This document discusses experience design and design thinking. It begins with an overview of the emergence of the experience economy and how it is changing business. It then discusses some key traits of design thinking and its implications. The document outlines aspects of designing experiences, including staging, backstaging, and the anatomy of experience design. It provides examples of experience design at MindTree, focusing on front staging and back staging, thinking of users as people, tasks as activities, and context. The document emphasizes thinking of offerings as experiences and discusses how this could change MindTree's approach.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
Design thinking is a user-centered problem solving process that involves understanding user needs through observation, brainstorming many potential solutions, and testing prototypes with users in an iterative process. The presentation provides an overview of design thinking, explaining that it is a dynamic, multidisciplinary approach to problem solving that focuses on understanding user experiences to discover innovative solutions. Key aspects include gathering user insights through empathy, generating many ideas through brainstorming without judgment, creating low-fidelity prototypes to test with users, and iterating the solutions based on user feedback.
Guest lecture to first year Bachelor of IT students at Queensland University of Technology in unit INB103 Industry insights, 8 March 2013.
Please note: due to the introductory nature of this lecture to the concept many of the resources have been adapted from the Stanford D School cc licensed resources.
Design thinking is a process that uses four foundational practices: empathy, ethnography, abductive thinking, and iterative user testing. It involves comprehending user needs through observation and testing prototypes with users to iteratively design solutions that are user-centered. The stages of design thinking are comprehension, definition, ideation, prototyping, and evaluation.
UX design, service design and design thinkingSylvain Cottong
User experience design (UX) aims to enhance user satisfaction and productivity by improving the usability, accessibility, and pleasure provided in the interaction between the user and the product. UX design uses techniques from human-centered design and information architecture to understand users and specify program requirements from the early stages of product development. Service design applies similar human-centered principles to the design of services to improve customer experience. Key benefits of UX and service design include higher conversion rates, reduced costs, improved customer satisfaction and loyalty, and a competitive advantage.
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
Design thinking is a user-centered problem solving process that involves understanding user needs through observation, brainstorming many potential solutions, and testing prototypes with users in an iterative process. The presentation provides an overview of design thinking, explaining that it is a dynamic, multidisciplinary approach to problem solving that focuses on understanding user experiences to discover innovative solutions. Key aspects include gathering user insights through empathy, generating many ideas through brainstorming without judgment, creating low-fidelity prototypes to test with users, and iterating the solutions based on user feedback.
Guest lecture to first year Bachelor of IT students at Queensland University of Technology in unit INB103 Industry insights, 8 March 2013.
Please note: due to the introductory nature of this lecture to the concept many of the resources have been adapted from the Stanford D School cc licensed resources.
Design thinking is a process that uses four foundational practices: empathy, ethnography, abductive thinking, and iterative user testing. It involves comprehending user needs through observation and testing prototypes with users to iteratively design solutions that are user-centered. The stages of design thinking are comprehension, definition, ideation, prototyping, and evaluation.
UX design, service design and design thinkingSylvain Cottong
User experience design (UX) aims to enhance user satisfaction and productivity by improving the usability, accessibility, and pleasure provided in the interaction between the user and the product. UX design uses techniques from human-centered design and information architecture to understand users and specify program requirements from the early stages of product development. Service design applies similar human-centered principles to the design of services to improve customer experience. Key benefits of UX and service design include higher conversion rates, reduced costs, improved customer satisfaction and loyalty, and a competitive advantage.
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
UX 101: A quick & dirty introduction to user experience strategy & designMorgan McKeagney
This document provides an introduction to user experience (UX) strategy and design. It discusses the history and evolution of UX from early command line interfaces to modern touchscreen interfaces. It outlines fundamental UX principles like designing for users' needs and making their lives easier. The document also describes common UX techniques like personas, journey mapping, prototyping, content writing, and persuasion design. It emphasizes the importance of understanding users through research and testing designs with them. Finally, it provides recommendations for resources to learn more about UX and tips for practitioners.
The document discusses UX strategy and provides examples of strategic analysis activities, elements of an effective strategy, and ways to communicate strategy. It emphasizes that UX strategy helps solve business problems through coordinated UX choices to achieve a desired experience. Key elements include analyzing challenges and aspirations, defining focus areas and guiding principles, planning activities and desired outcomes. Facilitating strategic conversations, diagramming insights, documenting the strategy, and illustrating the story are important for communication.
This document provides an overview of design thinking. It discusses how design thinking balances what is desirable, intuitive, technologically feasible, and viable from a business perspective. The document outlines the key principles of design thinking, including empathy, reframing problems, collaboration, exploration, tolerating failure and ambiguity. It also describes the core stages of the design thinking process as research, ideation, prototyping, and testing. Finally, the document shares success stories from GE Healthcare and P&G that demonstrate how they have applied design thinking.
This document provides an overview of user research methods for UX design. It discusses why user research is necessary, describing iterative design based on user testing. A variety of research methods are presented, including interviews, card sorting, usability testing, and A/B testing. Guidance is given for which methods to use at different stages and for different goals. Both in-lab and remote testing approaches are covered. Best practices are also outlined, such as only needing 5 users to test with and recording everything from interviews and tests. The document concludes with an activity where participants pair up to interview each other and report back.
This document contains slides from a presentation on user experience (UX) design. It discusses UX principles and processes, design mantras, and hands-on experience with UX. Various slides pose questions about usability, how to improve a product's usability, and how to evaluate products. Other slides discuss user-centric design, thinking from the user's perspective, and designing for errors rather than just success.
1. The workshop covered UI and UX design principles through a presentation and Figma workshop.
2. UI topics included layout, typography, and color with a focus on visual hierarchy, limited designs, and accessibility.
3. UX design was discussed through Norman's door metaphor and the goals of useful, usable, and desirable experiences.
4. Participants worked through a UX design process for a fictional app called Loafly.
The design thinking transformation in businessCathy Wang
Presented at Webvisions Barcelona 2015 By Cathy Wang & Nuno Andrew
The definition of design is shifting from being a noun to a verb. We see it moving away from arts and craft into a methodology of delivering value. Adapting to this shift, designers and changemakers are forming a new way of design thinking.
As designer, not only are we crafting products / services, but we are also learning to see a much bigger system with a deep connection to business factors. How can we influence businesses with design thinking in order to build a solid business platform that delivers meaningful products / services.
