15. “Design is not art; it
is about pragmatic
compromise rather
than perfection.”
Bill Buxton,
Principal Scientist at Microsoft Research
16.
17. “There's something odd
going on when business
and political leaders flatter
design with potentially
holding the key to such big
and pressing problems,
and the design community
looks the other way.”
Kevin McCullagh
http://www.core77.com/blog/featured_items/
design_thinkingeverywhere_and_nowhere_reflections_on_the_big_re-think__16277.asp
18. “For now, the business community seems
to have the ball, and it's running with it.
But designers can't afford not to be a part
of this conversation. If you opt out, the
purpose and value of the wider discipline
of design is going to get twisted and
subverted by well-meaning individuals
who don't know what they're talking
about. Designers, surely, need to be at the
heart of the design thinking discussion.”
Helen Walters
http://www.businessweek.com/innovate/next/archives/2010/04/design_week_van.html
19. “Design thinking is an
approach that uses the
designer’s sensibility and
methods for problem solving
to meet people’s needs in a
technologically feasible and
commercially viable way. In
other words, design thinking
is human-centered
innovation.”
Tim Brown
http://www.ideo.com/thinking/approach/
20. “[Design thinking] means stepping
back from the immediate issue and
taking a broader look. It requires…
…systems thinking…
…deep immersion into the topic…
…tests and frequent revisions…
…done in groups…
Perhaps the most important point is
to move away from the problem
description and take a new, broader
approach.”
Don Norman
http://www.core77.com/blog/columns/design_thinking_a_useful_myth_16790.asp
22. It isn’t all so familiar
Innovation not optimisation
Solving problems, not designing
interactions
Advocated by businesses, not designers
They use terms like “abductive
reasoning” and “synthesis”
23. “The most successful
businesses in the years to
come will balance analytical
mastery and intuitive
originality in a dynamic
interplay that I call design
thinking. Design thinking is
the form of thought that
enables forward movement
of knowledge, and the firms
that master it will gain a
nearly inexhaustible, long-
term business advantage.”
Roger Martin:
http://www.businessweek.com/innovate/content/
oct2009/id20091014_072850_page_2.htm
24. “…the prescription is not to
embrace abduction to the
exclusion of deduction or
induction, nor is it to bet the
farm on loose abductive
inferences. Rather, it is to strive
for balance. Proponents of
design thinking in business
recognise that abduction is
almost entirely marginalised in
the modern corporation and
take it upon themselves to
make their companies
hospitable to it.”
Roger Martin
From The Design of Business
28. “I now believe that CEOs and
managers must know Design
Thinking to do their jobs.
CEOs must be designers and
use their methodologies to
actually run companies. Let
me be even more precise.
Design Thinking is the new
Management Methodology.”
Bruce Nussbaum,
http://www.businessweek.com/innovate/NussbaumOnDesign/archives/
2007/06/ceos_must_be_de.html
30. “I now believe that CEOs and
managers must know Design
Thinking to do their jobs.
CEOs must be designers
and use their methodologies
to actually run companies.
Let me be even more precise.
Design Thinking is the new
Management Methodology.”
Bruce Nussbaum,
http://www.businessweek.com/innovate/NussbaumOnDesign/archives/
2007/06/ceos_must_be_de.html
31.
32. “…long live the phrase "design thinking."
It will help in the transformation of
design from the world of form and style
to that of function and structure. It will
help spread the word that designers can
add value to almost any problem,
from healthcare to pollution,
business strategy and company
organization...”
Don Norman
http://www.core77.com/blog/columns/design_thinking_a_useful_myth_16790.asp
33. “…When this transformation takes place,
the term can be put
away to die a natural death.
Meanwhile exploit the myth. Act as if
you believe it. Just don't actually
do so.”
Don Norman
http://www.core77.com/blog/columns/design_thinking_a_useful_myth_16790.asp
36. Shares in design-led businesses
outperform key stock market indices by
200%
Where design is integral, less than half
of businesses compete mainly on price,
compared to two thirds of those who
don’t use design
On average, design alert businesses
increase their market share by 6.3%
through using design
More at http://www.designfactfinder.co.uk/
37. Business
strategy
Product strategy
Channels/
Touchpoints
39. “What if my manager
sees them? I haven’t
decided they’re right
yet.”
“We don’t know enough
to commit our ideas to
paper yet.”
40. Traditional business values
Driving e ciencies
Avoiding risks
Not looking stupid
Looking busy at all times
Short-term success
Respecting hierarchy
Following procedure
Providing full traceability
Numbers rule
44. “That
would
make me “That is far too
actively
discourage complicated. It makes
my clients
from using the current solution
it.” look good.”
“That’s the worst thing
you could possibly do!”
50. Do you…
a) Tell them that you don’t do “design thinking”
b) Tell them that what they’re after isn’t actually
called design thinking and that they should refer
to it as design strategy, or something we’re far
more comfortable with, or else you won’t do the
work
c) Ask them when they want you to start