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Design Thinking Workshop Guide

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Design Thinking Workshop Guide

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  1. DESIGNTHINKING WorkshopGuide © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Acquire a deep understanding of the key concepts and principles of Design Thinking Understand the mindsets, process, methods and tools in creative problem solving Develop skills in applying Design Thinking mindsets and practices in problem solving

  3. CONTENTS 03 02 01 DESIGN THINKING PROCESS, METHODS & TOOLS DESIGN THINKING MINDSETS KEY CONCEPTS & PRINCIPLES OF DESIGN THINKING

  4. THE DESIGNER PARADOX What the beta testers received How the business consultant described it How the project leader understood it How the analyst designed it How the programmer wrote it How the customer explained it What marketing advertised What the customer really need What operations installed How the customer was billed How it was supported How the project was documented

  5. WHAT IS DESIGN THINKING? Just a brainstorming session? Only for the “creative” people or product designers? The latest problem solving technique? Aesthetics and crafts?

  6. DESIGN THINKING IS “OUTSIDE THE BOX” THINKING Design thinking is an approach for creative problem solving.

  7. WHAT IS DESIGN THINKING? It is as much a mindset as a process Design thinking takes a human-centered approach to problem solving It encourages creative consideration of a wide array of innovative solutions Helps us to get a deep understanding of customers’ unmet needs and wants

  8. HISTORY OF DESIGN THINKING Design Thinking movement rapidly gaining ground in the public and private sectors Increasing interest and adoption of Design Thinking in industries IIT Institute of Design launches Design Camp Hasso Plattner Institute for IT Engineering founded in Germany Stanford d.School started teaching Design Thinking to students IDEO formed; modelled a version of Design Thinking from Stanford D.School “Wicked problems” term coined by Horst Rittel First Design Thinking book published by a Harvard Professor Initial efforts to define a standard for creative and design work 1960’s 1980’s 2000’s 2010’s 2020’s

  9. THE 3 LENSES OF HUMAN-CENTERED DESIGN PROVIDES A HOLISTIC APPROACH FOR EXPERIENCE INNOVATION People (Desirability) EXPERIENCE INNOVATION Technology (Feasibility) Business (Viability) Source: IDEO

  10. “ We must design for the way people behave, not for how we would wish them to behave.” DON NORMAN

  11. THE MINDSET OF A TRADITIONAL THINKER “We have this problem, let’s jump in and get in a room and brainstorm solutions.” “Our competitors just launched X; how can we do X quickly?” “We have this technology, what can we use it for?”

  12. TRADITIONAL THINKING vs. DESIGN THINKING TRADITIONAL THINKING DESIGN THINKING VS Lots of reports and documentation Show don’t tell Scared of failing Learn from failure Certainty is key Embrace ambiguity Focus on solution Focus on human values Get it perfect the first time Iterate Talk about your idea Make your idea

  13. DESIGN THINKING COMBINES CREATIVE & ANALYTICAL THINKING RIGHT BRAIN Creative Holistic Subjective Present & Future Feelings Spatial Spontaneous LEFT BRAIN Analytical Rational Objective Present & Past Facts Order/pattern Planned Design Thinking uses both sides of the brain to solve problems. Source: Adapted from Strategyzer, 2010

  14. WHAT IS UNIQUE ABOUT DESIGN THINKING? Iterative Repeat each phase backwards and forwards and arrive at each decision or desired result, after rounds of learning and discovery. Human-centered Discover people’s real needs and wants. Be able to gain deep insights of their motivations and share the feelings of others. z Highly-creative Look at situations differently. Push past obvious solutions and existing alternatives to get to breakthrough ideas. Hands-on Ideas are made tangible through prototyping. Build rough or lo-fi prototypes to learn how to make ideas better. Collaborative Work as a team to look at the problem holistically and implement solutions to improve people's experience. Show, don’t tell Enable the user to experience the story through action, words, thoughts, senses and feelings rather than pure description.

  15. WHAT ARE THE BENEFITS OF DESIGN THINKING? Deepen and widen customer relationships Improve customer retention (loyalty) Create better customer and employee experiences Increase value to society Design new business models Reduce inefficiencies

  16. THE IMPACT OF DESIGN THINKING According to the Design Management Institute’s Design Value Index, for example, design-driven companies have maintained a significant stock-market advantage, outperforming the S&P 500 by an extraordinary 219 percent over the past ten years. Design-centric companies include: Apple, Starbucks, Nike, Procter & Gamble, Walt Disney, Starwood, Whirlpool, Coca-Cola, etc. Source: Design Management Institute © Operational Excellence Consulting

  17. WHO’S DOING IT? Apple Starbucks Ikea Google Procter & Gamble GE IDEO AirBnB Nike Tesla Nespresso Samsung Uber Singapore Airlines SAP

