Human-centered design (HCD) is a process that uses qualitative research methods to understand user needs and develop solutions. It involves three phases - Hear, Create, and Deliver. The Hear phase focuses on understanding user perspectives through methods like interviews and observations to capture stories and insights. The Create phase synthesizes this research into opportunities and prototypes solutions. The Deliver phase evaluates how solutions can be implemented and sustained. The document provides guidance on applying HCD through scenarios and outlines the goals and steps of each phase to move from user understanding to tangible solutions.
This was the presentation I gave at the Ross Net Impact 2011 conference at the Ross School of Business at the University of Michigan on the topic of Design Thinking for Social Innovation.
Design Thinking and Public Sector Innovation Ben Weinlick
Ben Weinlick of Think Jar Collective gave a keynote for the Canada Conference Board Public Sector Innovation conference on how human centered design thinking can be a game changer for service and system innovation in the public and social sectors.
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 for Social Innovation at IEMax Oliva
How might we provide drinkable water to low income rural communities? How might we provide premature baby incubation solutions for the Base of the Pyramid? How might we create a process and culture which enables innovaiton to be at the core of our organization, be it from a social enteprise, a responsible business or a cross collaboration with unlikely allies? We need to re-imagine, re-invent and re-design the way that we do business, the way in which we create and deliver value. Design is too important to be left to designers alone. During this workshop, you will learn the key concepts of Design Thinking with a focus on social innovation, experimenting with collective creativity, and practicing with key tools to apply in future social challenges. Design thinking you can learn at a workshop; it takes a lifetime to master it.
This set of method cards introduces briefly the design thinking approach. It explains the design process as well as the prototyping phases of design thinking projects.
There basically 2 ways of getting involved with the University of St.Gallen in order to have a design thinking team working for your organization.
1. Design Thinking @ HSG
2. Embedded Design Thinking
Both ways are explained in the set.
For more information visit http://dthsg.com
This was the presentation I gave at the Ross Net Impact 2011 conference at the Ross School of Business at the University of Michigan on the topic of Design Thinking for Social Innovation.
Design Thinking and Public Sector Innovation Ben Weinlick
Ben Weinlick of Think Jar Collective gave a keynote for the Canada Conference Board Public Sector Innovation conference on how human centered design thinking can be a game changer for service and system innovation in the public and social sectors.
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 for Social Innovation at IEMax Oliva
How might we provide drinkable water to low income rural communities? How might we provide premature baby incubation solutions for the Base of the Pyramid? How might we create a process and culture which enables innovaiton to be at the core of our organization, be it from a social enteprise, a responsible business or a cross collaboration with unlikely allies? We need to re-imagine, re-invent and re-design the way that we do business, the way in which we create and deliver value. Design is too important to be left to designers alone. During this workshop, you will learn the key concepts of Design Thinking with a focus on social innovation, experimenting with collective creativity, and practicing with key tools to apply in future social challenges. Design thinking you can learn at a workshop; it takes a lifetime to master it.
This set of method cards introduces briefly the design thinking approach. It explains the design process as well as the prototyping phases of design thinking projects.
There basically 2 ways of getting involved with the University of St.Gallen in order to have a design thinking team working for your organization.
1. Design Thinking @ HSG
2. Embedded Design Thinking
Both ways are explained in the set.
For more information visit http://dthsg.com
Are you constantly coming up short on forward-thinking ideas and prototypes that excite your test audience? Time for a new course of action - Design Thinking! Join us in this complimentary training lesson as we introduce you to the five key factors of The Design Thinking Process and show you how to begin implementing innovative and successful project solutions.
Design Thinking Dallas by Chris BernardChris Bernard
These are the slides I gave for a keynote at a conference hosting by IMC2 for the Design Thinking Dallas Conference. Some of the content here is repetitive across other presentations I give.
Questions? Email me at chris.bernard@microsoft.com
This lecture focuses on providing an overview of the design thinking process. Students will apply this concept to building a business model around their entrepreneurial idea.
http://www.socialentrepreneurship.ca/aps1015h/
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.
I design think, therefore I am a UX'er.Chris Jackson
My closing keynote from the inaugural UX Homegrown conference in New Zealand. It focussed on the need to bridge the perceived gap between design thinking and UX, building on my previous "Beyond Design Thinking" presentation. It identifies the richness and diversity of both approaches and how they are better when they are closely connected, especially when framed in a digital context.
I don't present from notes, so they aren't included in the presentation, so you just see text from the slides. I am currently writing a blog post about the presentation, which I will add a link to in due course.
Understanding Users Through Ethnography and Modeling - STC Summit 2010Jim Jarrett
90 minute training for experienced practitioners in best practices for analyzing and modeling qualitative user research, including KJ Analysis, personas, and scenarios. Tips and tricks and techniques included. Presented at the STC Summit 2010 on 3 May 2010.
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
Σήμερα, με το πάτημα ενός κουμπιού έχουμε πρόσβαση σε όλο τον κόσμο, εξοπλισμένοι με ποικίλα εργαλεία , έχουμε την ευκαιρία, να εξερευνήσουμε νέες δυνατότητες , νέες ιδέες , νέες τελετουργίες και λύσεις . Έχουμε όμως ακόμα όνειρα; Με αφετηρία τη διαδικασία της σχεδιαστικής σκέψης ( ‘designerly’ ways of thinking), θα μελετήσουμε βήμα προς βήμα τα στάδια μετάβασης από την ιδέα στην υλοποίηση της δικής σας δράσης.
Are you constantly coming up short on forward-thinking ideas and prototypes that excite your test audience? Time for a new course of action - Design Thinking! Join us in this complimentary training lesson as we introduce you to the five key factors of The Design Thinking Process and show you how to begin implementing innovative and successful project solutions.