Systems thinking is an approach to problem solving. Businesses are an intricate ecosystem, from how the organisation is structured, to people, to commercial planning, to processes. As designers, we practice systems thinking everyday. How do we use this knowledge to craft a business? This, is business design.
In this session, we want to explore what business design means. How to use what we know, as designers, to build stronger businesses? As we continue to adapt design methodologies and systems thinking to a business context, what other manifestations that will evolve? How can design thinking be leveraged in even the most straight-laced silos of a business such as Human Resources and Finance? How do we give design thinking the space it needs in the face of traditional business practice? And most importantly, how do we use our existing design thinking knowledge, to design businesses?
Do-it-yourself toolkit to audit the user experience of your products and services.
We know that UX is too important for every business to be ignored.
But we recognize that not all businesses have a dedicated team or person in-house to do this, or have the budget to hire consultants.
This DIY toolkit provides a step-by-step guide for anyone to do a simple experience audit.
A presentation on UX Experience Design: Processes and Strategy by Dr Khong Chee Weng from Multimedia University at the UX Indonesia-Malaysia 2014 that was conducted on the 26th April 2014 in the Hotel Bidakara, Jakarta, Indonesia.
Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat.
One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.
UX Design Process 101: Where to start with UXEffective
This document summarizes a presentation on the UX design process. It introduces the speaker, Ari Weissman from EffectiveUI, a UX design agency. It then defines what UX is, explaining perspectives from various experts. It describes the stages of the UX design process used at EffectiveUI. It discusses measuring UX through key performance indicators and examples of metrics. Finally, it argues that the overall point of UX is to create aligned and useful experiences that optimize user engagement through a process of research, design, and continuous improvement.
Design thinking is a human-centered approach to problem solving that involves redefining problems, creating innovative ideas, and testing solutions. It has five phases - empathizing to understand user needs, defining the problem, ideating solutions, prototyping concepts, and testing. Key aspects include customer journey mapping to gain insights, root cause analysis using techniques like 5 whys, and addressing conflicts of interest between stakeholders. The process is iterative, with testing prototypes and getting feedback to refine solutions. Design thinking provides a creative, efficient approach to solving problems and gaining a competitive edge.
Design Thinking 101 - An Introduction to Design Thinking for DevelopersBill Bulman
This document provides an overview of design thinking. It defines design thinking as a human-centered approach to innovation that draws from design methods to meet user needs, technological possibilities, and business requirements. The document outlines the key stages of design thinking: empathize, define, ideate, prototype, and test. It compares traditional waterfall and agile development processes to an agile process integrated with design thinking. The document promotes adopting behaviors like collaboration, embracing ambiguity, and learning from failure when using design thinking.
The document outlines 10 key principles for designing effective user experiences: 1) Familiarity, 2) Responsiveness and Feedback, 3) Performance, 4) Intuitiveness and Efficiency, 5) Helpfulness in accomplishing real goals, 6) Delivery of relevant content, 7) Internal Consistency, 8) External Consistency, 9) Appropriateness to Context, and 10) Trustworthiness. It explains that global outsourcing and automation have led to commoditization, so the only way for companies to differentiate is through carefully crafted digital experiences that follow these 10 principles.
This document provides an overview of design thinking. It discusses how design thinking is an iterative process that involves empathizing with users, defining problems from the user's perspective, ideating solutions, prototyping ideas, and testing prototypes. Rather than taking problems at face value, design thinking challenges assumptions to reframe problems in a human-centered way. It encourages exploring unknown aspects of problems and generating alternative solutions. The document provides examples of how well-known problems could be viewed more broadly and solved innovatively using a design thinking approach focused on user needs rather than predefined solutions.
This document provides an overview of design thinking and how it can be applied in an educational setting. It discusses design thinking models which are non-linear and iterative in nature. The document also outlines IDEO's design thinking process which includes the steps of discovery, interpretation, ideation, experimentation and evolution. Finally, it provides a walkthrough of how design thinking can be used in the classroom, with examples of how each step in the process such as empathy, define, ideate and prototype can be applied to support authentic problem solving by students.
Design Thinking: The one thing that will transform the way you thinkDigital Surgeons
What's the one thing that will transform the way you think? Design Thinking. The startups, trailblazers, and business mavericks of our world have embraced this process as a means of zeroing in on true human-centered design.
Design Thinking is a methodology for innovators that taps into the two biggest skills needed in today’s modern workplace: critical thinking & problem solving.
Of course, if you ask 100 practitioners to define it, you’ll wind up with 101 definitions.
Pete Sena of Digital Surgeons believes that Design Thinking is a process for solving complex problems through observation and iteration. At its core, he describes it as a vehicle for solving human wants and needs.
Minds are like parachutes; they only function when open. Thomas Dewar was a Scottish whiskey distiller.
Communicating ideas or insights is often the hardest part of the design process. And PowerPoint and Excel spreadsheets are limited in their ability to do this. But the communication tools used in Design Thinking—maps, models, sketches, and stories—help to capture and express the information required to form and socialize meaning in a very straightforward, human way.
The Five things that all definitions of Design Thinking have in common:
1. Isolating and reframing the problem focused on the user.
2. Empathy. A design practitioner from IDEO, the popular design and innovation firm strapped a video camera to his head and it was only then that he recognized why the ceiling is such an important factor when working with hospital patients. As a patient you lay in bed and stare at it all day. It’s these little details and true empathy that can only be realized by putting oneself in the user’s shoes.
3. Approach things with an open mind and be willing to collaborate. Creativity with purpose is a team sport.
4. Curiosity. We have to harness our inner 5-year-old here and really be inquisitive explorers. Instead of seeing what would be or what should be, consider what COULD be.
5 - Commitment. Brainstorming is easy. It’s easy to want to start a business or solve a problem. Seeing it into market and making it successful is not for the faint of heart. We’ve all read about big “wins” (multi-billion dollar acquisitions like Instagram and WhatsApp). What we don’t read about are people like Tony Fadell and Matt Rogers, who work for years before becoming industry sensations.
Pete describes what he refers to as the “Wheel of Innovation” as a process that continuously focuses on framing, making, validating, and improving on your concept. Be it as small as a core feature in your product down to the business model and business idea itself.
Design is about form and function, not art.
What are the business benefits for Design Innovation?
