I developed this workshop for a group of Crashers through the Cooperative Trust at the ACUC (America's Credit Union Conference) in San Diego in June of 2012. Our goal was to better understand and develop concepts to serve the unbanked and underbanked in our society. http://trust.coop/what-we-do/
Design Thinking for Disruptive Innovation - Burton Lee - Kyiv - Oct 13 2015 -...Burton Lee
This document discusses the use of design thinking methods for disruptive innovation. It provides an example of how one Silicon Valley company redesigned the shopping cart experience. The key elements of design thinking discussed are needs finding through direct user observation and interviews, ideation through storytelling and prototyping, and iteration through testing prototypes with users. The document describes how the company observed real shoppers, created soft prototypes, and engaged directly with users to develop new shopping cart designs.
This document introduces design thinking as a process. It discusses how design thinking focuses on the human perspective, collaboration, iteration, and practical solutions. The design thinking process involves discovering challenges through research, defining insights, ideating potential solutions, and developing prototypes. It suggests how organizations can apply design thinking as part of change initiatives, strategic planning, or to critically examine their operations. The document provides contact information for the authors to learn more about design thinking training and coaching services.
The document compares and contrasts B-schools and D-schools (design schools). B-schools focus on traditional business curriculum taught through case studies and exams. In contrast, D-schools like Stanford's d.school teach design thinking through collaboration, prototyping, and real-world challenges. Students learn by tackling open-ended problems and producing prototypes, often resulting in new companies and products that solve user needs in innovative ways. The d.school aims to help students develop creativity, comfort with ambiguity, and a mindset of experimentation and risk-taking.
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.
Design Thinking explained with project experiences.
- What is Design Thinking
- What are the steps
- What is SAP Apphaus
- The Next View Design Experience Center Amsterdam
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.
How Design Thinking works, or: Design Thinking Unpacked: an evolutionary algo...J. M. Korhonen
A presentation accompanying a paper* presented at EAD 2009 conference in Aberdeen, Scotland. We're trying to develop a theory why "design thinking" works in practice, and what may be its limits. The idea is that "design thinking" has similarities to a general class of algorithms known as evolutionary algorithms, and some comparisons can be made.
* Korhonen, J. M. & Hassi, L. (2009). Design Thinking Unpacked: An Evolutionary Algorithm. In Proceedings of the Eight European Academy of Design International Conference, 261-265. Aberdeen, UK.
Design Thinking for Disruptive Innovation - Burton Lee - Kyiv - Oct 13 2015 -...Burton Lee
This document discusses the use of design thinking methods for disruptive innovation. It provides an example of how one Silicon Valley company redesigned the shopping cart experience. The key elements of design thinking discussed are needs finding through direct user observation and interviews, ideation through storytelling and prototyping, and iteration through testing prototypes with users. The document describes how the company observed real shoppers, created soft prototypes, and engaged directly with users to develop new shopping cart designs.
This document introduces design thinking as a process. It discusses how design thinking focuses on the human perspective, collaboration, iteration, and practical solutions. The design thinking process involves discovering challenges through research, defining insights, ideating potential solutions, and developing prototypes. It suggests how organizations can apply design thinking as part of change initiatives, strategic planning, or to critically examine their operations. The document provides contact information for the authors to learn more about design thinking training and coaching services.
The document compares and contrasts B-schools and D-schools (design schools). B-schools focus on traditional business curriculum taught through case studies and exams. In contrast, D-schools like Stanford's d.school teach design thinking through collaboration, prototyping, and real-world challenges. Students learn by tackling open-ended problems and producing prototypes, often resulting in new companies and products that solve user needs in innovative ways. The d.school aims to help students develop creativity, comfort with ambiguity, and a mindset of experimentation and risk-taking.
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.
Design Thinking explained with project experiences.
- What is Design Thinking
- What are the steps
- What is SAP Apphaus
- The Next View Design Experience Center Amsterdam
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.
How Design Thinking works, or: Design Thinking Unpacked: an evolutionary algo...J. M. Korhonen
A presentation accompanying a paper* presented at EAD 2009 conference in Aberdeen, Scotland. We're trying to develop a theory why "design thinking" works in practice, and what may be its limits. The idea is that "design thinking" has similarities to a general class of algorithms known as evolutionary algorithms, and some comparisons can be made.
* Korhonen, J. M. & Hassi, L. (2009). Design Thinking Unpacked: An Evolutionary Algorithm. In Proceedings of the Eight European Academy of Design International Conference, 261-265. Aberdeen, UK.
This document provides an introduction to IDEO, a global design consultancy firm. It discusses IDEO's use of design thinking approaches like empathy, prototyping, and storytelling to create social impact. It then gives examples of projects applying these approaches to help communities in need with partners like the Gates Foundation. The document describes an exercise where participants partner with someone new to envision a collaborative engagement between their organizations. They discuss values, challenges, and success metrics and prototype an engagement with desired outcomes and impact measures. It closes by emphasizing the importance of empathy, experimentation, and storytelling in building partnerships.
The Business of Design Bootcamp - Session 1 of 2Lima Z
This deck narrates the creative agile process of turning creative ideas into businesses. In today's economy, creating a business is mostly dependent on having a strong team, a valid business problem, and the right tools to research, create, test, and iterate for market validation and user-centered design.
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.
