This document provides an introduction to design thinking, emphasizing its human-centered approach and its iterative nature that seeks to understand users, challenge assumptions, and develop innovative solutions. It discusses principles of open-mindedness, empathy, prototyping, and collaboration, highlighting their significance in problem-solving and innovation. The document illustrates the design thinking process through examples such as Apple's iPhone and Google's voice search, demonstrating how understanding user needs leads to effective and practical product development.

2. Unit -1 INTRODUCTION TO DESIGN THINKING
• Open-mindedness; Developing Design Thinking Mindset; Principles of
Design Thinking; Primer on Design Thinking; SWOC Analysis for Self-
Awareness

3. UNIT -1
INTRODUCTION TO DESIGN THINKING

12. DESIGN THINKING
Design Thinking is an iterative process in which we seek to understand the user,
challenge assumptions, and redefine problems in an attempt to identify alternative
strategies and solutions that might not be instantly apparent with our initial level of
understanding.
Design thinking is a mindset and approach to problem-solving and
innovation anchored around human-centered design.
Design thinking is a problem-solving approach that focuses on understanding the
needs of users, challenging assumptions, redefining problems, and creating
innovative solutions that can be quickly tested and iterated. It encourages a human-
centered perspective, emphasizing empathy, creativity, and experimentation.

13. Design thinking is different from other innovation and ideation processes in
that it’s solution-based and user-centric rather than problem-based. This
means it focuses on the solution to a problem instead of the problem itself.
For example, if a team is struggling with transitioning to remote work, the
design thinking methodology encourages them to consider how to increase
employee engagement rather than focus on the problem (decreasing
productivity).
The essence of design thinking is human-centric and user-specific. It’s about
the person behind the problem and solution, and requires asking questions
such as “Who will be using this product?” and “How will this solution impact the
user?”

15. OPEN-MINDEDNESS
Open-mindedness is the willingness to consider new ideas,
perspectives, and viewpoints without being biased or overly
attached to one's own opinions. It involves being receptive to
change, willing to learn from others, and critically evaluating
different perspectives before forming conclusions.
Open-minded individuals are flexible in their thinking, allowing
them to embrace diverse opinions, adapt to new information,
and be less judgmental of others' beliefs or behaviors.

16. KEY ASPECTS OF OPEN-MINDEDNESS
Permeability to New Ideas: Open-minded individuals actively seek out new ideas,
information, and experiences. They are curious and willing to explore unfamiliar
viewpoints, even if these differ from their own beliefs or challenge their understanding.
Tolerance of Ambiguity and Uncertainty: Open-mindedness involves being
comfortable with uncertainty or ambiguity. People with an open mind do not feel
threatened when faced with complex or contradictory information. Instead, they view it as
an opportunity to learn and grow.
Critical Thinking: Open-mindedness does not mean accepting every idea blindly. It
includes the ability to critically analyze and evaluate new information or perspectives
while remaining non-judgmental. Open-minded people weigh evidence, question
assumptions, and adjust their views based on sound reasoning and facts.

17. • Flexibility: An open mind is flexible and adaptable. This flexibility allows individuals to change their
opinions or adapt their behavior when presented with new, convincing evidence or when circumstances
change. Being rigid or closed to alternatives stifles personal and intellectual growth.
• Empathy and Perspective-Taking: Open-mindedness often correlates with empathy, as it involves
understanding where others are coming from and being willing to put oneself in another person's shoes.
It helps foster mutual respect and healthy dialogue, even when opinions differ.
• Non-defensiveness: Being open-minded means being less defensive about one's beliefs or ego. People
with an open mind are willing to admit when they are wrong or when they need to reconsider a stance.
They prioritize learning over proving themselves right.
• Willingness to Change: A hallmark of open-mindedness is the capacity to change one's mind when
presented with valid reasons to do so. Open-minded people are not stubbornly attached to their previous
views if new evidence suggests those views are incorrect or outdated.