IDEO started an idea revolution when they coined this phrase DESIGN THINKING. Organizations ranging from early-stage startups up to Fortune 50 organizations have capitalized on this iterative appr
UX Prototyping (UXiD) - Slide by Anton Chandra and Bahni MahariashaAnton Chandra
This is a slide presentation on UXiD 2018 event
Title: UX Prototyping - How to make it and define the success metrics
by Anton Chandra and Bahni Mahariasha
Insurance companies are considered ‘digital primitives’. Many established insurers are trying to device a digital strategy which is customer centered. Key change drivers that insurers cannot afford to miss while considering a customer centered digital strategy.
This document discusses the rise of digital living services and the third wave of digital technology. It covers several technologies enabling living services like sensors, faster networks, and intelligent/aware devices. It then discusses how digital technology is disrupting various industries like travel, payments, hotels, and retail. Specific examples of digital disruptions are highlighted, such as Disney's $1 billion bet and Starwood hotel phone keys. The document concludes by discussing challenges in retail and potential solutions like location-based assistance, interactive store experiences, and making transactions easy across channels.
UX 101: A quick & dirty introduction to user experience strategy & designMorgan McKeagney
This document provides an introduction to user experience (UX) strategy and design. It discusses the history and evolution of UX from early command line interfaces to modern touchscreen interfaces. It outlines fundamental UX principles like designing for users' needs and making their lives easier. The document also describes common UX techniques like personas, journey mapping, prototyping, content writing, and persuasion design. It emphasizes the importance of understanding users through research and testing designs with them. Finally, it provides recommendations for resources to learn more about UX and tips for practitioners.
The document discusses UX strategy and provides examples of strategic analysis activities, elements of an effective strategy, and ways to communicate strategy. It emphasizes that UX strategy helps solve business problems through coordinated UX choices to achieve a desired experience. Key elements include analyzing challenges and aspirations, defining focus areas and guiding principles, planning activities and desired outcomes. Facilitating strategic conversations, diagramming insights, documenting the strategy, and illustrating the story are important for communication.
This document provides an overview of design thinking. It discusses how design thinking balances what is desirable, intuitive, technologically feasible, and viable from a business perspective. The document outlines the key principles of design thinking, including empathy, reframing problems, collaboration, exploration, tolerating failure and ambiguity. It also describes the core stages of the design thinking process as research, ideation, prototyping, and testing. Finally, the document shares success stories from GE Healthcare and P&G that demonstrate how they have applied design thinking.
This document provides an overview of user research methods for UX design. It discusses why user research is necessary, describing iterative design based on user testing. A variety of research methods are presented, including interviews, card sorting, usability testing, and A/B testing. Guidance is given for which methods to use at different stages and for different goals. Both in-lab and remote testing approaches are covered. Best practices are also outlined, such as only needing 5 users to test with and recording everything from interviews and tests. The document concludes with an activity where participants pair up to interview each other and report back.
This document contains slides from a presentation on user experience (UX) design. It discusses UX principles and processes, design mantras, and hands-on experience with UX. Various slides pose questions about usability, how to improve a product's usability, and how to evaluate products. Other slides discuss user-centric design, thinking from the user's perspective, and designing for errors rather than just success.
1. The workshop covered UI and UX design principles through a presentation and Figma workshop.
2. UI topics included layout, typography, and color with a focus on visual hierarchy, limited designs, and accessibility.
3. UX design was discussed through Norman's door metaphor and the goals of useful, usable, and desirable experiences.
4. Participants worked through a UX design process for a fictional app called Loafly.
The design thinking transformation in businessCathy Wang
Presented at Webvisions Barcelona 2015 By Cathy Wang & Nuno Andrew
The definition of design is shifting from being a noun to a verb. We see it moving away from arts and craft into a methodology of delivering value. Adapting to this shift, designers and changemakers are forming a new way of design thinking.
As designer, not only are we crafting products / services, but we are also learning to see a much bigger system with a deep connection to business factors. How can we influence businesses with design thinking in order to build a solid business platform that delivers meaningful products / services.
Systems thinking is an approach to problem solving. Businesses are an intricate ecosystem, from how the organisation is structured, to people, to commercial planning, to processes. As designers, we practice systems thinking everyday. How do we use this knowledge to craft a business? This, is business design.
In this session, we want to explore what business design means. How to use what we know, as designers, to build stronger businesses? As we continue to adapt design methodologies and systems thinking to a business context, what other manifestations that will evolve? How can design thinking be leveraged in even the most straight-laced silos of a business such as Human Resources and Finance? How do we give design thinking the space it needs in the face of traditional business practice? And most importantly, how do we use our existing design thinking knowledge, to design businesses?
Do-it-yourself toolkit to audit the user experience of your products and services.
We know that UX is too important for every business to be ignored.
But we recognize that not all businesses have a dedicated team or person in-house to do this, or have the budget to hire consultants.
This DIY toolkit provides a step-by-step guide for anyone to do a simple experience audit.
A presentation on UX Experience Design: Processes and Strategy by Dr Khong Chee Weng from Multimedia University at the UX Indonesia-Malaysia 2014 that was conducted on the 26th April 2014 in the Hotel Bidakara, Jakarta, Indonesia.
Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat.
One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.
UX Design Process 101: Where to start with UXEffective
This document summarizes a presentation on the UX design process. It introduces the speaker, Ari Weissman from EffectiveUI, a UX design agency. It then defines what UX is, explaining perspectives from various experts. It describes the stages of the UX design process used at EffectiveUI. It discusses measuring UX through key performance indicators and examples of metrics. Finally, it argues that the overall point of UX is to create aligned and useful experiences that optimize user engagement through a process of research, design, and continuous improvement.
Design thinking is a human-centered approach to problem solving that involves redefining problems, creating innovative ideas, and testing solutions. It has five phases - empathizing to understand user needs, defining the problem, ideating solutions, prototyping concepts, and testing. Key aspects include customer journey mapping to gain insights, root cause analysis using techniques like 5 whys, and addressing conflicts of interest between stakeholders. The process is iterative, with testing prototypes and getting feedback to refine solutions. Design thinking provides a creative, efficient approach to solving problems and gaining a competitive edge.
Design Thinking 101 - An Introduction to Design Thinking for DevelopersBill Bulman
This document provides an overview of design thinking. It defines design thinking as a human-centered approach to innovation that draws from design methods to meet user needs, technological possibilities, and business requirements. The document outlines the key stages of design thinking: empathize, define, ideate, prototype, and test. It compares traditional waterfall and agile development processes to an agile process integrated with design thinking. The document promotes adopting behaviors like collaboration, embracing ambiguity, and learning from failure when using design thinking.
