The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.

1. Thinking About Change

2. Transforming insights, data and requirements into tangible products, services and experiences that create real value for a consumer or user and create a positive impact on the organization. “ Design” involves the people who need something and the people who can make stuff. Design v .

3. is evolving and there are many views …………….. Design thinking ?

4. “ Design skills and business skills are converging. To be successful in the future, business people will have to become more like designers …more 'masters of heuristics' than 'managers of algorithms.” Roger Martin, Dean of Rotman School of Business, Author of The Design of Business

5. “… design thinking (or whatever we wind up calling this new field) is being created at the borders of design, business, engineering and even marketing.” Bruce Nussbaum, Business Week

6. “ It is about understanding culture and context before we even start on ideas .” Tim Brown, IDEO

7. “ Part of my job is to move [ a good idea ] around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people … get different people together to explore different aspects of it …” Steve Jobs, Apple Photo: whatcounts

8. “ So why collaboration now?.... on the one hand, problems, opportunities, and the environments in which they appear are becoming more complex, on the other hand, to survive this explosion of complexity, people cultivate specialties…. The age of complexity confronts the era of specialization.” Michael Schrage, No More Teams! Mastering the Dynamics of Creative Collaboration

9. “ Design mindfulness is a cultural imperative… it’s a habit of highly successful design-driven companies .” Tom Peters, Design

10. More recently, design thinking has gained attention in business as a possible new and improved way to increase the speed and impact of innovation initiatives

11. it’s the domain of creative people Images courtesy of IDEO Creative people, in creative spaces, doing creative things

12. it’s an innovation discipline Doblin’s Innovation Discipline Model 2006 The right mix of process and activities “ to do things differently and do different things”

13. and a mental stance. It’s how a team thinks and works It’s guided with deep understanding It’s driven by modes of thinking It’s enabled with diversity It’s an emergent thinking style It’s success requires commitment, collaboration as well as a willingness to experiment and assume risk

14. Design thinking has many attributes Collaborative Inclusive Holistic Creative Insightful Provocative Iterative Non-linear Fast Innovative Customer-centered Outcome-oriented

15. Design thinking is less about the steps … Process helps make order out of chaos, but design thinking is more dynamic than any step-wise approach Research Insights Frameworks Concepts Opportunities Solutions

16. and more about different modes of thinking abstract concrete to make to know Analysis What does it mean? Immersion What is the landscape? Synthesis What could we/ would we /should we do? Action How should we do it? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference

17. abstract concrete to make to know Insights Frameworks Opportunities Prototypes Solutions Research Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference and the places where they are needed. Concepts Ideas

18. some call it 360 ° Thinking

19. abstract concrete Analysis What does it mean? Immersion What is the landscape? to know Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference it strives to understand the current situation

20. This image of a simple chalk message scribed on a sidewalk outside an un-employment office inspires us to think of high impact, low cost and environmentally friendly ways to bring important messages to the people who need it most. and create passion around insight

21. it seeks to find meaning Know, Feel + Dream Do, Use Say, Think Explicit Tacit and Latent Observable Un-conscious Conscious

22. Traditional research approaches are often blunt tools for examining human behavior. Why does a couple go out to dinner and a movie one night … and then eat popcorn and watch a DVD at home the next night? it seeks to uncover actual behavior

23. When you understand the experience, you can own it When you understand the experience, then you can own it.

24. abstract concrete to make to know Synthesis What could we/ would we/ should we do? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference to frame new problems, create new stories

25. The process is comprised of two parts; the cycle and the context. The context is the situation that informs the cycle. Users bring an understanding of standards , modes and places to each moment of the cycle. Most will change their choice of places and modes when their standards change. Standards Activities Environments Event Setting Goals Decision Monitoring Evaluation Design thinking visualizes complex information in a way that can inspire new thought bring complex information to life

26. abstract concrete to know Action How should we do it? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference then drive new solutions. to make

27. Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference Design thinking is inclusive Providing roles for different personal preferences abstract concrete to make to know “ IMPLEMENTOR” “ IDEATOR” “ DEVELOPER” “ CLARIFIER” “ RESEARCHER”

28. Deep involvement on the part of a team is a key factor in the successful transition of knowledge and insights into concepts and solutions

29. Analysis What does it mean? Immersion What is the landscape? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference Synthesis What could we/ would we /should we do? Action How should we do it? It’s a dynamic and emergent process that often seeks opportunity by entering through the end users world to craft and shape, problems, opportunities, strategies, ideas and solutions Design thinking is emergent

30. The team that is involved in the act of creation is more likely to implement it

31. Design thinking … Seeks to bring creativity and informed intuition back into management practice

32. Analytical thinking Intuitive thinking Design thinking “ to create better business leaders” Roger Martin , Dean of Rotman School of Business