18. IMPORTANCE OF OPEN-MINDEDNESS
• Learning and Growth: Open-mindedness facilitates continuous learning and intellectual development.
It encourages individuals to explore new areas of knowledge and refine their understanding over time.
• Problem-Solving: In decision-making and problem-solving contexts, open-mindedness allows
individuals and teams to consider a broader range of possible solutions, leading to more innovative and
effective outcomes.
• Collaboration and Relationships: In both personal and professional relationships, open-mindedness
promotes better communication, cooperation, and conflict resolution. It fosters an inclusive
environment where diverse perspectives are valued.

19. CHALLENGES TO OPEN-MINDEDNESS
• Bias and Prejudice: Preconceived notions, stereotypes, and cultural conditioning can
act as barriers to open-mindedness.
• Emotional Attachments: People may become emotionally attached to certain beliefs or
ideas, making it difficult to remain open-minded when those beliefs are challenged.
• Fear of Change: The discomfort associated with changing one's mind or worldview
can deter individuals from embracing open-mindedness.

20. EXAMPLE
• MEETING NEW PEOPLE
• You’re at a social event and meet someone with a different background, culture, or
beliefs than yours. Instead of avoiding conversation because of your differences,
you listen to their perspective and share your own. You realize you have more in
common than you thought, and you learn something new from their experiences.
Open-mindedness helped you connect with someone different from you.

21. DEVELOPING A DESIGN THINKING MINDSET
• Empathy: Start with Understanding People
• Design thinking begins by focusing on people. It’s about putting yourself in the shoes of
customers, users, or stakeholders to understand their real problems, desires, and
experiences. Instead of guessing what people need, you actively listen and observe to find
out what will actually help them.
• Example: Many users found it difficult or inconvenient to type long queries, especially on
small smartphone keyboards. People often made typing mistakes, and those with
disabilities or low literacy levels struggled even more. User Research: Google likely
conducted interviews, observations, and user testing to understand how people interact with
search engines and what challenges they face. They learned that users wanted a faster and
more convenient way to search for information.

22. • Defining the Problem Clearly
• Once you understand people’s needs, the next step is to clearly define the
problem you want to solve. This involves narrowing down the broad issues
into a specific challenge.
• Example: How can we make searching the internet faster, easier, and more
accessible, especially for users who have trouble typing on small devices or
those with disabilities?“ .
• The problem was not just about search accuracy, but also about accessibility
and ease of use in different environments (e.g., driving, walking, or when
multitasking).

23. • Brainstorming with No Limits
• Now that you have a clear problem, you brainstorm solutions. This is
where you think outside the box. Don’t worry about whether ideas are
practical at this stage—just come up with as many ideas as possible. The
goal is to explore a wide range of possibilities.
• Example: Ideas might have included a smarter predictive text feature,
search shortcuts, or alternative input methods. One innovative idea was to
allow users to search by speaking instead of typing. This would enable
hands-free search, particularly useful in situations where typing is difficult
or impossible.

24. • Prototyping: Turning Ideas into Action
• Once you have ideas, you select a few of the best ones and create simple
versions (prototypes) to test them. Prototypes are like rough drafts of your
solution—they can be basic models, sketches, or mock-ups.
• Example: Google developed basic voice recognition software that could
understand spoken words and translate them into search queries.
• Testing the Prototype: This early version would have been tested with users
to see how well it worked in real-world scenarios. They may have tested
voice search on different devices, languages, and environments (e.g., noisy
places, accents).

25. • Test and Improve
• After creating your prototypes, test them with real users to see how they respond.
Get feedback and find out what works and what doesn’t. Then, refine and improve
your solution based on this feedback. Testing and iteration is a continuous process in
design thinking.
• Example: Testers probably reported issues like misrecognition of words, slow
processing times, or difficulty understanding accents and different languages.
• Google iterated on the design, improving the accuracy of the speech recognition
engine, refining the user interface, and optimizing for different languages, accents,
and environments. They also added features like instant results and auto-correction
to enhance the experience.

