The documents provide information on design thinking and the ideation process. Some key points covered include: - Ideation benefits from generating a large number of ideas without initial criticism to allow for more creative insights. - Tools like the "Wall of Ideas" can be used to gather a wide range of concepts from a team in a short period of time. - The rational concept sheet is used to evaluate ideas by detailing how the concept works, the value it provides end-users and the business, its differentiation from other solutions, and its social and environmental impact.

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Ideate

2. www.hamk.fi
Design Thinking Process

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Philosophy guiding our
ideation
• Be human centric
• Aim for the right decision
early
• The target is attractive,
profitable, viable, and
sustainable solutions
• Uncertainty helps us to learn,
we learn more in situations
where we’re not sure
• Competence in design is
doing, using and learning
design tools and methods
Sources: Livni 2018;
https://designabetterbusiness.com/

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Few important rules for ideation
•Creativity benefits from
quantity. The more ideas
you generate, the more
likely it is that you’ll
stumble upon a brilliant
insight.
•Generate ideas first,
criticize them later!

5. DESIGNA
BETTER
BUSINESS
BYDESIGNABETTERBUSINESS.COM
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MAIN IDEA
IDEA
WALLOFIDEAS
IDEA
IDEA
IDEA
IDEA
IDEA
IDEA
IDEA
IDEA
IDEA
IDEA

6. How to use the Wall of Ideas
• The purpose of this tool is to fill up an entire wall with the ideas generated
by a team in a short amount of time (30-45 minutes)
• Using time pressure and a sense of competition (who added the largest
number of post-its?) make it easier to shake any creative blocks.
• In groups of around 5 people, it is doable to reach more than 100-150 ideas
in half an hour!
• From the ideas generated, there will always be a few that are truly new and
interesting – e.g. contain brilliant insight
• As each team member adds ideas to the wall, the rest of the team will no
doubt produce new ones or point out ones that are funny or interesting.
• You can use trigger questions, e.g. every 30 seconds – 2 minutes to guide
what your team is making ideas about. For example: How should the
solution look like for the user? What features/elements would make the
solution user friendly? How could the user save effort, money, time, etc.
with your solution? How could we improve sustainability of the solution?
• Once you have ideas cluster them by moving similar ideas close together.
WALLOFIDEAS
DESIGNA
BETTER
BUSINESS
Source: Modified from Design A Better Business Wall of Ideas

7. 37
BUSINESS OBJECTIVE / USERS NEEDS / IDEATION / CONCEPTING / BUSINESS MODEL / VALIDATION / WRAPPING IT ALL UP
Ideation Sandbox
To kickstart the first round of ideation
User need/problem Emotions and values
Purpose of the servic e fo r the u ser
Business Objective Ideas that fill the u ser need, business objective and/or society purpose
Lean Service Creation
Toolbox by Futurice
Ltd is licensed under
Creative Commons
Attribution-
ShareAlike 4.0
International License.
What is the objective of the
service for your company?
Company Mission
What is the mission of your
organisation?
Team Mission
Purpose of the servic e
fo r the society?
TIPS
• Make sure everybody knows all
the design criteria.
• If you are already in love with an
idea, write that down first. Then
look for new ideas.
• Start with a five-minute silence
as everybody writes their own
ideas.
• Share the idea and remember
NOT TO JUDGE but build on
others’ ideas.
• If you need better ideas try
different ideation techniques:
how will this be solved in the
future? How would [insert
famous person/company here]
solve this? What’s the most
outrageous way of solving the
need?
• Group the ideas and build on top
of them.
TYPICAL PITFALLS:
• No grouping is done. After all the
ideation effort, you select the
initial idea but don’t evolve it.
• You rush to select the seed idea
and don’t look at the bigger,
more strategic picture.
DEFINITION OFDONE:
• You have an idea that you think
addresses the user’s needs
and enables you to fulfil the
business objective.

8. 36
3
IDEATION
Start with a five-minute silence as everybody writes their own ideas.

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Design Thinking approach to Ideation
PAINS GAINS
What are their
fears,
frustrations,
and anxieties?
What are their
wants, needs,
hopes and
dreams?
What do they
THINK and FEEL?
Ideas that
make the
best out of
the positive
Ideas that
fix, reduce
or eliminate
my pain
YOU USER

10. Lean Service Creation
Toolbox by Futurice Ltd
User need/problem
Write it down on a high enough level so that
your ready made idea is not the only solution to it.
Negative emotions/aspects
related to the user need :(
Positive emotions/aspects
related to the user need :)
Ideas that take
the best out of
the positive
IDEATION Ideas that fill the user need/problem
Ideas that fix,
eliminate or reduce
the user pain

11. Lean Service Creation
Toolbox by Futurice Ltd
User need/problem
Write it down on a high enough level so that
your ready made idea is not the only solution to it.
Negative emotions/aspects
related to the user need :(
Positive emotions/aspects
related to the user need :)
Ideas that take
the best out of
the positive
IDEATION Ideas that fill the user need/problem
Ideas that fix,
eliminate or reduce
the user pain
Idea 1
Idea 2
Idea 3
Idea 4
Idea 5
Idea 6

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Evaluating the Ideas
• There are several frameworks for evaluating the ideas. Typical
criteria include:
• Originality of the idea: is it something new, does it combine
existing things in a new way?
• Feasibility and relevance of the idea: does it work, or could it
work in real life?
• Desirability: is the user / customer attracted to this idea?
• Viability or business potential of the idea: is it possible to make
money with this idea? What is it market for this idea? Can it save
money or costs of current way of doing things?
• Sustainability: how does the idea make a better future for us all?
How could the idea reduce energy, environmental, etc. waste?

