The document provides an extensive overview of design thinking, highlighting its role as a systematic and collaborative approach to problem identification and creative solution development. It contrasts design thinking with engineering and methodologies like agile and lean, emphasizing its iterative nature and focus on user-centered solutions to complex 'wicked problems.' Additionally, it outlines the phases of design thinking and its applications in new product development, underscoring the benefits of combining various methodologies for effective problem-solving.

1. UNIT 1
INTRODUCTION TO DESIGN
THINKING

2. An insight of design: Designs inspired
by nature

4. Undesirable situation (present) + Implemented plan= Desirable
situation (future)
Understanding & solving a problem:: termed as Designing
• Problem understanding: process or activities for identifying
undesirable situations and desirable situations.
• Problem solving: Developing a plan with the intent of
changing undesirable situations to desirable situations
• Designing involves both problem understanding and problem
solving

5. Example: cooking
Undesirable situation: food tasteless
Plan: add adequate salt
Implementation: salt added
Desirable situation: tasty food

6. Example: Electric sockets
Undesirable situation: open sockets accessible
to children is unsafe
Plan: to cover the sockets
Implementation: make and use socket cover
Desirable situation: socket covered and safe

7. Design Vs Engineering Design
“Engineer creates the new things and makes the
old things better and better”

9. What is Design Thinking?
• Design thinking is a creative problem solving approach or,
more completely, as a systematic and collaborative approach
for identifying and creatively solving problems.
• A process that results in a plan of action to improve situation
• An approach that frames problems creatively and generates
innovative solutions , strategies , systems and paradigms at
the nexus of domain
• Design thinking helps to gain a balance between the problem
statement and the solution developed

10. Features of Design Thinking
• Finding simplicity in complexities
• Having a beautiful and aesthetically appearing products
• Improving clients and end users quality of experience
• Creating innovative, feasible and viable solution to real world
problems.
• Addressing the actual requirements of the end users.
Ex: E-commerce site

13. Characteristics of Design Thinking
• Unclear problem definition
• It is nonlinear in nature
• Multiple break through creative ideas
• Human centered approach
• Solution impact must be very big, huge social, economic
impact
• Multiple iterations
• Lot of collaboration is needed, systematic approach to solve
• There should not be any single goal approach

14. Benefits of Design Thinking
• Gives you the opportunity to view a problem from a different
perspective.
• Allows you to delve into a problem to determine its root
cause.
• Encourages innovative thinking and creative problem solving.
• Ensures that the final outcome meets objectives and client
requirements.
• Enables you to continually expand your knowledge.
• Reduced Risk of Launching New Ideas
• Innovative Solutions and Offerings

15. Have you ever come across a problem so
complex that you struggled to know where to
start?
Then you have stumbled upon a wicked problem

16. What Is a Wicked Problem?
A wicked problem is a social or cultural problem that’s difficult or
impossible to solve—normally because of its complex and
interconnected nature.
• Classic examples of wicked problems are these:
• Poverty
• Climate change
• Education
• Homelessness
• Sustainability

17. What is the Difference between Puzzles,
Problems and Wicked Problems?

18. How to understand what the problem
is?

19. • Understanding the problem is as important as
the problem solving.
• Spending time in really understanding the
problem is often the first stage.
• Learning questions

20. Properties of Wicked Problems
• Unique – you can’t take solution from previous one.
For wicked problems each one you have to look at
*individually*
• No definite formulation – even stating what the
problem is – is problematic
• Non- Enumerable – you can’t just stick to one idea
• One-shot operation – often you have to start
executing the solution before you know what it all is.
• No Stopping rule – Have you finished? In real world
there isn’t a fixed solution.

21. So they are difficult- and that’s why you need to
think creatively.

22. Which Wicked Problems Do We Need to
Deal with?
• A wicked problem is often a social or cultural problem.
• What makes them even worse is the way they’re intertwined
with one another.
• If you try to address an element of one problem, you’ll likely
cause unexpected consequences in another.
• You’ll need to gain a much deeper insight into the people
involved and learn how to reframe the problem entirely if you
want to have any sort of chance at coming up with a valuable
solution.