26. • Google Voice Search
• Seamless Experience: Google Voice Search allowed users to simply tap a microphone
icon and speak their search queries instead of typing them. The voice recognition
software would process the spoken query, search the internet, and deliver results quickly.
• User-Centric Design: The design focused on ease of use, accessibility, and convenience.
It helped users save time and made the internet more accessible to people with
disabilities or those in situations where typing wasn't feasible (e.g., driving or cooking).
• Continuous Improvement: Google continues to use real-world data to improve the
accuracy and speed of voice search, integrating features like Google Assistant, which
builds on the same voice recognition technology to provide even more hands-free
functionality.(Google map, google translator).

27. BENEFITS OF A DESIGN THINKING MINDSET
• Innovation: It encourages creative, outside-the-box solutions.
• Customer Focus: It puts people’s needs at the center of decision-
making.
• Flexibility: It allows for constant improvements based on real
feedback.

28. • Human Centered
• Mindful of Process
• Culture of Prototyping
• Bias Toward Action
• Show Don't Tell
• Radical Collaboration
DESIGN THINKING PRINCIPLES

29. Human Centered
• The human-centered approach is a problem-solving method that places
people’s needs, desires, and behaviors at the forefront of the design and
development process. It emphasizes creating solutions that are tailored to real
user experiences by deeply understanding their challenges, aspirations, and
environments. The goal is to develop products, services, or systems that are
functional, practical, and meaningful to the people who will ultimately use them.

30. Human Centered
Human-centered design consists of three phases.
Inspiration Phase you’ll learn directly from the people
you’re designing for as you immerse yourself in their
lives and come to deeply understand their needs.
Ideation Phase you’ll make sense of what you learned,
identify opportunities for design, and prototype possible
solutions.
Implementation Phase you’ll bring your solution to
life, and eventually, to market. And you’ll know that
your solution will be a success because you’ve kept the
very people you’re looking to serve at the heart of the
process.

31. EXAMPLE :APPLE- DEVELOPING THE IPHONE
• Inspiration Phase:
• Objective: Before launching the iPhone, Apple wanted to understand how people were using mobile phones
and digital devices in their everyday lives.
• Apple’s research revealed that people were carrying multiple devices—phones, iPods, and PDAs—to perform
different tasks like calling, listening to music, and managing their schedules. They also noted frustrations with
small keypads and the limitations of existing touchscreens.
• Ideation Phase:
• Objective: Apple’s design team focused on how to combine these functionalities into a single device while
making it user-friendly and sleek.
• They brainstormed solutions like a full touchscreen display, eliminating the physical keyboard, and combining a
phone, music player, and internet browser into one device. Early prototypes were created and tested internally
to refine the experience.
• Implementation Phase:
• Objective: The iPhone was launched in 2007, revolutionizing the smartphone market. Apple continuously
refined the iPhone based on user feedback.
• Over time, they added features like the App Store, facial recognition, and better camera capabilities, showing

32. Mindful of Process in design thinking refers to being conscious and intentional about the various stages
of the design process. It involves understanding that each phase from empathy and ideation to
prototyping and testing plays a crucial role in developing effective solutions. By being mindful of the
process, teams can ensure they thoroughly explore each stage, reflect on their progress, and make
necessary adjustments along the way.
Being "Mindful of Process" makes you keenly aware of what stage of the design process you are
engaged in and what behaviors and goals you may have at any given moment.
MINDFUL OF PROCESS

33. KEY ASPECTS OF BEING MINDFUL OF PROCESS
• Structured Approach: Following a structured framework allows teams to
navigate the design process systematically, ensuring no steps are
overlooked.
• Reflection and Iteration: Taking time to reflect on what has been learned
at each stage helps teams iterate on their ideas and solutions effectively.
• Flexibility: While structure is essential, being mindful also means
remaining flexible enough to adapt the process based on feedback and new
insights.

34. Example
• Apple’s product development process for the iPhone is highly iterative, where they go
through multiple stages of research, prototyping, testing, and refinement before launch.
• Being Mindful of Process: Apple engineers and designers are aware that in the early
stages (prototyping), the goal is to test the viability of the product concept. They focus
on hardware functionality, ignoring aesthetic details until they enter the final stages.
Apple does not rush into manufacturing until every feature has been rigorously tested
and iterated upon.