The document outlines 10 key principles for designing effective user experiences: 1) Familiarity, 2) Responsiveness and Feedback, 3) Performance, 4) Intuitiveness and Efficiency, 5) Helpfulness in accomplishing real goals, 6) Delivery of relevant content, 7) Internal Consistency, 8) External Consistency, 9) Appropriateness to Context, and 10) Trustworthiness. It explains that global outsourcing and automation have led to commoditization, so the only way for companies to differentiate is through carefully crafted digital experiences that follow these 10 principles.
This document provides an overview of design thinking. It discusses how design thinking is an iterative process that involves empathizing with users, defining problems from the user's perspective, ideating solutions, prototyping ideas, and testing prototypes. Rather than taking problems at face value, design thinking challenges assumptions to reframe problems in a human-centered way. It encourages exploring unknown aspects of problems and generating alternative solutions. The document provides examples of how well-known problems could be viewed more broadly and solved innovatively using a design thinking approach focused on user needs rather than predefined solutions.
This document provides an overview of design thinking and how it can be applied in an educational setting. It discusses design thinking models which are non-linear and iterative in nature. The document also outlines IDEO's design thinking process which includes the steps of discovery, interpretation, ideation, experimentation and evolution. Finally, it provides a walkthrough of how design thinking can be used in the classroom, with examples of how each step in the process such as empathy, define, ideate and prototype can be applied to support authentic problem solving by students.
Design Thinking: The one thing that will transform the way you thinkDigital Surgeons
What's the one thing that will transform the way you think? Design Thinking. The startups, trailblazers, and business mavericks of our world have embraced this process as a means of zeroing in on true human-centered design.
Design Thinking is a methodology for innovators that taps into the two biggest skills needed in today’s modern workplace: critical thinking & problem solving.
Of course, if you ask 100 practitioners to define it, you’ll wind up with 101 definitions.
Pete Sena of Digital Surgeons believes that Design Thinking is a process for solving complex problems through observation and iteration. At its core, he describes it as a vehicle for solving human wants and needs.
Minds are like parachutes; they only function when open. Thomas Dewar was a Scottish whiskey distiller.
Communicating ideas or insights is often the hardest part of the design process. And PowerPoint and Excel spreadsheets are limited in their ability to do this. But the communication tools used in Design Thinking—maps, models, sketches, and stories—help to capture and express the information required to form and socialize meaning in a very straightforward, human way.
The Five things that all definitions of Design Thinking have in common:
1. Isolating and reframing the problem focused on the user.
2. Empathy. A design practitioner from IDEO, the popular design and innovation firm strapped a video camera to his head and it was only then that he recognized why the ceiling is such an important factor when working with hospital patients. As a patient you lay in bed and stare at it all day. It’s these little details and true empathy that can only be realized by putting oneself in the user’s shoes.
3. Approach things with an open mind and be willing to collaborate. Creativity with purpose is a team sport.
4. Curiosity. We have to harness our inner 5-year-old here and really be inquisitive explorers. Instead of seeing what would be or what should be, consider what COULD be.
5 - Commitment. Brainstorming is easy. It’s easy to want to start a business or solve a problem. Seeing it into market and making it successful is not for the faint of heart. We’ve all read about big “wins” (multi-billion dollar acquisitions like Instagram and WhatsApp). What we don’t read about are people like Tony Fadell and Matt Rogers, who work for years before becoming industry sensations.
Pete describes what he refers to as the “Wheel of Innovation” as a process that continuously focuses on framing, making, validating, and improving on your concept. Be it as small as a core feature in your product down to the business model and business idea itself.
Design is about form and function, not art.
What are the business benefits for Design Innovation?
IDEO started an idea revolution when they coined this phrase DESIGN THINKING. Organizations ranging from early-stage startups up to Fortune 50 organizations have capitalized on this iterative appr
UX Prototyping (UXiD) - Slide by Anton Chandra and Bahni MahariashaAnton Chandra
This is a slide presentation on UXiD 2018 event
Title: UX Prototyping - How to make it and define the success metrics
by Anton Chandra and Bahni Mahariasha
Insurance companies are considered ‘digital primitives’. Many established insurers are trying to device a digital strategy which is customer centered. Key change drivers that insurers cannot afford to miss while considering a customer centered digital strategy.
This document discusses the rise of digital living services and the third wave of digital technology. It covers several technologies enabling living services like sensors, faster networks, and intelligent/aware devices. It then discusses how digital technology is disrupting various industries like travel, payments, hotels, and retail. Specific examples of digital disruptions are highlighted, such as Disney's $1 billion bet and Starwood hotel phone keys. The document concludes by discussing challenges in retail and potential solutions like location-based assistance, interactive store experiences, and making transactions easy across channels.
Cognizant Digital Media Services Practice OverviewCognizant
Cognizant DMS practice brings order to your digital media lifecycle and distribution. We build custom content solutions that streamline the workflows for creating, managing, distributing and consuming media
From software to solution - Design led thinking in a software delivery companyÉdua Dobos
The document is entirely redacted and contains no substantive information beyond labeling each paragraph "CONFIDENTIAL". It does not provide any details that could be summarized.
This document provides a summary of key concepts in service design, including service concept, value proposition, customer roles, performance attributes, cost, scenario, stories, personas, and service visualization. It defines these terms and discusses how they are used in service design to develop a holistic understanding of services from the customer perspective.
A talk I gave at UX People 2013 as an attempt to demystify the term 'Service Design'. I talked about the methodologies and tools that service designers use, as well as the attitudes and skills requires to practice the discipline.
The document outlines the design thinking process, which includes defining or redefining the problem, needfinding through research and interviews, synthesizing insights, ideating potential solutions, and prototyping ideas. It provides details on each phase, such as tips for conducting interviews and observations during needfinding, different ways to synthesize data into insights, brainstorming techniques for ideating solutions, and the goal of rapid prototyping to test ideas.
A presentation we (Jakob Schneider & Marc Stickdorn) use to frame why we need service design thinking and to explain the basics, process, methods and tools.
If you're interested in our work, have a look at our websites:
The book "This is Service Design Thinking": http://www.tisdt.com
The customer journey software "smaply" http://www.smaply.com
The customer experience ethnography app and software "myServiceFellow": http://www.myservicefellow.com
Download a full version of the report at:
www.psfk.com/report/future-of-retail-2016
Built on a robust study of trends and patterns in the market, the 6th edition of PSFK Labs’ Future of Retail report offers a directional playbook for brands and retailers – defining 10 pillars to build a modern and engaging shopper experience strategy and go beyond expectations to create an enhanced shopper experience and therefore, build value, drive sales, and boost loyalty.
