oHistory of design thinking

oWhy are we here?

o Create a culture in which innovation and

design flourish

o Inspire innovation that will generate

significant growth

o Brilliant ideas leap fully formed from the

minds of geniuses

o Almost all innovations are born from rigor

and discipline

o Breakthrough ideas emerge not by

chance, but by studying and embracing the

immediate challenges we encounter

everyday

o Great designs balance technical

commercial, and human considerations

o Returns human beings to the center of

the story

o A project brief

o Interdisciplinary team

o The right environment

What it is not:

o A highly constrained set of parameters

What it is:

o A set of mental constraints

o Benchmarks to measure progress

o Objectives to be realized

What it does:

o Allows for unpredictability, inspiration, serendipity.

This is where BREAKTHROUGH IDEAS emerge!

Multidisciplinary Team:

Negotiation and gray

compromise

Interdisciplinary Team:

Collective ownership of

ideas and shared

responsibility

The difference: • Multidisciplinary team is focused on themselves and their department. • Interdisciplinary team is focused on the customer

o Social and spatial

o A place where people can take risks and

explore

o Not a “nice to have”, it is REQUIRED!

Curiosity does not strive in an environment where people

have grown cynical

o Insight

o Observation

o Empathy

o Learning from the lives of others

o Watching what people don’t do

o Listening to what they don’t say

o Standing in the shoes (work boots,

waders) of others

o Move from the creation of products to

the analysis of the relationship between

people and products

Diverge Converge

Create

Choices

Make

Choices

o Eliminate options

o Make choices

o A practical way to decide among existing

alternatives

o Not good a probing the future and creating new

possibilities

o Yields options and choices

o By testing competing ideas against one another,

there is an increased likelihood that the outcome

will be bolder, more creatively disruptive, and

more compelling

“To have a good idea, you must first have lots of ideas” –Linus Pauling

… to constrain problems and restrict choices to

obvious and incremental

New Offerings

Existing Offerings

New UsersExisting Users

Extend (Evolutionary)

Create (Revolutionary)

Mange (Incremental)

Adapt (Evolutionary)

1. The best ideas emerge when the whole

organization has room to experiment

2. Those most exposed to changing externalities

(new technology, strategic threats or

opportunities) are the ones best placed to

respond and most motivated to do so

3. Ideas should not be favored based on who

creates them

4. Ideas that create a buzz should be favored

o In fact: Ideas should gain a vocal following,

however small, before being given

organizational support

5. The “gardening” skills of senior leadership

should be used to tend, prune, and harvest

ideas

6. An overarching purpose should be well

known by all

o Gives the organization a sense of

direction

o Innovators don’t feel the need for constant

supervision

People have to believe that it is within

their power to create new ideas

Do It!