35. CULTURE OF PROTOTYPING
To stay experimental, to build to think, to engage people with artifacts, and to elicit and
receive feedback.
Culture of Prototyping refers to an approach where teams and organizations
continuously experiment, build early versions of ideas (prototypes), and seek feedback to
refine and improve their designs or solutions. It encourages a mindset of testing ideas
early and often, learning from failures, and engaging users or stakeholders in the design
process. This iterative process helps teams to quickly explore ideas, identify problems,
and develop better solutions before committing significant resources. (The making of
Chandrayaan-3: collaborative effort under the ‘ISRO culture).

36. example
• Airbnb’s Early Days
• Scenario: When Airbnb’s founders wanted to test the idea of short-
term home rentals, they started small by renting out their own
apartment during a local design conference.
• Culture of Prototyping: This early version was a simple prototype
where they could engage directly with the experience, collect
feedback, and understand the user journey. They iterated the concept
based on real-world experiences, from payments to customer
interactions.

37. Bias Toward Action
Not just having an idea, but actually willing yourself to take
meaningful actions to see your idea move forward.
Bias Toward Action is a core principle of design thinking
that encourages people to move quickly from planning and
thinking into doing. Instead of spending too much time
analyzing or theorizing, this mindset pushes teams to start
taking action, test ideas, and learn by doing. It emphasizes
making progress through tangible steps, such as building
prototypes, conducting quick experiments, and gathering real
feedback from users.

38. example
• Amazon’s Prime Shipping
• Scenario: When Amazon first introduced Amazon Prime, offering 2-day shipping
for a membership fee, it was a risky move. They didn’t have all the logistics worked
out but chose to launch it and figure out the complexities later.
• Bias Toward Action: By launching Prime without everything in place, Amazon
was able to immediately test customer interest, gauge their responses, and learn
what operational improvements were needed to meet their shipping promises.
• Real-Life Example: Today, Amazon Prime is a massive success, and the company
continues to adopt a bias toward action, rapidly testing services like Amazon Go
stores and same-day delivery.

39. Show Don't Tell
When you tell, you simply inform your reader of
information rather than allowing him to deduce anything.
Showing would paint a picture the reader could see in her
mind’s eye.
Show Don’t Tell is a design thinking principle that
emphasizes demonstrating ideas, concepts, or solutions
through visual, tangible, or interactive means rather
than just talking about them. The goal is to make ideas
concrete and actionable, so that others can easily
understand and experience them. This principle is rooted in
the belief that people comprehend and engage with ideas
better when they see them in action, interact with them, or
experience them firsthand rather than just hearing about
them in theory.

40. example
• Architectural Models in Construction
• Scenario: Architects often create scale models of buildings or urban plans
before the actual construction begins.
• Show Don’t Tell: These models allow stakeholders, investors, and the public
to see exactly what the building or project will look like in three dimensions,
rather than just seeing blueprints or renderings.
• Real-Life Example: Before a skyscraper or large construction project is
green-lit, architectural firms build physical or digital models that show how
the building will interact with its environment, helping clients and city
planners visualize the project in action.

41. Radical Collaboration
Methodology for building high-trust relationships in order to
improve efficiency, productivity, innovation and agility.
Radical Collaboration is a design thinking principle that
emphasizes the importance of involving diverse perspectives and
skill sets throughout the design process. The idea is that by
bringing together individuals from different backgrounds,
disciplines, and expertise, teams can generate more innovative,
comprehensive, and user-centered solutions. Radical
collaboration goes beyond standard teamwork; it encourages a deep
level of cooperation, where open communication, mutual respect,
and the fusion of unique ideas lead to groundbreaking results.

42. example
• Coca-Cola and McDonald's – Long-
Standing Partnership
• Example: McDonald's exclusively serves
Coca-Cola products in its restaurants.
This collaboration has lasted for decades,
with Coca-Cola even creating unique
drink dispensers just for McDonald's.
• Why It’s Important: McDonald's benefits
from offering a globally recognized
beverage, while Coca-Cola gets exclusive
access to millions of McDonald’s
customers every day.