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Tools for evaluating the ideas
• Lean Service Creation, Design A Better Business, Business Design
Guide by d.MBA provide several tools you can use, e.g.
• Innovation Matrix
• Evaluating the Concept
• Rational Concept Sheet
• We will use Rational Concept Sheet to support the Prototyping

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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0International License.
http://creativecommons.org/licenses/by-sa/4.0or send a letter to CreativeCommons,
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DESIGNA
BETTER
BUSINESS
INCREMENTAL
REVENUE
COST
INNOVATIONMATRIX
SUBSTANTIAL

15. BUSINESS OBJECTIVE / USERS NEEDS / IDEATION / CONCEPTING / BUSINESS MODEL / VALIDATION / WRAPPING IT ALL UP
TIPS
• Start with the more concrete
implementation risks.
• Try to prove that the service
can’t be built.
TYPICAL PITFALLS:
• You go easily as you love the
concept.
DEFINITION OFDONE:
• You’ve validated the
assumptions and you now
know how you need tochange
the concept to make it more
feasible.
Evaluating the Concept
Time for the acid test.
YES!
Should we proceed?
NO!
WE HAVE TO
ITERATE
Positive impact to the
society?
Best ever!
Sorry to say,
but nope!
Straight forward
Implementation
Complex
Hard
C
om
pe
tition
None
Fits
our
s
t
r
a
t
e
g
y
?
Perfect
fit
Doesn’t
fit
Concept name:
Lean Service Creation Toolbox by Futurice Ltd
is licensed under Creative Commons
Attribution-ShareAlike 4.0 International
License.

16. Rational
Concept Sheet
4 A f t e r you have b ra i n s to rm e d and
g e n e ra te d i d e a s , s e l e c t t h e b e s t
i d e a s from a l l t h r e e g ro u p s and
c r e a t e a f u l l c o n c e p t o f them. You
might end up w i t h m u l t i p l e c o n c e p t s
t o choose f r o m . While c r e a t i n g
t h e c o n c e p t , keep y o u r f o c u s on
t h e c u s t o m e r ’ s problem and on t h e
c o n c e p t ’ s f e a s i b i l i t y and b u s i n e s s
p o t e n t i a l . You might want t o re a d
o v e r c a n v a s #1 t o remind y o u r s e l v e s
o f t h e b u s i n e s s o b j e c t i v e you a r e
a i m i n g f o r .
CONCEPTING
HOW DOES IT WORK?
Describe how the concept works in detail/in
practice. What does the customer or end user
do with it?
VALUE TO THE END-USER
What is the value the solution brings to the
user or customer? What’s the problem it’s
solving and how?
WHAT MAKES YOUR SOLUTION
SPECIAL?
How is the solution different from what’s
already in the market? Why is your solution
better?
VALUE TO YOUR BUSINESS
How does this solution fix your business
problem? What direct and indirect value does
it create?
SOCIAL AND ENVIRONMENTAL IMPACT
What positive environmental and social
impact will the concept have?
RATIONAL VALUE PROPOSITION
You should now have everything you need
to write a strong rational valueproposition:
you know your customer’s needs/problems,
you know how your solutions are meeting
these needs.
CONCEPT NAME
Now it’s time to give the concept a descriptive
name. Especially if you have multiple concept
ideas, it’s good to give each of them a name
so that as a group you can talk about them
more easily.
Good t o do a l w a ys

17. BUSINESS OBJECTIVE / USERS NEEDS / IDEATION / CONCEPTING / BUSINESS MODEL / VALIDATION / WRAPPING IT ALL UP
Concept name?
Rational Concept Sheet
How does it work
Value to the end-user?
SOLUTION:
NEED:
Social and environmental impact? Rational value proposition:
END USER:
What differentiates it from other Value to our business?
solutions to the same problem?
Lean Service Creation Toolbox by Futurice Ltd
is licensed under Creative Commons
Attribution-ShareAlike 4.0 International
License.
TIPS
• Be precise. Make sureyou really
can explain how the concept
works.
• Make sure you crystallise the
value proposition.
TYPICAL PITFALLS:
• You look only at the idea and
miss the concept around it.
DEFINITION OFDONE:
• You are able to describe
how the concept works; and
how it benefits the different
stakeholders.