Design Thinking Dallas by Chris BernardChris Bernard
These are the slides I gave for a keynote at a conference hosting by IMC2 for the Design Thinking Dallas Conference. Some of the content here is repetitive across other presentations I give.
Questions? Email me at chris.bernard@microsoft.com
This lecture focuses on providing an overview of the design thinking process. Students will apply this concept to building a business model around their entrepreneurial idea.
http://www.socialentrepreneurship.ca/aps1015h/
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.
I design think, therefore I am a UX'er.Chris Jackson
My closing keynote from the inaugural UX Homegrown conference in New Zealand. It focussed on the need to bridge the perceived gap between design thinking and UX, building on my previous "Beyond Design Thinking" presentation. It identifies the richness and diversity of both approaches and how they are better when they are closely connected, especially when framed in a digital context.
I don't present from notes, so they aren't included in the presentation, so you just see text from the slides. I am currently writing a blog post about the presentation, which I will add a link to in due course.
Understanding Users Through Ethnography and Modeling - STC Summit 2010Jim Jarrett
90 minute training for experienced practitioners in best practices for analyzing and modeling qualitative user research, including KJ Analysis, personas, and scenarios. Tips and tricks and techniques included. Presented at the STC Summit 2010 on 3 May 2010.
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
Σήμερα, με το πάτημα ενός κουμπιού έχουμε πρόσβαση σε όλο τον κόσμο, εξοπλισμένοι με ποικίλα εργαλεία , έχουμε την ευκαιρία, να εξερευνήσουμε νέες δυνατότητες , νέες ιδέες , νέες τελετουργίες και λύσεις . Έχουμε όμως ακόμα όνειρα; Με αφετηρία τη διαδικασία της σχεδιαστικής σκέψης ( ‘designerly’ ways of thinking), θα μελετήσουμε βήμα προς βήμα τα στάδια μετάβασης από την ιδέα στην υλοποίηση της δικής σας δράσης.
Design is a plan or specification for the construction of an object or system or for implementing an activity or process or the result or specification in the form of a prototype product or process.In other words design means solve problems.
Rapid Prototyping Learning Launch
Visualization Journey Mapping Value Chain Analysis
Customer Co-Creation
Assumption TestingConcept DevelopmentBrainstormingMind Mapping
8
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Rotman Magazine Fall 2011 / 17
WHEN DESIGNER HUGH DUBBERLY asked Tim Brennan of Apple’s
CreativeServicesgrouptodefinedesign forhisbook, How Do You
Design?,Brennandrewthe followingpicture:
While many business people appreciate the power of design,
a formal process for its practice has been elusive; until now.
by Jeanne Liedtka and Tim Ogilvie
Designing for Growth:
A Tool Kit For Managers
? $
Design, this drawing asserts, is simply magic – a mysterious
no-man’s land where only the brave dare tread. Such a definition
mocksthe ideathata formalprocesscouldpossiblyexist fornavi-
gating itsmanyhairpin turns.
Our advice: don’t be put off by Brennan’s view of design.
Design has many different meanings, and the approach we will
describe here is more akin to Dorothy’s ruby slippers than to a
magicwand:you’vealreadygotthepower;you justneedtofigure
outhowtouse it.Can the averagemanagerbe transformed into
the next Jonathan Ive? No more than your local golf pro can
turn you into Tiger Woods. But can you improve your game?
Without adoubt.
If Managers Thought Like Designers
Whatwouldbedifferentifmanagersthoughtmorelikedesigners?
Wehave threewords foryou: empathy, inventionand iteration.
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Designalwaysbeginswithempathy–establishingadeepunder-
standing of those for whom you are designing. Managers who
thought likedesignerswould consistentlyput themselves in their
customers’ shoes. We all know we’re supposed to be ‘customer-
centered’, but what we’re talking about is deeper and more
personal than that: trueempathyentailsknowingyourcustomers
asrealpeoplewithrealproblems,ratherthanastargetsforsalesor
as a set of demographic statistics around age or income level. It
involvesdevelopinganunderstandingofboththeiremotionaland
their ‘rational’ needsandwants.
In addition,managerswho thought likedesignerswould view
themselvesas creators.Forallourtalkaboutthe ‘artandscience’of
management, we have mostly paid attention to the science part.
Taking design seriously means acknowledging the difference
betweenwhat scientistsdoandwhatdesignersdo:whereas scien-
tists investigate today to discover explanations for what already
is, designers invent tomorrow to create something that isn’t.
Powerfulfuturesarerarelydiscoveredprimarilythroughanalytics.
Theyare,asWalt Disneyoncesaid,“Createdfirst inthemindand
next in theactivity.”
Finally, design insists that we prepare ourselves to iterate our
way to a solution, somanagerswho thought like designerswould
view themselves as learners. Most managers are taught a linear
problem-solving methodology: define the problem, identify vari-
ous solutions, analyze each, and choose the best one. Designers
aren’t nearly so impatient – or optimistic; they understand ...
Design Thinking Overview (summary by Interaction Design Foundation)Dennis Antolin
Design Thinking Overview
Fundamental principles behind Design Thinking:
• Design Thinking starts with empathy, a deep human focus, in order to gain insights which may reveal new and unexplored ways of seeing, and courses of action to follow in bringing about preferred situations for business and society.
• It involves reframing the perceived problem or challenge at hand, and gaining perspectives, which allow a more holistic look at the path towards these preferred situations.
It encourages collaborative, multi-disciplinary teamwork to leverage the skills, personalities and thinking styles of many in order to solve multifaceted problems.