Parts Without a Whole? – The Current State of Design Thinking Practice in Org...Jan Schmiedgen
A presentation I gave in November 2015 at the "Warsaw Design Thinking Week" in Poland: It introduces our study of the same title and also gives some information beyond that.
More info: http://thinkbrisk.com/brisk_2-cases/
We are avid on-site field researchers, immersing ourselves in our target groups, observing, interviewing, co-creating to capture their specific and unique human needs & expectations with methods from anthropology, ethnography, tech. management and design research. We’ve published these insights at conferences in London, Copenhagen, Boston, LeMans, Munich, Seoul and counting.
Here’s a quick recap of 4 of these Design Insights:
- Cook & Connect: Designing Urban Collaborative Cooking Spaces for Local Produce
- Exploring the Impact of Context Factors in Quick and Correct Use of Public Interfaces
- Mindset beyond the Myth: User Research about the Effectivity of Design Thinking Workshops in Semi-Open Ecosystems
- Decoding Privacy: Perceptions, Conflicts and Strategies of Privacy in the Mobile World
For background info on our field insights or your own research project, don't hesitate to get in touch!
research@thinkbrisk.com
Introduction to design thinking and it's reference to (innovation) management. A presentation handout for my fellow students at Zeppelin University in 2009. The presentation can be found here: http://www.slideshare.net/janschmiedgen/design-thinking-7804533.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
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.
This document provides an introduction to design thinking. It defines design thinking as a formal method for creatively solving problems and designing solutions with the goal of an improved future result. Design thinking considers both present and future conditions to explore alternative solutions simultaneously. It is asserted that design thinking often occurs when designing artifacts in the built environment. The document then outlines the key steps in the design thinking process as empathizing, defining, establishing a point of view, ideating, prototyping, and testing.
Design thinking is a complex concept that has no single agreed upon definition. It can refer to both the cognitive processes of designers ("designerly thinking") and the use of design methods by non-designers to address problems ("design thinking"). While design thinking aims to provide a framework for innovation, some argue it risks oversimplifying design or being used ineffectively by those without sufficient skills. For design thinking to achieve its potential, closer collaboration is needed between fields like management, design, and innovation research.
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 - In Business Analytics & Big DataUmakant Jani
This document discusses design thinking and its application in business analytics and big data. It describes design thinking as a systematic, creative problem-solving methodology. The document outlines the five stages of the design thinking process: discovery, interpretation, ideation, experimentation, and evolution. For each stage, it provides examples of techniques and best practices, such as brainstorming ideas, creating prototypes, seeking user feedback, and continuously improving solutions based on learnings. The overall message is that design thinking can be used to drive innovation by blending business needs, user insights, and technological feasibility.
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
Design-Thinking for Applications Development and Knowledge Management
Legal Tech Meets Human-Centered Design
Lee-Sean Huang and V. Mary Abraham
August 2016
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
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.
Design Thinking: engage customers like never before.
Inconsistent customer interactions. Undifferentiated touch points. Indifferent customers. If these are business challenges you are facing, it’s time to take a closer look at the customer journey that your business is providing.
Join us in a hands-on, interactive session that will introduce you to a new way of thinking. Design Thinking is a user centric problem-solving mindset that combines empathy, rationality and creativity, and keeps the end-user of your product/service at the center of the design process.
These techniques are being used by the world’s most prolific innovators to deliver powerful interaction experiences across the entire customer journey.
What we covered within the workshop:
1) The basic foundations and benefits of Design Thinking as an innovation process.
2) How to start integrating Design Thinking ideas and techniques into your daily customer interactions.
3) How to use Design Thinking to draw customer journey maps and gain actionable insights.
The document discusses design thinking and starting a social business. It defines a social business as a non-profit company where all profits go back into the business and employees only receive modest salaries. The presenter then explains the five elements of design thinking: empathize, define, ideate, prototype, and test. For each element, it provides a brief definition and description based on the IDEO design thinking model. The presentation aims to help people understand how to use design thinking to create a sustainable social venture.
This document provides an introduction to IDEO, a global design consultancy firm. It discusses IDEO's use of design thinking approaches like empathy, prototyping, and storytelling to create social impact. It then gives examples of projects applying these approaches to help communities in need with partners like the Gates Foundation. The document describes an exercise where participants partner with someone new to envision a collaborative engagement between their organizations. They discuss values, challenges, and success metrics and prototype an engagement with desired outcomes and impact measures. It closes by emphasizing the importance of empathy, experimentation, and storytelling in building partnerships.
The Business of Design Bootcamp - Session 1 of 2Lima Z
This deck narrates the creative agile process of turning creative ideas into businesses. In today's economy, creating a business is mostly dependent on having a strong team, a valid business problem, and the right tools to research, create, test, and iterate for market validation and user-centered design.
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.
Parts Without a Whole? – The Current State of Design Thinking Practice in Org...Jan Schmiedgen
A presentation I gave in November 2015 at the "Warsaw Design Thinking Week" in Poland: It introduces our study of the same title and also gives some information beyond that.
More info: http://thinkbrisk.com/brisk_2-cases/
We are avid on-site field researchers, immersing ourselves in our target groups, observing, interviewing, co-creating to capture their specific and unique human needs & expectations with methods from anthropology, ethnography, tech. management and design research. We’ve published these insights at conferences in London, Copenhagen, Boston, LeMans, Munich, Seoul and counting.
