The document discusses the concepts of design thinking and its application for disruptive business models. It advocates using design thinking principles to craft meaningful customer experiences by starting with products, processes, and focusing on people. It also discusses using insights to design valuable value propositions and outlines challenges in content marketing strategies for staying relevant. Finally, it provides a case study on IBM's use of design thinking and agile methodologies to blend problem solving and execution to deliver user experiences.

1. DESIGN THINKING for
DISRUPTIVE BUSINESS
LESLIE BAYONA
26 NOV 2015

2. Moxie
mox·ie ˈmäksē/
aggressive energy; initiative;
determination to solve a difficult problem.

3. WHY DESIGN?
USELESS DATA PROVIDES NO VALUE
INFORMATION OVERLOAD LEADS TO
MISCOMMUNICATION
= CHAOS
BROKEN INTERNAL PROCESS
CAN BE FELT OUTSIDE
CUSTOMER EXPERIENCE (CX)

4. ORGANIZATIONAL
ALIGNMENT
DESIGN FOR
PRODUCT
PROCESS
PEOPLE

5. DESIGN
INNOVATION
&
CUSTOMER EXPERIENCE (CX)
meaningful & relevant experiences add value
GOAL: craft this customer experience,
starting with your product
Design Thinking principles can be powerful
to adopt innovative new ideas and experiences.

6. VALUE PROPOSITION DESIGN
CREATING VALUE OUT OF INSIGHTS

8. IaaS
agility
faster deployment of resources
subscription
model
manageability
manageability

10. Mapping the Value Proposition of Value Proposition Design

13. CEB CHALLENGER COMMERCIAL TRAINING
TAILORING CONTENT FOR YOUR CUSTOMER

14. Unique valuable perspectives on my market
Help me navigate alternatives
Help avoid potential risks
Educate on new issues and outcomes
CEB (CORPORATE EXECUTIVE BOARD)
CHALLENGER MODEL
What customers look for:
PERSPECTIVE
EDUCATION
RISK
ALTERNATIVES• Teach customers a new way to think about business
• Tailor approach to resonate
• Take control of the buying process
Constructive Tension TRIGGERS ACTION

15. FOR SALES TO CLIENT ENGAGEMENTS
Information toolkit
Encourage information that’s new
But how does the customer tie this up
with his business?
CHALLENGER PRESENTATION FORMAT
I. Background of the Company
II. Tailoring to the Individual - the advocate in
the company willing and able to help your
cause.
INDUSTRY ( COMPANY ( ROLE (INDIVIDUAL)))
Reframe how the customer views their business
that inspires action to your solution .
NEW CONTENT FORMULA
70% CUSTOMER,
30% OWN PRODUCTS
FROM TRADITIONAL SALES
PITCH TO CHALLENGER
Insights
Make customer think different
Suggest action leading to your solution

17. Step 1: Identify a pain point
Step 2: Educate customers on
associated costs for leaving issues
unresolved
AS A BUSINESS ADVISER:
Discover Opportunities ›
Align Vision ›
Implement and Grow
FROM TRADITIONAL SALES
PITCH TO CHALLENGER
Market Share, Profit, Growth, Stabilize, Improve,
Reduce, Expand, Ask, Report, Measure, Promote
Constructive Tension TRIGGERS ACTION
Begin: INSIGHT Raising a concern
Mid: IMPACT Identify true cost
End: Share unique SOLUTION leading to
your unique strengths
TRUST = VALUE Increase Product Benefits
while Reducing Cost
USE CASES: ENUMERATE SCENARIOS
TO SERVE AS MARKET INSIGHT

22. CONTENT MARKETING STRATEGY
STAYING RELEVANT WITH NEW INFORMATION

24. DO THIS NOW

26. "At heart, a focus on the business of technology,
grounded in design, with a light touch of curiosity about life."

27. IBM DESIGN EXPERIENCE CASE STUDY
BLEND DESIGN THINKING AND AGILE

28. Blend Design Thinking And Agile
The goal of IBM Design Thinking is to create those links between problem solving,
execution, and release and to help cross-functional teams deliver experiences, not
just design them rethink existing project portfolios.
Drive: shiſt the company away from feature- and function- driven soſtware
development toward UX as a market differentiator.

30. IBM’S DESIGN THINKING BUILDS ON:
HILLS
SPONSOR USERS
PLAYBACKS
The level of B2B product design
will continue to rise.
Users of B2B soſtware are becoming increasingly
accustomed to easy- to-use, effective, and
appealingly designed products. IBM’s focus on a
good user interface (UI) for B2B products increases
the pressure for other companies to follow suit or
perish.
THE INGREDIENTS: Adapted, Adopted, And
Improved Practices

31. CRAFTING A HILLS STATEMENT
IBM defines Hills as “user-centric statements that define the
mission and scope of a product release and serve to focus the
design and development work on desired market outcomes.”
WHO, WHAT, WOW!
EXAMPLE
“A growth market-based sales manager can assemble a response team
from around the world in 24 hours without management’s help.”

32. CATEGORY NAME Cloud
PRODUCT NAME Microsoſt Office 365
PRODUCT NICKNAME MS O365
WHO WHAT WOW
EDUCATION INDUSTRY
A university can allow its
faculty and students
to collaborate
seamlessly using best-
in-class productivity
tools
accessible anywhere,
even outside of the
classroom.
HILLS STATEMENT
A university can allow its faculty and students to collaborate seamlessly
using best-in-class productivity tools accessible anywhere, even outside of
the classroom.
Finance Department
X University can save up on Microsoſt Office soſtware licenses with TCO
savings up to 30% on the Cloud.
IT Department
X University’s IT department doesn’t have to worry about migrating their
data into the Cloud MS O365, as a MS CSP we can do this in 5 days.
DO THIS NOW
CRAFTING A HILLS STATEMENT
EXAMPLE
“A growth market-based sales manager can assemble a response team
from around the world in 24 hours without management’s help.”

33. CATEGORY NAME
PRODUCT NAME
PRODUCT
NICKNAME
WHO INDUSTRY INDUSTRY INDUSTRY WOW PRODUCT
HILLS STATEMENT
WHAT
Use Case / Workload
Use Case / Workload
Use Case / Workload
Use Case / Workload
CATEGORY
HILLS STATEMENT
DUE MONDAY NOV 30 12NN VIA EMAIL TO LESLIE
HILLS STATEMENT TEMPLATE
EXAMPLE HILLS STATEMENT
“A growth market-based sales manager can assemble a response team from around the
world in 24 hours without management’s help.”

34. “Your pitch should explain
what you are working on,
the technical insight that’s
driving it, how you are
measuring your success
(particularly customer benefit),
and perhaps how it fits into the
big picture.”
― Eric Schmidt, How Google Works