the design thinking approach to innovation
DESCRIPTION
The design thinking approach to innovationTRANSCRIPT
Date: 23 October 2009
BOSTON . LOS ANGELES . MILAN . SEOUL
The Design Thinking Approach to Innovation
2 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Our goals for today:
Our goals for today
• To explain Design Thinking and its benefits
• To discuss the elements of Design Thinking and the process we
use at Continuum
• To share some of the tools we use in our process
3 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Who we are
Continuum is a design and innovation consultancy. We study people. We recognize opportunities and identify breakthrough ideas. We make those ideas real.
4 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
INSULET / Freedom By Design
Creates New Category
SWIFFER / Enabling Aspirations
Creates $1 Billion Category
REEBOK / Pure Innovation
Doubles Sales to $2B
MIT MEDIA LAB / Enabling Education
Revolution by Design
AMERICAN EXPRESS / Premium
Privilege of Membership
Pampers / Understanding Moms
P&G’s First $6 Billion Brand
What we’ve done
QUEST DIAGNOSTICS / Building Empathy
Reducing Anxiety
NATIONAL PARKS/ Creating Emotional Affinity
Bringing the Parks to the People
5 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Service sector experience
We have partnered with a wide range of educational institutions, government agencies,
professional associations, and for-profit service providers.
6 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
AmericasBoston, MA Columbus, OH Cleveland, OH Los Angeles, CA San Francisco, CA Kansas City, MO Chicago, IL Portland, OR Cozumel, Mexico
EuropeParis, France London, UK Berlin, Germany Rome, Italy Milan, ItalyMadrid, Spain Istanbul, Turkey
AsiaTokyo, Japan Yokohama, Japan Shanghai, China Beijing, China Hong Kong Bali, Indonesia Delhi, India* Bangalore, India*
Groton, CT Tampa, FL Phoenix, AZ Dearborn, MI Memphis, TN Seattle, WA Toronto, ON, Canada Lima, Peru Sao Paulo, Brazil*
direct
partner
locations of 2007 research conducted in-home, in-store, in plant, or place of work
Where we are
Global Research
7 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
The role of design thinking in our clients’ organizations
Here are some of the ways we apply Design Thinking principles in our
clients organizations:
• Creating Lighthouse Projects
• Bridging Divisions (Marketing & Operations, for instance)
• Facilitating Brand Understanding
• Encouraging Creativity (No Art Degree needed)
• Fostering Product and Service Innovation
• Developing radical new ideas
8 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
The big realization
How we create is as important as what we create.
9 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
What is design thinking?
Design Thinking is a strategic approach to solving business challenges
through creative exploration. It’s about generating new ideas based on a
deep understanding of people, and bringing those ideas to life.
Design Thinking is the interaction of different people with different
viewpoints working with a proven and replicable problem-solving and
idea-generating method.
Design Thinking lets us create better things, not simply choose between
existing things. It generates ideas that become the experiences and
products we couldn’t imagine living without.
10 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
How do we make our toasters better, faster and less expensively?
How do we make a better toaster?
What are all the ways to toast bread?
What are the attributes of toasted bread?
Is there a better way to achieve these attributes?
Types of innovation
11 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
How do we make our toasters better, faster and less expensively?
How do we make a better toaster?
What are all the ways to toast bread?
What are the attributes of toasted bread?
Is there a better way to achieve these attributes?
Design ThinkingVoice of the CustomerTotal Quality
Management
Approach
Customer expectations, strategic initiativeCompetitive pressure, cost
savings
Customer complains,
process errors
Motivations
New service development process, innovation
process
Customer surveys, idea
submission programs
Quality auditsTools
Step change increase in performanceIncrease service levels,
efficiency or cost
Fix obvious problemsResults
InnovationImprovementRemediation
Types of innovation
12 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Tools
Process
Skills
Mindset
What makes for successful design thinking?
13 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Design thinking mindset
Acknowledge that we do not know the answer. Be open to completely new
ideas that are not even in the framework of our current thinking.
Search for solutions—not inwardly as experts, but through the lens of
consumers and customers and constituents. Conduct our research as if we
are anthropologists.
Explore options by tapping a broad range of people with different skills,
disciplines, and mindsets. Include people who understand well the constraints
we have to work within, but also include people who do not see any constraints.
Prototype and evaluate a range of ideas to learn, iterate and refine until it is
right. Great ideas with small flaws fail. Details matter.
