of how design thinking has created value for organizations and in grassroots innovations through case studies. It emphasizes that design thinking is an iterative process aimed at meeting user needs rather than a single outcome or magic solution.
The document discusses the design thinking approach for social innovation. It describes design thinking as a user-centered approach that develops solutions grounded in user needs through prototyping and an iterative process. Design thinking incorporates consumer insights and improvisation. It was initially adopted by businesses and is now increasingly used by non-profits. Design thinking follows a non-linear process of inspiration, ideation, and implementation to develop solutions that usually only work locally. It emphasizes empathy, intuition, and emotion over rational analysis. The document raises questions about whether design thinking's standardized approach and toolkits can truly develop appropriate solutions for the developing world or if it risks imposing external solutions.
design thinking for business innovation Florence rigneau Inspiral
The document discusses design thinking and how it can be applied to business problems. Design thinking uses an open, collaborative and iterative process that involves empathizing with users to understand their needs, defining the problem from the user's perspective, generating ideas through brainstorming, prototyping potential solutions, and testing prototypes with users. It contrasts this approach to more traditional "puzzle type" problems where the environment is stable and predictable versus "mystery type" problems that are uncertain with many unknowns. The design thinking process is presented as a non-linear cycle of empathizing, defining, ideating, prototyping, and testing to develop solutions that meet user needs.
An overview of common process models of design and design thinking and a reflection on the ways they relate to solving business problems, and specifically how they relate to enterprise education.
A key paper suggesting a synthesis of the design thinking process to lean startup is highlighted as a starting point for enterprise educators.
Additionally a few case studies of design driven interventions in enterprise educations are presented to exemplify the application of the approach
This document discusses Richard Buchanan's views on design thinking and "wicked problems" in design. It makes three key points:
1. Design problems are often "wicked problems" that are indeterminate, have incomplete requirements, and lack clear solutions unlike problems addressed by other disciplines. This challenges linear models of the design process.
2. Communicating between designers and scientists is difficult as they have different specialized approaches, yet both use design thinking. Wicked problems require an integrative approach.
3. Buchanan argues that design should be considered a new "liberal art" that uses synthesis to integrate ideas across disciplines to address complex problems in society, not just a technical skill.
Presentation is based on Lumiknows experience of integrating design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others. By Ekaterina Khramkova, Lumiknows, 2015
Design thinking for designing and delivering servicesZaana Jaclyn
This document outlines a design thinking workshop for libraries. The agenda includes an introduction to design thinking, activities to understand customer needs and challenges, developing new ideas and prototypes for library services, and pitching concepts. Participants will work through stages of discovery, definition, development and delivery to address the question "What might your library become?". The goal is to generate new ideas and futures for libraries through a human-centered, collaborative process.
The design thinking transformation in businessCathy Wang
Presented at Webvisions Barcelona 2015 By Cathy Wang & Nuno Andrew
The definition of design is shifting from being a noun to a verb. We see it moving away from arts and craft into a methodology of delivering value. Adapting to this shift, designers and changemakers are forming a new way of design thinking.
As designer, not only are we crafting products / services, but we are also learning to see a much bigger system with a deep connection to business factors. How can we influence businesses with design thinking in order to build a solid business platform that delivers meaningful products / services.
Systems thinking is an approach to problem solving. Businesses are an intricate ecosystem, from how the organisation is structured, to people, to commercial planning, to processes. As designers, we practice systems thinking everyday. How do we use this knowledge to craft a business? This, is business design.
In this session, we want to explore what business design means. How to use what we know, as designers, to build stronger businesses? As we continue to adapt design methodologies and systems thinking to a business context, what other manifestations that will evolve? How can design thinking be leveraged in even the most straight-laced silos of a business such as Human Resources and Finance? How do we give design thinking the space it needs in the face of traditional business practice? And most importantly, how do we use our existing design thinking knowledge, to design businesses?
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
This document provides an agenda and notes for a class on social entrepreneurship and design thinking. The class will discuss pitches the students are preparing for social and angel investments. Guidelines for the pitches are provided, including due dates, format, time limits, and grading. Tips are given to focus on the key business model components and financials. The document then covers the second part of design thinking, focusing on experimentation and prototyping, including building storyboards, prototypes, getting feedback and iterating. It concludes with a summary of the course concepts and next steps.
