Design thinking notes with explanation i

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Design Thinking
Source: Hasso Plattner Institute of Design at Stanford
Your Mission:
Redesign the gift-giving
experience . . . for your partner.
Start by gaining empathy.
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Reframe the problem.
Synthesize needs &
insights
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Write your POV
Ideate: generate alternatives to
test.
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Iterate based on feedback.
Revise your sketch
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Build and test.
Build your solution.
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I have not failed.
I’ve just found 10,000 ways that
won’t work
-Thomas Edison
Every child is an artist. The
problem is how to remain an
artist once we grow up
-Pablo Picasso
20th Century 21st Century
Scale and Scope Speed and Fluidity
Predictability Agility
Rigid Organization Boundaries Fluid Organization Boundaries
Command and Control Creative Empowerment
Reactive and Risk Averse Intrapreneur
Strategic Intent Profit and Purpose
Competitive Advantage Comparative Advantage
Data and Analytics Synthesizing Big Data
Changing Management Paradigms
Source: Design Thinking for Strategic Innovation by Idris Mootee
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DESIGN THINKING IS
THE SEARCH FOR
a magical balance between
BUSINESS AND ART;
STRUCTURE AND CHAOS;
INTUITION AND LOGIC;
CONCEPT AND EXECUTION;
Playfulness and formality; AND
CONTROLAND EMPOWERMENT.
Design thinking is an approach to designing that
supports innovation and intelligent change.
Design thinking is a human-centered approach
which is driven by creative and analytical
thinking, customer empathy and iterative
learning.
Who is using Design Thinking?
▪ 3M
▪ Accenture
▪ Adobe
▪ Ahold
▪ AirBnB
▪ Airbus
▪ Apple
▪ Bank of America
▪ BMW
▪ Cisco
▪ Clorox
▪ Daimler
▪ DHL
▪ Electrolux
▪ Ericsson
▪ Fraport
▪ FutureGov
▪ GE
▪ Georgia Tech
▪ Godrej: Chotu Kool
▪ Google
▪ IBM
▪ IKEA + IDEO
▪ Infosys
▪ Intuit Inc.
▪ JetBlue
▪ Kickstart
▪ Lambeth Council
▪ Marriot: 4 Seasons
▪ Mattel: Platypus
▪ Mayo Clinics
▪ Metro AG
▪ Nasdaq
▪ New York Times
▪ Panasonic: Oxyride
▪ PepsiCo
▪ Pfizer: Nicorette
▪ Philips Electronics (PHG)
▪ Ravel
▪ Samsung
▪ SAP
▪ Shimano
▪ Siemens
▪ THALES
▪ Toyota
▪ Unilever
▪ VF Corporation
▪ VW
▪ Whirlpool
▪ Xing
▪ Yanmar
▪ ZOO Hannover etc.
Source: Design Thinking Process and Methods by Robert Curedale
Some Public Service Organization Using Design Thinking
▪ INDIA
National Innovation Council – www.innovationcouncil.gov.in/
▪ USA
Code for America – http://codeforameric.org/
Launch – www.launch.org
Public Policy Lab – http://publicpolicylab.org/
▪ Singapore
Human Experience Lab
▪ Finland
Helsinki Design Lab – http://helsinkidesignlab.org/
▪ Norway
Innovation Norway – www.innovasjonnorge.no/
▪ United Kingdom
Design Council – www.designcouncil.org.uk/
The Innovation Unit – www.innovationunit.org/
Nesta – www.nesta.org.uk/
Technology Strategy Board – www.innovate.org/
Policy Lab – https://twitter.com/PolicyLabUK
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Year Design Movement Design Approaches People
2010s Design Thinking Experience Design
Creative class
David Kelly
Tim Brown
Roger Martin
Bruce Nussbaum
Rolf Faste
2000s Service Design Human CenteredDesign Lucy Kimbell
1990s Process Methods Meta Design Ezio Manzini
William Rause
Richard Buchanan
1980s Cognitive Reflections User CenteredDesign Don Norman
Donal Schon
Nigel Cross
Peter Rowe
Bryan Lawson
1970s Robert McKim
1960s Design Science Participatory Design
Design Methods
Horst Rittel
Herbet Simon
Bruce Archer
1950s Creativity Methods Brainstorming Alex Osborn
History of Design Thinking
The growth of Design Thinking is closely linked to
the growing economic importance of service
industry.
Design Thinking with its emphasis on team
collaboration and user experience is the best
approach for designing services and product
service systems.
Manufacturing Solution Service Customer-centered
Solution
Underlying
business logic
Products Solutions
Customization Standard product Customizable
Integration Low High
Scope Narrow Wide
Delivery process Transactional Relationship
Outcome Functioning product Value for customers
Design driven From manufacturer forward From customer backward
Physicality Tangible Intangible
Output Goods An experience
Production Produced Co-produced
Consumption Transferred and used Consumed as produced
Dimensions Length breadth height Experience and time
Implementing Servitization from goods-centered to
customer-centered solution
COMPLEXITY IS THE PRODIGY OF THE
WORLD.