14 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Design Thinking
What is design thinking?It’s a fluid but definable process involving several key components:
PERSONAL
Realize each problem – and the people there to solve it – has a unique context
INTERGRATIVE
Seeing the whole system and its many connections.
INTERPRETIVE
Creating the best way to frame the problem and judge the possible solutions.
COLLABORATIVE
Working with people who share similar and dissimilar experiences to generate richer work.
ABDUCTIVE
Starts from a set of accepted facts and works back to their most likely explanations.
EXPERIMENTAL
Build prototypes. Pose hypotheses. Test them. Iterate. All to manage risk.risk.
Rodger Martin, Rotman School of Management, University of Toronto
15 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Conventional Thinking
LogicalDeductive reasoningInductive reasoning
Requires proof to proceedLooks for precedents
Quick to decideThere is right and wrong
Uncomfortable with ambiguityWants results
Design Thinking
IntuitiveAbductive reasoning
Asks what if?Unconstrained by the pastHolds multiple possibilitiesThere is always a better wayRelishes ambiguityWants meaning
Conventional vs. Design Thinking
Rodger Martin, Rotman School of Management, University of Toronto
16 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Alignment EvaluationDiscover EnvisionAnalysis
• Sharing the situation
• team building• identifying
stakeholders
user research• immersion• observation• interviews• intercepts• experimentation
context research• client• competition• brand• technology• trend exploration
• mapping• sorting• triangulating• segmenting• framing
synthesis• exploring• envisioning• creating
evaluation• consumer resonance• data consistency• design inspiration• business analogy• envisioning iteration
Goal:
Setting the challenge
Insight:
Seeing something new or differently
IDEA:
A well posed problem
Innovation:
The IDEA made real
Validation
The IDEA proven
The Continuum process
17 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Alignment EvaluationDiscover EnvisionAnalysis
• Sharing the situation
• team building• identifying
stakeholders
user research• immersion• observation• interviews• intercepts• experimentation
context research• client• competition• brand• technology• trend exploration
• mapping• sorting• triangulating• segmenting• framing
synthesis• exploring• envisioning• creating
evaluation• consumer resonance• data consistency• design inspiration• business analogy• envisioning iteration
Goal:
Setting the challenge
Insight:
Seeing something new or differently
IDEA:
A well posed problem
Innovation:
The IDEA made real
Validation
The IDEA proven
The Continuum process
18 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
How can we reduce enforcement contact?
How do we encourage taxpayers to file and
pay on time?
LettersAdvertising
Phone CallsE-Mail
Education
Incentives
Partnerships
Events
Reframing the problem
Casting a wider net to broaden the possibilities
IRAS project example
19 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Alignment EvaluationDiscover EnvisionAnalysis
• Sharing the situation
• team building• identifying
stakeholders
user research• immersion• observation• interviews• intercepts• experimentation
context research• client• competition• brand• technology• trend exploration
• mapping• sorting• triangulating• segmenting• framing
synthesis• exploring• envisioning• creating
evaluation• consumer resonance• data consistency• design inspiration• business analogy• envisioning iteration
Goal:
Setting the challenge
Insight:
Seeing something new or differently
IDEA:
A well posed problem
Innovation:
The IDEA made real
Validation
The IDEA proven
The Continuum process
20 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Trend ResearchTrend ResearchTrend ResearchTrend Researchtrend explorationcultural analysis
TechnologyTechnologyTechnologyTechnologybenchmarkingcost analysispatent searches
BrandBrandBrandBrandclient interviewschannel interviews
communications audits
PeoplePeoplePeoplePeopleinterviewsfocus groupsobservationsurveys
IndustryIndustryIndustryIndustryclient interviewschannel interviewsclient facility visitscompetitive auditsindustry reports
Discovery
There are many perspectives from which to consider a problem
21 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Alignment EvaluationDiscover EnvisionAnalysis
• Sharing the situation
• team building• identifying
stakeholders
user research• immersion• observation• interviews• intercepts• experimentation
context research• client• competition• brand• technology• trend exploration
• mapping• sorting• triangulating• segmenting• framing
synthesis• exploring• envisioning• creating
evaluation• consumer resonance• data consistency• design inspiration• business analogy• envisioning iteration
Goal:
Setting the challenge
Insight:
Seeing something new or differently
IDEA:
A well posed problem
Innovation:
The IDEA made real
Validation
The IDEA proven
The Continuum process
22 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Figuring out the “big idea” based on people’s lives
Analysis acts as the foundation and support for the final
product
• Moving from “what happened?” to “what does it mean?”
