design thinking based co creation
DESCRIPTION
Diseñando el pensamiento basados en la co-creación, modelos de innovación basados en la co-creación o creación colectiva...TRANSCRIPT
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Banny Banerjee, Stanford University
Banny Banerjee
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Banny Banerjee, Stanford University
Design Thinking based Co-Creation: An approach to tackle complex challenges
Text
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Banny Banerjee, Stanford University
“Innovation is now recognized as the single most important ingredient in any modern economy..”
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Banny Banerjee, Stanford University
EXISTING OFFERINGS
NEW OFFERINGS
EXISTING USERS
NEW USERS
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Banny Banerjee, Stanford University
Artifacts, Expressions
Experiences Services
Systems
Strategies
Transforma- tions
Visions
Solutions to pre-determined problems
Problem Definition & Transformative action
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Banny Banerjee, Stanford University
Design Thinking
A process to rapidly generate innovative solutions, strategies, systems,and paradigms.
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Banny Banerjee, Stanford University
Design Thinking is being used to address a highly diverse set of questions…
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Banny Banerjee, Stanford University What is the future of mobile technology?
Motorola
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Banny Banerjee, Stanford University
HOW MIGHT WE CREATE NEW MODELS FOR MINING THAT LEAVE COMMUNITIES IN BETTER CONDITION THAN BEFORE WE ENTERED?
Global Mining Company Expanding Operations in Africa
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Banny Banerjee, Stanford University
HOW MIGHT WE MAKE OUR PRODUCT DEVELOPMENT PROCESS (AND OUR CULTURE) MORE INNOVATIVE?
Global Automobile Manufacturer, Japan
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
Co-Creation
A creative collaboration between diverse stakeholders to define, clarify, create, and realize visions that provide value in a deeper sense
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Banny Banerjee, Stanford University
Co-creation at all levels
Co-creation within organizations/teams Co-creation across stake-holders Trans-disciplinary co-creation Trans-Agency co-creation Co-creation with end user
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Banny Banerjee, Stanford University
Mindfulness
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Doing the right thing
Doing things right
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Creating the Future
Managing the Present
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Looking through the windshield
Looking in the rear view mirror
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Value Creation
Value Capture
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Synthesis based strategic decisions
Analysis based strategic decisions
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Using induction, abduction, retroduction, situated cognition
Using pure logic and evaluative deduction
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Platforms and Paradigms Solutions
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Rapid Prototyping: inexpensive way to eliminate risk; think through doing
Think it all through before acting/investing
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T-Shaped thinking
Expertise in a single discipline
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Impact, diffusion rates, enduring value
Elegance
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Co-creation and trans-disciplinary processes
Celebrate individual effort and lone genius
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Banny Banerjee, Stanford University
Social, Cultural, Economic & Environmental issues
Technology Human
Business
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
doing the right thing doing things right
Intentionality
Implications
Design Solutions & Expressions
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Banny Banerjee, Stanford University
FOG
QUEST
MOVIE
PAINT BY NUMBERS
PROCESS OUTCOME
PROCESS OUTCOME
PROCESS OUTCOME
PROCESS OUTCOME
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Banny Banerjee, Stanford University
GENERAL AREA OF NEED
FOCUSSED AREA OF NEED
CLARIFIED INTENTIONALITY
DESIGN EXPLORATION
DESIGN EXPRESSION
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Banny Banerjee, Stanford University CONCRETE
ABSTRACT
ACTUALIZE
IMMERSION
DATA GATHERING (QUALITATIVE)
CURATION
REFLECTION
EVALUATIONS DECISIONS
PROTOTYPING HELICAL COGNITION
CONCEPT INSTANCES
CONCEPT SPACE ABDUCTION RETRODUCTION
STRATEGY SELECTION DECISIONS
ABSTRACT OPERATIONS
FRAMEWORKS SYNTHESIS
EDUCTION
ANALYSIS INDUCTION DEDUCTION
PROBLEM SOLUTION
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Banny Banerjee, Stanford University
