The document describes several tools used in design thinking including visualization, journey mapping, value chain analysis, mind mapping, rapid concept development, assumption testing, prototyping, customer co-creation, learning launches, and storytelling. For each tool, it provides a brief definition and discusses how the tool is used in the design thinking process to generate ideas, gather customer insights, test assumptions, and refine concepts.
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.
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.
December 2017 presentation covering: What is design thinking? What does it look like in practice? What are some case stories of design thinking being used in the real world? How can we use design thinking in our organization? Where can I learn more?
During the third stage of the Design Thinking process, designers are ready to start generating ideas. You’ve grown to understand your users and their needs in the Empathise stage, and you’ve analysed and synthesised your observations in the Define stage, and ended up with a human-centered problem statement. With this solid background, you and your team members can start to "think outside the box" to identify new solutions to the problem statement you’ve created, and you can start to look for alternative ways of viewing the problem.
Design Thinking is a design methodology that provides a solution-based approach to solving problems. It’s extremely useful in tackling complex problems that are ill-defined or unknown, by understanding the human needs involved, by re-framing the problem in human-centric ways, by creating many ideas in brainstorming sessions, and by adopting a hands-on approach in prototyping and testing.
Introduction for Design thinking :
What is Design thinking?
Why to use Design thinking?
What is Design thinking mindset?
Balance for Analytical and Intuitive thinking.
Traditional thinking vs Design thinking.
Combination of Divergent and Convergent thinking.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
The presentation unveil the concept of Design Thinking, its various stages, different tools and the scope of applying the concept of design thinking in tourism management
December 2017 presentation covering: What is design thinking? What does it look like in practice? What are some case stories of design thinking being used in the real world? How can we use design thinking in our organization? Where can I learn more?
During the third stage of the Design Thinking process, designers are ready to start generating ideas. You’ve grown to understand your users and their needs in the Empathise stage, and you’ve analysed and synthesised your observations in the Define stage, and ended up with a human-centered problem statement. With this solid background, you and your team members can start to "think outside the box" to identify new solutions to the problem statement you’ve created, and you can start to look for alternative ways of viewing the problem.
Design Thinking is a design methodology that provides a solution-based approach to solving problems. It’s extremely useful in tackling complex problems that are ill-defined or unknown, by understanding the human needs involved, by re-framing the problem in human-centric ways, by creating many ideas in brainstorming sessions, and by adopting a hands-on approach in prototyping and testing.
Introduction for Design thinking :
What is Design thinking?
Why to use Design thinking?
What is Design thinking mindset?
Balance for Analytical and Intuitive thinking.
Traditional thinking vs Design thinking.
Combination of Divergent and Convergent thinking.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
The presentation unveil the concept of Design Thinking, its various stages, different tools and the scope of applying the concept of design thinking in tourism management
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1st Conference - Catherine Hills - Service Design and Design ThinkingCatherine Hills
“Speaking with people. How to collaborate with and deliver value for your customers.”
It’s easy to say that we need to have “customer collaboration”, but how can we do this effectively? One way is by speaking to people, but what do you do with the information gathered to deliver valuable outcomes for them?
What does “human centred design”, “service design” and “design thinking” mean? How can we use “design sprints” and how can this be revalidated through the shorter feedback loops and frequent delivery that working with agility insists upon?
It’s all connected to human factors so let’s learn how these can combine to help us get closer to our customers and really deliver!
Catherine Hills is UX and Service Design Director at RMIT Online.
An accomplished and collaborative agile human-centered experience designer and research lead, she has worked for a range of businesses including ANZ Banking Group, SEEK, REA Group, Thoughtworks, 99designs, Envato and the University of Melbourne. Catherine is a seasoned Agile UX practice, delivery lead and people coach, with experience in product discovery and innovation.
Catherine entered industry as a graphic and interaction designer and front-end engineer. Since then, her experience has been gathered in organisations in both the United Kingdom and Australia. Catherine has led design and research in digital agencies, publishing companies, education, technology and startups.
https://www.1stconf.com/speakers/#catherineh
Business Model Canvas and HAKATHON by Rajendra OjhaRajendra Ojha
This is the part of a international training session on the topic of business model and strategy that is provided after the huge research on Entrepreneurship and Business under ERASMUS+ research project.