• Connects the outcome to the intent and inspiration
• Communicates the (often timeless) attributes of the opportunity, separate
from the execution
Seeing similarities and relationships
• Links insights to business, brand, and technology capabilities
• Links problems with values
23 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
IDEA
Values
Aspirations
ExperienceFeatures
Solutions
Problem
Analysis - problems and values
24 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Values, attitudes, & behaviors
Values (often unconscious, unarticulated): Drives what people really
want
• The ideals, customs, institutions, etc., of a society toward which the people of the
group have an affective regard.
• These values may be positive, as cleanliness, freedom, or education, or negative, as
cruelty, crime, or blasphemy.
Attitudes (often conscious, articulated): What people say they want
• Manner, disposition, feeling, position, etc., with regard to a person or thing; tendency
or orientation.
Behaviors (often unconscious, unaware): What people actually do
• Observable activity..
25 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Alignment EvaluationDiscover EnvisionAnalysis
• Sharing the situation
• team building• identifying
stakeholders
user research• immersion• observation• interviews• intercepts• experimentation
context research• client• competition• brand• technology• trend exploration
• mapping• sorting• triangulating• segmenting• framing
synthesis• exploring• envisioning• creating
evaluation• consumer resonance• data consistency• design inspiration• business analogy• envisioning iteration
Goal:
Setting the challenge
Insight:
Seeing something new or differently
IDEA:
A well posed problem
Innovation:
The IDEA made real
Validation
The IDEA proven
The Continuum process
26 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Envisioning bridges the gap between strategy and execution
Envisioning illuminates an opportunity space and defines the criteria for
success
27 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Envisioning helps everyone see to potential of an idea
• It allows people to grasp strategy in a conceptual way
• It communicates an idea, not a final concept
• Presents an idea in a malleable form rather than a brittle one
• An envisioned idea helps others express thoughts
• Team
• Clients
• Stakeholders
• People
28 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Envisioning shows how an idea works in real life
• Envisioning shows an idea in context by demonstrating at the entire consumer
experience at each touch point between the consumer and the experience
• It can express important details within the context of a larger idea
• Envisioning emphasizes the important parts of an idea
29 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
consumerconsumermodelmodel
envisioningenvisioning
consumerconsumer
modelmodel
envisioningenvisioning
consumerconsumer
Envisioning
It reminds us to assess our ideas as we go. It requires us to frame,
position and present ideas as if they were real, even if they are not.
30 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Experiential modeling
• An experiential model is anything that is built or simulated for the purposes of explaining or
learning something about the experience you are designing.
• Benefits of experiential modeling
• Allows you to experience idea in a low cost scenario• Lowers risk & allows for failure• Informs the process• Helps build consensus in the organization
• Being ‘right’ is defined by the process, not the result• Behavior is not as predictable as you think • Model early and often (Don’t wait)• Build to learn. Fail. Repeat.
31 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Alignment EvaluationDiscover EnvisionAnalysis
• Sharing the situation
• team building• identifying
stakeholders
user research• immersion• observation• interviews• intercepts• experimentation
context research• client• competition• brand• technology• trend exploration
• mapping• sorting• triangulating• segmenting• framing
synthesis• exploring• envisioning• creating
evaluation• consumer resonance• data consistency• design inspiration• business analogy• envisioning iteration
Goal:
Setting the challenge
Insight:
Seeing something new or differently
IDEA:
A well posed problem
Innovation:
The IDEA made real
Validation
The IDEA proven
The Continuum Process
32 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Many tests put people in the wrong position to evaluate
• Successful testing should be designed to so that people can correctly
evaluate ideas based on how they act
• Using the right measures - asking people to evaluate what matters to
them
• Using the right experience - showing people the experience, not the
concept
• Using the right subjects - asking the right people to evaluate the idea
33 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
IDEA
Evaluation
Many evaluation methods simply ask people how much they like an idea or
how likely they are to buy/use
34 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
IDEA
Values
Aspirations
ExperienceFeatures
Solutions
Problem
Evaluation
Instead, evaluation should measure how well an idea
solves the problem
35 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Design Thinking in Practice / Our Toolkit
Some of our methods:
• Persona Building
• Observed Behavior
• Journey Mapping
• Envisioning Ideal Experiences
• Experiential Modeling
How We Use Them
• Internally - To unify diverse teams, collaborate towards creative solutions
• Externally - To engage clients in the creative process and create alignment
36 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Project Rooms - How We Work
37 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
MoM2’s “Project Room”
38 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building
39 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building / Overview
Personas are rich, multi-dimensional portraits of customers. We make
them life-size so that they’re hard to forget through the course of a
project. Often based on existing customer segments and demographics,
we use ethnographic research to give abstract statistics color and depth.