• It initially employs divergent styles of thinking to explore as many possibilities, deferring judgment and creating an open ideations space to allow for the maximum number of ideas and points of view to surface.
• It later employs convergent styles of thinking to isolate potential solution streams, combining and refining insights and more mature ideas, which pave a path forward.
• It engages in the early exploration of selected ideas, rapidly modeling potential solutions to encourage learning while doing, and allow for gaining additional insight into the viability of solutions before too much time or money has been spent
• Tests the prototypes which survive the processes further to remove any potential issues.
• Iterates through the various stages, revisiting empathetic frames of mind and then redefining the challenge as new knowledge and insight are gained along the way.
• It starts off chaotic and cloudy steamrolling towards points of clarity until a desirable, feasible and viable solution emerges.
Design Thinking Frameworks
• Heart, Head, and Hand
• Deep Dive
• d.school’s 5 Stage Process
• IDEO’s Design Thinking Process
• HCD - Human Centred Design
• Design Council of the UK: 4 D’s
• Frog Design
• What x 4
• The LUMA System
User Centered Design module for Master study in Enterprise Management. Main arguments are Design Thinking, Lean UX Digital Entity “The Hive” methodology, Usability.
Design thinking: An approach to innovation that scales. Infosys Consulting
In our latest piece of thought-leadership, two of our partners show-case how design thinking is rapidly changing the way companies approach innovation, and why it is a process that can be taught to almost anyone. This paper explores the key pillars of design thinking using real-world Infosys Consulting client success stories and offers insights into how any firm can incorporate it into their approach forward.
Broadening Assumptions to Find a Better Way - Innovation Tools Current Method...Mike Cardus
Every company, team and person has established patters of What, Where, When, Who and How something gets done. It ranges from simple things like arriving at work and when we take a break to complex things like employee onboarding and hiring practices. Taking time as a team to challenge existing presumptions and work to create small steps, can break inertia (stuckness) in how your project team operates, while creating a shared understanding of why we are here and how we can improve things.
www.create-learning.com
Human centered desing toolkit
A step-by-step guide to the elements of human-centered design, specifically adapted for NGOs and social enterprises working with low-income communities around the globe. Through a series of methods, activities, and resources, the toolkit can empower individuals and organizations to become designers themselves and enable change in their own communitie
By @ideo
Our Credentials Presentation - not too descriptive. The following presentation is made to not stand alone and be presented by us, in person, but nevertheless, a great way to get a foot in the door of your considering us as professionals and our services as unique. Cheers!
El creciente papel de las instituciones financieras de desarrollo en la promo...Guadalupe de la Mata
El creciente papel de las instituciones
financieras de desarrollo en la promoción
del crecimiento de los países menos
avanzados; modelos institucionales
Instrumentos europeos de apoyo al emprendimiento. acceso a la financiación d...Guadalupe de la Mata
Este trabajo analiza la problemática de la financiación de las PYMEs y estudia los distintos mecanismos aplicables para mitigarla como estrategia de desarrollo local.
Articulo mercados emergentes y reequilibrio global guadalupeGuadalupe de la Mata
Artículo EL PAPEL DE LAS INSTITUCIONES FINANCIERAS DE DESARROLLO EN LOS FLUJOS FINANCIEROS DE PAÍSES EMERGENTES: IMPLICACIONES PARA EL FONPRODE EN ESPAÑA
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Design thinking for social change. guadalupe de la mata
1. Howto use designthinkingfor
Social InnovationProjects
TheHumanCenteredDesignToolkit
Developedby IDEO
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www.innovationforsocialchange.org
2. Do youwantto?
Bring innovation to the base of the pyramid?
Enter a new region?
Adapt a technology to your region?
Understand the needs of constituents better?
Find new methods for monitoring and evaluation?
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3. HumanCenteredDesign
Human-Centered Through 3
Solutions include
Design (HCD) lenses:
• is a process and • Products, • Desirability
a set of • Services, • Feasibility
techniques • Environments, • Viability
used to create lenses.
• Organizations,
new solutions
for the world. • Modes of
interaction.
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www.innovationforsocialchange.org
4. 3 lenses
What do peopledesire?
The process begins by examining
the needs, dreams & behaviors
of the people we want to
affect with our solutions.
We seek to listen to and
Desirability
understand what they want.
Feasibility Viability
What is technically
What can be financially viable?
and organizationally feasible?
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www.innovationforsocialchange.org
5. Theprocess
The process will move your
The process
team
• starts with a specific • from concrete
Design Challenge and observations about
• goes through three main people,
phases: • to abstract thinking as you
• Hear, uncover insights and
• Create, and themes,
• Deliver. • then back to the concrete
with tangible solutions.
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www.innovationforsocialchange.org
6. Theprocess
concrete
concrete
observations
tangible
about
solutions.
people,
abstract
thinking as
you uncover
insights and
themes,
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www.innovationforsocialchange.org
7. Phases
Hear
Deliver Create
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www.innovationforsocialchange.org
8. Theprocess
• collect stories and inspiration from people.
• prepare for and conduct field research.
HEAR
• work together in a workshop format to translate what you heard from people
into frameworks, opportunities, solutions, and prototypes.
• move together from concrete to more abstract thinking in identifying themes and
CREATE opportunities, and then back to the concrete with solutions and prototypes.
• begin to realize your solutions through rapid revenue and cost
modeling, capability assessment, and implementation planning.
DELIVER • this will help you launch new solutions into the world.
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www.innovationforsocialchange.org
9. Theprocess
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10. Gettingready
Multidisciplinary
teams
Finite Dedicated
Timeframes Spaces
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www.innovationforsocialchange.org
11. Multidisciplinary teams
You will have a higher likelihood
to solve complex problems by Different disciplinary and
intentionally assembling the educational backgrounds,
right team of people
you will have a better chance of
a core group of 3-8 coming up with unexpected
individuals, one of whom is the solutions when these people
facilitator approach problems from
different points of view.