Strategic Plan & Business Models - Value PropositionSummaiya Gauhar
This project is about the topic "Value Proposition" related subject of " Strategic Plan & Business Models" and it includes a detailed explanation with a diagram.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Expert Accessory Dwelling Unit (ADU) Drafting ServicesResDraft
Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
Unleash Your Inner Demon with the "Let's Summon Demons" T-Shirt. Calling all fans of dark humor and edgy fashion! The "Let's Summon Demons" t-shirt is a unique way to express yourself and turn heads.
https://dribbble.com/shots/24253051-Let-s-Summon-Demons-Shirt
You could be a professional graphic designer and still make mistakes. There is always the possibility of human error. On the other hand if you’re not a designer, the chances of making some common graphic design mistakes are even higher. Because you don’t know what you don’t know. That’s where this blog comes in. To make your job easier and help you create better designs, we have put together a list of common graphic design mistakes that you need to avoid.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Dive into the innovative world of smart garages with our insightful presentation, "Exploring the Future of Smart Garages." This comprehensive guide covers the latest advancements in garage technology, including automated systems, smart security features, energy efficiency solutions, and seamless integration with smart home ecosystems. Learn how these technologies are transforming traditional garages into high-tech, efficient spaces that enhance convenience, safety, and sustainability.
Ideal for homeowners, tech enthusiasts, and industry professionals, this presentation provides valuable insights into the trends, benefits, and future developments in smart garage technology. Stay ahead of the curve with our expert analysis and practical tips on implementing smart garage solutions.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
2. Visualization
-It 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.
-Making your work visible reduces project risk substantially (and is especially
important for effective cross-disciplinary collaboration) because words are much
more open to interpretation than pictures
-Visualization is the “mother of all design tools”—the common denominator across
all stages of design thinking
-To visualize we: Make our visual representations as simple as possible.Use
photographs.Learn to think in metaphors and analogies
3. Journey mapping
-It is an ethnographic research method that focuses on tracing the customer’s “journey” as he or
she interacts with an organization while in the process of receiving a service, with special
attention to emotional highs and lows. Experience mapping is used with the objective of
identifying needs that customers are often unable to articulate.
-The number one reason for the failure of new growth ideas is that we misjudge what customers
really want, so the surest way to de-risk a project is to develop a deeper understanding of what
they want
-During the exploration phase of a growth process, as we have noted, journey maps help
generate ideas. During concept development, it can be useful to develop maps based not on the
actual experiences of customers but on what they would consider ideal. During the later phases
of the growth process, we can create journey maps that act as low-fidelity prototypes of our
proposed new customer experiences.
4. Value chain analysis
-It examines how an organization interacts with value chain partners to produce, market, and
distribute new offerings. Analysis of the value chain offers ways to create better value for
customers along the chain and uncovers important clues about partners’ capabilities and
intentions.
-Creating value for customers is only part of the equation for achieving business success. To be
sustainable and attractive, new businesses have to create value for the organization (usually in
the form of profits) as well as for customers.
-Conducting an end-to-end value chain analysis is an important part of the exploration phase as
we seek to understand the current reality of our business model in the search for profitable
growth opportunities.
-Value chain analysis begins by working backward from value creation for the ultimate end
customer and then adding the capabilities and bargaining power of other key suppliers.
5. Mind mapping
-Mind mapping is used to represent how ideas or other items are linked to a central idea and to
each other. Mind maps are used to generate, visualize, structure, and classify ideas to look for
patterns and insights that provide key design criteria.
-We come out of the exploration process having gathered a mountain of data. The first
challenge is processing all this information in a systematic way so that we can actually use it to
generate better ideas than we would have otherwise. We use mind mapping for this.
-We move into the mind mapping process when we feel like we have collected “enough” data.
-Mind mapping begins with laying out the data we have collected for everybody to see.Pick out
the good data. Cluster the good data. Identify the insights related to each cluster and look for
connections between clusters. Translate insights and connections into design criteria.Create a
list of common criteria
6. Rapid concept development
-Rapid concept development assists us in generating hypotheses about potential new
business opportunities.
-It is a tool for using the insights and design criteria we have generated to develop new
business opportunities.
-You can’t have innovation without new ideas. Real innovation is about more than just
fixing problems; it’s about inventing something new.
-In the brainstorming model, the modus operandi is often to come up with an interesting
idea or two and then launch them as new products and see if they sell.