SIMPLICITY IS THE SENSATION OF THE
UNIVERSE.
BEHIND COMPLEXITY, THERE IS ALWAYS
SIMPLICITY TO BE REVEALED.
INSIDE SIMPLICITY, THERE IS ALWAYS
COMPLEXITY TO BE DISCOVERED.
-GANG YU
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10 Design Thinking Principles
That Redefine Business Management
Design Thinking:
1. Is Action-Oriented ( it proposes a cross-disciplinary learning by
doing approach, instead of being an armchair strategist)
2. Is Comfortable with Change
3. Is Human-Centric (focused on the customer or end user’s needs
including unarticulated, unmet, and unknown needs)
4. Integrates Foresight
5. Is A Dynamic Constructive Process (It is iterative. It requires
ongoing definition, redefinition, representation, assessment, and
visualization)
6. Promotes Empathy
7. Reduces Risks (There are many benefits in learning from small and
smart failures)
8. Can Create Meaning
9. Can bring Enterprise Creativity to Next Level
10. Is the New “Competitive Logic of Business Strategy”
Linking Design Thinking Solutions to Business Challenges
Business Challenges Design Thinking Solutions
Growth Storytelling
Predictability Strategic Foresight
Change Sensing
Relevance Value Redefinition
Extreme Competition Experience Design
Standardization Humanization
Creative Culture Prototyping
Strategy and Organization Business Model Design
Learn from Failure
Don’t think of it as failure,
think of it as designing
experiments through which
you’re going to learn
-Tim Brown, CEO, IDEO
Source: The Field Guide to Human Centered Design by IDEO.org
Make it
You’re taking risk out
of the process by making
something simple first.
And you always learn
lessons from it.
-Krista Donaldson, CEO, D-Rev
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Creative Confidence
Creative confidence is
the notion that you have big
ideas, and that you have the
ability to act on them.
-David Kelley, Founder, IDEO
Empathy
In order to get to new
solutions, you have to get
to know different people,
different scenarios,
different places.
-Emi Kolawole Editor-in-Residence,
Stanford University d.school
Embrace Ambiguity
We want to give ourselves
the permission to explore
lots of different possibilities
so that the right answer
can reveal itself.
-Patrice Martin, Co-Lead and Creative Director
IDEO.org
Optimism
Optimism is the thing
that drives you forward.
-John Bielenberg, Founder, Future Partners
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Iterate, Iterate, Iterate
By iterating, we validate
our ideas along the way
because we’re hearing from
the people we’re actually
designing for.
-Gaby Brink, Founder, Tomorrow Partners
The Challenge
Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare
Ready?
Good or Bad Design?
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Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare
© BOBLBEE AB
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© BOBLBEE AB
© Apple Inc.
Design Challenge 2
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Olympics
If you could do anything to break existing records in a sport
(e.g., swimming, cycling, running etc.), what might you do?
Olympics - New World Records
The 10-Step Design Process
Research (steps 1-6)
1) Identify Needs
–What's the problem?
2) Information Phase
–What exists?
3) Stakeholder Phase
– What's wanted? And who wants it?
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Napoleon Toothbrush
http://en.wikipedia.org/wiki/File:NapoleonToothbrush.jpg
Research (cont.)
4) Planning/Operational Research
– What's realistic? What limits us?
5) Hazard Analyses
– What's safe? (What can go wrong?)
6) Specifications
– What's required?
Design (steps 7-9)
7) Creative Design
– Ideation
8) Conceptual Design
– Potential solutions
9) Prototype Design
– Create a version of the preferred design
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Verification (step 10)
10) Verification
– Does it work? If not, redesign
End Solution.......................................?
Design Process Exercise – Map steps to cooking dinner
1) Identify Needs
4) Planned Research
5) Hazard Analyses
6) Specifications
7) Creative Design
9) Prototype Design
10) Verification
Design Process Exercise – Map steps to throwing a surprise
party for your best friend!
1) Identify Needs
4) Planned Research
5) Hazard Analyses
6) Specifications
7) Creative Design
9) Prototype Design
10) Verification
Design Process Exercise – Map steps to making a car fueled
a nuclear reactor
1) Identify Needs
4) Planned Research
5) Hazard Analyses
6) Specifications
7) Creative Design
9) Prototype Design
10) Verification
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On Innovation
Innovation: a design-consultant’s view
The Reality of Innovation
Innovation is the result of resolving...
The Reality of Innovation
A designer reconciles the
seemingly irreconcilable
Desire &
Require
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In-class assignment and/or Homework
1) Design a 2-player game
2) Maximum cost of materials < Rs. 400/-
3) Must include an element of chance
4) Must be able to be taught within 3 minutes
Who are these 2 people?
Dieter Rams (born May 20, 1932 in Wiesbaden) is a German industrial
designer closely associated with the consumer products company Braun and
the Functionalist school of industrial design.