23. Characteristics of a Wicked Problem
• There is no definitive formula for a wicked problem.
• Wicked problems have no stopping rule—there’s no way to know whether
your solution is final.
• Solutions to wicked problems are not true or false; they can only be good or
bad.
• You cannot immediately test a solution to a wicked problem.
• Every solution to a wicked problem is a "one-shot operation" because there is
no opportunity to learn by trial and error—every attempt counts significantly.
• Wicked problems do not have a set number of potential solutions.
• Every wicked problem is essentially unique.
• Every wicked problem can be considered a symptom of another problem.
• There is always more than one explanation for a wicked problem because the
explanations vary greatly depending on the individual’s perspective.
• The planner/designer has no right to be wrong and must be fully responsible
for their actions.

24. A Combination of Systems Thinking and Agile
Methodology Can Help You Tackle Wicked Problems
• Systems thinking is the process of understanding how
components of a system influence each other as well
as other systems—and therefore it’s pretty much perfect for
wicked problems!
• And it’s even better when combined with agile methodology,
an iterative approach to design and product development.
Agile methodology helps to improve solutions
through collaboration.
• Together, systems thinking and agile methodology lead us to a
better solution at each iteration as they both evolve with the
wicked problem.

25. In an agile methodology, every iteration incorporates feedback from the
previous release. This process can help you tackle wicked problems when it’s
combined with systems thinking.

27. Working in an agile way involves
Dividing tasks into short phases of work.
Frequently reassessing and adapting your plans
to current situation.

28. 5 Ways to Apply Systems Thinking and Agile
Methodology in Your Work
1. Break down information into nodes and links.
2. Visualize the information.
3. Collaborate and include stakeholders in the process.
4. Release solutions quickly to gather continuous
feedback.
5. Carry out multiple iterations.

29. The Two Methods Differ in Important
Ways
Agile is a method to solve predefined problems, while design
thinking focuses on finding the right problems to solve.
While Agile is an approach to problem solving, design thinking is
an approach to problem finding.
Together these two methods can transform your organization,
and ensure every project delivers value to the business, your
customers, and your own bottom-line.

30. Agile + design thinking: Better together

31. Principles of the Design Thinking
Mindset
• People-centric
• Cross-disciplinary and
Collaborative
• Holistic and Integrative
• Flexibility and Comfort with
Ambiguity
• Multimodal Communication
Skills
• Growth Mindset
• Show, Don’t Tell
• Focus on Human Values
• Craft Clarity
• Embrace Experimentation
• Be Mindful of Process
• Bias toward Action
• Radical Collaboration
• Learn from Failure
• Make It
• Creative Confidence
• Empathy
• Optimism
• Iteration

32. Generic Phases of Design Thinking
process

34. • Stage 1: Empathize—Research Your Users' Needs
• Stage 2: Define—State Your Users' Needs and
Problems
• Stage 3: Ideate—Challenge Assumptions and Create
Ideas
• Stage 4: Prototype—Start to Create Solutions
(Experimental Phase)
• Stage 5: Test—Try Your Solutions Out
https://www.youtube.com/watch?v=_r0VX-aU_T8

35. Design Thinking : A Non-Linear Process

36. A Framework of Design Thinking

37. Design thinking, is a systematic and collaborative approach
for identifying and creatively solving problems, includes two
major phases: identifying problems and solving problems.
• Discover : This is typically described as a process focused on
gaining empathy with customers that is, developing an
understanding of their context, experiences, and behaviors.
• Discover mode is built on iteration between data collection
and data synthesis, where data synthesis is the process of
summarizing and deriving meaning from the data.

38. • Define : Define mode is characterized by a distillation
(filtering) of customer insights and framing of specific insights
as well-defined problems to solve.
• These problem statements generally are short statements
that describe the customer type, an unaddressed need, and
the insight that explains why the identified need is especially
worthy of addressing.
• Create : the two primary activities of the Create mode are
idea generation and prototyping. Although these will be
described in sequence, in practice they are, once again, highly
iterative in nature.

39. • Evaluate : The final mode of the design thinking framework is
Evaluate. The purpose of this mode is to get feedback on
concept prototypes, and the ideas and assumptions
embedded within them.
• There are typically two types of activities conducted with this
mode. The first is to share prototypes with potential
customers to gain feedback.
• After the team has collected sufficient feedback, they proceed
with a process of synthesizing the feedback. This activity is
similar in spirit to the data synthesis completed during the
Discover mode.