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12. Dedicated Spaces
Having a separate
project space
allows the team:
to be constantly
able to track the
inspired by immersed in their
progress of the
imagery from the post-it notes, and
project.
field,
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13. FiniteTimeframes
Finite Timeframes
Likewise, an innovation
Many people notice that project with a beginning,
they work best with middle, and end is more
deadlines and concrete likely to keep the team
timelines. motivated and focused on
moving forward.
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14. 4 potentialscenarios
Scenario 4:
Scenario 3:
Scenario 1: the Scenario 2: the Complementing
Activating
week-long Deep several-month existing
already-existing
Dive Deep Dive long-term
knowledge
Activities
15. Scenario 1: theweek-longDeepDive
This format is good for early-
One week timeline phase learning and for spurring
new thinking. use when you:
• forces the design team to work • » Need to learn about a new
quickly to gather and analyze area or challenge quickly.
data, then moves rapidly to • » Need to kick-start thinking
solutions, prototypes and about a long-standing
plans. intractable problem.
• long enough to gain good • » Want to refresh the thinking
understanding, yet short of the staff.
enough to allow to put limited
resources against a challenge.
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www.innovationforsocialchange.org
16. Scenario 2: the several-month Deep Dive
A longer time frame, Use when you: Pull out and use:
• enables a deeper, more • » Need to design robust • » All sections of the
nuanced understanding and solutions because the funds Toolkit, allowing the nature
theorization of a complex for implementation are of the Challenge to dictate
challenge or problem. available. the appropriate timeframes
• more locations can be • » Have the resources to for each Phase.
examined and allocate on thinking through
• more stakeholders in the a multi-faceted challenge.
value chain can become • » Need to engage many
participants in the process. actors in the process, such
as partners, value chain
stakeholders, funders, etc.
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17. Scenario 3: Activatingalready-
existingknowledge
Often organizations have a great deal of research and already-existing information
but are unable to translate all that information into actionable solutions.
In this case, the processes outlined in Create and Deliver can help your team transform
what you know into things you can start doing.
Use when you: Pull out and use:
• » Have a lot of data and you don’t • » Create
quite know what to do with it. • » Deliver
• » Have been hearing interesting
stories from the field staff and want to
see if those stories can yield new
opportunities or solutions.
• » Have a robust research methodology
that you like better than the one in
this toolkit.
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18. Scenario 4: Complementingexisting
long-termActivities
Use when you: Pull out and use:
• » Want a new technique to • » Any pieces of your
add to your work routines. choosing.
• » See a method in this toolkit
that you find applicable to
the daily challenges you face.
• » Can’t set aside the
resources for an HCD project,
but want to infuse the spirit
of Human-Centered Design
in your everyday work.
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19. HEAR Phase: Goals& Outputs &How
Goal Outputs HOW?
• Designing • » Peoples’ stories • We use
meaningful and • » Observations of methodologies
innovative Constituents’ and tips for
solutions that reality engaging people
serve your • » Deeper in their own
constituents understanding of contexts in order
begins with needs, barriers, & to understand the
understanding constraints issues at a deep
their needs, hopes level.
and aspirations
for the future
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20. HEAR PHASE: 6 steps
1. Identify the
design
challenge
2. Identify
6. Develop
existing
your mindset
knowledge
5. Design an 3. Identify
inteview people to talk
approach to
4. Choose
research
method
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21. CREATE PHASE
To move from research to real-world solutions
• you will go through a process of synthesis and interpretation.
• narrowing and culling information and
• translating insights about the reality of today into a set of opportunities
for the future.
• the concrete needs of individuals are transformed into high-level
insights about the larger population and system frameworks that the
team creates.
• the team will shift into a generative mindset to brainstorm hundreds of
solutions and rapidly make a few of them tangible through prototyping.
• During this phase, solutions are created with only the customer
Desirability filter in mind.
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26. DELIVER PHASE
• Once the design team has created many desirable
solutions, it is time to consider how to make
these feasible and viable.
• The Deliver phase will move your top ideas
toward implementation.
• The activities offered here are meant to
complement your organization’s existing
implementation processes and may prompt
adaptations to the way solutions are
typicallyrolledout.
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27. DeliverPhase
Your team will:
Identify Create a model DEVELOP an
Plan pilots &
required for financial innovation
measure Impact
capabilities sustainability pipeline
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28. DeliverPhase
OBJECTIVE:
build the capabilities and
financial models that will
create a plan for on-going
ensure that the solutions are
learning and iteration.
implemented well and can be
sustained over the long term.
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29. DeliverPhase: 6 steps
1: Sustainable
revenue model
2: Identify
6: Create a
Capabilities
learning Plan
required
5: Plan mini-
3: Pipeline of
pilots &
solutions
iteration
4: Create an
implementation
timeline
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32. HEAR
• Designing meaningful and innovative solutions that
serve your constituents begins with understanding
their needs, hopes and aspirations for the future.
• Methodologies and tips for:
– engaging people in their own contexts in order
– to understand the issues at a deep level.
• Hear GOALS
– » Whototalkto
– » How to gain empathy
– » How to cap ture stories
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33. Output of the HEAR PHASE
Outputs of the Hear
Phase are
Deeper
Observations of understanding of
Peoples’ stories
Constituents’ reality needs, barriers, &
constraints
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34. Qualitativemethods
• Whatmethods do?
– Qualitative methods can uncover deeply held
needs, desires, and aspirations.