43. DESIGN THINKING PROCESS

45. How is Design Thinking Implemented?
The design thinking process is a systematic approach to
problem-solving that follows a structured framework for
producing novel solutions. The same is implemented
through five distinct steps:

46. 1. Empathise:
The first step of the design thinking process, empathise, is
dedicated to gaining profound insights into the needs, desires, and
challenges of the end users. The main goal at this point is to
observe and collect user data without letting any preconceived
notions hinder the process.
2. Define:
During the define step, all data collected is meticulously
synthesized to formulate a precise problem statement. The goal is
to refine and narrow down the scope of the problem into clear and
concise statements by identifying recurring user patterns,
discerning trends, and categorizing problem areas

47. 3. Ideate:
This is the point in the design process where most creativity,
innovation, and solutions are birthed. The primary aim is to effectively
address the identified problem statements and alleviate user pain
points through solution-oriented interventions.
4. Prototype:
The prototype step is all about bringing ideas and solutions to life
through experimentation. This is a particularly important step as it
allows individuals to see the tangible impact of their solutions and
focus on their functionality and effectiveness.
5. Test:
User feedback is paramount at this stage, as it significantly influences
the design process. The testing step offers an invaluable opportunity
to assess the ease of functioning, operational efficiency, and how
effectively the solution tackles the problem statement.

48. Example :Netflix
Credited for bringing in the phenomenon of ‘binge-watching’,
Netflix has been known for keeping up with the changing
market and producing customer-friendly solutions. The
application of design thinking has undoubtedly helped this
streaming giant maintain its position in the market.

49. Source: Netflix

50. How they use design thinking
Netflix’s primary goals, ever since its inception, have been:
1.To reduce user effort by elevating the overall experience.
2.To utilise user data to adapt to the changing market needs
This approach has pioneered several customer-friendly innovations.
Features like ‘Skip Intro’ or ‘Because you watched’ were developed
after observing user behaviour and have contributed to the platform’s
unmatched experience.

51. The incorporation of video previews instead of still
images or movie posters is one small change that
significantly improved user experience. Similarly, the
decision to create and stream original content that fit
user tastes further enabled Netflix to strengthen its hold
over the market.

52. Application of Design Thinking by Netflix
Netflix's Shuffle button is a prime example of design thinking in
practice. Recognising that the vast array of choices on the platform
sometimes overwhelms users, based on data from user research,
Netflix effectively removed the burden of decision-making from the
user's shoulders.
Instead of spending precious time browsing through countless
options, users can simply hit the Shuffle button and let Netflix curate
a selection for them. This not only alleviates decision fatigue but also
adds an element of surprise and spontaneity to the viewing process.

53. What you can learn from Netflix
Netflix constantly gathers user feedback and actively applies
gathered data to the next iterative improvement. This
constant cycle of feedback and testing based on the user’s
changing needs is the core of design thinking and Netflix
employs it seamlessly.

55. ZUDIO: PROVIDING LUXURY BRAND EXPERIENCE AT
AFFORDABLE PRICES
• Core Idea: Zudio was launched with the vision of making
luxury fashion accessible to everyone. Recognizing that
many customers aspire to experience the quality and
aesthetics of luxury brands but cannot afford them, Zudio
aims to deliver a similar experience through its product
offerings at an affordable price point.

56. EMPATHIZE
• The brand conducts extensive research to understand
consumer aspirations, preferences, and barriers to purchasing
luxury items. This involves interviews, surveys, and focus
groups with potential customers to gauge their perceptions of
luxury fashion.
• Zudio also observes how consumers shop for fashion and
what influences their purchasing decisions, identifying key
factors that contribute to their desire for luxury.

57. DEFINE
• Identifying Problems: They pinpoint that many consumers feel left out
of the luxury market due to high prices and are seeking stylish, high-
quality alternatives that provide a similar aesthetic.
• Problem Statement: Zudio defines its challenge as, “How might we
create an affordable product range that provides the look and feel of
luxury fashion without the high price tag?”