Design Thinking for startups - How to find and validate your startup idea ?Frédéric Ooms
Slides from the class at Solvay Brussels School. How to identify and validate your startup idea. Intro to the Design Thinking approach, Business Model Canvas and Customer Development
The document summarizes research from Steelcase on the topics of work, learning and physical space. It discusses how they take a human-centered design approach to gain insights through methods like observations, interviews and prototyping. It provides examples of research projects on classrooms, knowledge workers and the social aspects of learning. The goal is to understand how physical space can better support work and learning by facilitating interaction, visibility of thinking and ease of sharing information.
This document provides an overview of concepts related to understanding audiences for entertainment media. It discusses creativity and idea generation processes, creativity at Pixar, audience segmentation, audience as individuals, and sources of research data on audiences. Regarding creativity at Pixar, it notes that creativity involves many people collaborating to solve problems, and leadership is needed to sort through ideas. For audience segmentation, it explains that the goal is to identify groups most likely to appreciate a creative work. Understanding audiences as individuals requires exploring their needs, behaviors, values and characteristics beyond just demographics. Research draws on both quantitative and qualitative methods to gain insights into "who's watching."
This document discusses various aspects of creativity, storytelling, and audience engagement in the context of media and entertainment. It covers topics like creativity and idea generation processes, how Pixar fosters collective creativity, the importance of audience segmentation, and how digital technologies have transformed cinema. Some key points include:
- Creativity involves gathering knowledge, idea incubation and illumination, and idea validation from initial concept to production and distribution.
- At Pixar, creativity emerges from people in different disciplines working together to develop ideas and solve problems across all aspects of filmmaking.
- Audience segmentation analysis is essential for consciously selecting audience groups to target with the right message, media, time, product and price. Understanding the
Steve Jobs visited Xerox PARC in 1979 and was inspired by the graphical user interface (GUI) he saw, including the mouse. However, he wanted to create something appropriate for mass audiences rather than just reproduce what was seen. Creativity involves generating something new and valuable. Creative leadership combines leadership and creativity to inspire and implement imaginative solutions. Effective creative leaders engage diverse teams, encourage collaboration, provide intellectual challenges to motivate intrinsic motivation, and embrace failures as learning opportunities.
The document summarizes a panel discussion on managing innovation. It provides details on the moderator, panelists and their organizations. It also summarizes the panel's discussion on topics like where to look for innovation, how to foster creativity, and how to handle failure. The document concludes with the questions discussed and useful resources recommended for further reading.
The document summarizes a class on validating market-based social entrepreneurship solutions. It discusses recapping ideas from the previous class, screening entrepreneurial ideas through an internal process, and validation techniques. The internal screening process involves assessing ideas based on their social fit and business potential. Various validation techniques are then presented, including primary research methods like interviews, and developing an interview guide to gather feedback and test assumptions.
Multicultural design teams 1+1=11? @ Service Experience Camp 2014 BerlinAndrzej Karel
My barcamp session on Service Experience Camp in Berlin. It was a workshop on how to design a great multicultural team and which tools to use to keep a diverse team together. Based on design thinking and service design approaches.
If you want to use the tools shown in the slides please contact me and I'll share them with you!
The document discusses Design Thinking and its application in education. It defines Design Thinking as a prescribed process for creating solutions to problems that emphasizes empathy, observing user pain points, iterative prototyping and feedback. The document then shares the experience of Forest Hills Public Schools which used Design Thinking and identified eight key competencies including curiosity, creativity, collaboration and more. It encourages readers to apply Design Thinking to their own work by identifying problems, leveraging existing resources, and getting started through an iterative process.
This document summarizes Robert Sutton's book "Weird Ideas that Work" which presents unconventional ideas for promoting innovation. Some of the ideas include hiring people who make you uncomfortable, using job interviews to gather ideas rather than screen candidates, and doing projects that are likely to fail in order to convince others that success is certain. The review discusses how Sutton's ideas can serve as a foundation or "menu" for innovation approaches. It also emphasizes the importance of bringing in diverse knowledge and perspectives, and challenging past assumptions to drive new ways of thinking.
