This document outlines a workshop on design thinking, including its definition, historical context, and practical applications across various industries. It emphasizes the importance of empathizing with users, ideating solutions, prototyping, and testing in the design thinking process. The workshop also encourages full participation, introduces diverse case studies, and highlights resources for further learning and implementation.

1. DESIGN THINKING
December 2017
INTRODUCTION TO

2. Welcome
Intro, background context & goals for today
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3. AGENDA
Kickoff: Background, Introduction & Goals for Today
Overview of Design Thinking
- What is Design Thinking? What is it Not?
- What does it look like in Action?
Case Stories of How & Where It Is Being Used
- Companies like Airbnb, GE Healthcare, Laperye furniture
- Cities like Sydney
- Consultancies like ThoughtWorks, IDEO
- And many more examples
Taking Action
- Why Use Design Thinking?
- How Can Leaders Enable Design Thinking To Happen?
- Resources To Use and Learn More
Wrap up: Takeaways and Q&A
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4. TODAY’S WORKSHOP
• No laptops or phones
• Interactive discussion - Full participation
• Parking Lot
• Good is the enemy of great (time)
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5. FIRST, AN INTRO EXERCISE
Dot-voting on the Agenda
• Vote where you are most interested to spend time
• Put multiple dots on the same topic, or split them up
Write down your Insights/Takeaways and Questions as we go
• Write in capitals using sharpie, (so they can be read)
• 1 idea per sticky note (so they can be moved)
• Stickies can be anonymous, or not (you decide)
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6. Overview of
Design Thinking
Natalie Hollier, Product & Design Principal at ThoughtWorks
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7. 7
Tell me: What is design?

8. 8
A solution to a problem or need,
within set constraints.

9. DESIGN IN CONTEXT
• Architects design living environments within the
constraints of space and material
• Civil engineers design infrastructure within the constraints
material
• Graphic artists at advertising agencies design messages
within the constraints of media
• City planners design public transport services within the
constraints of traffic and movement
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10. THE DESIGN OF EXPERIENCES
User Experience Designers (UX, XD)
solve problems for people within the
constraints of business and
technology.
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11. EMBRACE CONSTRAINT
“When forced to work within a strict framework
the imagination is taxed to its utmost - and will
produce its richest ideas. Given total freedom
the work is likely to sprawl.” -T.S. Eliot
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12. 1
2
Tell me: What is design?
Design Thinking

13. HISTORY: DESIGN THINKING IS AS OLD AS DESIGN
The term was
coined in the
1990's by David
Kelley and Tim
Brown of IDEO,
with Roger Martin,
and encapsulated
methods and
ideas that have
been brewing for
years into a single
unified concept.
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1956 Eame’s Chair
1998 Apple iMac

14. Design Thinking is the discipline that uses
the designer’s sensibility and methods to
match people’s needs with what is
technologically feasible and what a viable
business strategy can convert into
customer value and market opportunity.
Tim Brown, IDEO

15. The mission of design thinking is to
translate observations into insights and
insights into products and services that
will improve lives.
Tim Brown, CEO IDEO
Change by Design
HOW?

16. DESIGN THINKING PROCESS
- Stanford d.School
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17. 1
FIND THE RIGHT
PROBLEM
FIND THE RIGHT
SOLUTION
trigger vision & plan solution

18. WHO, WHAT, WHERE & WHEN?
• WHO - Whole team; design, business, engineering
• WHAT - Collaborative, creative, visual, make things, test ideas, iterate
• WHERE - Together in a shared space, and anywhere your users are
• WHEN - Heavier in the beginning of a new product/service, and lightweight
ongoing
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19. MINDSET
Design Thinking is a mindset more than a specific process or
artifacts. In reality it is more like this:
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20. WHAT DESIGN THINKING IS NOT
• Workshops with sticky notes
• Creating design artifacts
• Only for designers
• Only for products (or only for services)
• Lean, Agile or Waterfall methods – it can be independent of or
combined with any development methodology
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21. WHAT DOES IT LOOK LIKE IN ACTION?
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EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Discover User
Needs and
Understand the
Problem Space

