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Design thinking vs Lean start-up
The document discusses the integration of design thinking and lean start-up methodologies to tackle complex problems in product development. It highlights the strengths and weaknesses of both approaches, emphasizing user-centered design, iterative learning, and cross-functional collaboration. Key insights from industry leaders are presented, debating the effectiveness and rigor of design thinking as a process in innovation management.
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Design thinking vs Lean start-up
- 1. Design thinking and Leanstart-up 10 September 2018
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- 8. Upstream Organisation and culture Tools and processes Capability development Design research Market analysis Industry foresight Vision andvalues Proposition and concept design Portfolio planning Opportunity scoping Strategy development Innovation management
- 9. Headline 30pt ‘You canuse an eraser on the drafting table or a sledge hammer on the construction site.’ Frank Lloyd Wright
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- 11. Intro Design thinking vs Leanstart-up Blended approach
- 12. Wicked problems /user-driven / inter-disciplinary iterative / prototyping / failing early
- 13. Evangelists Roger Martin A wayof thinking Tim Brown Designer’s sensibility and methods
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- 18. New story, oldprocess Design thinking = Design process ‘design thinking is a new story, not a new process.’ Bill Moggridge, Designerly Thinking: In conversation with Bill Moggridge, NESTA, 12 June 2007
- 19. Roger Martin Analytical thinking Intuitive thinking 50/50 mix ‘The mostsuccessful companies in the years to come will balance analytical mastery and intuitive originality in a dynamic interplay.’ Roger Martin, ‘The Design of business’, 2009
- 20. Analytical Intuitive Balanced leftand right brain thinking
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- 24. An ill-defined process RogerMartin A way of thinking Tim Brown Design for non-designers or Designers tacking bigger problems
- 25. Headline 30pt ‘Design thinking isa nonsensical phrase that deserves to die’ Don Norman, ‘The Research-Practice Gulf’, Design Research Conference, 11 May 2010
- 26. ‘Design Thinking isa failed experiment ... The success rate for design thinking processes was very low’ Bruce Nussbaum, former assistant managing editor, BusinessWeek in Fastcodesign.com, June 2011
- 27. The Big Re-Think ‘Businessleaders are casting around for new ideas... ...design thinking is offering itself up as one of the new ideas’ Vijay V Vaitheeswaran, ‘The Big Re-Think: redesigning business summit’, 11-12 March 2010 Vijay V Vaitheeswaran, Global Correspondent, The Economist
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- 30. The power ofa fluffy idea
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- 32. Rise of theCDOs Jonathan IveErnesto QuinterosEric QuintSean CarneyPeter Schreyer Mauro Porcini 2006 11 12 13 14 15
- 33. Designer founders Bachelor ofFine Arts in industrial design Dual degree of Graphic Design and Industrial Design at RISD. Nathan BlecharczykBrian Chesky Trained as an Architect, then worked in the design industry. Bachelor of Architecture and Industrial Design Evan Sharp Graham Hill Bachelor of Arts communications Eric Ryan ‘Great companies are built with a design ethos at the core, ... Understanding that design isn’t just pixels and paint but an experience that has been thought through end-to-end is really important.’ Megan Quinn, a Silicon Valley venture capitalist, in Tim Bradshaw, ‘Designers on the ascendant in Silicon Valley’, Financial Times, 7 July 2013
- 34. Designers are being askedto tackle higher-level problems
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- 36. Intro Design thinking vs Leanstart-up Blended approach
- 37. ‘Remember, if we’re buildingsomething that nobody wants, it doesn’t matter if we’re doing it on time and on budget’ Eric Ries,
- 38. Shared origins User centreddesign Lean manufacturing Agile software development
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- 40. Learn early andoften Time Experiment Measure Learn Early Alpha Beta Test market Launch market Object Object Object Object Object Experiment Measure Learn Experiment Measure Learn Experiment Measure Learn Experiment Measure Learn
- 41. Common ground Design thinkingand Lean start-up + Cross-functional teams + User-focused + Prototype early and often + Failing early to de-risk innovation
- 42. Common ground Design thinkingand Lean start-up + Cross-functional teams + User-focused + Prototype early and often + Failing early to de-risk innovation – Lack rigorous foresight processes – Neither emphasise big idea envisioning
- 43. Design thinking Strengths – Hascreated a shared space for designers and other functions to collaborate in – Has useful approaches to framing ‘wicked’ or fuzzy problems – Produces tangible visualisation/artefacts early in process – Takes a holistic experiential view – beyond code
- 44. Design thinking Strengths – Hascreated a shared space for designers and other functions to collaborate in – Has useful approaches to framing ‘wicked’ or fuzzy problems – Produces tangible visualisation/artefacts early in process – Takes a holistic experiential view – beyond code Weaknesses – Ill-defined process – Generalises ID process to all problems – Overemphasis on process – Strong on Desirability, weak Viability and Feasibility – Can become an cross-functional engagement process, more than a motor of innovation
- 45. Lean start-up Strengths – Robustprocess (including its emphasis on hypotheses, experiments, and metrics) – Emphasise on driving business velocity – Business modelling is central to the process
- 46. Lean start-up Strengths – Robustprocess (including its emphasis on hypotheses, experiments, and metrics) – Emphasise on driving business velocity – Business modelling is central to the process Weaknesses – Focus on making over thinking, best suited to incremental innovation in well-framed problem spaces – While more robust that Design thinking, there’s still lots of debate over process – Assumes core hypothesis exists, bigger companies need to generate a pipeline of growth hypotheses
- 47. Tailored blended approach Designthinking Lean start-up Time Problem Fuzzy Framed Solution Multi-touch point Software only
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- 49. Process and tools areonly part of the picture Design thinking + Lean start-up Process Context Talent
- 50. Get the rightpeople on the bus Process Talent Cross-functional Creative and analytical Domain knowledge Collaborative
- 51. Leaders setting the contextand vision Knowledge Perspective Analysis Foresight Vision Process Context Talent
- 52. Principles For early stageinnovation Mix rigour with creativity Frame the challenge … frankly Walk around the problem Envision in the round Prototype and learn 1 2 3 4 5
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