Featured within the 80+ page report, readers can find:
- 10 actions every retailer can adapt to redefine the shopper experience
- 20 key trends driving change in the marketplace
- Future service concepts for top brands
- Perspectives from leading retail experts across the globe
If you are interested in seeing a presentation of this report or would like to understand how PSFK can help your team ideate new possibilities for your brand, contact us at sales@psfk.com
Vol. 6 | Published November 2015
All rights reserved. No parts of this publication may be reproduced without the written permission of PSFK Labs.
5 Things I Wish I Knew – A Service Design JourneyJamin Hegeman
The document discusses the key lessons learned from the speaker's journey in service design over many years. The five main lessons are: 1) Service design needs to consider the experiences of both customers and employees; 2) There is ambiguity in service design and you won't always know what you're doing; 3) Storytelling is important for conveying service experiences; 4) Ideas are not as important as executing and sustaining ideas over time; 5) Service design requires collaboration between different stakeholders.
The Design Thinking division at the University of St. Gallen has been successfully helping companies innovate since 2008. They use the human-centered Design Thinking process pioneered by Stanford to understand user needs through prototyping. The iterative process involves defining problems based on research, ideating solutions, prototyping ideas rapidly, and getting user feedback to refine solutions. The division guides students and companies through this process to generate new business opportunities.
I gave a talk on the role of Design Thinking to leaders in the financial industry. The focus was on user centric thinking to innovate financial products and digital services. (all case material is removed)
Study notes me-112-concepts-in-engineering-design-unit-1Prem Kumar Soni
This document discusses different types of design. It defines design and describes engineering design as applying science and math principles to practical ends like structures, machines, and systems. Engineering design types include original, adaptive, redesign, and selection design. Other design types discussed are industrial design, which improves aesthetics, product design, which converts ideas to goods fulfilling needs, interface design which facilitates user interaction, and visual design which provides an appealing experience. The document emphasizes that good design meets user needs and constraints through an iterative process involving research, modeling, and testing.
The document discusses design thinking workshops and innovation. It describes design thinking as a human-centered approach to innovation that integrates user needs, technology possibilities, and business requirements. The design thinking process involves learning about users, defining problems from their perspective, brainstorming solutions, testing ideas with users, and building representations to show others. Workshops bring together multi-disciplinary teams to generate ideas through techniques like user flows, post-its, dot voting, and prototyping. The document provides tips for effective workshops and follow-ups like documenting solutions and testing concepts. It also discusses conducting design thinking outside of workshops through smaller sessions, remote collaboration, and individual processes.
Design can take many forms and serves various purposes. There are several types of design:
- Original design creates something entirely new. Adaptive design adapts existing solutions. Redesign improves existing designs. Selection design chooses standard components.
- Industrial design focuses on aesthetics and the user experience. Product design converts ideas into tangible goods that meet user needs.
- Interface design ensures usability. Visual design delivers an appealing aesthetic and emotional response.
Engineering design can be original, adaptive, for redesign, selection of components, industrial, product, interface, or visual - aiming to solve problems creatively within constraints. Good design is user-centered and satisfies both functional and aesthetic requirements.
Design Thinking and the Business Model Canvas for the Mobile EconomySerge Van Oudenhove
Présentation sur Le Design Thinking and the Business Model Canvas for the Mobile Economyréalisé dans le cadre de StartLab de Solvay Entrepreneurs. http://startlab.solvayentrepreneurs.be/
Design thinking is a process centered around understanding user needs through methods like observation and interviews to define problems and generate innovative solutions. It is an iterative process involving prototyping ideas and testing them with users to refine solutions. Organizations use design thinking to develop more user-centered products and services that better meet customer needs and reduce risks, which can lead to increased profits and differentiation from competitors. The Stanford design thinking process involves the phases of empathizing, defining, ideating, prototyping, and testing to manage projects with a user-focused approach.
This document discusses innovation and strategy. It defines different types of innovation including product, process, service, business model, and design-led innovation. It also discusses new product development processes, radical vs incremental innovation, innovation platforms, the innovator's dilemma of disruptive technologies, business model innovation using the business model canvas, open innovation, co-creation, social innovation, and innovation environments and systems.
The document outlines an agenda for a UX strategy workshop being held by Dr Jon Dodd and Dr Pete Underwood. The workshop will include introductions of the speakers, sessions on what UX strategy is and how to implement it, and discussions on whether companies are ready for UX strategy. It provides biographies of Dodd and Underwood, and encourages attendees to ask questions during the workshop.
Design Thinking & Innovation Games : Presented by Cedric MainguyoGuild .
Accelerate Innovation: Learn why it matters and how it’s done.
Design Thinking can be used to design products, user experiences, corporate strategy or public services… Innovation Games, whose primary intent is not pure entertainment, can be applied to a broad spectrum of areas like training, hiring, generating new ideas, gathering feedback about a product or change management… The list goes on.
An increasing number of organizations have realized the enormous potential of human-centered and playful approach to innovation design and development. The growing success of Agile methods, which put a strong emphasis on people interactions, on fun and on building a creativity-friendly environment, have made Design Thinking and Innovation Games even more popular.
Ten principles of design minded organizationsAndrew Leone
Summary of the chapter Transition: Becoming a Design Minded Organization from the book: "Design Thinking: Integrating Innovation, Customer Experience, and Brand Value." Contains 10 key elements critical to success. To buy this book: http://amzn.to/1YvrJGe
This document provides details on a proposal for a design thinking engagement. It outlines two engagement options, with Option 1 being a 3-day design thinking workshop for INR 10 lakhs, and Option 2 being a more comprehensive engagement involving 3 workshops over 12 weeks for INR 40 lakhs. The document discusses BMGI's design thinking methodology, roles and responsibilities, investment details, and terms and conditions.
SDNC13 - Membersday - Championing great design to improve lives by John Mathe...Service Design Network
This document summarizes a meeting of the Service Design Network. It discusses the Design Council's work in championing design to improve lives. This includes a history of the organization dating back to 1944. It then discusses several projects the Design Council has undertaken to address issues like aging, dementia, economic growth, health, housing, obesity, and trust. It provides case studies and discusses using design approaches in business and the public sector. It also addresses challenges of adopting design principles and bridging the gap between public and private sectors.