  18. SUCCESS STORY 3 – NIKE SB Line of Shoes SOLUTION Released its Nike SB line of shoes. Nike has experienced tremendous success within the skateboarding culture. By engaging skateboarders in the design process and having conversations… …Nike gained a better understanding of the needs and wants of the skateboarding community. Nike struggled to become a prominent brand amongst the skateboarding community. Source: Nike

  19. ACTIVITY: BRAINSTORMING OF PROBLEMS • In your respective groups, brainstorm problems that occur in: • Society (e.g. overcrowding in trains) • Business & Services (e.g. bad online experience in re-contracting mobile/broadband service) • Processes & Operations (e.g. backlog issue, excess inventory) • Situations (e.g. customer complaints, natural disasters) • List your ideas on the flip chart. • Present your findings to the class. Time allowed: 10 mins

  20. “ Design is not what it looks like or feels like. Design is how it works.” STEVE JOBS

  21. FRAMEWORK OF DESIGN THINKING Empathize Ideate Define Prototype Test Empathizewith your users Ideateby challenging assumptions and creating ideas for innovative solutions Prototypeto start creating solutions Defineyour users’ needs, their problem, and your insights Source: Based on Stanford d.school Testsolutions

  22. UNDERSTANDING THE FRAMEWORK OF DESIGN THINKING DESIGN means to “mark out and take action” THINKING means to “ponder and consider” + Design thinking is the proper attitude and frame of mind, along with the right series of actions, in order to solve a problem.

  23. THE 5 MINDSETS OF DESIGN THINKING Think users first Believe you can draw Commit to explore Prototype to test Ask the right questions Without the proper mindsets, the action plan is just a theory.

  24. 5 ACTION PHASES OF DESIGN THINKING DESCRIPTION • Learning about the audience for whom you are designing Empathize • Creating your Point of View (POV) based on your insights from the empathy stage Define • Brainstorming and coming up with creative solutions Ideate • Building a representation of one or more of your ideas to show to others Prototype • Returning to your original user group and testing your ideas for feedback Test

  25. 76% of consumers expect companies to understand their needs and expectations. Source: Salesforce Research

  26. EMPATHIZE PHASE Objective: To understand the experience, situation and emotion of the user for whom you are designing • Observe: View users and their behavior in the context of their lives. Don’t judge. • Engage: Interact with people in conversations and interviews. Ask why. • Immerse: Experience what your user experiences. Empathize

  27. DESIGNING WITHOUT EMPATHY: GOOGLE GLASS • Google launched its first wearable product, the Google Glass in 2013 • The commercial failure of Google Glass can be traced to Google’s lack of empathy towards users: voice-activated actions are socially awkward, the camera creates a privacy concern for people around the Glass user, and the device doesn’t seem to solve any specific user needs

  28. EMPATHIZE – ENGAGEMENT SOLUTION Example: Water accessibility 90-litre Hippo Roller enables user to collect 5 times more water than a single bucket and improved water access. Through engaging in their environment, they learned… The road to the water wells is long and the water barrels too heavy. Water wells installed by NGO’s are not being used. Source: Hippo Roller

  29. PERSONA – EXAMPLE ILLUSTRATIVE

  30. EMPATHY MAP – EXAMPLE A Holiday Maker’s Concern ILLUSTRATIVE Will taxi drivers over-charge me for rides? PAIN Will I have a memorable experience? Did the hotel reserve us a non-smoking room? Taxis that don’t use the meter Will I be hit with food poisoning? Hot and humid tropical weather Tired walking and carrying shopping bags Traffic jam almost everywhere The flea markets are interesting THINK & FEEL Tourists get pick-pocketed Tourists look happy & having fun! Hotel wifi is so slow! HOLIDAY MAKER Polite and patient service staff at hotel May not be safe to go out at night SEE HEAR GAIN Clean and comfortable hotel room and facilities Many locals don’t speak English Many touts on the streets Friends and relatives like my Facebook photos Nice breakfast buffet Food are cheap and delicious! SAY & DO Enjoy the sightseeing and local food Wow, I can shop all day and night! Made friends with some locals and tourists I am uploading photos into Facebook! I don’t want to go home! Food taste really great!

  31. EMPATHIZE

  32. “ When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion.” DALE CARNEGIE AUTHOR

  33. PROJECT ACTIVITY: EMPATHIZE Design a WALLET that is useful and meaningful for YOUR PARTNER. What questions would you ask your partner? Write it down. 1 Time allowed: 15 mins Take down notes of your partner’s response. Remember to observe, listen and empathize what he/she says. 2

  34. CRITICAL SUCCESS FACTORS 1 Top down approach 6 The customer experience is more important than the digital technology 2 Customer experience council meetings chaired by the CEO 7 Be open to iterative, collaborative engagement with team members and stakeholders 3 The mindset is more important than the methodology 8 Be able to do rapid prototypes and iterating with prototypes 4 Start from the customers you want to serve, not your products and services 9 Assign dedicated resources 5 Spend time doing deep customer immersion 10 Incorporate design thinking in your organizational culture

  35. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg

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