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- 2. 2 THECHANGESCHOOL.COM A school for self empowerment and positive transformation in Life + Work. We help individuals and teams learn how to EMBRACE change, NAVIGATE transition, and THRIVE. WHAT WE DO
- 3. 3 THECHANGESCHOOL.COM WHY WE DO IT Change is the only constant.
- 4. 4 THECHANGESCHOOL.COM T R A N S F O R M AT I O N A L E X P E R I E N C E S O N L I N E C O U R S E T O O L S + P R O D U C T S HOW WE DO IT Enabling 1000+ Humans Of Change since 2013
- 6. 6 THECHANGESCHOOL.COM A solution-based approach to problem-solving. A process that draws upon logic, imagination, intuition, and systemic reasoning, to solve complex problems by exploring possibilities of what could be and creating desired outcomes that benefit the end-user (customer). DESIGN THINKING DEFINED
- 7. 7 THECHANGESCHOOL.COM A BRIEF HISTORY… 60’s - Design As a Science Developing a science out of the design field, by applying scientific methodology and processes to understanding how design functions. 70’s - Design As a Way Of Thinking Scientists and engineers explore rapid prototyping and testing through observation, visual thinking, and left- and right- brain thinking for more holistic problem-solving. 80’s - Wicked Problems Design Theorist Horst Rittel coined the term "Wicked Problems" to describe extremely complex problems and focussed on the application of design methodologies to tackle these problems in a more multi-disciplinary, collaborative and human-centred way.
- 10. 10 THECHANGESCHOOL.COM DESIGN THINKING FOR BUSINESS 1991 - IDEO is formed as a merger, to create multidisciplinary teams from disparate fields (like anthropology, business strategy, education or healthcare) to guide and augment their design teams and processes. Recognised and awarded for bringing Design Thinking and Human-Centred Design to mass market with its educational programs, terminology, and toolkits created for non-designers. 2005 - Design Thinking is taught at the Stanford School of Design (aka d.school) for the development, teaching and implementation of Design Thinking for business. 2005 - The growth of the service design field created new tools and processes for co-creation and participatory design. Design consultancies led the way in adapting design thinking for business purposes, shifting toward collaborative design with multidisciplinary teams — opening up creative creative processes and mindsets to make them more transparent and usable for everyone.
- 11. 11 THECHANGESCHOOL.COM SUMMARY • DISCOVERY of academic comparative studies revealed the distinct approaches to problem-solving: Problem-focused (Science) vs Solution-focused (Designers) problem-solvers —- ‘Solve for X’ vs Generate a large number of ideas and identifying the best solution through a process of elimination. • CONVERGENCE of engineers, architects, industrial designers, and cognitive scientists on the issues of collective problem solving, driven by the significant societal changes and complexity of their time.They began to formulate new ways of leveraging their existing (design-centric) problem-solving + innovation-driven activities + processes towards finding solutions to broader problems. • APPLICATION of Design Thinking as a practice of combining the human + technological + strategic needs of our times.
- 13. 13 THECHANGESCHOOL.COM DESIGN THINKING AS A PROCESS (Of) divergence and convergence requiring skills in observation, synthesis, searching and generating alternatives, critical thinking, feedback, visual representation, creativity, problem-solving, and value creation.A design lens helps you to identify and act on unique venture opportunities using a toolkit of observation, learning-by-doing, and understanding value creation across multiple stakeholder groups.
- 14. 14 THECHANGESCHOOL.COM DESIGN THINKING AS A PRACTICE A mindful practice of designing, developing and delivering products or services by… • Focusing on the customer - Understand their behaviour (what, when, where, why, how) • Establishing clear objectives - Aligned to customer needs (not just business goals) • Tapping into creativity - Encouraging collaboration and dialogue in the design and development phase • Rapid development and iteration - Embracing failure as an option • Listening to customer feedback - Refining solutions to best meet the needs of your customers
- 15. 15 THECHANGESCHOOL.COM DESIGN THINKING AS A METHOD Human-centered design involves a different starting point in the creation process. When evaluating new ideas, instead of asking Can it be done? Will it make money? a Design Thinking approach forces you to first address What do people need? Instead of just talking to customers and asking them what they need (marketing), it’s about observing people in their environments to understand their lives, develop empathy, and uncover latent needs (anthropology). Methods include: Co-design sessions, User research, Interviews > To help you uncover how and why users value your and what they might expect from your product or service.
- 16. 16 THECHANGESCHOOL.COM DESIGN THINKING AS A MINDSET That focuses on how to look at CHALLENGES around us with… • Curiosity and Observation - Being a keen observer; paying attention to finer details.ASKING QUESTIONS to understand why things are the way they are, why things don’t work, or why people behave the way they do. • Empathy - Understanding the people you are designing for and seeing the world from their perspective. • Innovation - Challenging your assumptions about the status quo to explore: “How can this be done better?” Don’t just optimise — challenge to innovate. • Systems Thinking - Seeing the ‘big picture’ — technological and social systems your users are part of, how this will influence the innovation, and how the innovation will influence these systems.
- 18. 18 • Everyone is creative (you don’t need to be an artist… it can be provoked with a common visual language) • Design thinking is about user experience • Empathy helps us to imagine and design better solutions. • Assumptions or pre-conceptions hinder creativity. • Think outside the box!
- 20. 20 THECHANGESCHOOL.COM THE CHALLENGE Big corporations lack the ability to be creative and increasingly struggle to create new products and services that meet unmet needs of their customers. 20th Century education has fostered logic over creativity, so most people have grown up with more analytical thinking skills - constantly disrupted by changing trends and consumer values.