-To develop concepts we: Ask questions of ‘how?’ And ‘Why?’; Question how things are
usually done.Envision how a negative could become a positive in your daily life.Try to
imagine problems from some one elses perspective.When you think you have exhausted
every idea imaginable, challenge yourself to come up with two more. Go back to the
design criteria you created and search for ideas you haven’t mentioned yet about how to
meet them
7. Assumption testing
- Assumption testing focuses on identifying assumptions underlying the attractiveness of a new
business idea and using available data to assess the likelihood that these assumptions will turn
out to be true. These assumptions are then tested through thought experiments, followed by
field experiments, which subject new concepts to four tests: value creation, execution,
scalability, and defensibility.
-Launching new concepts to see if they sell is a risky and potentially expensive approach that we
want to avoid for all but the most attractive concepts. We minimize risk and expenditure by
market testing only those concepts that pass this first set of thought tests.
-Assumption testing is useful at multiple stages in the innovation process. It is a valuable
exercise to undertake even before you go into the field to do ethnography. Uncovering our own
assumptions about customers and their preferences makes us more alert as observers—and
more cognizant of our biases.
-The goal in assumption testing is to wade through all the uncertainties associated with a new
business concept and drill down to the core assumptions on which it depends.
8. Prototyping
-Prototyping techniques allow us to make abstract new ideas tangible to potential partners and
customers. These include storyboarding, user scenarios, experience journeys, and business
concept illustrations—all of which encourage deep involvement by important stakeholders to
provide feedback.
-The cost of a simple 2-D prototype could be as low as a pen and some paper. Such minimization
of costs allows you to do a lot more testing of different variations of concepts, bringing more of
what designers call “optionality” into the design process. You can afford to do lots of 2-D
prototypes—and to prototype individual parts of a concept as well as the whole thing.
-We prototype to learn rather than to “test” a theoretically finished offering. We want the
process to be simple and fast so that we can “make mistakes faster,” identifying areas that can
be improved while agreeing on areas that are working effectively.
-Architects create blueprints and models; product designers build physical prototypes in
addition to those things. Business concept prototypes generally take visual and narrative forms:
images and stories
9. Customer co-creation
-Customer co-creation incorporates techniques that allow managers to engage a customer
while in the process of generating and developing new business ideas of mutual interest. They
are among the most value-enhancing, risk-reducing approaches to growth and innovation.
-Customer co-creation is among the most value-enhancing, risk-reducing approaches to growth
and innovation that we have discovered
-Customer co-creation engages a potential customer as a partner in the development of new
business ideas. Using the prototypes described in Tool of prototyping, customers explore
alternative futures and actively shape win-win propositions. We want to put some small
experiments in front of potential customers, get their quick reactions, and iterate our way to an
improved offering.
-There is no rocket science to effective customer co-creation—just a few simple principles.
These have to do with picking the right customers to invite to our group, giving them something
worth with, and listening attentively to their feedback.
10. Learning launches
-Learning launches are designed to test the key underlying value-generating assumptions of a
potential new-growth initiative in the marketplace. In contrast to a full new-product rollout, a
learning launch is a learning experiment conducted quickly and inexpensively to gather market-
driven data.
-Learning launches are experiments conducted in the marketplace quickly and inexpensively. In
contrast to a full new-product rollout, a learning launch’s success is not about how much you
sell but how much you learn.
-Learning launches are designed to test the key underlying assumptions of a potential new
growth concept. As we have discussed before, using historical data to predict how an offering
will actually perform in the marketplace has some severe limitations
-Designing the launch itself is straightforward. First, you need a working prototype in hand—to
move from 2-D to 3-D.
11. Storytelling
- Storytelling is exactly how it sounds: weaving together a story rather than just making a series
of points. It is a close relative of visualization—another way to make new ideas feel real and
compelling. Visual storytelling is actually the most compelling type of story.
-Like images, stories allow us to access emotions and emphasize experiences. They add the
richness of context and allow us to “sell” a problem as well as its solution. Stories build
identification and empathy with their characters and help managers to develop a personal
investment in their welfare.
-Stories are everywhere in the design process. They are critical to helping us explore customers’
deeper needs when we start out, develop ideas about how to meet those needs as we develop
concepts, solicit feedback about our prototypes as we iterate our way to a better solution, and
convince others of the value of our solutions when we feel good about having reached one.