Here’s a quick recap of 4 of these Design Insights:
- Cook & Connect: Designing Urban Collaborative Cooking Spaces for Local Produce
- Exploring the Impact of Context Factors in Quick and Correct Use of Public Interfaces
- Mindset beyond the Myth: User Research about the Effectivity of Design Thinking Workshops in Semi-Open Ecosystems
- Decoding Privacy: Perceptions, Conflicts and Strategies of Privacy in the Mobile World
For background info on our field insights or your own research project, don't hesitate to get in touch!
research@thinkbrisk.com
Introduction to design thinking and it's reference to (innovation) management. A presentation handout for my fellow students at Zeppelin University in 2009. The presentation can be found here: http://www.slideshare.net/janschmiedgen/design-thinking-7804533.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
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.
This document provides an introduction to design thinking. It defines design thinking as a formal method for creatively solving problems and designing solutions with the goal of an improved future result. Design thinking considers both present and future conditions to explore alternative solutions simultaneously. It is asserted that design thinking often occurs when designing artifacts in the built environment. The document then outlines the key steps in the design thinking process as empathizing, defining, establishing a point of view, ideating, prototyping, and testing.
Design thinking is a complex concept that has no single agreed upon definition. It can refer to both the cognitive processes of designers ("designerly thinking") and the use of design methods by non-designers to address problems ("design thinking"). While design thinking aims to provide a framework for innovation, some argue it risks oversimplifying design or being used ineffectively by those without sufficient skills. For design thinking to achieve its potential, closer collaboration is needed between fields like management, design, and innovation research.
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 - In Business Analytics & Big DataUmakant Jani
This document discusses design thinking and its application in business analytics and big data. It describes design thinking as a systematic, creative problem-solving methodology. The document outlines the five stages of the design thinking process: discovery, interpretation, ideation, experimentation, and evolution. For each stage, it provides examples of techniques and best practices, such as brainstorming ideas, creating prototypes, seeking user feedback, and continuously improving solutions based on learnings. The overall message is that design thinking can be used to drive innovation by blending business needs, user insights, and technological feasibility.
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
Design-Thinking for Applications Development and Knowledge Management
Legal Tech Meets Human-Centered Design
Lee-Sean Huang and V. Mary Abraham
August 2016
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
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.
Design Thinking: engage customers like never before.
Inconsistent customer interactions. Undifferentiated touch points. Indifferent customers. If these are business challenges you are facing, it’s time to take a closer look at the customer journey that your business is providing.
Join us in a hands-on, interactive session that will introduce you to a new way of thinking. Design Thinking is a user centric problem-solving mindset that combines empathy, rationality and creativity, and keeps the end-user of your product/service at the center of the design process.
These techniques are being used by the world’s most prolific innovators to deliver powerful interaction experiences across the entire customer journey.
What we covered within the workshop:
1) The basic foundations and benefits of Design Thinking as an innovation process.
2) How to start integrating Design Thinking ideas and techniques into your daily customer interactions.
3) How to use Design Thinking to draw customer journey maps and gain actionable insights.
The document discusses design thinking and starting a social business. It defines a social business as a non-profit company where all profits go back into the business and employees only receive modest salaries. The presenter then explains the five elements of design thinking: empathize, define, ideate, prototype, and test. For each element, it provides a brief definition and description based on the IDEO design thinking model. The presentation aims to help people understand how to use design thinking to create a sustainable social venture.
Collaborative Experience design workshop
Facilitated by
Kiran K S
User Experience Designer
Hewlett Packard, Singapore
and
Shaun Chen
User Experience Designer
Hewlett Packard, Singapore
25 Trend Trigger card to use in your brainstorm session - by @boardofinnoBoard of Innovation
The document discusses 5 trends that may impact society in the future: 1) the rise of the silver economy and issues around multi-generational housing and care, 2) increased automation in decision making and transportation and the loss of status symbols, 3) effects of global warming such as more complex insurance, resource depletion and waste issues, 4) the rise of crowdsourcing and issues around hierarchies, group purchasing and collective problem solving, and 5) the growth of big data and issues around predictive technologies, self tracking and highly personalized recommendations. Each trend is accompanied by potential associated problems.
How to choose the right business model? by @boardofinno - @nickdemeyBoard of Innovation
The different revenue model options, business model types and drivers why people pay. From Freemium, Broker to Razor-blade models. Ask the right questions to select your monetization strategy.
Design thinking notes with explanation iSRINURAJU3
The document outlines the design thinking process, which includes gaining empathy for users, reframing problems from their perspective, generating and testing alternatives, and iterating based on feedback. It provides examples of companies that use design thinking and discusses how it has evolved from a focus on products to also address services. Design thinking is presented as a human-centered approach that supports innovation through creative, analytical and iterative methods.
The document provides guidance on designing an eLearning module for subject matter contributors/writers at the Australian Institute of Company Directors (AICD) who have little background in education. The module will cover fundamental principles of instructional design using a self-paced eLearning format. Learners will engage with content through reading, choosing, describing, reflecting, planning, investigating and inquiring. The module will also provide opportunities for collaborative work and reflective practice during development.