Personas remind us that people are at the heart of any meaningful
innovation, they’re the best source of inspiration, and the most important
judge of an idea’s value.
40 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building / Overview
A persona acts as a focus for the design
• Answers the key question for designing - “who is this for?”
• Demonstrates the emotional and functional needs of users through
humanizing those needs
Illustrates the objectives while creating a sounding board for potential
solutions by creating empathy for the ultimate user
• As design options are created each one can be very rapidly tested
• A scenario is a walk through a design, from the point of view of a
specific persona
• Would the persona understand the design?
• Does the design help the persona achieve their goals?
• Are there parts of the design (excise) which are not moving the
persona towards their goals which might be removed?
41 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building / Basic Elements
• Personal profile (age, sex, education, job, hobbies, family, socio-
economic group, etc)
• Role (responsibilities, position in organization)
• “Flavouring” (Back-story, what sort of house they live in, how long
they’ve had their job, where their parents live, when they got
married, where they went on their honeymoon, etc )
42 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building / Examples - Complete Picture
43 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building / Examples - Central Idea
44 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building / Examples - Affinities
45 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Persona Building / Ideas
When Building a Persona
1. Make them as big as life. Stick them up on your wall.
2. Look beyond their connection to your interests; consider their whole life.
3. Give them a name; think of them as people, not statistics.
4. Who influences their decisions? Think about their friends and family.
5. Find out what they need, what they want, what they think about.
46 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Journey Mapping
47 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Journey Mapping / Overview
A supply chain brings your product to customers.
A journey map follows customers to your product.
Journey Maps are tools for documenting and understanding
people’s experiences; recording major events and minor
details. We use Journey Maps to identify key touchpoints
that customers encounter as they become engaged with
products or brands. Once you understand a customer’s
journey you can begin to shape and influence it.
48 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Journey Mapping Example / Lipstick Journey
49 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Journey Mapping Example / Mental Health Journey
50 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Journey Mapping Example / Diamond Buyer journey
51 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Senior manage-ment, Directors
CPD
Review Preparation for SG Strategy Group Workplans Budget Allocation
- Shares on the gaps and improve-ment areas
- Provides support
- Provides direction and potential topics for research and gathering of info
- Gives guidance and endorsement on the proposal for SG
- Examine the current plan & operating environment
- Participate actively in discussions to refine/re-examine strategies
- Depts to review plans in support of strategies of ministry
- Present plans for funding support
- Use the funds allocated to achieve the workplansand attain good performance
- Conduct AAR
- Propose recommendations to enhance the process
- Conduct research on key topics through environment scan, futuring networks and reading internal papers
- Formulate the proposal for SG
- Set the broad context for strategy review
- Share the research
- Facilitate and drive discussions to
- Coordinate and facilitate workplansessions
- Recommend funding support for strategic projects
- Allocate budget according to strategic priorities to drive performance
MoM2’s Strategic Planning Journey Map
52 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Journey Mapping / Ideas
When Creating Journey Maps
1. Make them big. Find a nice empty wall and have at it.
2. Make them easy to modify. Post-it’s, Push Pins and Magnets work great.
3. Look at the whole experience; what leads up to their first encounter with
your ministry? What expectations are being set?
4. Consider different dimensions of experience:
1. Functional - What are the mechanics of the experience?
2. Emotional - What is the customer feeling along the way?
3. Social - What part to others play in guiding the journey or influencing decisions?
4. Intellectual - What are people learning, thinking, what expectations are they developing?
5. Mind the gaps. Where do you currently have touchpoints along the
journey? Where are there gaps?
53 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Envisioning the Ideal Experience
54 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Ideal Experience / Overview
Here’s where we ask “What if”, and envision all the
possibilities. What if your organization, all of your brand
touchpoints and your customers were perfectly aligned?
What if you could tailor your product or service to fit neatly
into your customer’s life, inspiring instant adoption? What is
your company’s ideal experience?
We often talk about the ideal experience as a “lighthouse”
project. Something big enough and bright enough to draw
people’s attention, guide teams and inspire collaboration.
55 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Ideal
time
inn
ova
tio
n
Backcasting
Leaping to the ideal versus stepping incrementally
56 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Elements of the Ideal Experience
Things to consider when envisioning your ideal experience:
• Your Core Product or Service Offering
• Your Differentiated Brand Positioning
• Your Customer’s Ideal State - How do you want them to feel?