22. SAMPLE ACTIVITIES FOR DISCOVERY
EMPATHY INTERVIEW
GROUP DISCUSSIONS
SECONDARY RESEARCH
COMPETITIVE ANALYSIS PERSONAL INVENTORY
OBSERVATION SPACE/ PLACE VISITS
CAMERA JOURNALS
Who can we interview to better
understand our problem?
What data, case studies or
research already exists about
this problem?
Who might we observe to
better understand the needs
and flow of the problem?
What spaces and places can
we go to for information and
inspiration?
Who can we bring together in
a dialogue to dig deeper into
the problem?
Can we create a documentary
record of the problem? How
can we best harvest media?
What other solutions exist in
the current market, the past
or adjacent industries?
What personal artifacts,
objects or contexts can we get
people to explain to us?
LOW-BARRIER ACTIVITIES

23. SAMPLE ARTIFACTS FROM DISCOVERY
• Empathy Map
• Persona
• User Journey
• Service Blueprint

24. WHAT DOES IT LOOK LIKE IN ACTION?
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EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Synthesize
Insights & Define
Opportunities

25. CLUSTERING DATA ON A USER JOURNEY
ENTICE ENTER ENGAGE EXIT EXTEND
CUSTOMER JOURNEY MAP
+
_
2

26. IDENTIFYING INSIGHTS
INSIGHTS IN THE DATA
Cluster + Interpret
What patterns and themes emerge from the data?
What are the underlying needs and motivations behind
people’s thoughts, feelings, and behaviors?
2
AFFINITY MAPPING + INTERPRETATION

27. INSIGHTS FROM DATA
DATA VS. NEEDS
DATA NEED
“Hannah loves getting free
room upgrades.”
“Unexpected gifts make
people feel special.”
DATA INSIGHT

28. REFRAMING PAIN POINTS AS OPPORTUNITIES

29. SAMPLE ARTIFACTS FROM DEFINE
• Research Insights Report
• “How Might We ..?” Opportunity Statements
• Opportunity Backlog

30. WHAT DOES IT LOOK LIKE IN ACTION?
30
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Divergent
Ideation of
Solution
Concepts

31. IDEATION ACTIVITIES & TIPS
IDEATE: TIPS
Don’t mix Open and Close
Trying to do both at the same time is soul-crushing
and counter-productive! Make sure everyone knows
what mode you’re in.
Balance personal and group
Groupthink is a powerful tool…use it lightly. Give
teams time to generate both alone and in groups.
• Individual brainstorming & concept generation
• Group brainstorming
• User co-design workshops
• Concept generation templates & activities
• Prioritization exercises
IDEO’S 7 RULES OF BRAINSTORMING

32. SAMPLE ARTIFACTS FROM IDEATE
• Idea Backlog
• Concept Vision
• Concept Sketch
@thedesigngym

33. WHAT DOES IT LOOK LIKE IN ACTION?
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EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Rapidly Build
Solution
Concepts

34. SAMPLE ACTIVITIES & ARTIFACTS FROM PROTOTYPE
• Paper Sketch Wireframes
• Clickable Design Wireframes
• Interactive Software Code
• Physical Props
• Interactive Hardware
• To-Be Service Blueprint

35. WHAT DOES IT LOOK LIKE IN ACTION?
35
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Validate Solution
Concepts with
Real Users

36. REMEMBER WHAT YOU ARE TESTING
CONCEPT
TESTING
Does our
solution solve
the problem?
USABILITY
TESTING
Is the
implementation
usable?
Concept testing is best done with
low fidelity prototypes or other
methods (survey, photos/images,
explainer video, etc)
Usability testing is best done with
interactive / working prototypes
(physical or digital)

37. SAMPLE ACTIVITIES & ARTIFACTS FROM TEST
• Survey Results
• Raw User Feedback
• Observed User Behavior Data
• A/B Test Data
• Task Completion Success Rate
• Research Findings Report

38. Case Stories of
Design Thinking
How and where is it being used?
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39. • 2 founders have Industrial Design background
• Quality Photos - a non-scalable experiment
• Snow White - storyboards point to mobile
• Why Hosts Reject – tree taxonomy of reasons
• Brainstorming sessions – done right with
facilitator, pre/post data & research
Airbnb: DESIGN CULTURE
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40. • Reduced children’s anxiety
• Patient satisfaction scores went up 90 percent
• Children holding still  doctors don’t have to repeat the scans
• Reduced need for anesthesiologists  more patients scanned per day
• Greater efficiency  improved financial performance
GE Healthcare: CHILDREN’S SCANS
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41. City of Sydney: DESIGNING OUT CRIME
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42. Lapeyre: BATHROOM FOR ELDERLY
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1of 6 prototype iterations tested
CAD model of bathroom with chair seat cabinet
Team built empathy wearing age suits

