Design thinking
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Design Thinking
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Mind-set
Process
Tool abstract concrete
Definition
Principle Concept
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Definition Principle
Concept
Mind-set
Process
Tool
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Mind-set
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Design
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No longer associated simply with objects and appearances, design is increasingly understood in a much wider sense as the human capacity to plan and produce desired outcomes.
Bruce Mau
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a way of approaching
business problem in the same way
designers approach
design problem
Roger Martin
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DESIGN THINKING WORKS
WITH THREE PRINCPLES
EMPATHY COLLABORATION EXPERIMENTATION
Design is human
centered
From Consumption
to participation
Building to think
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Start with humans
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Instead of starting with technology, the team started with people and culture. It starts with what humans need, or might need. What makes life easier, more enjoyable? What makes technology useful and usable?
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But that is more than simply good ergonomics, putting the buttons in the right place. It's often
about understanding culture and context before we even know where to start to have ideas.
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“Most consumers aren’t really interested in products.
They only want to use products to solve their day-by-day problems.”
Jonh Womack
Lean Enterprise Institute
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From
consumption to
participation
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active engagement of everyone in experiences that are meaningful,
productive and profitable.
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Building
to think
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Instead of thinking about what to build, building in order to think.
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Prototypes speed up the process of innovation, because it is only when we put our ideas out into the world that we really start to understand their strengths and weaknesses. And the faster we do that, the faster our ideas evolve.
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EMPATHY COLLABORATION EXPERIMENTATION
Design is human
centered
From Consumption
to participation
Building to think
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Integrative Thinking
Ambidextrous Thinking
Non linear process
DESIGN THINKING RELY ON
THREE PREMISES
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Integrative Thinking
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Design thinking begins with integrative thinking, the ability to exploit opposing ideas and opposing constraints to create new solutions
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Ambidextrous Thinking
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… making the transition to a society based in the creative, empathic and
systemic faculties: the Conceptual Age”.
Daniel Pink A Whole New Mind
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Analytical thinking Intuitive thinking
Design thinking
“to create better business leaders” Roger Martin,
Dean of Rotman School of Business
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divergent thinking • Random • Intuitive • Synthesizing • Subjective • Big picture
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convergent thinking • Sequencial • Rational • Analytical • Objective • Detail oriented
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convergent thinking • Sequencial • Rational • Analytical • Objective • Detail oriented
divergent thinking • Random • Intuitive • Synthesizing • Subjective • Big picture
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Non linear process
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Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference
Design thinking connects NPD activities
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the first step is to start asking the right questions.
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How might [company name] get closer to existing customer? Beyond commercial transactions, brand strength is about relationship
Customers can be seen to be on a journey through a series of touchpoints with [company name]. To maintain a customer relationship all of these touch points need to be continually cultivated and designed to be increasingly satisfying experiences – through encouter, planning, purchase, implementation and support, and continuing interactions.
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How might [company name] encourage business growth for its customers? Creating new benefits, and value, for customers through innovation
Can [company name] understand market trends and expectations better than its customers. Can it provide innovation that build on this knowledge with features that generate more business growth for its customers?
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How might technology be applied to improve end-users experiences? Is [company name] and engeneering firm – or is it an innovation firm?
Manufacturing companies tend to regard themselves as primarily engineering experts. Although quality and safety come first, customers are often most interested in the benefits of innovation and technology is only valued as a way to skillfully achieve those benefits
Innovation should be about bringing together smart approaches to business, technology and user-understanding that ennable new and better customer and end-user experiences.
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Process
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Understand Create Deliver Understand
what matters Make the idea real
Make the idea happens
1 2 3
Understand
Create
Deliver
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Understand Create Deliver Understand
what matters Make the idea real
Make the idea happens
1 2 3
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Understand Create Deliver Understand
what matters Make the idea real
Make the idea happens
Discovery Interpretation
Ideation Experimentation
Evolution
1 2 3
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Understand Create Deliver Understand
what matters Make the idea real
Make the idea happens
DIVERGE CONVERGE
CREATE CHOICE
MAKE CHOICE
Discovery Interpretation
Ideation Experimentation
Evolution
1 2 3
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Understand Create Deliver Understand
what matters Make the idea real
Make the idea happens
Discovery Interpretation
Ideation Experimentation
Evolution
1 2 3
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Understand Create Deliver Understand what matters Make the
idea real Make the idea happens
Discovery Interpretation
Ideation Experimentation
Evolution
1 2 3
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Tools
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Discovery Observation
Interviews Focus groups
Semantic Panels A day in the life
Shadow Benchmark
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Ree
nq
uad
ram
ento
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Interpretation Customer’s journey
Insights cards Personas
Touchpoints Camera Journal
Secondary Research Extreme users
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Mapa Conceitual
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Jornada do Usuário
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Blueprint
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Ideate Brainstorming
Co-creation Selection of ideas
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Mat
riz
de
Posi
cio
nam
ento
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Matriz de Posicionamento
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Prototype Storyboard
Role playing Paper prototyping
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Storyboard