33. Design thinking … Seeks to moderate many roles

34. “ If I had asked people what they wanted, they would have said faster horses ." Henry Ford Photo: Whitby Archives one for the innovator

35. Photo: Whitby Archives “ Why do you want a faster horse?” “ So I can get to the store in less time.” “ Why do you want to get to the store in less time?” “ So I can get more work done at the farm.” “ Why do you want to get more work done on the farm?” “ So I can have more time to spend with… and one for the end user If someone had explored the end user there may have been many opportunities to see

36. Photo: whatcounts one for technology

37. Photo: Alaska-in-Pictures.com and one for human desire

38. one for business and one for society

39. one for us and one for our future. Photo: China-pix

40. Design thinking … Questions orthodoxies What is tangible? What is intangible? What is the “product”?

41. “ The bottle is just the visible tip of a much deeper system of drug delivery .” Brandon Schauer, Adaptive Path

42. Design thinking creates new and unexpected ways to solve problems…. “ A home owner and avid do-it-yourselfer was observed trying to use both hands to do a repair task. He stuck the flashlight under his collar to free up his hands.” This observation inspired the Black & Decker design team to think about the idea of wearing a flashlight.

43. Design thinking works with many principles visualize to collaborate build to think prototype to learn “ Prototypes are the essential medium for information, interaction, integration, and collaboration .” Michael Schrage

44. The faster you put your ideas into the world the faster you learn about their strengths and weaknesses

45. Design thinking embraces many collaborative “technologies” Prototyping utilizes story telling, improvisation, sketches, models, illustrations, storyboarding, videos, environments, and animations. They all have a role in conveying the intent, the potential, and the emotional experience of an idea . Image courtesy of Second City Innovation

46. Design thinking creates change. Created an entirely new “hands-free” lighting category Transformed Black & Decker from marginal player to the category leader in lighting Highest profitability return in history of the Black & Decker houseware’s business The most successful new product launch in Black & Decker’s History Garnered a dozen industry honors. Permanent collection of the Cooper-Hewitt IDEO selected the SnakeLight as one of 25 items from the Cooper-Hewitt permanent collection that best represents “Design-Thinking”

47. Sources: Adapted from models created by Doblin & Eames Innovation can be found at the intersection of an evolving need and a technology User + Society Should we ? Technology Could we?

48. Embracing design thinking will help identify and create an attractive opportunity, but it is the organization’s ability to deliver that ensures innovation will get implemented.

49. Sources: Adapted from models created by Doblin & Eames User + Society Should we ? Capability Could we? innovation is moderated by the ability of the organization to deliver it. Would we? Organization

50. The biggest obstacle to change is not your competition, it’s the way you currently do things.

51. Vision + Mission Leadership Communication Behavior Willingness Competencies Work processes Legacy systems Barriers or drivers of change?

52. One often over-looked success factor is the even distribution of commitment around innovation among all stakeholders in an organization

53. “ Is your entire organization really on board? When you make breakfast, do you know what the difference is between the chicken and the pig?” Watts Wacker ‘ The 500 Year Delta: What Happens After What Comes Next ’

54. Everyone has a role in change. They all need to have “skin in the game”. level challenge Line workers Project Management Middle Management Senior Management

55. In times of rapid and profound change we need new choices because existing systems are rapidly becoming obsolete. Why change?

56. The data-driven revolution has made business more reliable, but it has also driven courage and intuition out of management. Bridging design thinking with management science will create better leadership. Why design thinking?

57. How can design thinking help business? Design thinking can help prepare the conditions for innovation to occur and help enable innovation to make it to market.

58. Shared commitment through collaboration Deep meaning through empathic research Deeply felt insight through visualization Unexpected opportunities by asking new questions Powerful new ideas through the use of intuition Fast thinking and learning through prototyping How can design help create change?

59. IMHO Design thinking is a dialogue that needs to be painted across a broad canvas within the consultant and client relationship. In other words, design thinking is an innovation practice that can be understood and embraced by everyone involved in helping to prepare the conditions for innovation to happen as well as in helping to bring innovation to market. Any attempt to drive innovation with design needs to acknowledge that there are many factors within the client organization that can affect the ability to deliver innovation.

60. Bibliography We have incorporated the best thinking and practices that have been developed over the years by practitioners and academics associated with product development management, creative problem solving, and design research and planning. We would like to give special credit to the following sources for this presentation: The Product Development Management Association the PDMA body of knowledge The Doblin Group IDEO Vijay Kumar , Associate Professor | Institute of Design, Illinois Institute of Technology. Matt Benson Founder of PD3 and an Innovation Focus faculty partner The Second City Innovation an innovation partner of Innovation Focus Inc.

61. DESIGN If you would like to discuss a design - driven innovation program Bryan deBlois , Director Discovery & Development Innovation Focus Inc. [email_address] www.innovationfocus.com 717.394 2500 Ext 35 Contact us