Online Innovation

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Presentation I did at State of Design festival in Melbourne. Covered online delivery of services, mashups, mobile and apps, open innovation, social

Outline

• Intro
• A mashup world
• Mobile
• Social
• Open
• Culture

2 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

What I do?

3 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Mashup to get ideas and grow revenue

4 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

5 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Little Guys doing it well

6 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

The game changer

7 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

How there is an app for that?

8 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Getting Social

9 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Social Saving

10 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

That uses Social

11 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Social Financial Advice from Amateurs?

12 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Open - TShirt Designers and customers

13 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Open - The smart guys are outside

14 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Open - The smart guys are outside

15 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Open - I mean really smart

16 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

20th Century Style

17 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

The map of the internet … a self organising
system

18 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

Why is it so hard for corporates?

• Openness, self organisation and self governance is an alien
culture:

• Who owns it?
• Who is in control?
• What are the deliverables?
• How much will we make?
• What happens if someone says something bad/wrong etc?
• Who does …… ?
• Who approves?

19 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

So what are the rules?

• Mashup the invented wheels
• Porous Design
• Think networked design
• Maximise the adaptations and iterations
• Start Somewhere and experiment
• Let it emerge

20 Ideas at Work – Minimising the cost of evaluation & testing © 2007 Deloitte Touche Tohmatsu

© Deloitte Touche Tohmatsu, 2007. All rights reserved.
Liability limited by a scheme approved under Professional Standards Legislation.
Confidential This document and the information contained in it are confidential and should not be used
or disclosed in any way without our prior consent.

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Presented at UXAustralia in Sydney August 28 2014 with Dr Simon Lawry. Overview Mindset is something that affects how we approach the methods and tools available to us as practitioners. It affects how we practice and engage as practitioners, with our team members, clients and customers. While working on a strategic design piece for a large telecommunications provider, we uncovered a startling insight. The insights emerged through a combination of futuring, observational research and cultural probe studies. We worked with customers that represented the client’s mass market and also those we referred to as ‘edge users’ who were professional futurists and trend makers themselves, both locally and internationally. The interesting insight was that there were two predominant mindsets that sat behind people’s expectations and values. We referred to these mindsets as generative and receiving. People with generative mindsets believe they have a say in creating their desired future. They believe that through their choices and actions, they are deliberately acting in accordance with their vision of the future. People with receiving mindsets believe that they are better served by responding effectively and appropriately to the circumstances that life creates for them. They believe through careful consideration and planning, they can navigate themselves appropriately through murky waters of ambiguity. After noticing these mindsets in the people we researched, the two mindsets became more and more obvious to us in our day-to-day interactions. We could identify clients who had a generative mindset, and those that had a receiving mindset. We could notice shifts in our own mindsets and noticed the difference in our practice when we returned to a generative mindset. We have realised that the generative mindset forms a fundamental part of a ‘designerly’ way of working. These mindsets affect how we design workshops, iterate with clients and customers, synthesise and analyse information and ultimately, affects the quality and trajectory of our work.

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PhD dissertation. Abstract Design thinking is a collaborative and human centred approach to solving problems. Over the past decade design thinking has evolved considerably, particularly with regard to innovation within the sectors of design and business. Despite this sharp rise to popularity there remains limited understanding of how design thinking is applied in practice and little empirical investigation into this subject. Without this understanding further informed application and development of the approach will be hampered. The ‘design led professional’ is an individual who uses design approaches in their work practices whose education and experience however may not necessarily be in design. The central aim of this thesis is to understand how the ‘design led professional’ applies design thinking in practice with large organisations where the focus is on designing intangible products such as systems, services and experiences. The thesis addresses the research problem through the exploration of the question: How does the design led professional understand and enact design thinking in practice? This question is explored within the context of the design led professional working with large organisations. A qualitative research approach was adopted, which involved ethnographic methods of semi structured interviews, artefact analysis and participant observation. Data was collected across three studies: an expert interview study, a retrospective case study and a participatory case study. The constant comparative grounded theory method was used to analyse and synthesise data. Research findings, contextualised within relevant literature, reveal the composition of design thinking in practice: as constrained by the approach taken in applying design thinking; the maturity of the design led professional and the environment in which design thinking is conducted. On this basis two models are proposed in the conclusion as a foundation for further application and development. The first presents a scale of design thinking maturity based upon two perspectives of design thinking as a way of work and a way of life. The second model maps the interdependent relationship between the three components of design thinking in practice of the approach, the design led professional and the environment in which it is conducted. The evidence generated through this research provides a framework to assist the public and those who practice design thinking to better understand and articulate design thinking. In addition it provides a foundation for further empirical research that explores the realistic application of design thinking in practice and the critical role of the design led professional.

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The increasing complexity of the world around us raises new challenges for designers, who are called to build cohesive experiences across broad ecosystems of products and services. Dealing with innovation and highly complex services, involving a large number of actors and many different channels, requires the adoption of new skills and techniques, that enable a more effective collaboration with all the stakeholders involved and support the dialogue around articulated systems and large amount of information. Looking at the theory, Service Design Tools (www.servicedesigntools.org) is a first comprehensive repository of methods and examples that could orientate a designer - or any other professional - approaching the challenges of designing services, to help identifying the right method according to the step of the process, the type of participants and the kind of information that need to be discussed. Jumping to the practice, the power of adopting a systemic approach and shaping tools and frameworks that can re-order and re-distribute knowledge within multifaceted teams to drive innovation processes has changed the way in which highly complex services are conceived and developed across segments - from healthcare to financial -. The ambition now is to see this evolving more and more into the way societal problems with large scale impact are addressed - bringing the benefit of system thinking into social innovation processes and organisation changes. Euclid Annual Symposium, Brno 2015

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