– It is particularly useful in early-stage research to
test assumptions about the world, and when we
cannot assume that the researchers already know
the entire universe of possible
answers, beliefs, and ideas of the participants.
– Qualitativemethods can helpunveilpeople’s
social, political, economic, and cultural
opportunities and barriers in their own words.
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35. HEAR PHASE
STEP 1:
Identify a
Design
Challenge
STEP 6. STEP 2:
Develop Recognise
your the existing
mindset knowledge
STEP 5. STEP 3.
Develop an Identify
interview people to
approach speak to
STEP 4.
Select
research
method
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36. STEP 1: Identify a DESIGN CHALLENGE
• The foundation of HCD is a concise Design
Challenge.
• This challenge will guide the questions you will
ask in the field research and the opportunities
and solutions you will develop later in the
process.
• A Design Challenge is phrased in a human-
centered way with a sense of possibility. For
example: “Create savings and investment
products that are appropriate for people living in
rural areas.”
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37. STEP 2. Recognise the existing knowledge
• Conducting a “What Do We Know?” session helps call
forth existing knowledge related to the Design
Challenge.
• Once documented, you can freely focus on discovering
what you don’t yet know.
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38. STEP 3. Identify people to speak to
• Recruiting appropriate and inspirational
participants is critical. Attention to gender,
ethnicity, and class balance is crucial for
research.
• For research meant to inspire new
opportunities, it is useful to find people who
represent “extremes.”
• Including this full range will be important in
the later phases, especially in constructing
good frameworks and providing inspiration
for brainstorming.
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39. STEP 4. Select research method
• Design research is useful to not only understand individuals
but also frame individual behaviors in the context and
community that surrounds them.
• Therefore, it will be important to employ many methods of
research.
• Five methods described here are:
• » Individual Interview
• » Group Interview
• » In Context Immersion
• » Self-Documentation
• » Community-Driven Discovery
• » Expert Interviews
• » Seeking Inspiration
• in New Places
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40. STEP 5: Interviewing is an art that balances the
dual needs of:
• getting relevant information from the customer and
• engaging with them as a curious and empathetic
friend.
• Intentionally developing your strategy for interviewing
is key to managing this balance.
• 3 interview methods:
Sacrificial
Concepts
Interview Interview
Guide Techniques
Three
interview
methods
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41. 6. Develop your mindset
• It is often difficult, but very important, for
experts and professionals to put aside
what they know when they conduct
research.
• Keeping an open mind takes practice. The
three exercises here can provide you with
this practice before you go into the field:
• » Beginner’s Mind
• » Observe vs. Interpret
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43. CREATE GOALS
• To move from research to real-world solutions, you will go through
a process of synthesis and interpretation.
• This requires a mode of narrowing and culling information and
translating insights about the reality of today into a set of
opportunities for the future.
• This is the most abstract part of the process, when the concrete
needs of individuals are transformed into high-level insights about
the larger population and system frameworks that the team
creates.
• With defined opportunities, the team will shift into a
generativemindsettobrainstormhundreds of solutionsand rapidly
make a few of them tangible through prototyping. During this
phase, solutions are created with only the customer Desirability
filter in mind.
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44. CREAT PHASE: GOALS
Goals of the
Create Phase:
Making sense Identifying Defining Creating
of data patterns opportunities solutions
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45. CREATE OUTPUTS
At the end of
the Create • Opportunities
phase, the • Solutions
team will have • Prototypes
generated :
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47. SYNTHESIS
is about making sense takes us from enables us to establish
of what we’ve seen inspiration to a new perspective and
and heard during the ideas, from stories to identify opportunities
observations. strategic directions. for innovation.
(By
aggregating, editing
and condensing what
we’ve learned)
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48. BRAINSTORMING
It may require generating
Generate truly
Makes us think 100 ideas (many of which
impractical solutions to
expansively and without are mediocre) in order to
spark ideas that are
constraints. come up with three truly
relevant and reasonable.
inspirational solutions.
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49. PROTOTYPING
Proven technique for
Methodology for making quickly learning how to
solutions tangible in a rapid design an offering right and
and low-investment way. for accelerating the process
of rolling out solutions
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50. FEEDBACK
inspires further
It brings the
Create different iterations to make
constituents directly
prototypes of your solutions more
back into the design
product: compelling for
process.
constituents.
prevents the team
enables people to give from getting attached
honest feedback to an idea
prematurely.
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51. CREATE PHASE: THE STEPS
1. DEVELOP THE
APPROACH
7: SOLLICIT 2. SHARE
FEEDBACK STORIES
6. MAKE IDEAS 3.IDENTIFY
REAL PATTERNS
4. CREATE
5: BRAINSTORM
OPPORTUNITY
NEW SOLUTIONS
AREAS
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52. STEP 1. DEVELOP THE APPROACH
• Creation is about developing deeper
understanding and translating that
understanding into new innovations.
• There are many ways to do this, but the two
most common are:
– participatory approaches and
– empathic approaches.
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53. A. Method: Participatory Co-Design
Having the team co-design solutions with people
from the community and local value chain actors to:
• leverage local knowledge.
• lead to innovations that may be better adapted to the context
and be more likely to be adopted, since local people have
invested resources in their creation.
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54. A. Method: Participatory Co-Design
Consider using participatory co-design when:
• » you need a lot of local expertise and knowledge
• » solutions from the “outside” will not be easily adopted
• » the politics of a community require it
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55. B. Method: EmpathicDesign
Creating solutions through empathy is a way for the design team to blend their
expertise with the on-the-ground needs of people.