Sense Making: Framing
Eduction and Synthesis
Understanding, Seeking Insights
Strategic Visions, Directions
Design Solutions Tangible Plans Implementation
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Banny Banerjee, Stanford University
CONCRETE
ABSTRACT
ACTUALIZE
IMMERSION
DATA GATHERING (QUALITATIVE)
CURATION
REFLECTION
EVALUATIONS DECISIONS
PROTOTYPING HELICAL COGNITION
CONCEPT INSTANCES
CONCEPT SPACE ABDUCTION RETRODUCTION
STRATEGY SELECTION DECISIONS
ABSTRACT OPERATIONS
FRAMEWORKS SYNTHESIS
EDUCTION
ANALYSIS INDUCTION DEDUCTION
PROBLEM SOLUTION
PROBLEM GENERATION
PROBLEM DEFINITION
SOLUTION GENERATION
SOLUTION DEFINITION
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Banny Banerjee, Stanford University
Empathy
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Banny Banerjee, Stanford University
DO
SAY
FEEL
THINK
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
Understanding User Needs explicit can and will state them
tacit can but won’t state them
implicit can’t state them
latent don’t exist yet, but will
no bruising, less pain
use it discreetly
use it in her sleep
to feel more ‘normal’
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
Patterns of behavior
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Banny Banerjee, Stanford University
Analogous cases
Institute for Healthcare Improvement
Emergency care Nascar analogy:
Rapid response teams
Anticipation of unpredictable events
Flexible but specialist roles
Insights about “repair kits”
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Banny Banerjee, Stanford University
Achieve shared empathy and a common vocabulary
Share Stories
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
Operational Design to “Design Thinking”
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Banny Banerjee, Stanford University
Multi-disciplinary collaborations
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Banny Banerjee, Stanford University
Trans-discipline: Optimization for a class of problem & effective collaboration
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Copyright Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
Meta-Discipline: A strategy for the future of design
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Banny Banerjee, Stanford University
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Thank You
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Banny Banerjee, Stanford University
1. Identity
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Banny Banerjee, Stanford University
2. Capability Experience with design thinking and integrated systems thinking
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3. Impact Mindedness
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Engagement: New types of engagement : Take Design Thinking to the world
New institute called the d.school
4. Radical Co-creation
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Banny Banerjee, Stanford University
abstract
frameworks
observations
synthesis
• insights
opportunities
now future
current product concepts concrete
• design principles • design levers
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Banny Banerjee, Stanford University
Different Cognitive Modes Different attitudinal stance A process that ensures innovation A culture that fosters innovation A culture of radical co-creation
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
Abductive, Retroductive
Inductive
Deductive
Eduction, Synthesis
• Collaborative thinking • Process mindedness • Holistic, multi-disciplinary • Human centered need finding • Technology factors, business factors • Systems thinking • Synthesis, sense-making • Rapid concept generation • Envisioning • Rapid prototyping • Visualizing, storytelling • Catalyzing intelligent decision making • Strategizing, road-mapping • Realizing • Storytelling • Managing transformation
Designer Complex
Holistic Proactive
Integrative Empathic
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Banny Banerjee, Stanford University
Hands-on integrative processes
Purely mental processes
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Banny Banerjee, Stanford University
Imagination & creative systems thinking
Using pure logic and evaluative deduction
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Banny Banerjee, Stanford University
Bottom up Breadth first
Top Down Depth First
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
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Banny Banerjee, Stanford University
Immerse Observe Synthe- size Frame Imple-
ment
Strategize
Prototype
Ideate
Test
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Banny Banerjee, Stanford University
DESIGN PROCESS
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Banny Banerjee, Stanford University
• Creating world class Designers and Design Leaders
• New methodologies, tools for the design field
• Bringing “design thinking” to other disciplines • Multidisciplinary team based experiences
Stanford Design
Program
Hasso Plattner Institute of Design