Jonathan Paul Ive, (born February, 1967) is a British designer and the
Senior Vice President of Industrial Design at Apple Inc. He is internationally
renowned as the principal designer of the iMac, aluminum and titanium
PowerBook G4, MacBook, unibody MacBook Pro, iPod and iPhone.
Dieter Rams 10 principles for good design
1. Good design is innovative.
2. Good design makes a product useful.
3. Good design is aesthetic.
4. Good design helps us to understand a product.
5. Good design is unobtrusive.
6. Good design is honest.
7. Good design is durable.
8. Good design is consequent to the last detail.
9. Good design is concerned with the environment.
10. Good design is as little design as possible.
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Challenge!
What you know: The Music Stops,
A Man Is Dead.
You need to solve: What
happened? Why did it happen?
Research
▪ Asking questions is important, but answers can be
misleading Academic/Scientific research is often wrong
▪ Research results may be good but conclusions can be wrong
▪ Designing products for people? People don’t know what they
want
▪ People know what they want? Often can’t articulate it
Fitts’ Law
Ways to research these problems?
1. In 1960: how to cook like a
French chef
2. In 1848: The best way to
conduct a defensive military
retaliation
3. In 1990s: The best way to
clean a kitchen
4. In 2013: Saving money in a
call-center that handles technical
issues/ customer complaints for
satellite TV
5. In 2015: The decision to
develop an extremely new type of
consumer product (think: iPad)
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Ways to research these problems?
1. In 1960: how to cook like a
french chef
Expert education
2. In 1848: The best way to
conduct a defensive military
retaliation
Historical/ Cultural
3. In 1990s: The best way to
clean a kitchen
Ethnographic
4. In 2013: Saving money in a
call-center that handles technical
issues/ customer complaints for
satellite TV
Direct observation
5. In 2015: The decision to
develop an extremely new type of
consumer product (think: iPad)
Deep understanding of humans,
technology, culture,
manufacturing, philosophy, art,
design...
Stakeholder
“A person or group that has an investment, share, or
interest in something”
Stakeholders in your education?
You
Family
Teachers
School ....
who else?
Stakeholder - quick sketch
▪ Draw up the Ravi’s Bakery Stakeholder Sketch
▪ If you want, label lines to clarify (e.g., “pays”, “receives
payment”)
Ravi’s
Bakery
Owner:
Ravi
Stakeholder - quick sketch
Ravi’s
Bakery
Owner:
Ravi
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Stakeholder Analysis
▪ Systems Thinking - Establishing a global perspective
▪ Understand how to make good decisions & tradeoffs, establish priorities
and communicate effectively
– Not all stakeholder hold the same value
– Which stakeholders do we benefit more?
– Which stakeholders benefit us more?
– (e.g., Angel Investor vs. Venture Capitalist)
– Easier to align team
▪ Reveals hidden costs and opportunities
– Cost: A student can get an easy-A or a difficult-C (From parent’s
perspective, which is better?)
– Opportunity: If a company has enough employees, the company can get
better buying power with vendors, gyms, etc.
Stakeholder Homework
▪ Map out primary and secondary stakeholders for an art-museum
▪ Map out primary and secondary stakeholders for a new kind of
battery technology
Articulating The Design
How to Articulate the Design
1.Sketch it out
▪ Refine ideas
▪ Refine expression of the ideas
2.Draw out the connections
▪ Refine the logic
▪ Refine the sketch
3.Articulate the details
▪ Define the specifics
▪ Refine the connections
▪ Refine the sketch
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What’s a Sketch?
Sketch out a house
How do we sketch out solutions in...
▪ Physical Objects: bottles, cans, boxes…..
▪ Process: Line at Disney World, manufacturing process for
printed IC
▪ Other things...?
K-Scripts: Translating Research into
Design
▪ K-Scripts are scripts that show user interactions
▪ K-Scripts are easy to edit
▪ Quick to generate
▪ Allow a group to work collaboratively
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About K-Scripts
▪ Using K-Scripts
– Good K-Scripts start by showing a typical interaction
– When a group is satisfied with the K-Scripts then robust
artifacts to express the idea (e.g., a story board)
▪ When to use them
– At the very beginning, then later on as ideas are refined
– To align a diverse team and educate new members
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In Class Exercise-Make a K-Script for the
Siri/Alexa/Google Interaction
▪ Use 3 column method
▪ Add notes where needed
– iPhone User: “Siri, remind me”
– Siri: “Ok just tell me what you wanted to be reminded
About”
– iPhone user:” Meet with Ravi on Tuesday”
– Siri “What time your event”
– iPhone user: “10 am”
– Siri: “Ok, here’s your meeting, Note that you already have 2
events that overlap with this. Shall I schedule it anyway?”
In Class: K-Script Writing
▪ Write out a K-Script showing the interaction between you
and Vistara Airline agent (on phone) to book a ticket
Sources
1. Hasso Plattner Institute of Design at Stanford
2. Design Thinking Process and Methods by Robert Curedale
3. Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT
OpenCourseWare
4. The Field Guide to Human Centered Design by IDEO.org
5. Design Thinking for Strategic Innovation by Idris Mootee; and others
Thank You
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