Consider using empathic design
Empathic design:
when:
• means deep understanding of the • » the design team has specific
realities of the people you are skills required to develop solutions
designing for • » the solutions you are seeking are
• Means not just to understand the “new to the world”
problem mentally, but also to start • » community politics make it
creating solutions from a difficult to select a few individuals
connection to deep thoughts and to work with
feelings
• can lead to both appropriate and
more breakthrough solutions.
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56. STEP 2: SHARE STORIES
As a group
One team while the rest It’s best to you should be
member of the team share stories thinking:
should tell the takes notes on soon after “What does
story of the post-its (no research so this new
person(s) they longer than a that details information
met, sentence) are not lost. mean for the
project?”
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57. Some tips on storytelling
Be specific Be descriptive Follow reporting
rules
• Talk about • Use your • Cover the
what actually physical following
happened. It senses to give topics: who,
helps to begin texture to what, when,
stories with your where, why,
“One time…” description. and how.
or “After such
and such
happened…”
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58. STEP 2: SHARE STORIES (II)
Story sharing
turns the information that lives
in a team member’s head into
shared knowledge that
can be translated into
opportunities and solutions.
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59. STEP 2: SHARE STORIES (III)
Some techniques for effective sharing include:
• » Gather your notes, photos, and artifacts prior to
story sharing. If possible, print the photos and
display them on the wall to refer to.
• » Tell stories person by person, one at a time.
Group meetings can be told as the story of a
particular community.
• » Split information into small pieces
• » Use vivid details and descriptions.
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60. STEP 3: IDENTIFY PATTERNS
Making sense of your research is accomplished by
larger relationships between
seeing the patterns, themes, and
the information.
Seeing the patterns and connections between the data will lead you quickly toward real-world solutions.
There are several steps listed here to take you through the process for you use selectively based on the subject
matter.
» Extract Key Insights » Find Themes » Create Frameworks
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61. STEP 4: CREATE OPPORTUNITY AREAS
What i s an opportunity Framing Opportunity
When?
Area? Areas
• Once you have pulled • a stepping stone to • Opportunities start with
out the themes and idea generation. the phrase “HOW
patterns from what you • a rearticulation of MIGHT WE...?” to
heard, you can start problems or needs in a suggest a mindset of
creating opportunity generative, future possibility.
areas. facing way.
• The process of • is not a solution. Rather,
translating insights into it suggests more than
opportunities is about one solution. It allows
moving from the the team to create
current state to many solutions.
envisioning future
possibilities.
• Opportunities are the
springboard for ideas
and solutions.
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62. STEP 5: BRAINSTORM
NEW SOLUTIONS
Brainstorming
• gives permission to think expansively and without any
organizational, operational, or technological constraints.
• conducting a fruitful brainstorm involves a lot of discipline and
a bit of preparation.
• the practice of generating truly impractical solutions often
sparks ideas that are relevant and reasonable.
• It may require generating 100 ideas (many of which are silly or
impossible) in order to come up with those three truly
inspirational solutions.
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63. 7 B r a i n s to r m i n g R u l e s
Defer judgment Encourage wild ideas: Build on the ideas of
• It’s the wild ideas that often others:
There are no bad ideas create real innovation. It is • Think in terms of ‘and’
at this point. You can always easy to bring ideas instead of ‘but.’
judge ideas later. down to earth later!
Stay focused on topic: Be visual: one conversation at a
• You will get better output if • Try to engage the logical and time:
everyone is disciplined. the creative sides of the • Allow ideas to be heard and
brain. built upon.
Go for quantity:
• Set a big goal for a nº of
ideas & surpass it! They
should flow quickly.
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64. Brainstorming warm-up. Exercise
• Use this activity to get the team in an open-minded and energetic mindset for
brainstorming.
• Pair up with a partner. Person A will come up with lots of ideas about a potential
business he or she wants to start. (Alternatively, one could plan an event such as a
family vacation and pose ideas of places to go.)
Round 1:
• Person A comes up with one idea after another. Person B must say NO to each
idea and give a reason why it wouldn’t work. Do this for 2-3 minutes.
Round 2:
• Now Person B comes up with business or event ideas, one after another. Person A
must say YES to each idea and build on it to make it bigger. Do this for 2-3
minutes.
• As a group, discuss how these two different experiences felt. The Round 2
experience is the environment the team will want to create for a successful
brainstorm.
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65. STEP 6. Make Ideas Real
What is Prototyping? Why prototyping?
• is about building to • Prototyping allows you
think. to quickly and cheaply
• This means creating make ideas tangible so
the solution so that it they can be tested and
can be communicated evaluated by others -
to others and making before you’ve had time
the idea better. to fall in love with
them.
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66. STEP 6. Make Ideas Real (II)
Why prototype?
To develop a deeper
understanding of what
To create an internal
an idea means and to
dialogue about how
reveal questions the
team needs to answer.
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67. WHAT ARE PROTOTYPES?
BUILD TO THINK ROUGH, RAPID, RIGHT ANSWERING QUESTIONS
• Prototypes are • Prototypes are not • It is essential to know
disposable tools used precious. They what question a
throughout the should be built as prototype is being
concept quickly and cheaply used to answer, for
development as possible. example about
process, both to desirability, usefulnes
validate ideas and to s, usability, viability, o
help generate more r feasibility.
ideas.
• Prototypes are a
powerful form of
communication and
force us to think in
realistic terms about
how someone would
interact with the
concept.
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68. TIP: Imagine theValueProposition
For each prototype, answer these questions to start
building the value of the idea:
• » Who will benefit from this idea? What is the value
to the end customers?
• » Why and how is this idea better than alternative
options?
• » How much is this benefit worth to them?
• » How much would they be willing to pay for this
benefit”
• » How might this payment be collected?