• The Ideal Journey - How do you want them to come into contact with your
brand?
• The Experience Analogy - What’s the story that will knit together your
experience, the story your customer will tell?
57 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
MoM1: One-stop service centre analogy
• Analogy: “Private banking”
• Personalised
• One-to-one
• Customised
• Account manager
58 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Information Design
Composing words and images in such order as to communicate multiple, sometimes disparate articles of information in one, single, layered space. Posters are
often a deliverable.
Cartooning
Creating endearing, imagined snapshots or scenarios that reveal the emotional content of our insights and observations. Striking universal resonance with people.
Video / Animation
Building narratives in motion to illuminate a moment, describe a feeling or capture an insight. Assembling clips to communicate a specific aspect of our research to our clients.
Collage Imaging
Associate visualization helps describe / resolve multi-faceted design directions. Abstracting the connections between images, words, sketches, textures.
Storyboarding
Creative mapping of usage scenarios one step at a time. Enables analysis of specific sequences in action. Quickly shows system of usage with products.
1.
2.
3.
4.
Envisioning is communicating, in a very obvious and compelling way, what can’t be easily described or even imagined. We envision so people can fully experience an idea, whether it is visually, audibly, tactilely or olfactory.
Envisioning
59 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Ideal Experience / Ideas
When Envisioning the Ideal Experience…
1. Map out an ideal customer journey that brings them effortlessly into
contact with your brand.
2. Think in metaphors and analogies that will resonate with your customers.
Consider the story you want them to tell.
3. Look outside your industry for best practices and inspiration.
4. Don’t limit yourself to your current channels, technology, supply chain.
There may be something beyond what you know. Ask “What if?”
5. Build a lighthouse project to share your idea with your organization.
60 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Experiential Modeling / Overview
Experiential Modeling does not require an astrophysicist and
a room full of super computers. All it takes is a team of
flexible thinkers, some basic office supplies and a sense of
play. It’s about bringing ideas to life by any means
necessary: creating rough objects, storyboarding out a
communication on post-it’s, acting out a service experience.
The purpose is to make ideas feel tangible so that the
people can experience them, evaluate them and and quickly
evolve them. Experiential Modeling is a low-cost, low-risk
way to foster innovation within an organization.
61 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Enactment
62 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Rapid Prototypes
63 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
MoM1 One Stop Service Centre Model
64 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Ideal Experience / Ideas
When Modeling an Experience you should…
1. Work fast. If your models look pretty you took too long. It’s an idea contest,
not a beauty contest.
2. Use everyday objects / office supplies. It levels the creative playing field
and makes the ideas more approachable.
3. Make lots of mistakes. Evolve and iterate your ideas quickly.
4. Pass it around. Get lots of hands and brains working on the same
experience.
5. Act out. Walk through the motions of the experience. Put yourself in the
customer’s shoes and try out your idea.
65 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
How we create is as important as what we create.
Design Thinking is a strategic approach to solving business challenges through
creative exploration based on a deep understanding of people
• Being open to completely new ideas that are not even in the framework of
our current thinking
• Searching for solution through the lens of consumers and customers and
constituents
• Collaborating with a broad range of people with different skills, disciplines,
and mindsets
• Modeling ideas to learn, iterate and refine until it is right
66 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Design Thinking is a proven and replicable idea-generating method
The process we use at Continuum
The process helps guide us, but does not define our approach
The tools we use help us understand and communicate, but never limit
us - we create new frameworks and tools in almost every project
Alignment EvaluationDiscover EnvisionAnalysis
Goal:
Setting the challenge
Insight:
Seeing something new or differently
IDEA:
A well posed problem
Innovation:
The IDEA made real
Validation
The IDEA proven
67 | Design Thinking | ©2009 Design Continuum, Inc. Proprietary & Confidential.
Conventional Thinking
LogicalDeductive reasoningInductive reasoning
Requires proof to proceedLooks for precedents
Quick to decideThere is right and wrong
Uncomfortable with ambiguityWants results
Design Thinking
IntuitiveAbductive reasoning
Asks what if?Unconstrained by the pastHolds multiple possibilitiesThere is always a better wayRelishes ambiguityWants meaning
Conventional vs. Design Thinking
Rodger Martin, Rotman School of Management, University of Toronto
Date: 23 October 2009
BOSTON . LOS ANGELES . MILAN . SEOUL
thank you
Dan Buchner [email protected]
Craig McCarthy [email protected]