When UX strategy drives innovation, the end result is more than technical capability and beautiful interfaces: it is an experience differentiated by helping people surpass their goals and exceeding their expectations while delivering engaging, motivating, enjoyable, and memorable experiences. How can we plan and work toward new products and services while keeping the user in mind? How can we adopt and implement UX strategy? And, most importantly, how can we change the way we identify and pursue new opportunities so that we are leading the pack rather than chasing the competition? Take UX out of the design studio and include it in strategic research and planning to drive innovation in your business.
The document discusses innovation at 3M India. It outlines 3M's vision and values, which focus on technology advancement, customer satisfaction, and sustainable growth through innovation. 3M India operates various business verticals and follows eight pillars of innovation, including quantifying efforts, maintaining a culture committed to innovation, and investing in people. The company's culture fosters experimentation, rewards both successes and failures, and recognizes innovative employees. 3M India's innovation process includes ideation, execution, periodic review, and recognition of achievements. Overall, the document examines how 3M India's values, culture, processes, and ecosystem support continuous innovation.
Innovation is something new, something original out of the existing resources. It may span over : product, process, services, business model, delivery model or thought process or organisational structure
Design Thinking Workshop
an introduction to MBA Students at HEC Montréal, QC, Canada
Key Note - Why we need to change how we solve problems
What is Design Thinking, how is it applied, what are the key success factors
In Practice - a vision for 2025 of e-commerce
Presented 5/11/17 @LOCO_UX by @jkooda of @liminaUX
This talk covers the anatomy of a UX Eval, how to use it as a business development tool, and how to ensure you have a logical and most importantly beneficial return on your client's investment.
HTminds is a collaborative studio that specializes in the design, strategy, and management of high-tech systems and products. It offers various professional services related to innovation projects, intelligent system design, and product innovation. Some of its key services include researching and designing intelligent systems for multiple fields, bringing high-tech product offerings to market, and collaborating with educational institutions on training. HTminds takes a holistic approach to redesigning high-tech products and their supporting business projects to help clients improve functionality, desirability, and profitability.
Learn the steps to turn ideas into prototypes effectively.
Why to follow the steps?
- Efficiently transforms abstract concepts into tangible prototypes.
- Provides a solid platform to build products and launch in the market.
- Enhances the probability of high success in a short span of time.
- Attract investors and stakeholders.
- Saves time, money, and resources.
Similar to Experience design and design thinking (20)
2. Table of Contents
• Design Thinking and Experience Design
– Emergence of Experience Economy
– Changing nature of business
– Traits of Design Thinking and it’s implication
• Designing Experiences
– Staging, Back-staging, ...
– Aspects of Experience Design
• Experience Design at MindTree
–
–
–
–
–
Staging: Front Staging and Back Staging
Users vs. People
Tasks vs. Activities
Context
Thinking vs. Offering
Friday, 24 September 2010
2
3. What are experts/ leaders saying about Experience Design
POINT OF VIEWS
Friday, 24 September 2010
3
6. The Empathy Economy
• Quality-management programs can't give you the kind
of empathetic connection to consumers that
increasingly is the key to opening up new business
opportunities. All the B-school-educated managers you
hire won't automatically get you the outside-the-box
thinking you need to build new brands – or create new
experiences for old brands.
The truth is we're moving from a knowledge economy
that was dominated by technology into an experience
economy controlled by consumers and the
corporations who empathize with them. More »
– Bruce Nussbaum, Business Week
Friday, 24 September 2010
6
7. Investing in Design Pays: Design Index
Share prices of companies using design effectively have outperformed
the FTSE All-Share index by 200 per cent over ten year.
8. Only one can be the cheapest
• Others compete on Design
– There is one philosophy that businesses only turn
to design when they're desperate. After they've
competed on price, delivery, systems, etc., and
they find their business is totally commoditized
and they have no other choice, THEN they turn to
design.
– Some suggest that's true of Apple.
• David Burney, VP, Red Hat
Friday, 24 September 2010
8
11. Finally, Design Thinking guides you to
• Understanding users’ desires, needs,
motivations, and contexts
• Understanding business, technical, and
domain opportunities, requirements, and
constraints
• Using this knowledge as a foundation for plans
to create products whose form, content, and
behavior is useful, usable, and desirable, as
well as economically viable and technically
feasible
Friday, 24 September 2010
11
12. Have a sense of Play
• Play is important in design thinking. Critical
even. Having fun is often the objective. Giving
up ownership. Listening, humbly. Forming
teams from people who come from very
different disciplines and cultures; not keeping
them compartmentalized. Getting into the
world and testing things out. Prototyping and
failing. These are all good things in design
thinking cultures.
Friday, 24 September 2010
12
13. Design Thinking Companies
• Companies like OXO, Target, VW, Progressive Insurance.
These are great examples of design thinking –
companies that really involve their customers in cocreation of their products/service – companies that
build great systems.
• “Design is treated like a religion at BMW.”
– Fortune Magazine
• “Fifteen years ago, companies competed on price.
Today it’s quality. Tomorrow it’s design.”
– Bob Hayes, Professor Emeritus, Harvard Business School
Friday, 24 September 2010
13
14. It’s beyond the Product
• "Today, when we think about designing, say, a
new MRI system, we don't just think about
designing the product, we think about designing
the whole radiology suite. Design in the next 10
years will move beyond the product. It will
move beyond workflow. Hospitals in the
future...will have different ways of interacting
with the patient. We have to think about setting
the course for how design can affect the whole
health-care experience."
– GE Healthcare Technologies CEO Joseph M. Hogan
Friday, 24 September 2010
14
15. What is Design Thinking, How is it different and how does it help
DESIGN THINKING
Friday, 24 September 2010
15
16. Traits of Design Thinking
• Focus on People: It's not about the company,
how you segment your products or how your
business is organised.
• People don’t care about it. They care about
doing their tasks and achieving their goals that
are within their limits.
– What it means for us: Stop thinking about ‘Users
or Customers’ and think ‘People’
Friday, 24 September 2010
16
17. Traits of Design Thinking
• Finding Alternatives. Designing isn't about
choosing between multiple options, it's about
creating those options.
• It's this finding of multiple solutions to
problems that sets designers apart.