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69. STEP 7: SOLICITE FEEDBACK
After solutions have been
generated…
…it’s time to take them
back out to participants
to gather feedback.
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70. STEP 7: SOLICITE FEEDBACK
How to solicit feedback? Whose feedback to solicit?
• A great way to get honest feedback • Speaking to new participants in a
is to take several executions out to different region from where you did
people. your research is a way to explore the
• When there is only one concept generalizability of a solution.
available, people may be reluctant to • You may choose to speak to a mix of
criticize. However, when allowed to both new people and to those you
compare and contrast, people tend have spoken with before.
to speak more honestly. • Try to include all stakeholders who
would touch the concept; in addition
to the end user, include
manufacturers, installers, service
providers, distributors, retailers, etc.
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71. SolicitingFeedback
What questions to pursue?
Keep careful notes of the
For each prototype, identify feedback
3-4 questions about
&
desirability
new questions for the team.
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73. DELIVERY PHASE
When? Why? How?
• Once the design • The Deliver phase • The activities
team has created will move your top offered here are
many desirable ideas toward meant to
solutions, it is implementation. complement your
time to consider organization’s
how to make existing
these feasible and implementation
viable. processes and
may prompt
adaptations to the
way solutions are
typically rolled
out.
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74. DELIVERY PHASE
will ensure that the
solutions are
implemented well and
build the capabilities
and financial models
that
Delivering solutions
can be sustained over
means you will need
the long term.
to :
to create a plan for
on-going learning and
iteration.
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75. DELIVERY PHASE
Delivering solutions that are new to the world
involves creating low-investment, low-cost
ways of trying out your ideas in a real-world
context.
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76. DELIVERY PHASE
The team can design a handful
of minipilots that precede and
inform the full pilot program
Minipilot
Minipilot 1
2
Mini-pilots might engage
actors who are different
Minipilot
from the group of stakeholders
3
for the final implementation.
Pilot Programme
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77. DELIVERY PHASE
iterative process
Implementation is an
will likely require many
prototypes, mini-pilots and
pilots to perfect the solution
and support system.
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78. DELIVERY PHASE
Piloting an idea before it
goes to market:
helps you identify what it
allows you to understand will take for your
the solution better organization to deliver that
idea to the community
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79. DELIVERY PHASE
• Every organization is optimized to achieve what it
currently does.
• If you want to achieve different outcomes, you
often need to do things differently than you know
and do right now—whether it is about finding
new talent, developing new skills, building new
external partnerships, orcreating new processes.
• TheHuman-CenteredDesignprocessdoesn’t limit
the solution by the current constraints of
theorganization.
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80. DELIVERY PHASE
The process Integrates design
The process invites you to and measurement methods
work in the belief that: in a continuous learning
cycle.
• new things are • By encouraging on-going
possible, and that measurement, evaluation,
• you can evolve both the and iteration, the solutions
solutions that you deliver developed stay grounded in
and the way your real-world impact and
organization is continue to evolve.
designed, simultaneously
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81. DELIVERY PHASE: STEPS
1. DEVELOP A
SUSTAINABLE
REVENUE MODEL
2. IDENTIFY
CAPABILITIES
6. CREATE A
REQUIRED FOR
LEARNING PLAN
DEVIVERING
SOLUTIONS
3. PLAN A
5. PLAN MINI-PILOTS
“SOLUTION´S
& ITERATIONS
PIPELINE”
4. CREATE A TIMELINE
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82. STEP 1. Develop a sustainable
revenue model
• The long-term success of solutions depends
upon the intentional design of a revenue
stream that can sustain the offering over time.
• Let the value provided to the end customer be
your entry point as you design the support
systems around the solution.
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83. For this Viability Assessment, answer the
following questions for each solution
1. Customer Value 3. Stakeholder
2. Revenue sources
Proposition incentives
• » What is the value • » Is the solution a • » How does this
proposition for the product, a service or solution deliver value
end customer? Refer both? to each stakeholder
back to prototypes • » How much do involved?
and customer customers pay? • » What are the
feedback, • » How do customers stakeholders’
highlighting the pay: in cash, in kind, incentives to
aspects customers in labor, in other? participate?
found most • What are challenges
important. or disincentives?
• » How much is this How might we adapt
worth to the end the solution to avoid
customer? these disincentives?
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84. STEP 2. Identify Capabilities required for
Delivering solutions
The capabilities of your organization and partners will help inform the feasibility of
solutions.
think identify
• about the experience of • the range of capabilities
the end customer where required for making this
and how the community real.
members or end-user • many possible models
will purchase or for delivery that leverage
experience this solution. different partners and
channels.
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85. To identify the capabilities required to make each
solution feasible, answer the following questions for
each solution
1. Distribution 2. Capabilities required 3. Potential Partners
• » Where, when, how, and why • » What • What organizations or
might the customer experience human, manufacturing, financial, individuals have capabilities that
this solution? and technological capabilities we do not? What is our
• » Which actors and channels will are required for creating and relationship with them
touch the solution? delivering this solution? currently?
• » What other channels could be • » Which of these capabilities do • How might we reach out to them
used to reach customers? we have in our country location? and show the value of engaging
• » What is the range of possible Which do we have in our with our organization on this
ways this solution could be international location? And solution
delivered? which capabilities will need to be
found in partners?
• » Would we need to grow any
capabilities on this list?
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86. STEP 3. Plan a Pipeline of solutions
To understand how new solutions will move and grow your organization map each
solution in a MATRIX.
Ask Determine Analyze identify
• whether each • whether the • this information • which solutions
solution is solutions extend from the context fit naturally into
targeted at your or adapt an of your programs
current customer existing offer, or investment already
group or create a new strategy, mission, underway within
whether it offer. priorities and your
expands the appetite for risk. organization.
group of
customers you
serve.
