Svpma 06-2006-design services-team_and_design_thinking-matthew_holloway

1. ©SAP AG 2005, , DST ©SAP AG 2005SAP CONFIDENTIAL
the design services team
How SAP is using design thinking to change its DNA
Matthew Holloway
Vice President, Design Services Team
Office of the CEO
13 June 2006

2. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005

3. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
“companies are accelerating efforts to change
their cultures, foster innovation, and serve
customers more effectively. Innovation, or
"design thinking," is, we believe, something
truly important and enduring”

4. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Design is a way of changing life
and influencing the future
Sir Ernest Hall
Pianist, Entrepreneur, and Philanthropist
The ultimate defense against complexity
David Gelernter
Professor of Computer Science, Yale
Simplicity is the ultimate
sophistication.
Leonardo da Vinci
“

5. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005SAP CONFIDENTIAL ©SAP AG 2005

6. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Global IP
Global Communications
Global Internal Audit
Corporate Strategy Management
Top Talent Management
Office of the CEO HENNING
Chairman of the Supervisory Board HASSO
Research
& Breakthr.
Innovation
PETER
Product
SHAI
CSO
LÉO
Global Svc
& Support
GERHARD
Production
CLAUS
Finance & Administration
WERNER
Human Resources & Processes
CLAUS
Biz. Process Renovation Mgmt
Design Services Team
Corporate Consulting Team

7. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005

Accelerate adoption of Design Thinking as
the process for innovation and development
of internal and external SAP products and
services in all areas of the SAP Value Chain.

8. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Design
Services
Team
Traditional
Design
Teams
Agent for Change
Functional Design
Generative
Sustaining
DST

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design

10. ©SAP AG 2005, , DST ©SAP AG 2005SAP CONFIDENTIAL
why design thinking?

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so what?

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A Focus on Customers/Users.
Broad, Multi-Disciplinary Influences.
Ideation with Prototyping.
Finding Alternatives.
Wicked Problems.
Emotion.
No more “so what?”
Design Thinking

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14. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
“These crazy guys will never
deliver a product”
“Give me the budget and I will
deliver whatever you want”
“We have to concentrate on what
we are good at”
“The new ideas are interesting but
we don’t have the time or
necessity”
Must do: Best Practices and
Continuous Innovation
To Win: Differentiation and
Breakthrough Innovation
“If we don’t change now it will be
too late”
“We have to stop living in the past
regardless of the success we had”
“New things are possible, we only
have to have the will to want
them”
“There are better ways to do it”
Left Brain Says: Right Brain Says:

15. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
ReliabilityValidity
Innovation = Invention x Execution
from “Innovation by Design” by Gerard H. Gaynor

16. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Validity
• Produces consistent and
predictable results over and over
• Produces the right answer
for the current context
• Requires a reduced number of
variables considered
• One must consider a wide
array of relevant variables
• Uses quantitative, bias-free
measurement
• Substantiation is based on
future events
• Uses inductive & deductive logic• Uses inductive, deductive
logic and abductive logic
From “Validity vs. Reliability, Implications for Management” by Roger Martin
Reliabilityvs.

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•How quickly can I configure the solution to suit my needs?
•Is the solution easy to maintain?
•Is it consistent with my current system landscape?
•Can the solution be easily supported?
•Does the solution
show empathy for
end-users?
•Is this the simplest
solution that gets
the job done?
•Is it elegant?
•Is it useful?
•Can we afford it?
•Does it make me
more profitable?
•Do we have the
skills?
•What is my ROI?
feasibility
technical needs
desirability
human needs
viability
business needs

19. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Results of the
Research,
Artifacts,
Pictures
Needs &
Motivations
User profiles
Use cases
Rough
Prototypes
Feedback from
users &
stakeholders
Results
Low-fidelity
Prototypes
Feedback from
users &
stakeholders
Project Plan
Resources
High-Fidelity
prototypes
and/or design
specifications
Observe Synthesis
Design
Assess &
Refine
Prototype ImplementUnderstand
Develop iterative
Prototypes and
test with Users
Interview &
Observe
End Users in
their work
place
Identify Needs,
Motivations &
Ideas for
Solutions
Deliver a
prototype to
Solution
Development
What
Scope Project
& define
objectives and
outcomes
Work with
Development to
build the final
design

20. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Goals
Objectives
Market
Competition Organizations
Culture
People
Observation
Activities
Artifacts
Interviews
Step 1: Explore the
problem space through
fact finding and then
assemble a 360º view.

21. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005

22. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Goals
Objectives
Activities
Desirability
Feasibility
Viability
Market
Competition
Artifacts
Organizations
Culture
People
Observation
Interviews
Step 2: Reduce the solution
space through decisions that
balance desirability,
viability, and feasibility.

23. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
The Rules:
1.One Conversation
2.Stay Focused
3.Encourage Wild Ideas
4.Build on the Ideas of Others
5.Defer Judgment

24. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Goals
Objectives
Activities
Prototypes
Market
Competition
Artifacts
Organizations
Culture
People
Observation
Interviews
Desirability
Feasibility
ViabilityStep 3: Create relevant
prototypes quickly and
iteratively.

25. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Low Effort
Low Fidelity
Short Cycle
Generic Feedback
High Effort
High Fidelity
Long Cycle
Specific Feedback
Sketches Mock-ups Wire Frames HTML Flash Functional Code
PROTOTYPES:
•Must evoke an emotional response
•Must be technically relevant
•Fail early, fail cheaply
•Communicate the vision
•Become a model for realization

26. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
The prototype must communicate
design intent to both internal and
external constituencies
Design
Prototype
Rapid End
User
Feedback
sales
developm
ent
m
arketing
services
custom
erspartners
custom
er’s
custom
ers
end
users
Multiple iterations continue the
dialog between the design team
and the end-users
Packaging the
design for
sharing
Prototypes are effective for
communicating intent &
feedback with everyone.

27. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Design intent must not be lost
when design models are converted
to engineering models
Handing off the design to
engineering and walking away does
not work!
Design must remain engaged and
empowered to weigh-in on every
significant engineering trade-off
Some of the most valuable
feedback to inform future designs
is only received after the solution
has been released to the market
In re-design, the hardest part is to
leave the beaten track
Existing solutions must not be
allowed to dominate the redesign
discussions.

28. ©SAP AG 2005, , DSTSAP CONFIDENTIAL ©SAP AG 2005
Empathy & Passion
Creativity & Innovation
Designers & MBA’s

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?…ask ‘em if you got ‘em