The document provides guidance on designing an eLearning module for subject matter contributors/writers at the Australian Institute of Company Directors (AICD) who have little background in education. The module will cover fundamental principles of instructional design using a self-paced eLearning format. Learners will engage with content through reading, choosing, describing, reflecting, planning, investigating and inquiring. The module will also provide opportunities for collaborative work and reflective practice during development.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is 'outside the box' thinking. 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.
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.
Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The framework is fully compatible with analytical problem solving approaches.
This introductory presentation provides useful information for management and staff who are new to Design Thinking and are interested to learn more about its benefits and applications.
Learning Objectives
1. Gain knowledge on the key concepts of Design Thinking
2. Understand the mindsets and methodology of Design Thinking
3. Identify best practices and transforming your organization
Contents
1. Key Concepts of Design Thinking
2. Design Thinking Mindsets
2.1 Focus on Human Values
2.2 Show Don't Tell
2.3 Craft Clarity
2.4 Embrace Experimentation
2.5 Be Mindful of Process
2.6 Bias Toward Action
2.7 Radical Collaboration
3. Design Thinking Methodology
3.1 Empathize
3.2 Define
3.3 Ideate
3.4 Prototype
3.5 Test
4. Best Practices & Transforming Your Organization
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
A presentation I gave on design thinking for technology, business, and entrepreneurship students at NYU.
These slides were accompanied by a lot of group participation, Q&A, and a design challenge, so some slides may feel a little sparse.
These slides are adapted from a design thinking presentation co-authored with Melanie Kahl in 2011. Thanks for viewing!
Interntional Symposium On Service Systems Science 2012 KwanStephen Kwan
This document discusses information and knowledge management for service systems design and engineering. It presents perspectives including service thinking, design thinking, business thinking, and engineering disciplines that can be incorporated into a service system's life cycle from discovery to engineering. These perspectives include concepts like value propositions, service blueprints, and information technology platforms that support service systems.
[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
The document discusses design thinking and innovation at HP. It begins by describing how industrial designers traditionally take a strategic, big picture approach to innovation. It then discusses the importance of design thinking, which involves understanding customer needs, conceptualizing solutions, and making concepts tangible through prototyping. A key part of this process is listening to and observing customers through activities like executive briefings and advisory councils to discover opportunities. The document provides the example of how HP developed its Quick Release bracket by solving a trading floor customer's problem of replacing displays quickly. It discusses how this solution led to broader innovation opportunities. It concludes with thoughts on continuously innovating and embracing change.
The document discusses using design thinking to tackle complex public problems. It provides examples of government innovation labs around the world that use human-centered design and co-creation with citizens and businesses to develop new public policies and services. The document outlines key aspects of design thinking such as empathizing with users, iterating ideas through prototyping, and taking a systemic view to create sustainable solutions. It argues that design thinking can help governments better engage citizens and private sector partners in reinventing public services and shaping the future.
Basics of Interaction Design & Strategy Fall 2012Anh Dang
This document provides an overview of a course on interaction design and strategy taught by Anh Dang at the School of Visual Arts. The course will focus on developing design strategies for multiple devices through case studies, collaborative exercises, and interactive prototypes. Key objectives of the course include learning industry theories and practices, techniques for organizing information, methods for iterative design, developing interactive prototypes, and designing interfaces for different platforms. The course will cover topics such as user experience design principles, business strategies, content strategies, and trends in responsive design and mobile considerations.
The document proposes Roland Storm, a student of Strategic Product Design, as a candidate for a graduation project, highlighting his skills in analyzing customer trends, developing new product concepts, and translating strategic insights into innovative solutions that fit a company's brand and business model through qualitative research techniques and a design toolkit. Examples are given of past student projects for companies and inspiration is provided for potential project questions.
Here are some key questions that could be explored further:
- How can a design thinking approach help address complex, interconnected institutional challenges in a holistic way versus isolated point solutions?
- In what ways might design thinking foster collaborative cross-functional teams and processes versus traditional top-down, executive-led approaches?
- Could adopting human-centered research and visualization techniques lead to more sustainable long-term cultural and strategic change compared to transactional consulting models?
- What evidence exists that design thinking can effectively transfer practices and capabilities to institutions in a replicable way versus one-off engagements?
- How might ongoing design, shaping and iteration help institutions continually meet evolving learner needs versus static solutions?
- What
This document discusses the power of design and managing through a design approach. It provides quotes that define design as concerned with how things might be rather than how they are currently. It also characterizes managing as designing, with managers being designers who visualize solutions and frame problems through a design stance of openness and embracing uncertainty. The document advocates observing, designing, prototyping, and implementing through multidisciplinary teams as a co-design method and notes that IDEO helps organizations innovate through this user-focused, iterative design process.
The document discusses design and design thinking. It begins by defining design as both a verb and noun, referring to developing plans and the plans themselves. Design thinking is described as a complex cognitive process that involves divergence and convergence of ideas, systems perspective, and ambiguity. The document outlines various design processes and compares design and design thinking. It discusses the historical perspectives of design thinking and how it can be viewed as a cognitive style, general theory of design, or organizational resource. Overall, the document provides an overview of definitions and perspectives on design and design thinking.
December 2017 presentation covering: What is design thinking? What does it look like in practice? What are some case stories of design thinking being used in the real world? How can we use design thinking in our organization? Where can I learn more?
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.
Guest lecture to first year Bachelor of IT students at Queensland University of Technology in unit INB103 Industry insights, 8 March 2013.