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87. STEP 4. Create an implementation timeline
Map solutions to a
Look at relationships
timeline of Take into account
of solution
implementation,
• with those in the • to see whether • which solutions can
Incremental initiating one be explored within
innovation solution will build the scope of
category early in the relationships currently funded
the timeline and and partners programs and
Revolutionary needed for another which solutions
innovations further solution. suggest the
out. proposal of new
grants.
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88. STEP 4. Create an implementation
timeline: tips (II)
Assign an individual Divide each solution Challenge the team
• within your • into a series of steps • to do something
organization as a that build toward toward
champion for each implementing the implementing each
solution to help final solution. solution in the next
maintain momentum two weeks. For some
and increase the solutions, a pilot can
likelihood of be launched in two
implementation. weeks. For
others, two weeks
might be the amount
of time required for
further study or for
the first steps to
connecting with
partners.
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89. STEP 5. Plan mini-Pilots&iteration
• For each solution in your pipeline,
– it is important to identify simple, low-investment next
steps to keep the ideas alive.
– One way to keep iterating and learning is to plan mini-
pilotsbeforelarge-scalepilotsor full-
scaleimplementation.
• For each mini-pilot, ask three questions:
– » What resources will I need to test out this idea?
– » What key questions does this mini-pilot need to
answer?
– » How will we measure the success of this mini-pilot?
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90. STEP 6. Create a Learning Plan
• Throughout the design and implementation of new solutions, it is
important to keep learning.
1. DESIGN PROCESS:
– you collected stories that helped develop the understanding to get you to
new ideas.
2. FIRST PROTOTYPES:
– you gathered feedback to make those ideas better.
3. IMPLEMENTATION:
– the team should continue to collect stories and gather feedback from users.
– Stories collected from people in the Hear phase will help the team create a
baseline to track how solutions are affecting individuals’ lives.
– Collecting on-going feedback will help the team iterate on the ideas in order
to make them more effective, more appropriate, and more cost-effective.
– In addition to stories and feedback, begin to track indicators and outcomes.
This is possible after the solutions are implemented and are important to
measuring the impact as well as the return on investment of solutions.
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91. Thelearningloop
Stories, feedback, indicators, and outcomes are all ways of gathering empirical data in
order to learn. A project in India for clean water storage and transportation utilized all of
these methods to measure the impact potential and outcomes of solutions.
Stories
•AssessNeeds
• UnderstandContext
• DevelopBaseline • Evaluate Ideas
• AssessImpact • GainInspiration • PrioritizeSolutions
• Evaluate ROI Outcomes Feedback • Iterate Ideas
• Create New Baselines • DevelopImplementation
• IdentifyNextChallenges Plan
• TrackProgress
Indicators • Choose Ideas
• IterateSolutions
• IdentifyUnintended
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92. STEP 6. Method: TrackIndicators
Indicators help you measure the effects of
your solutions
The effects can be
positive or negative, intended or unintended.
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93. TYPES OF INDICATORS
Leading Analogous Awareness
• The impact of solutions can • Sometimes it is difficult to • When the goal involves
often take some time to see direct impacts. This is people engaging or
become evident, such as especially true when your adopting something
months or years. In these design challenge is about new, the first step is to
cases, it makes sense to trust or prevention. know whether they are
track leading indicators. • In these cases, try to find an aware of the solution or
• For example, if your goal is indicator that would design.
to increase farmer income, logically lead you to • Measuring awareness is a
a leading indicator would be conclude whether your goal good early indicator to help
the number of farmers is being met. For understand how big the
growing high-value crops example, on a project to impact of the solution may
this season. increase trust of healthcare be.
providers, the team tracked
the number of questions
people asked doctors and
nurses. Since trust is hard to
measure, the team decided
to use the posing of
questions as an analogous
indicator of trust.
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94. TYPES OF INDICATORS
Engagement Dynamic Changes
• Like awareness, measuring the • When a new solution is
number of people who are introduced, it is important to track
engaged in a new program is often the changes over time that occur
very meaningful. within the community, within
• For example, if the goal is to households, and to the
increase women’s incomes environment.
through a program to export local • These shifts can be completely
art, the number of women actively unexpected, and are sometimes
seeking out and participating in positive and sometimes negative.
the program is a meaningful Its crucial to look out for these
indication of how much impact the changes and unintended
program may have on local consequences early on in
incomes. implementation.
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95. 6. Method: EvaluateOutcomes
• Measuring outcomes is critical to the learning cycle.
• Without a good assessment of the impact a solution
has made, there is often not enough information about
the direction or goals for the next round of designs.
• Assessing outcomes is important for everyone – the
implementer, the funder, the design team, and the
community.
• Outcome measurement helps people understand
where to best invest their resources. It is an
opportunity to assess and plan forthefuture.
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96. HOLISTIC IMPACT ASSESSMENT
To assess the impact of a solution, program, or intervention, it is important to take
a systemic and holistic view. Try the following exercise.
Track the effects of a Iterate on the Examine the solution’s
MAP the stakeholders
solution solutions net value.
• Create a complete • to find ways to • Use this exercise as a
list with many actors • write them on the increase the positive way to continue
that your solution list or map. effects and lessen learning and
might touch – in • Color code the actors negative effects. challenge the team
positive, negative, or that receive benefits to improve on
neutral ways. from the solution solutions in order to
• A mind map format and those that make the outcomes
• Include stakeholders experience negative more and more
that your team may effects. If possible, positive.
not be focused on, quantify the value of
such as: funders, the effects with a
people in the same standardized
community or measurement
adjacent system.
communities who
are not receiving
direct benefits,
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