58. IDEATE
• Concept Development: Ideas include using high-quality
materials, sophisticated designs, and elegant branding to evoke a
luxury feel. They also consider limited-edition collections to
create exclusivity.
• Customer Engagement: Zudio might explore collaboration with
local designers to create unique pieces that reflect luxury
aesthetics while remaining budget-friendly.

59. PROTOTYPE
• Product Prototypes: The design team develops samples that
embody luxury aesthetics, such as sleek silhouettes, premium
fabrics, and refined details. These prototypes are created with an
emphasis on quality to ensure they align with the brand’s core idea.
• Store Design Prototypes: Zudio may also create mock-ups of
store layouts that reflect a luxurious shopping environment,
featuring elegant displays and a clean, modern aesthetic.

60. TEST
• Feedback Sessions: Zudio tests its prototypes with focus
groups, inviting potential customers to experience the products
and store design. They gather feedback on quality, design, and
overall luxury feel.
• Pilot Launches: By launching select products in pilot locations,
Zudio can gauge consumer reactions, refine offerings, and make
adjustments based on customer input before a wider rollout.

61. DT Process - Empathize
• The empathize phase is about gaining a deep understanding of the users and their experiences. It focuses on
observing and engaging with people to uncover their needs, desires, and challenges. This phase is crucial because it
informs all subsequent stages of the design process.
• Methods:
• Interviews: Conducting one-on-one interviews with users to gather qualitative insights about their experiences and
feelings.
• Observations: Watching users interact with a product or in their environment to identify pain points and behaviors.
• Surveys: Distributing questionnaires to collect quantitative data on user preferences and experiences.
• Persona Development: Creating user personas based on research to represent different segments of the user base.

62. Accumulate the information created and gathered. Analyze the observations and
synthesize them to define the core problems identified. Define the problem statement in
a human-centered manner
DT Process - Define

63. Methods
• Affinity Diagrams: Organizing insights into categories to identify
patterns and themes.
• Problem Statements: Crafting a concise statement that encapsulates
the user’s needs and the problems they face.
• Journey Mapping: Creating a visual representation of the user’s
experience to identify pain points along the way.

64. Change makers are ready to generate ideas. The
knowledge from the first two phases means already
start to “think outside the box”, alternative ways to
view the problem and identify innovative solutions to
the problem statement created.
DT Process - Ideate

65. Methods
• Brainstorming Sessions: Engaging team members in free-form brainstorming to
generate ideas without criticism.
• Mind Mapping: Visualizing ideas and their connections to stimulate new
concepts.
• Sketching: Quickly sketching ideas to visualize them and facilitate discussion.
• Crazy Eights: A time-constrained exercise where participants sketch eight ideas
in eight minutes, encouraging rapid ideation.

66. An experimental phase to identify the best possible
solution for each of the problems identified during the first
three stages.
DT Process - Prototype

67. Methods
• Low-Fidelity Prototypes: Simple, inexpensive models or sketches
that convey the core concept (e.g., paper prototypes, wireframes).
• High-Fidelity Prototypes: More polished versions that closely
resemble the final product (e.g., clickable digital prototypes, physical
models).

68. Change makers rigorously test the complete product using
the best solutions identified in the Prototype phase. The
results generated are often used to redefine one or more
further problems. Designers can then choose to return to
previous stages in the process to make further iterations,
alterations and refinements to rule out alternative solution
DT Process - Test

69. Methods:
• User Testing: Observing users interacting with prototypes and
gathering feedback on usability and functionality.
• Surveys and Interviews: Collecting qualitative and quantitative
feedback from users after they interact with the prototype.
• A/B Testing: Comparing two versions of a design to see which
performs better in terms of user engagement or satisfaction.

70. INTRODUCTION TO SWOC ANALYSIS
• SWOC Analysis is a strategic planning tool used to assess an
organization’s internal and external environment. It evaluates four key
components: Strengths, Weaknesses, Opportunities, and Challenges.
This framework helps organizations identify their competitive
position, inform strategic decisions, and allocate resources effectively.

71. COMPONENTS OF SWOC ANALYSIS
• Strengths:
• Definition: Internal attributes or resources that provide a competitive
advantage.
• Characteristics: Unique capabilities, positive attributes, and resources
that enhance performance.
• Examples:
• Strong brand reputation.
• Skilled workforce with specialized expertise.
• Proprietary technology or innovations.
• Financial stability and access to capital.

