This document discusses how design can trigger business transformation. It argues that design goes beyond just drawing and sketching, and should be viewed as a management philosophy that drives innovation. The document outlines how design can provide tangible solutions to address change, help test ideas, and inspire communication. It also discusses challenges such as resistance to new ideas, focusing too much on incremental improvements, and the importance of differentiating products through excellent design.

1. Design for business impact:
How design triggers transformation
Ravi Chhatpar
Strategy Director,
December 10, 2010

2. we are frog

3. what does it mean for design to have
business impact?

9. design transforms brands

10. The central problem facing
business today is change.
Tangibly embodying change –
products, services, systems,
organizations – is one of the
most important things we do.
Tangibility for clarity.
Tangibility for testing and validation.
Tangibility for communication and inspiration.

11. 1
Design superstars

14. Strategic design
1 2
Design superstars

15. innovative insights
inspire
innovative design.

16. Design Research acknowledges
that people are not masses of
statistics and bullet points, and
forms the foundation for our
process and insights.
People are living, breathing, feeling, adaptable beings.
We engage people so we can observe their behavior and
allow them to meaningfully convey their motivations.

17. More process: business strategy, ethnography,
cognitive science, psychology, technology
Solutions Participant Opportunity
Quotes Technology Map Participant
Insights Behavior Insights
Archive Modes Boards
Consumer Trends Experience Brand Audit
Framework
Timeline

18. Strategic design
1 2 3
Design superstars Innovation

19. Design: more than just drawing and sketching

20. Design as a management philosophy to drive
innovation

21. “If I had asked people what
they wanted more of, they
would have said faster horses.”
- Henry Ford

22. “It is not enough for a man to
know how to ride; he must
know how to fall.”
- Old Mexican proverb

23. Accepting the cost of failure

26. The customer story
awareness endorsement
exposure recommend
motivation adoption
triggers action
USE
meaning

27. The organizational story

28. Embracing the coarse process

29. Making it: Seeking the conversation with the artifact

30. From vision to making the design a reality

31. FAILURE POINTS
INSIGHT DESIGN BUILD
“the planners, strategists then the designers then development
and design researchers “design it” teams “build it”
do their thing”

32. INSIGHT DESIGN BUILD
convergence of convergence of design
insight with design with development

33. INSIGHT DESIGN BUILD
convergence of convergence of design
insight with design with development
3rd level of convergence:
prototyping, development, engineering
become a source of ideas directly
impacting the vision and the solutions.

34. design as a management philosophy:
interdisciplinary, iterative, experimental, risk-taking,
failure-tolerant, error-prone, story-telling

35. design as a management philosophy
drives transformation

36. the challenge of design that transforms

37. Commonly heard from our clients…
We already tried that,
and it didn’t work. No one is asking
for that.
We already solved
that problem in the
We need something totally
upcoming version.
new and di erent from what
everyone else is doing.
We already have that
feature. You can
We don’t really know what already do that.
people actually do after
they buy our product.

38. death by staging and gating
Corporate Strategy
Set goals and
objectives for
innovation e orts
Biz Unit Strategy
Build business plan,
set operational
Product Marketing
requirements
Set screening criteria
for operational Product Management
decisions (MRD) Build a business case,
set design Product Development
requirements (PRD) Design, develop and test a Commercialization & Launch
new product or service Build a marketing plan, rollout
strategy, and launch plan
!"#

39. designing systems, not products

40. the product is the org chart
TEAM 5
TEAM 1
TEAM 4
TEAM 2
TEAM 3
TEAM
6

41. making yet another ‘better’ mousetrap
Feature fatigue
Complexity in the value proposition
Good enough for customers

42. beating the tyranny of ‘good enough’
It’s not about designing V-next; rethink the complete experience.

43. the ‘small’ di erences between experiences:
“oh we don’t really need all that!”
There’s only a small delta between a fail and massive success.

44. we must di erentiate ourselves!

45. beauty and passionate attention to detail…
the last, hardest, and most expensive percentage of the work

46. innovation is very expensive and easily commoditized
How much to invest when perceived value of your product is eroding to zero?

47. <Jobs?>