43. ThoughtWorks BAHMNI – EMR & HOSPITAL SYSTEM
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Observing Admin Staff searching for a patient
record at JSS Hospital in India
Observing a hospital in Butan in order to adapt the
registration flow to suit their needs

44. IDEO – SHOPPING CART CONCEPT
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45. MORE CASE STORIES
• IBM https://www.ibm.com/design/thinking/
• Procter & Gamble – Olay https://hbr.org/video/4443548301001/the-explainer-design-thinking
• Capital One Bank https://www.forbes.com/sites/alfresco/2017/03/10/capital-one-embraces-design-
thinking/
• Mayo Clinic Healthcare http://centerforinnovation.mayo.edu/
• Rotterdam Eye Hospital https://hbr.org/2017/11/how-design-thinking-is-improving-patient-caregiver-
conversations and http://thisisdesignthinking.net/2017/01/rotterdam-eye-hospital/
• John Hopkins Hospital https://hbr.org/2017/08/health-care-providers-can-use-design-thinking-to-
improve-patient-experiences
• Kaiser Permanente Hospital, Shimano Bicycles and others https://hbr.org/2008/06/design-thinking
• And many, many more http://thisisdesignthinking.net/category/cases/
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46. Taking Action
Implementing Design Thinking in your organization
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47. WHY USE DESIGN THINKING?
• You are not your users; blind spots from expert bias, employee
context, familiarity
• Better products & services, customer experience
• Save time & money by building the right solution first time. A beautiful
design solving the wrong problem will fail
• Innovation from divergent thinking, exploring multiple solutions
• Design-centered companies achieve better results (e.g. higher stock
price)
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48. HOW CAN LEADERS ENABLE DESIGN THINKING?
• Condone the process: Empower team to have space, timeline, resources
• Enable the team: promote, organize, or reimburse team training
• Remove blockers: Help provide access to users
• Lead by example: encourage diversity of opinions, exploring multiple possible
solutions, validating with users
• Reframe what you ask for: Provide requirements in terms of goals and
constraints rather than solutions/features
• Hold them accountable to results: Focus on achieving and measuring
outcomes over outputs
• Champion the mindset: Love the problem not the solution
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49. RESOURCES TO USE NOW
Activity Toolkits
• Stanford d.School Bootcamp Bootleg https://dschool.stanford.edu/resources/the-bootcamp-bootleg
• IDEO Design Kit http://www.designkit.org/methods
• Universal Methods of Design by Bruce Harrington and Bella Martin
• Innovation games http://www.innovationgames.com/the-innovation-games
• Game storming by Dave Gray, Sunni Brown and James Macanufo
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50. RESOURCES TO LEARN MORE
Articles
• Design Thinking 101 https://www.nngroup.com/articles/design-thinking/
• Design Thinking Comes of Age https://hbr.org/2015/09/design-thinking-comes-of-age
Books
• Change By Design by Tim Brown
• Sprint by Jake Knapp
• The Design of Everyday Things by Don Norman
Courses
• IDEO U https://www.ideou.com/products/hello-design-thinking
• Stanford d.School https://dschool.stanford.edu/programs/executive-education
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51. • Understanding Design Thinking, Lean & Agile http://www.oreilly.com/design/free/understanding-design-thinking-
lean-and-agile.csp
• Actionable Innovation https://info.thoughtworks.com/ebook-actionable-innovation.html
• The Lean Product Guide www.leanproductguide.com
• To The Point - A recipe for creating lean products www.leanpub.com/tothepoint -
• Lean Enterprise: Adopting Continuous Delivery, DevOps and Lean Startup at Scale (O’Reilly)
MORE FROM OUR PRACTITIONERS

52. Takeaways + Q&A
Insights from today’s workshop
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53. ABOUT THAT STICKY EXERCISE …
What effect did dot-voting and clustering (affinity grouping) on Agenda,
Q&A and Takeaways have on today’s workshop?
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54. THANK YOU
Natalie Hollier
North America Product & Design Principal
ThoughtWorks
nhollier@thoughtworks.com
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