Design Thinking and Business Innovation
Transcript of Design Thinking and Business Innovation
Design Thinking andBusiness Innovation
BBC 2015, Las Vegas
Michele MaritatoMBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
2www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
About me
RIBERA
MILAN
3www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
WHAT IS DESIGN THINKING
HOW IT WORKS
REAL CASES
4www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
What is Design Thinking
� Design Thinking is a formal method for practical, creative resolution of problems and creation of solutions
� It is a form of solution-based , or solution-focused thinking - starting with a goal (a better future situation) instead of solving a specific problem
� This approach differs from the analytical scientific method , which begins with thoroughly defining all the parameters of the problem in order to create a solution
https://en.wikipedia.org/wiki/Design_thinking
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Do Designers think really different?W
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How Designers Think 4th Edition, by Bryan Lawson
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WICKEDWICKED
Types of problems: “linear” vs “wicked”� Agreement on the definition of the problem� Data, either current or past� Clear cause - effects relationships� Solutions can be found via analytical, linear processes
� No definitive formulation of the problem� Discrepancies in representing the problem are explained in many
ways� Problem is essentially unique� Problem can be considered symptom of another problem� Every solution is an attempt that counts significantly� Problem solvers are held liable for the consequences of actions� Solutions are not true or false, but good or bad , is a matter of
judgment� No immediate and no ultimate test of a solution, as solutions
generate unexpected consequencesThe 10 Properties of a wicked problem - Horst W.J. Rittel, Melvin M. Webber, 1973
LINEARLINEAR
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Examples of “wicked” problems
� Many social problems(nutrition, education, health, etc.)
� Strategy: definition, implementation, execution
� Innovation (not improvement)
� Venture capital
HBR: Defining Strategy, Implementation, and Execution - Ken Favaro, March 31, 2015
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8www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
What problem do we have?
Yes, we have data, can be analyzed
No or few data, or too many data very difficult to analyze
4. Do we have data available?
No, few unknowns, we can make predictions
Yes, many unknowns, we can’t rely on past data
3. Do we have high uncertainty?
Yes, it can be clearly described
No, we need to understand and get agreement on it
2. Can the problem be clearly described?
No, or not need to understand deeply the people involved
Yes, we need to understand deeply the people involved
1. Is the problem human-centered?
LINEARWICKEDQUESTIONS
From Design Thinking, Prof. Leanne Liedtka, Darden School of Business
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9www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
How to face “wicked” problems?
� Have a try and learn mindset“Fail fast, to succeed sooner”
� Understand People , in a Context , who live an Experience (use Emotional Intelligence)“In the end People will use/buy the solution”
� Willing to give space to others, work with others“Incorporate perspectives and feedbacks, increase buy-in”
� Have a broad repertoire“Seeing things in a different way”
www.youtube.com/watch?v=XrpAveg7ZIg
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11www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
The Design Thinking “5 stages” process
2.Research
Understand people and the
context, incorporate
different perspectives,
define patterns
1.Prepare
Describe the problem, the future state, assess risks, identify stakeholders
3.Ideate
Brainstorm solutions, describe solutions,
create “napkin pitch”
4. Assess and Experiment
Prioritize, assess assumptions, make POC
5. Launch
Execute on real
customers, learn
Elaborated on Design Thinking, Prof. Leanne Liedtka, Darden School of Business
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RESULTS
12www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
1. Prepare
� Identify the Problem/Opportunity , make sure it is a valid one for Design Thinking
� Describe the Future State , make it “high level”, to not eliminate possibility for Innovation – Determine Indicators to give you “the Holystic View”
� Assess Risks
� Identify the Stakeholders and create a Research Plan (Who, Where, When, What questions, etc.)