– What it means for us: train our folks to think
laterally, generate alternatives, use systematic
innovation techniques (remember De Bono’s
‘divide a square in four’ exercise)
Friday, 24 September 2010
17
18. Traits of Design Thinking
• Ideation and Prototyping: Prototype,
prototype, prototype
• Use it to refine your thinking, generate
alternatives, combine and create a third
option
– What it means for us: Change the way project
teams are structured – ideate in groups before
you set out to create solutions
– Invest in tools & trainings
– Ideate before you begin work
Friday, 24 September 2010
18
19. Traits of Design Thinking
• Wicked Problems. The problems designers are
used to taking on are those without a clear
solution, with multiple stakeholders, fuzzy
boundaries, and where the outcome is never
known and usually unexpected. Being able to
deal with the complexity of these "wicked"
problems is one of the hallmarks of design
thinking.
– What it means for us: Hire thinkers who can
analyse, visualise, build consensus, prototype and
validate
Friday, 24 September 2010
19
20. Traits of Design Thinking
• A Wide Range of Influences. Because design
touches on so many subject areas (psychology,
ergonomics, economics, engineering,
architecture, art, etc.), designers should bring
to the table a broad, multi-disciplinary
spectrum of ideas from which to draw
inspiration and solutions.
– What it means for us: Change our team
compositions and create a wider skill-base (more)
Friday, 24 September 2010
20
21. Traits of Design Thinking
• Emotion. In analytical thinking, emotion is
seen as an impediment to logic and making
the right choices. In design, decisions without
an emotional component are lifeless and do
not connect with people.
– What it means for us: Focus on what someone
/something stands for than what they/it does
– Take the focus away from ‘ROI type’ thinking.
Remember Google! (Focus on the user and all else
will follow.)
Friday, 24 September 2010
21
22. How do we design experiences, what to look for
DESIGNING EXPERIENCES
Friday, 24 September 2010
22
23. Experience Design
• Experience design is the practice of designing products,
processes, services, events, and environments:- each of
which is a human experience:- based on the
consideration of an individual's or group's needs,
desires, beliefs, knowledge, skills, experiences, and
perceptions.
• We define experience as a mental journey that leaves
the customer with memories of having performed
something special, engaging, having learned something
or just having fun and entertainment.
Friday, 24 September 2010
23
24. Experience Production
• Experiences are designed, produced and
delivered
• Experience production system encompasses
– Marketing and experience strategy
– Organization structure – Producers and directors
– HR and capability management – Performers
– Technology and Innovation – Just like in
manufacturing and service economies
– Customer orientation (experience delivery) –
Audiences, participants, consumers
Friday, 24 September 2010
24
25. Experience Design
• Back Staging and Front Staging are two aspects of
experience production system
– Concept of an experience is created Backstage along with
general business principles to improve competitive
advantage by focusing on increasing productivity, meet
price competition (optimization), organizing innovation
activities
– Front Staging can be artistic in nature where services are
used as platform and products as props
•
•
•
•
•
•
Participation
Personality
Experience ‘logistics’
Sensuous input
Physical experience
Material ‘supp
Friday, 24 September 2010
25
26. Why Back-staging?
• Front staging increases opportunities and this in turn
increases competition.
• The focus will then shift to delivering customized and
variety of experiences.
• Here Back-staging will help in improving competitive
advantage by:
–
–
–
–
Thinking strategically
Shorter time to market
Focusing on meeting productivity and keeping low price
Crafting packaged experiences (a bundle of experience,
added services and so on.)
• Organizing innovation activities systematically
Friday, 24 September 2010
26
27. Anatomy of Experience Design
Peripheral Experience
A part of the overall experience and customer
provide a lot of emphasis to it initially (visually)
Core experience
The core experience to the customer. Cannot be
appreciated without a good theme
Core
Activity
The Concept
Peripheral/Support
Service
Friday, 24 September 2010
The core experience (the music, the theatre play,
the TV broadcast) is created on the stage or
performed on the stage
The concept or theme is created backstage to be
experienced front stage by the audience. It is the
story telling approach what customer finally
admire
Other material and service support
27
28. Anatomy of an Experience
Concept
What customer
‘feels’
Core Experience
What customer
experiences
Experience
Solution
Peripheral
experience What
customer use
technical in nature
Happiness is in
small moments of
life and must be
shared
Eating Frozen ice
cream
Unilever ice cream
vending machine
(More)
Machine serving ice
cream through face
recognition (Smile)
Multisensory
experience of
sending online
messages
Drop Dead Easy
Gold Mail
way of creating and messaging service
sending multimedia (More)
messaged online
Adding video,
audio, photo to
personal messages
Long term thinking
of environmental
impact of making
sustainable choices
Quick and Easy
evaluation of
energy consuming
products and
compare with
neighbors
Smart meters and a
web service
keeping track of
contribution to
power usage
Friday, 24 September 2010
Economozier
(More)
28
29. Taxonomy of Experience Production
System
•
Type of experience the firms produce
– Distant experience – customer is away from the place of production. in the distant
experiences, Backstaging is extremely important: what is experienced ‘on the stage’ is wholly
dependent on the ability of the producer to design the staging.
– Close experience – customer is present at the place of production
•
The value chain
– Lighting and sound system used on a TV program -> TV program - > TV -> TV Designer
Technological
Personal
Distant Experiences
TV
Radio Broadcast
Facebook
NA
Close Experiences
Iphone
Nintendo Wii
Hotel
3D/4D Cinema
Theatre
Barber
Concert
Museum
Friday, 24 September 2010
29
30. Dimensions of Experience Design
• Duration (Initiation, Immersion, Conclusion, and
Continuation)
• Intensity (Reflex, Habit, Engagement)
• Breadth (Products, Services, Brands, Nomenclatures,
Channels/Environment/Promotion, and Price)
• Interaction (Passive < > Active < >Interactive)
• Triggers (All Human Senses, Concepts, and Symbols)
• Significance (Meaning, Status, Emotion, Price, and
Function)
– Making Meaning: How Successful Businesses Deliver
Meaningful Customer Experiences.
Friday, 24 September 2010
30
31. Corporate Experience Design
• 80% of companies believe they deliver a
superior customer experience, but only 8% of
their customers agree
Friday, 24 September 2010
31
32. Experience Design can’t be piecemeal
• In designing propositions for specific segments, leaders
focus on the entire customer experience. They
recognize that customers interact with different parts
of the organization across a number of touch-points,
including purchase, service and support, upgrades,
billing, and so on. A company can't turn its customers
into satisfied, loyal advocates unless it takes their
experiences at all these touch-points into account.