This document discusses creativity and techniques for promoting creativity in teams. It begins by defining creativity as the ability to create novel and useful ideas, products, or solutions. It then discusses why studying creativity in teams is important, noting that innovation distinguishes leaders and that people can become more creative through training. The document outlines some common barriers to creativity in teams, such as unreasonable demands, fear of failure, rigid rules, and an unstimulating workplace. It concludes by describing five techniques used to promote communication and creativity in teams: brainstorming, nominal group technique, Delphi technique, electronic brainstorming, and the affinity technique.
Introduction to Ambassadors eTwinning challenges workshopRiina Vuorikari
This document summarizes a workshop on using personas and design thinking to develop strategies for engaging eTwinning participants. The workshop introduces eTwinning personas, has participants brainstorm strategies for engaging different personas, and develops an action plan or "tool kit" of best strategies. Improv activities are used to encourage collaboration. The document provides context on personas, design thinking, and improv techniques to facilitate participation and idea generation.
Design the future of the Australian Web Industry with Design ThinkingWilliam Donovan
The document discusses using design thinking methods and rapid prototyping as an innovation strategy. It outlines a workshop aimed at understanding design thinking and how this approach can provide strategic advantages for projects. The workshop will cover activities like imagining project opportunities, experiencing rapid prototyping, and defining how to best showcase the skills of web professionals.
This document discusses creativity and provides techniques to improve creative thinking. It defines creativity as the generation of new ideas that are useful. Creativity is important for organizations to maintain a competitive edge. The document then shares several proven creativity techniques including brainstorming, mind mapping, analogies/metaphors, and De Bono's 6 Thinking Hats. The objective is to provide skills and knowledge to help people become more creative in their roles.
The document discusses innovation at Google through observations from a Google entrepreneur. It provides examples of innovation cycles involving insights, inventions, and introductions to markets. It discusses how Google fights the innovator's dilemma through a culture that hires passionately, shares everything, and iterates rather than insisting on instant perfection. The document also outlines ideas and teams focused on innovation happening at Google's Waterloo location.
Question 2 Using the case study Innovation Teams at the Walt Disney (S.docxKevinVXECampbelle
Question 2 Using the case study Innovation Teams at the Walt Disney (Schilling, 2017, pp. 265), discuss the way in which different types of team structure affect new product development process. Using information in the case study and from your own research, provide your own recommendations and limitations of the management of new product development teams. Managing New Product Development Teams Innovation Teams at the Walt Disney Company The Walt Disney Company is probably the best known entertainment company in the world. Founded in 1923 as a producer of animated films, it grew to become an entertainment conglomerate that includes theme parks, live action film production, television, publishing, retail, and more. In 2014, it earned over $48 billion in revenues and had 180,000 employees. 2 Despite the range of its businesses, most of them (with some notable exceptions) leverage the same key competitive advantage: the magical and wholesome stories and characters of its animated films. The Making of an Animated Film In the very early stages of generating and refining an idea for a movie, the development department assembles a small incubation team that indudes a director, a writer, some artists, and some storyboard people. " This team draws storyboards that are edited together with dialogue and temporary music, creating "story reels." These story reels show the sequence of the movie and help the team craft and refine the story into one that will have visual and emotional appeal. They also help to reveal problems that have to be solved, which tend to be numerous in the early stages of production." Once approved for development, a typical movie enters production using computer-aided design (CAD) systems. Artists would create a model in a CAD system, which could then apply mathematical models to simulate lifelike textures, movement, and lighting. d This computing intensive phase was also managed by small autonomous teams, each focused on a particular specialty such as Tech Support, Renderfarm, and Post Production. Disney's Director of Systems, Jonathan Geibel, had noticed that when teams had seven or more participants, individual contribution would drop significantly, lowering the quality of the discussion. Geibel thus determined that teams should only have between two and six people, including one who would be designated as a Team Lead. Team Leads were chosen because of their technical expertise and their vision for the project. Their seniority played little role-rather they were chosen based on how compelling their vision was, and how good management thought they would be in driving the progress of the team. The 265 implementing Technological innovation Strategy remaining employees were assigned as "primary" members to a particular team to which they would give most of their time and effort and might also serve as "secondary" members on other teams when those teams needed their help." Workspace and Collocation Geibel was also concemed about how.