40. When to Apply Design Thinking
Within the context of new product development(NPD), design
thinking is very well suited to used in markets that are quickly
changing and when user needs are uncertain.
1. When facing a complex challenge
2. When facing a human centered challenge

41. Stage-Gate New Product
Development Process
The Stage-Gate process guides product development through a
number of stages from idea-to-launch. The standard process
consists of five main stages, as follows.
• Stage 0: Discover
• Stage 1: Scoping - SWOT analysis
• Stage 2: Build Business Case – project plan
• Stage 3: Development - prototype for the product
• Stage 4: Testing and Validation - tested, and feedback is collected
• Stage 5: Launch - product is introduced to the market
In between each of the phases, the gates serve as “quality
control”

43. Here four decisions are crucial in moving forward during the
Stage Gate Process.
• Go: Project is in the right direction and ready to move forward
with the further stage.
• Kill: Project is in the wrong direction and not ready to develop
further or can be closed as soon as possible.
• Hold: Project is in the average stage and still not in shape to
move to the next level. Still not that bad shape to close down
now and can be restarted at a scheduled time.
• Recycle: Project is in just a good stage but needs more
modifications and development to move to the next level or
stage.
• https://www.brighthubpm.com/methods-strategies/92377-examples-of-
the-stage-gate-process/

44. Design Thinking vs. Stage-gate
Process
• Design Thinking is incredibly effective when
creating your overall innovation strategy.
• Stage-Gate is best to use when trying to
achieve incremental innovation.

45. What is LEAN process?
LEAN is a management system that focuses on improving the
overall quality of how an organization works. Lean focuses
on product success.
Teams all over the world, from sales to software development,
are using Lean methodology principles to sustainably deliver
more value to their customers.
The idea is to refine internal processes as much as possible to
give consumers the highest value possible in a product or
service. Anything that doesn’t contribute to the product’s
value to the customer is considered inefficient.

46. The Five Lean Principles:

47. lean methodology will immediately bring “eliminating waste”
to the front, this is not the complete definition.
Fundamentally, the method emphasizes the idea of
“continuous improvement.” Its five core principles are:
• Value: Understand what customers value in a product or service
• Value Stream: What goes into maximizing value and eliminating waste
throughout the entire process from design to production
• Flow: All product processes flow and synchronizes seamlessly with each
other
• Pull: Flow is made possible by “pull,” or the idea that nothing is made
before it is needed, thereby creating shorter delivery cycles
• Perfection: Relentlessly pursue perfection by constantly engaging the
problem-solving process

48. What is Agile process?
The management system is a process in which every project is
managed and executed in small parts. Each such section is
completed, reviewed and the project is continued taking into
account the fresh insights gained from the last bit of work.
Traditionally, new customer experiences were planned,
designed, implemented, and tested in a step-by-step way.

49. Benefits of agile product
management
• Learn from customers throughout the product life
cycle
• Continuously adjust the near-term roadmap to meet
customer needs
• Deliver value to customers in an incremental way
• Respond quickly to new and changing requirements
• Collaborate with engineering to quickly deliver work

50. Agile product management practices

51. • Set product strategy: Product managers are responsible for
defining the product vision and long-term direction.
• This requires working closely with customers to understand
their pain points, researching the market, and setting strategic
product goals and initiatives that align with overall business
objectives.
• Understand customer needs: product managers must stay
close to customers to understand exactly what they want.
• Create the product roadmap: Product managers build the
roadmap around strategic themes of work that maintain the
overall vision and deliver meaningful value to customers.

52. • Prioritize features: Product managers work closely with
engineers to estimate features, define requirements, and
collaborate on a release plan based on the team’s capacity.
• Release customer experiences: Regardless of the frequency,
product managers are responsible for delivering a Complete
Product Experience to customers. This involves working
closely with engineering, IT, marketing, sales, and support to
ensure organizational readiness.
• Measure product success: Measures of success include
customer engagement (such as time in product and returning
users), conversion rates, and the frequency of feature
updates.

53. Stage Gate: Thus, the product is well defined
from the outset, but the schedule and budget
are flexible.
Agile: Thus, the schedule and budget are set at
the start of each sprint, but the product
features are flexible and evolve throughout the
project.

54. Agile roles and responsibilities

55. Design Thinking vs. Lean vs. Agile
• Design Thinking—How to approach a problem
• Lean—How to develop and test your solution
• Agile—How to make and scale your solution

56. Design innovation
“It focuses on addressing people’s needs with what is
technologically feasible and devising a viable business
strategy to derive value from this market opportunity.”
The term is also applied to the use of design and design
thinking to innovative in areas such as engineering, software
development and business operations.

57. Principles of Design Innovation
Good Design should be
• Contextual- understands and fits into its surroundings
• Empathetic - Understanding the problems of people and
organizations
• Goal-oriented - progress
• Intentional - everything is intentional
• Iterative - ongoing