Please note: due to the introductory nature of this lecture to the concept many of the resources have been adapted from the Stanford D School cc licensed resources.
Similar to Crash the ACUC - Design thinking Workshop 17June2012 (20)
Crash the ACUC - Design thinking Workshop 17June2012
1. a d of d i thi ki
day f design thinking
6.17.2012
6 17 2012
2. Agenda: an intense day
9:00 to 9:30 Introductions: Who are we? What are we doing? Why?
9:30 – 10:00 Design Research: What is it? How is it done?
10:00 to 10:30 Secondary Research: What did we learn from the world?
10:30 to 10:45 b r e a k
10:45 to 11:45 Primary Research: What more can we learn?
11:45 – 1:00 Learn at Lunch: What are people’s needs and experiences?
1:00 to 1:30 b r e a k
1:30 to 2:30 Analysis and Synthesis: What are design opportunities?
2:30 to 4:00 Ideation: What might we create?
4:00 – 4:15 b r e a k
4:15 – 5:00 Decision-Making: What will we create?
6/17/2012 Cooperative Trust | Crash the ACUC 2
3. Storytelling!
• We are
documenting
with video
and photos so
SMILE!
6/17/2012 Cooperative Trust | Crash the ACUC 3
4. intros
i t
Who
Wh are we? Wh t are we doing? Wh ?
? What d i ? Why?
5. Welcome!
• We are gathered here to use
g
Design Thinking to explore
the question: How might
Credit Unions reach out to
those among us who are
currently unserved or
underserved by traditional
financial institutions?
• Today’s workshop fits into a
full week of action!
6/17/2012 Cooperative Trust | Crash the ACUC 5
6. Who are we?
6/17/2012 Cooperative Trust | Crash the ACUC 6
7. Alignment
• Let’s visualize this week’s
outcome and set
boundaries and constraints
• This week is…
is
• This week is not…
• Will be successful if…
• We are designing…
• We are not designing…
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9. Design Thinking
• There’s process, y , but the most important thing is to be
p , yes, p g
honestly curious…
• About people
• About your business
• About your industry
• About solutions
• … and to be open to the same.
• Don’t assume that you know the solution, or that you
understand the problem space
space.
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10. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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11. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
Research. Look at
the world.
the world
Outcomes: profiles, DATA IDEAS
OBSERVATIONS SOLUTIONS
stories, issues, pain‐
points, needs.
Stay unbiased.
S bi d Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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12. Design Thinking: What is it?
Apply structure. Abstract
Look for insight,
Look for insight,
meaning, relevance.
PATTERNS DIRECTION
Outcomes: FRAMEWORKS IMPERATIVES
frameworks, design
criteria, segments.
it i t
Allow uncertainty.
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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13. Design Thinking: What is it?
Abstract Ask, “So What?”
Build insights and
Build insights and
tie to business.
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES Outcomes: Design
principles, strategy,
opportunities
t iti
Think broadly.
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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14. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
Create things that
are new to the
world.
ld
DATA IDEAS
OBSERVATIONS SOLUTIONS Outcomes: ideas,
concepts, designs.
p
Keep it real.
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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15. Design Thinking: What is it?
Abstract
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
Analysis Synthesis
DATA IDEAS
OBSERVATIONS SOLUTIONS
Concrete
C t
Adapted from Charles Owens, professor of IIT’s Institute of Design
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16. Design Thinking: What is it?
• We will be going through this p
g g g process in one day, though it
y, g
often takes months to do thoroughly.
PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
2–6 2–6
weeks weeks
4 – 10 4 – ?
weeks weeks
DATA IDEAS
OBSERVATIONS SOLUTIONS
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17. Design Thinking: What else is it?
• So that’s the process,
p ,
roughly.
• It’s important to understand
that it’
th t it’s an approach t
h to
problem-solving that is also
characterized by being
• Collaborative
• Human-based
• Iterative
• Multi-disciplinary
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18. Design Thinking: Abstract and Concrete
• One of the most difficult
things for people to
manage is ambiguity.
• W will wallow i
We ill ll in
abstraction for awhile – try
to be comfortable with that.
• We’re working towards
more concrete solutions as
we move from
understanding why to
thinking about what and
how.
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19. Design Thinking: Talking and Doing
Talk
T lk D
Do
Talk Do
Talk Do
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20. Teams!
Talk Do
• Teamwork is not easy. Do…
y
• Be nice!
• Practice your best listening skills. Don’t let enthusiasm
steamroll your team-mates
team mates.
• Participate fully.
• Be wrong. Your team will be there for you!
• B direct if something f l off on your t
Be di t thi feels ff team. Face it head-on.
F h d
• Know your role but be ready to pitch in on any task.
• Be bold. Strive to fail
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21. Teams!
Talk Do
• 5 people p team
p p per
• Work with people you don’t know
• Name your team!
• Hey, everyone’s gotta participate every step of the way!
But identify these roles. Write your role on a Post-It Note
and put it on your forehead.
• 1 - Time-keeper/Project Mgr. Critical! Keeper of the agenda. Must be an enforcer.
• 2 - Presenter/Storyteller Represent the group s work during share outs
Presenter/Storyteller. group’s share-outs.
• 3 - Lead Researcher. Like talking to people? Empathy important!