- 21. 21 THECHANGESCHOOL.COM THE OPPORTUNITY Entrepreneurship recognises possibilities and generates business ideas that create value through… •Understanding and solving COMPLEX and MULTI-DIMENSIONAL problems •Simplifying and HUMANISING solutions •A multidisciplinary approach to RESEARCH and RAPID IDEATION •INNOVATING business products and services
- 23. 23
- 24. 24 THECHANGESCHOOL.COM Focusing on WHY enables you to make better and more relevant decisions around the things you design. Focusing on VALUE enables you to create something that customers want to pay for, share, and come back for. Focusing on the BIG PICTURE enables you to find solutions that are desirable, viable, and feasible for solving real-world problems. KNOW YOUR WHY VIABILITY (organisation) DESIRABILITY (human) FEASIBILITY (technology) BIG PICTURE INNOVATION “Customers don’t buy WHAT you do, they buy WHY you do it.” - Simon Sinek
- 25. 25 THECHANGESCHOOL.COM ADVANTAGES OF DESIGN THINKING •SOLVES PROBLEMS more effectively - By defining latent needs and addressing the “root” cause •Enables INNOVATION - By generating better ideas and working effectively in collaboration •Reduces DEVELOPMENTTIME - By rapid prototyping, testing and iterating •Eliminates BIAS - By engaging the end-user in the discovery process and testing assumptions •Builds CREATIVE CONFIDENCE - By removing fear of failure / judgement and navigating ambiguity
- 27. 27 THECHANGESCHOOL.COM 5-PHASE FRAMEWORK UNDERSTAND EXPLORE PROTOTYPE EVALUATE
- 28. 28 THECHANGESCHOOL.COM PHASE 1: EMPATHISE The ability to put yourself in someone else’s shoes. Conduct research to understand your users.
- 29. 29 THECHANGESCHOOL.COM Interviews aren’t the only way…
- 30. 30 THECHANGESCHOOL.COM PHASE 2: DEFINE Re-Visit the initial design challenge and re-define the problem — user + need + insights
- 31. 31 THECHANGESCHOOL.COM Define a clear problem statement and unearth any hidden assumptions…
- 32. 32 THECHANGESCHOOL.COM PHASE 3: IDEATE Here you DREAM BIG. Move beyond the obvious and unleash the craziest, wildest ideas! In this phase, it’s quantity over quality.
- 33. 33 PLAN A PARTY!
- 34. 34 • Open vs Closed mindset • Collaboration is inclusive • Creativity is inclusive, it’s about building on ideas for innovation
- 35. 35 THECHANGESCHOOL.COM To ideate is to be messy - multiple voices and ideas compete, percolate and evolve.
- 36. 36 THECHANGESCHOOL.COM PHASE 4: PROTOTYPE “A prototype is worth a thousand meetings.” [IDEO]
- 38. 38 THECHANGESCHOOL.COM PHASE 5: TEST “Prototype as if you know you’re right, but test as if you know you’re wrong.”
- 39. 39 THECHANGESCHOOL.COM When testing, let users play with your prototypes, watch and listen. If small tweaks are easy to make, do them and test again. Get close to your users and most importantly, never fall in love with your ideas. Have an open mind and listen to your users.
- 40. 40 THECHANGESCHOOL.COM DESIGN THINKING IN YOUR BUSINESS
- 42. 42 Visualisation is about using images. It’s not about drawing; it’s about visual thinking. It pushes us beyond using words or language alone. It is a way of unlocking a different part of our brains that allows us to think nonverbally and that managers might not normally use.
- 43. 43 Mind mapping - used to connect ideas, categorise them, and look for patterns and insights for key design criteria. Pose the question, “Based on what we have learned, if anything were possible, what attributes would our design have?”
- 44. 44 Journey Mapping traces the customer’s “journey” when receiving a service, focusing on emotional highs and lows. Use to: identifying (latent) needs that customers are often unable to articulate. Value Chain Analysis traces how an organization interacts with value chain partners to produce, market and distribute new offerings (the business-side equivalent of customer journey mapping). Use to: analyse ways to create better value for customers along the chain and understand partners’ capabilities and intentions.
- 45. 45 Rapid Prototyping allows us to make abstract new ideas tangible to potential partners and customers. Prototyping is all about minimising the “I” in ROI.The cost of a simple 2-D prototype could be as low as a pen and some paper. Use storyboards, storytelling, role-playing and skits. Play with your prototype; don’t defend it.
- 46. 46 WRAP UP
- 47. 47 THECHANGESCHOOL.COM RECAP & TAKEAWAYS What we call a “problem” is often more a symptom of an underlying cause. When we dive in too quickly to fix a symptom, the effect will eventually come back or happen again. Instead, we need to address the root cause to create innovative solutions and design for change. Designing anything new starts with the right MINDSET. Not only in business but in everything we do - family, relationships, culture, politics, environment… personal and professional growth! We need to have a positive impact to create lasting change and to create value in our lives and in the world.
- 48. 48 THECHANGESCHOOL.COM A WAY OF THINKING, BEING, DOING
- 49. 49 THECHANGESCHOOL.COM An essential skill for success in Life + Work! Connect with people Collaborative projects Business negotiations Customer service Investor relations MAKE EMPATHIC CONNECTIONS User interviews Stakeholder relations Deepen relationships
- 50. 50 THECHANGESCHOOL.COM • Have a VISION of the future • Find INSPIRATION everywhere • Accept UNCERTAINTY • Learn by DOING • Think with your HANDS • Go VISUAL • Acknowledge problems as OPPORTUNITIES FOR INNOVATION • FAIL often, early and cheaply FINAL TIPS
- 51. 51 QUESTIONS?