Design is thus closely tied to the delivery from the very
beginning. Planning focuses not only on the value
propositions themselves but on all the steps that will
be required to deliver the propositions to the
appropriate segments.
Friday, 24 September 2010
32
33. 3 D of Customer Experience
• Companies that produce great customer experiences
– They design the right offers and experiences for the right
customers.
– They deliver these propositions by focusing the entire
company on them with an emphasis on cross-functional
collaboration.
– They develop their capabilities to please customers again
and again—by such means as revamping the planning
process, training people in how to create new customer
propositions, and establishing direct accountability for the
customer experience.
Friday, 24 September 2010
33
34. Where to look
• Data mining and customer relationship
management (CRM) systems can be valuable
for creating hypotheses, but the ultimate test
of any company's delivery lies in what
customers tell others. The best companies find
ways to tune in to customers' voices every
day.
– Analysing word-of-mouth is an intrinsic part of
Experience Design
Friday, 24 September 2010
34
35. What does this mean for us?
EXPERIENCE DESIGN
Friday, 24 September 2010
35
36. Design
• Challenges in designing a differentiated Customer
Experience at MindTree
– It can’t be piecemeal or limited to the front-end. It
needs to cut across all functions & touch points
– Structural challenges: It requires cross-functional
teams and not compartmentalisation – probably the
onus is on us
– Change in Mindset: Get the product out fast vs. Get
the right product out
– Designing better experiences will also require us to
engage upstream or redefine problem statements
Friday, 24 September 2010
36
37. Designing Better Customer Experience
• In Experience Design, there’s no Customer – only a Guests or Participants
• Structural Aspects
– So far, we have been focussed on the Front Stage. We need to build Back Stage
capabilities
• Approach to Thinking
–
–
–
–
Focus on Ideation, Refining through Prototyping, Ideate, Research, Observe
Think of People and not Users
Focus on Activities and not on Tasks
Remember the context!
• Sell Thinking and not Offerings
– Take an Idea to the Customer and not a PPT(X)
– People relate to what you stand for and not what you can do
Friday, 24 September 2010
37
38. Back Stage & Front Stage – version 1
Backstage
Frontstage
Planners
Executers
Leaders
Managers
Strategist
Product Managers
Researchers
Presenters
Designers
Design Advocates
Modellers
Brand Guys
Business Analysts
Product Managers
Activities
Proposal
management
Project
management
Primary research
Secondary research
Brainstorming
Ideation
Concept
Development
Prototyping
Specification
Development
Usability Testing etc.
Friday, 24 September 2010
Actors
Audiences
Customers
Consumers
Users
Visioning – Inspire a Guest and
shared vision,
participants
Problem
identification,
Roadmap
development Model the way,
Challenge the
processes – status
quo, Enable others
to act, Solution
walkthru, Encourage
38
39. Changes in Thinking
• Think People & not Users
– People have behaviours & desires that are effected by
Beliefs, Attitudes, Expectations, Personality, Experiences,
Emotions, Prior knowledge
– Have Contexts that are relational, historical, or emotional
• Think Activities & not Tasks
– Activities are driven by motivations that can be social,
monitory, ideological, emotional
• Think Context
– Make the experience more meaningful by making it
relevant to the context
Friday, 24 September 2010
39
40. Users vs. People
• Vodafone offers a good example. The U.K.-based
mobile phone company grew rapidly through
acquisitions in the 1990s, becoming one of the leading
mobile providers in the world.
• To ensure that its offerings could be effectively
delivered to target customers in any country, it stopped
categorizing its customers simply according to where
they live, as most cellular providers do.
• Instead, it divided its immense marketplace into just a
few, high-priority global segments: "young, active, fun"
users, occasional users, and a handful of others.
Friday, 24 September 2010
40
41. Intangibles make the Experience
Kevin Kelly argues that in the modern economy consumer products
cost nothing to reproduce. Intangibles are that can’t be reproduced at
any cost
1.
2.
3.
4.
5.
6.
7.
8.
Immediacy: priority access, immediate delivery
Personalization: tailored just for you
Interpretation: support and guidance
Authenticity: how can you be sure it is the real thing?
Accessibility: wherever, whenever
Embodiment: books, live music
Patronage: "paying simply because it feels good", e.g. Radiohead
Findability: "When there are millions of books, millions of songs,
millions of films, millions of applications, millions of everything
requesting our attention — and most of it free — being found is
valuable.“
Friday, 24 September 2010
41
42. It requires multiple skills
• cognitive
•
psychology and percept
ual psychology,
•
• linguistics,
•
• cognitive science,
•
• architecture and enviro •
nmental design,
•
• haptics,
•
• product design,
•
• information design,
Friday, 24 September 2010
information
architecture,
ethnography,
brand management,
interaction design,
service design,
storytelling,
heuristics,
design thinking
42
43. Thinking & not Offering
• Develop ideas into functional prototypes which
are backed by research and take it to relevant
customers.
• Just add water: When on an assignment, take a
near complete prototype to the customer for
further ideation and not a blank slate
• Take a film for their iPod, or a story-book that sits
on their book-shelf, a prototype on their desk
that they can play with. Remember experiences
need to be multi-sensory & memorable.
Friday, 24 September 2010
43
44. As-is vs. To-be
“Business” Approach
Problem Solving Approach
“Design” Approach
Definitive. Relies on equations for “proof”.
Iterative. Relies on a “build to think” process
dependent on trial and error.
Validation through
What customers say: often a combination of
qualitative (focus groups) and quantitative
(surveys) research.
What customers do: often direct observation and
usability testing.
Informed by
Market analysis and aggregate consumer
behavior.
Direct consumer observation and abductive
reasoning (“what might be”).
Completed
Completion of strategy phase marks the start of
product development phase.
Never: continually evolving with customers.
Focused on
An understanding of the results of customer
activities.
An understanding of customer activities.
Tools used to communicate
strategic vision
Spreadsheets and PowerPoint decks
Prototypes, films, and scenarios.
Described through
Words (often open to interpretation).
Pictorial representations and direct experiences
with prototypes.
Team members
Vertical expertise and individual responsibilities.
“T-shaped” expertise: a principal vertical skill and a
horizontal set of secondary skills. Collaborative
(team) responsibilities.
Work patterns
Permanent jobs, on-going tasks, and fixed hours.
Temporary projects with associated tasks and
flexible hours.
Reward structure
Corporate recognition based on the bottom line.
Peer recognition based on the quality of solutions.
Friday, 24 September 2010
44