72. • Weaknesses:
• Definition: Internal factors that hinder an organization’s performance
or ability to compete.
• Characteristics: Limitations, gaps in capabilities, or negative
attributes that need improvement.
• Examples:
• Lack of expertise in key areas.
• Inadequate infrastructure or technology.
• Poor customer service or support.
• High employee turnover and low morale.

73. • Opportunities:
• Definition: External factors that can be leveraged for growth or
improvement.
• Characteristics: Emerging trends, market gaps, or favorable
conditions that can enhance performance.
• Examples:
• Expansion into new markets or customer segments.
• Technological advancements that improve efficiency.
• Regulatory changes that favor the organization.
• Opportunities for partnerships or collaborations.

74. • Challenges:
• Definition: External factors that pose obstacles to an organization’s
success.
• Characteristics: Competitive pressures, market dynamics, or
environmental factors that require strategic responses.
• Examples:
• Increasing competition in the market.
• Economic downturns affecting consumer spending.
• Regulatory hurdles that complicate operations.
• Rapid changes in consumer preferences or behaviors.

75. STEPS TO CONDUCT A SWOC ANALYSIS
• Form a Diverse Team: Gather a group of individuals with varied
perspectives and expertise to ensure comprehensive insights.
• Brainstorm Each Component:
• Strengths: What advantages does the organization have?
• Weaknesses: What limitations or challenges does the organization face?
• Opportunities: What external trends or changes can the organization
leverage?
• Challenges: What external factors may hinder the organization’s
success?

76. • Prioritize Factors: Evaluate and rank the factors in each category
based on their significance and impact on the organization.
• Develop Strategies: Use the insights from the SWOC analysis to
create actionable strategies:
• Leverage strengths to seize opportunities.
• Address weaknesses to mitigate challenges.
• Align resources effectively with market opportunities.
• Monitor and Review: Regularly revisit the SWOC analysis to ensure
it remains relevant as the internal and external environment changes.

78. Swoc

80. Apple PROCTER
&GAMBLE (P&G)
MEDTRONIC NETFLIX ADOBE ELON MUSK
Microsoft COCA-COLA ROCHE DISNEY AIRBNB MICHAEL
JACKSON
Google UNILEVER UNITEDHEALTH
GROUP
SPOTIFY H&M AMBANI
Amazon NESTLE JOHNSON &
JOHNSON
WARNER BROS UBER DELOITTE
Tesla PEPSICO PFIZER BBC TARGET SAMSUNG
Walmart FORD SQAURE
(BLOCK ,INC)
NIKE LOREAL LG
Zara TOTOTA PAYPAL STARBUCKS KELLOG’S BURGER KING
COTSCO BMW AMERICAN
EXPRESS
MCDONALS PUMA SUBWAY
NIKE VOLKSWAGEN GOLDEN SACHS DOMINO’S PIZZA ACCENTURE HYUNDAI
LULUMELON GENERAL
MOTORS (GM)
JPMORGAN
CHASE
NESTLE RATAN TATA AUDI

81. Oral B
Design thinking not only succeeds at finding effective solutions for companies but also at putting
initiatives to the test before implementation.
When Oral B wanted to upgrade its electric toothbrush, it enlisted designers Kim Colin and Sam Hecht
to help. The company’s request was to add more functions for electric toothbrush users, such as
tracking brushing frequency, observing gum sensitivity, and playing music.
While clarifying the problem, however, Colin and Hecht pointed out that brushing teeth was a neurotic
act for many people. Users didn’t want additional functionality and, in many cases, thought it could
potentially cause more stress. Instead, they recommended two solutions that could improve user
experience without adding gimmicks.
Their first recommendation was to make the toothbrush easier to charge, especially while users were
on the road. Another was making it more convenient for users to order replacement heads by allowing
toothbrushes to connect to phones and send reminder notifications. Both proposals were successful
because they focused on what users wanted rather than what the company wanted to roll out.