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13www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Example how to Improve …
� Unemployment rate
� Waste differentiation
� People health
� Young education systems
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14www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
2. Research (Co-research)
� Understand the reality , deeply understand
� “5 dimensions” stakeholder analysis: 1) People, 2) In a Context, 3) Live an Experience, 4) Have Needs, 5) and Motivations
� Involve different stakeholders , quality more than quantity(20 is a right number to start with)
� Not only the stakeholders directly involved/affected , also indirect stakeholders
� Do researches, data analysis , get different perspectives
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15www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Some Research tools (1)
Improve Education Systems
StudentDescribe him/her
Context ExperienceObjectives,Needs
Motivations
Other stakeholders
How do I learn
Internet (30%)
School (40%)
TV (20%)
E-Books
Books
Museums
Other people
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16www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Some Research tools (2)W
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www.vsb.bc.ca/sites/default/files/images/Lets%20Talk%20About%20Learning%20poster%20%281%29.pdf
17www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Some Research tools (3)
Do not want help from others
43Difficult to
achieve
21
Easy to achieve
Want help from others
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Elaborated on Design Thinking, Prof. Leanne Liedtka, Darden School of Business
18www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
The map of our relationships
You can make yours !
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19www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Studies
Learning systems that recognize the
power of im
itation can use orchestrated
imitation, also called apprenticeship and
mentorship, to purposefully accelerate the
learning process
The more comfortable the learning
system, the more people will feel
engaged, and the easier they learn
A friendly relationship teacher-student,
improve learning, but has some risks
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Gaming is a great discipline to leverage
intrinsic motivation
Learning requires a continuous effort,
and keeping a constant pace is
essential
20www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Improve Education Systems
StudentDescribe him/her
Context ExperienceObjectives,Needs
Motivations
Other stakeholders
Create Patterns
http://www.buzzfeed.com/hannahcgregg/types-of-student-in-every-college-class#.ijvQLbgX7
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21www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
3. Ideate (Co-create)
� What are the ideas, the possible solutions, IF EVERITHING WAS POSSIBLE?� Pure brainstorming� Creative, divergent techniques� Think outside the box
� Co-create these ideas with people� Focus Group on ideas (strengths, weaknesses, etc.)
� Create a portfolio of “napkin pitches”
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Elaborated on Design Thinking, Prof. Leanne Liedtka, Darden School of Business
22www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Build user stories
� As a <stakeholder> I want <solution> so that <benefit/experience/motivation>
� As a student I want to have access to study groups so I have more fun in learning and is easier to keep the pace
� As a student I want to have free internet so that I can easily study and retrieve information from my tablet
� As a student I want to share my learning with other people as this stimulates my creativity
� Focus on the Experience and Visualize
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23www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Brainstorming the solutions
� Creating a journal where students share on a daily base what they have learnt with other students
� Make learning more fun, introduce gaming� Make content more practical , enforce the link with
companies� Invite students to think of systems for improving
learning� Reduce fright to fail by creating real simulations
environments� Leverage learning on spare time (flight, metro, etc.)� …
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24www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
The Napkin Pitch
� The napkin pitchprovides a simple, consistent format for summarizing and communicating new concepts
� A good idea can be communicated simply, often on the back of a napkin
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Other Service Providers•What other entities are providing a similar service?•Is there any other provider that does or could serve the same customer?•What other partners are essential to the concept’s success
Benefit / Experience/ Motivation•How will our customers benefit?•How will our community benefit?•What other parties will benefit?
Approach•What are the key features of the approach?•What are the different ways that the service could meet the need?•What exists already in the community (assets, capabilities) that we can leverage in our project?
Need•What unmet need(s) does the concept serve?•For what customers?
Napkin Pitch: Concept Name
25www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
4. Assess & Experiment (Co-experiment)
� Prioritize� Customers want it? AND� Do we have the capabilities to do it, or can we find partners to
help? AND� Is it worth ? - not everything can be measured, describe qualitative
benefits
� Surface assumptions: why we think our ideas are good, and better than the ones in the market?
� Search for confirming and disconfirming facts� POC (in a safe environment)� Assess Customer Readiness / Define Transition
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26www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
PrioritizeW
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User importance / Benefit
Cos
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27www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
POCW
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Risk-Based spikes
Late failureEarly failure
28www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
5. Launch
� Launch the prototype with real users� Create a fast feedback processing environment
� If it works , plan the launch to a bigger scale� If it does not work , do not cancel the idea, it might work
another time
� Learn from the launch
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29www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Best Innovation Practices
� Constantly ask these questions:
� What do we know?
� What do we do not know?
� What do we need to know?
� How do we learn what we need to know?
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30www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
An exampleW
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https://en.wikipedia.org/wiki/Design_thinking
31www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
32www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP
Contacts
☺ Michele Maritato
� +39-335-5468934
www.pm-progetti.it
michele.maritato
michelemaritato