• 4 - Scribe/Note taker. If everyone copied your notes in college this is your job!
• 5-D Documentarian/Photographer. Channel your inner photo-journalist.
t i /Ph t h
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22. secondary research
d h
What
Wh t did we l
learn f
from th world?
the ld?
23. Secondary Research
Talk Do
• We need to “get smart”
g
• Industry landscape
• Competitive strategies PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
• Competitive products
• Historical/cultural precedent
• Trends
• Pertinent technologies
• Expert opinions
• Sacred cows and holy grails
yg
• This also gives us clues
DATA IDEAS
about where to go in OBSERVATIONS SOLUTIONS
primary research
i h
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24. Secondary Research
Talk Do
• What did we already learn?
y
• Multiple reasons for being UU…
where does the responsibility lie?
• Market is complex and sizable
complex,
60-88 million people
25% have prime credit, >50K/yr
•T d –b
Trends branchless b ki
hl banking, mobile
bil
money, micro-lending, NFC, GPS
• Products – only two cited were from
traditional FI
t diti l FIs
• Technology (great discussion!)
• History – community, simplicity, self-
reliance, reputation, social pressure,
barter, alternative currencies
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25. Secondary Research
Talk Do
• Conclusion
• What are the three most relevant
things we’ve learned from secondary
research?’
• Key Questions
• Can a person be a financially
responsible UU?
• How can we get communities to
make better financial decisions?
• Wh are people trying to
What l i
accomplish, fundamentally?
• What are the infrastructures and
incentives i place now?
i ti in l ?
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27. Primary Research – why do it?
Talk Do
• We are people making
p p g
products and services for
people, after all PATTERNS
FRAMEWORKS
DIRECTION
IMPERATIVES
• G th new, real
Gather l
observations and data
• But…resist the urge to
solve individual problems
DATA IDEAS
OBSERVATIONS SOLUTIONS
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28. Primary Research – why do it?
Talk Do
• Challenge hypotheses and
g yp
assumptions
Clifford Geertz
• Beware ethnocentrism:
judging another culture solely “Man is
“M i an animal suspended i webs of
i l d d in b f
by the values and standards of significance he himself has spun… I take
one's own culture, especially culture to be those webs, and the analysis
of it to be therefore not an experimental
with concern to language,
g g ,
science i search of l
i in h f law b t an
but
behavior, customs and religion interpretative one in search of meaning.”
• Learn from different Our job: uncover and describe the
perspectives, experiences
perspectives experiences, systems of meaning within a particular
t f i ithi ti l
culture, decode the symbols in which it is
behavior and values expressed and conveyed, and describe the
• Mantra: “How interesting! behaviors and social relationships to which
these systems of meaning give rise.
th t f i i i
• Imagine you are wrong
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29. Primary Research Steps
Talk Do
• Develop a clear research plan
p p
• Business questions
• Design questions
• Research questions
• Write field guide and interview
questions
• Plan fieldwork
• Logistics, travel plans
• Define and find participants
• Recruiting incentives release forms
Recruiting, incentives,
• Fieldwork!
• Document and care for the data
• Debrief regularly
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30. Methodologies
Talk Do
• In-depth individual interviews
p
• Buddy interviews
• Observations
• Environment and Material Tours
• Shadowing
•CCollage, card sorts
• Journaling
• Experiential immersions
• Web surveys
• Prototype interaction / Concept testing
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31. Interviewing Tips
Talk Do
It’s not a conversation, but it should feel like it is!
,
• Let the lead-researcher guide the interview
• They will give pauses for others to pitch in. Don’t make it an interrogation
Don t
• There really are no wrong answers. Don’t ever correct people
• Use open-ended, non-assuming questions
• Let the conversation meander, but cover topic areas.
• Know the protocol, and be prepared to abandon it.
• Take lots and lots (and lots) of notes, but not on your computers
We’re doing this in a conference room… it’s different in people’s homes.
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32. Interviewing Tips
Talk Do
Other tips!
p
• Mirror their language. Even if it’s wrong
• Give
Gi e ample listening and empath c es
empathy cues
• Allow quiet pauses, for people to reflect
• It’s not about you – don’t talk about yourself
• Ask h
A k why, why, why, why, why!
h h h h !
Interviewing people about sensitive topics, like money…is different
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33. Documenting
Talk Do
• Generally we’d video and audio record the entire
y
interview, and take as many pictures as possible. That
won’t be possible here.
• You will rely on your notes.
• When you do this work in the wild, feeding and caring for
your data is a big part of the job. It’s your gold, your
reason for being, and it represents the time and energy of
the people who participate so generously
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34. Debriefing
Talk Do
• Debriefing immediately is key
g y y
• But remember: this is pre-analysis (concrete): keep it
about what you saw, not so much about what you think*
• To debrief:
• Describe the person and their situation.
• What are their main needs and pain points/?
• What was interesting about their behavior and solutions?
• What did you learn about your protocol topic areas?
• What surprised you? What did not surprise you?
• What were memorable quotes or moments from the interview?
• * The exception to this rule: What would be the perfect solution for
this person?
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35. Who do we want to talk to?
Talk Do
• A note on recruiting p
g participants. Finding the right p p is
p g g people
critical, as the quality of the research relies on it.
• The person must have the right relationship with the
brand/product/service you are studying and be good to talk to
studying, to.
