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Implementing A Design Thinking Mindset

Implementing A Design Thinking Mindset. Introduction What is Design Thinking Why Are People Using It Examples of Use How Do I Implement Understand Challenges Tips for Success Final Questions. Agenda. Doug Pace. Chief Executive Officer. Stonehill

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Implementing A Design Thinking Mindset

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  1. Implementing A Design Thinking Mindset

  2. Introduction • What is Design Thinking • Why Are People Using It • Examples of Use • How Do I Implement • Understand Challenges • Tips for Success • Final Questions • Agenda

  3. Doug Pace Chief Executive Officer Stonehill • Founded Stonehill with the vision of bringing agile management practices found in entrepreneurial organizations to large companies.   • Stonehill Recognized as a Top Business Intelligence Agency by Great Agencies • Finalist for US Chamber of Commerce Emerging Business of the Year • Recognized by Consulting Magazine as one of the 75 Most Influential Consultants in the United States. Past Experience • Chief Operating Officer and Equity Partner for one of the most awarded digital agencies in the United States. • Firm was selected as Microsoft Global Partner of the Year, a fourteen time AdAge Magazine Top Digital Agency, six time Chief Marketer Magazine Top Digital Agency, and a six time INC 5000 Fastest Growing Company in the United States. Education • University of Florida – Bachelors of Science, Economics • University of South Florida - Fellowship, Innovation and Transformation • Stanford University – Certification, Energy Innovation and Emerging Technologies Introduction

  4. Design Thinking

  5. Methodology Process Mindset • What is Design Thinking?

  6. What is Design Thinking? Used By Some of the Most Innovative Brands Agile & Customer Centric Mindset All Created Own Tools & Language

  7. Why Are People Using It? Viable Business Desirable Human Ideation INNOVATION Implementation Inspiration Feasible Technical

  8. Why Are They Using It? Competitive Positioning Pricing The Experience Economy

  9. Why Are They Using It? 46% 219% 82% 71% Design-driven companies have outperformed the S&P Index by 219% over 10 years. (Design Management Institute) 46% of leaders cite an emotional bond with customers as result of an advanced design practice. (Adobe/Forrester)  71% of organizations practicing design thinking report improved working culture on a team level. (Parsons New School) 82% of companies believe there is a strong connection between creativity and business results. (Creativity At Work) 

  10. Meaningful Experiences: • Satisfy a Need • At the Right Time • In the Right Context • While Appealing to Our Values • Surprising Us A Little Bit • Challenges: • Every Person is Different • The Same Person May Have Different Needs in Different Context • Delivery Has to be Across Senses • Its Hard Work to Maintain • To Create Meaningful Experiences

  11. The Five Phases Empathy - Rapid Implementation - Continuous Reinvention

  12. Another Viewpoint Empathy - Rapid Implementation - Continuous Reinvention

  13. Implementation Sounds great How do I implement in my company

  14. Know Where You Are At Sales Innovation Time Startup Growth Maturity Decline Growth Phases

  15. Know Where You Are Going Corporate Strategy Core Delivery Capability Discrete Problem or Project

  16. Set Expectations Visibility Peak of Inflated Expectations Plateau of Productivity Slope of Enlightenment Innovation Trigger Trough of Disillusionment Time The Gardner Hype Cycle

  17. Understand Potential Challenges Process Purists Information Bias Status Quo Defenders • Tendency for people to limit how they use (or view) something only to the way it has traditionally been used or viewed. • Tendency to apply logic and view the world in terms of physical objects rather abstractly or hypothetically. • Tendency to believe that more information to make a decision will improve the decision, even if that extra information is irrelevant

  18. Identify Things That Will Sink It Lack of Action & Results Design “Workshops” Tone From the Top • Workshops seem like a great idea, but if they don’t show people how to apply to their daily activity they will loose interest • Design thinking needs executive sponsorship and a level of vision that it will be a cultural element • Become a master of show and tell. The easiest way to show the impact of design thinking is to create some small wins.

  19. Tips For Success Success = People + Process + Place Results

  20. People • Multidisciplinary Teams • Networked Hierarchy • Optimum Sized • Organized for Customer • Tips for Success

  21. Optimum Sized - Organized for Customer • Structure of a Team The Ringelmann Effect Tendency for individual members of a group to become increasingly less productive as the size of the group increases. Stems from loss of coordination & motivation Social Loafing Phenomenon of a person to exert less effort to achieve a goal when they work in a group - stems from a feeling that his or her effort will not matter to the group Review Structure of A Team Functional Team or Delivery Team?

  22. Multidisciplinary – A Team of Teams • Organization of People Small Team 3-7 Large Team 30+ Medium Team 10-30

  23. Process • Story Driven • Simple Tools • Design Sprints • Tips For Success

  24. Organized Around Customer Journeys • Provides Emotional Context • Inspirational For The Team • Story Driven

  25. Canvasses are templates that help to organize ideas and present information. • A Few Things • There are 1000s of Canvasses – Select a few for each phase that work for you and master them. • Simple vs. Advanced – Canvasses have varying difficulty of use. When working with others stick to the simple ones. • Bigger the Better – At its best, Design Thinking is a group sport. Blow up your canvasses and put them on a wall. • Record in Context – Use visual tools like PowerPoint or Visio to create digital artifacts. • Simple Tools

  26. Focused on a “Job To Be Done” • Work is organized into a series of MVP deliverables • No sprint is more than 2 weeks in duration • A sprint incorporates a user into the delivery team • Deliverables must have physical value • Design Sprints

  27. Place • Place Matters! • Customer Driven • Open and Visible • Inspirational • Tips For Success

  28. Results If You Are Not Failing, Your Goals Are Too Low Look for Leading Indicators Scorecard Accomplishments (Good, Bad, Indifferent) • Tips For Success

  29. Summary

  30. ThinkBig StartSmall ActFast • Summary

  31. Stonehill 727-641-6145 dpace@stonehillInnovation.com www.StonehillInnovation.com

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