Myself and a fellow group of Product Managers did the IDEO HCD course in order to learn about IDEO's famous innovation techniques. We learnt a lot, and here I digest how it can be used in a product mgmt setting.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Similar to APS 1015H Class 3 - Design Thinking Part 1 (20)
This document provides information about the final presentations for the APS 1015: Social Entrepreneurship class taking place on Thursday, May 22, 2014. It lists the instructors, Norm Tasevski and Alex Kjorven, and titles for two of the presentations: "The Business Case – Clean Care" and "The Business Case – Public Inc.".
This class consolidates the learning students received throughout the course. Students will build a business case for the ventures they’ve assessed using the techniques described in the course (storyboarding, business modeling, etc.), focusing on making a compelling and informed argument for why the social entrepreneur you’ve been working with should pursue the course of action you’ve determined in your analysis.
This document summarizes a class on considerations for social enterprises. It includes the agenda, which covers marketing, operational considerations, and legal considerations for social enterprises. The document provides guidelines for student presentations on business cases, including the required components and time allotment. It also gives examples of pitching a social enterprise business model. Finally, it discusses considerations for marketing, human resources, operations, and different legal forms for social enterprises.
Students will be exposed to methods for screening entrepreneurial ideas and evaluating its “business potential”. Students will be introduced to data collection methodologies and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
This class will focus on the remaining 2 elements of the system intervention process: financial modeling and target setting. Students will be led through the process of understanding how to determine a viable business margin for their venture, and how to set reasonable yet motivating business targets that guide business model execution.
This class will focus on understanding how to design solutions to a gap in a social system and looks at the first two steps in the system intervention process. Students will be led through an interactive Empathy Mapping exercise followed by an introduction to Business Modeling and the components of a business model canvas.
This lecture will be structured workshop-style, in collaboration with Clean Care and Public Inc. Students will be introduced to these two real-life social enterprises and have the opportunity to better understand the social problems these organizations are trying to solve and the challenges they are facing in doing so. This workshop is the first step in analyzing the two beneficiary organizations as part of developing proposed solutions, which make up the final assignment.
This lecture focuses the dynamics within systems, how to identify and analyze gaps as well as evaluate how change takes place within more complex systems. Students will be introduced to the process of systems mapping and will participate in a class exercise to create and analyze a systems map for a specific social system. Students may apply the lessons from this lecture to the preparation of their major assignment, which will be introduced in this class (due Class 9).
This document outlines the agenda and content for the first class of an introduction to social entrepreneurship course. The class will include introductions, a review of the syllabus and class structure, establishing ground rules, and defining key concepts related to social entrepreneurship. Specifically, it will explore how social entrepreneurship differs from traditional entrepreneurship in terms of motivations, innovation approaches, resourcefulness, and risk-taking. The class will also provide an example of a social enterprise and introduce the idea of analyzing social systems.
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team. This class will also feature a “live case” with a guest social entrepreneur.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them. This lecture will feature a guest speaker.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
Students will be exposed to methods for evaluating the “business potential” of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions. This class will also feature a “live case” with a guest social entrepreneur.
This class will focus on understanding how to design solutions to a gap in a social system. Students will understand the differences between market-based and non-market based solutions and the limitations of each, and will learn how best to design an intervention for each type of solution using Human-Centered Design tools.
This lectures focuses on analyzing the gaps that exist within larger systems (e.g. society-wide) and the role each sector in our society (public, private and nonprofit) plays to either reinforce or remove those gaps.
This lecture will be structured workshop-style. Students will work with Engineers without Border to understand the process of systems mapping. Students will then create and analyze a systems map for a specific social system, which will then be used as the basis for the major group assignment.
This document summarizes the first class of a social entrepreneurship course. It introduces the instructors and outlines the agenda, which includes introductions, reviewing the syllabus and class structure, defining social entrepreneurship, discussing what motivates social entrepreneurs, and an introduction to social systems. The class will also discuss what was learned and preview the next week's topic. Key topics covered are defining social entrepreneurship, distinguishing it from traditional entrepreneurship and different sectors, and how disruption can create social change by changing business models and systems.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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17. Stage-Gate Model
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19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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