• There are four key steps to great recruiting
• Establish relevant criteria
• Write a screener
• Find a recruiting partner/develop a recruiting strategy
• Establish a rapport
• Other things to keep in mind
• Consider their relationship to p/b/s: user, hater, former user, aspirant
• Consider which users group(s) you want to talk to
• Demographic representation, sample size
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36. Our People
Talk Do
• How we found our people: Craig’s List!
• Who are they?
• Alan Retired, worked at UCLA Medical Center. Doesn’t bank after
finding himself the victim of identity theft.
• Susan Unemployed, has experienced difficulties and moved from
Missouri. Having a bank account is too stressful and hard to control.
And now, she find, unnecessary.
• Antonio Student works at the Zoo. Doesn’t trust banks and resists
Student, Zoo Doesn t
joining one.
• Carla Student. Doesn’t trust banks and feels robbed by them
because of fees.
• Ozzy Machine operator. Thinks banks engage in unfair practices.
• Renee Unemployed, worked at social services. Had overdrafts at last
bank, doesn’t think she can get an account now.
• LaFonda Seasonal Customer Service worker. Uses a bank only a
few months of the year; otherwise unnecessary.
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37. Writing our Interview Guide
Talk Do
• Think ahead to analysis!
y
• Craft your interview around these key areas:
• Personal Journey with Financial Institutions
• Current money management processes and behaviors
• Pain points and struggles
• Vision for the future
• Include an intro telling people what to expect
• Add some questions at the end about credit unions, if you
would lik !
ld like!
CRASHER REFRAME: The problem is getting the
underserved/banked in better financial condition. I say this instead of
“get the underserved/banked a banking relationship”
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38. Talk to the people!
Talk Do
• Remember: they are
y
the experts, you are
100% ignorant when
it comes to the
experiences of the
people who walk in
this room. This is all
about them.
• Don’t think ahead Be
Don t ahead.
in the moment.
• Attention and respect!
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39. Talk to the people!
Talk Do
Those who are reassigned - go to y
g g your new teams!
15 minutes getting settled (11:45 – Noon)
45 minutes interviewing (Noon – 12:45)
10 – 15 minutes d b i fi
i t debriefing w/ team (12:45 – 1 00)
/t (12 45 1:00)
Capture your thoughts on Post-it Notes
• Describe the person and their situation.
• What are their main needs and pain points?
• What was interesting about their behavior and solutions?
• Wh t did you l
What learn about your protocol t i areas?
b t t l topic ?
• What surprised you? What did not surprise you?
• What were memorable quotes or moments?
q
• What would be a perfect solution for this person?
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41. Analysis
Talk Do
• Now it’s time to dig in and
g
allow ourselves to move PATTERNS DIRECTION
into the abstract FRAMEWORKS IMPERATIVES
• Thi f t makes teams
This fact k t
crazy: there are countless
ways to analyze
qualitative research data,
and none of them are right
or wrong
DATA IDEAS
• Some outcomes: themes, OBSERVATIONS SOLUTIONS
need statements,
motivations and barriers,
frameworks
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42. What to do: Post-it Analysis
Talk Do
• Sometimes called affinity
y
mapping
• Write down your observations
on Post its (you’ve started this!)
Post-its (you ve
• Put them up on a board
• Move them around
• T lk about th
Talk b t them
• Cluster them into categories of
like or similar things
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43. What to do: Other kinds of analysis
Talk Do
A robust analysis phase includes a look at the data from
y p
many angles, some collaborative, some heads-down.
• Video analysis
• Transcript analysis
• Keyword analysis
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44. Outcomes: Themes
Talk Do
• Themes are clusters of observations and findings that the
g
team feels are important coming out of the research. They
must be three things
• True: everyone on research agrees it’s true and relevant
it s
• Descriptive: including a title and a short description
• Suggestive: reframing or creating a new way of looking at the
problem or solutions
bl l ti
Examples of Themes
JARGON: Laptop owners don’t understand the terminology of the features
used to sell and market the products.
INTEROPERABILITY: Everyone experiences the same types of content across
the many devices the o n share and co o n
man de ices they own, co-own.
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45. Outcomes: Need Statements
Talk Do
• Really thinking about needs can p
y g point to fruitful
opportunities for innovative solutions.
• Need statements look something like this:
__________ need ___________ so/because__________
Examples of Need Statements
• Non-tech savvy people purchasing laptops need to understand the technology on their
own terms because it looks like Greek to them.
• Nurses on surgical floors need ways to carry numerous irregularly shaped objects
because they are hustling between rooms & can’t carry everything at once.
• Jack and Jill need ways to transport water down the hill so they can avoid further injury
to crowns or tumbling downs
downs.
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46. Outcomes: Motivations & Barriers
Talk Do
• Beyond just looking at needs, it’s helpful for us to understand
what motivates people to act, or prevents them from making
certain choices.
• Break it down by making lists to understand levers and
influence
• What motivates people to go to traditional financial institutions? To go
to alternative financial institutions?
• Wh t prevents people from going to alternative financial institutions?
What t l f i t lt ti fi i l i tit ti ?
From going to traditional financial institutions?
• What choices are made along the way as people manage their
money and what is motivating them or preventing them from making
alternative choices?
• Turn up y
p your empathy meter to answer these from their p
p y point of
view, not inserting your own judgment or assumptions.
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47. Bonus Outcomes: Frameworks
Talk Do
• Frameworks are conceptual structures that describe and
p
solve complex issues. They’re ways of looking at data.
They must be three things:
• Accurate: must stand up to criticism (the team should do this)
• Clarifying: results in an aha!
• Actionable: suggesting insight that we can work with
EXAMPLES OF FRAMEWORKS
• Process or experience maps
• Typologies
• Taxonomies
• Process diagrams
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48. Synthesis
Talk Do
• Synthesis is the
y
process of creating
PATTERNS DIRECTION
something new to the FRAMEWORKS IMPERATIVES
world,
world pointing toward
solutions, but firmly
rooted in analysis.
• Moving away from the
abstract (ideas, making
sense of the world)
world),
more into the concrete DATA IDEAS
OBSERVATIONS SOLUTIONS
(actions, impact on the
world)
ld)
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49. Opportunities
Talk Do
• Once you have some themes and understand needs &
y
motivations, and have challenged your thinking with
frameworks, think about opportunities.
Create ways t h l ____ (d something) ____ b _____
C t to help (do thi ) by
Examples of Opportunity Statements
• Create ways to help homeless people get food by partnering with local
businesses.
• Create ways to help nurses on surgical floors ease carrying objects by
providing flexible storage and transport.
• Create ways to ease the exchange of goods on Jack and Jill’s neighborhood
hill through mechanical means.
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50. The Design Thinking Roller-coaster
Talk Do
The highs, the lows, the ups, the downs.
g , , p ,
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51. Analyze your data
Talk Do
• Go back to your original teams. You should have
y g
experienced (at least) 3 interviews among you.
• Spend 30 minutes doing a Post-It analysis
• Tell stories and write stuff down
• Define 3 – 55…
• Themes that describe insights coming from your research
• Need Statements (______ need _______ so/because______)
• Motivations and Barriers
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52. Synthesize opportunities
Talk Do
• Spend 15 minutes writing 3 opportunity statements
p g pp y
Create ways to help _______ do _______ by ___________
• Create ways to help homeless people get food by partnering with local
businesses.
• Create ways to help nurses on surgical floors ease carrying objects by
providing flexible storage and transport.
• Create ways to ease the exchange of goods on Jack and Jill’s neighborhood
hill through mechanical means
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54. Ideation
Talk Do
• Commonly known as
y
“the fun part” PATTERNS DIRECTION
FRAMEWORKS IMPERATIVES
• Everything done in
research, analysis and
h l i d
synthesis has been
building up to this
• Make it real!
DATA IDEAS
OBSERVATIONS SOLUTIONS
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55. How to (and not to) Brainstorm
Talk Do
• Defer judgment
j g
• Encourage wild ideas
• Build on each other’s ideas
• One conversation at a time
• Go for quantity not quality
DRAW! Write up each idea on a piece of paper and name it
SHARE! Talk about your ideas
Who has been in a brainstorming session before?
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56. Stuck?
Talk Do
• Think of the worst, most dangerous solution
, g
• WW__D?
• Apple – exceptional design
• Virgin – sophisticated, hip experience
• Disney – themed immersion
• Nordstrom – customer service
• Download Oblique Strategies app
• Role-play radical experiences
• Storyboard out your best idea as a full compelling
experience, mapping every touch-point
• Attraction Entry Immersion Exit Extension
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57. Ideating at different levels
Talk Do
• Think of your underlying ideation strategy. Challenge it.
y y g gy g
• Imagine you’re ideating new envelopes. Your strategy is to create
a better version of what exists today. You’ve got a lot of novel
ideas for designs. Now imagine that y
g g your strategy is to eliminate
gy
the need for what exists today.
• Imagine that your goal is to completely eliminate banking from
p p
people’s lives rather than to introduce them to credit unions.
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58. Our Opportunities
Talk Do
• 20 Minutes – let’s share our opportunities with the g p
pp group
and select which ones we want to pursue!
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59. Ideation Process
Talk Do
• Pick an opportunity! Ideate within it for 20 minutes
pp y
(generating MANY ideas)
• Spend 10 minutes as a team deciding on the one or two
BEST id
ideas
• Pick another! Ideate within it for 20 minutes (generating
MANY ideas)
• Spend 10 minutes as a team deciding on the one or two
BEST ideas
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61. Decision-making process
Talk Do
Frame the decision. What is our desired outcome?
Identify criteria. How will we judge the ideas? Pick 3.
• Meets user needs
• Convenient/easy to use for consumers
• Has business potential
• Relative ease of implementation
• Impact on CU movement
• New to the world
• Interesting use of technology
• Replaces predatory solution
• Etc.
62. Decision Process
Talk Do
Put a colored dot on the concept for our top criteria…
p p
1: Red Dot
2: Yellow Dot
3: Green Dot
4: G
Googley Woogley eyes – Wow Factor!
63. Decision 2012
Talk Do
Each team presents the two BEST ideas that came out
of their brainstorming
Voting and discussion of the TWO ideas that are worth
considering and pursuing
Discuss how the rest of the week will use the above
process and techniques to further these two ideas along
through more focused research, analysis and ideation
Concept Testing tips and techniques
p g p q
64. thank
th k you!
!
jnorvaisas@gmail.com
@jnorvaisas
608.358.6635