Venue : Atlantis, The Palm, DubaiDate : 02 March 2019 Time : 10.00 am to 05.30 pm

IIM Calcutta & SNAGS AnalyticS

Prof. Dr. Krishanu Rakshit

Workshop for CEOs

Design ThinkingNavigating Through Troubled Waters

Dubai Management Summit

Event Supported by: London Graduate School

84 Harvard Business Review | June 2008 | hbr.org

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Design ThinkingNavigating Through Troubled Waters

Training Context & Intended Audience It is a cliché that today’s business environment is turbulent; the VUCA environment is unforgiving and every executive must be skill-ready to face the unique challenges that are thrown at him every single day. There is a constant need of upgradation of skills, and perhaps, it is more necessary in the Middle-Eastern context. The Middle-East is faced with a unique blend of challenges; on one side, it is the bridge between the emerging East, and the maturing West. Rising incomes, aspirations also have put the region under the lens of many developed nations as potential investment destination, while the higher standards of living have attracted skills from nations far from its shores. As these nations are coping with own national aspirations, it is imperative for the individuals to upgrade their own skills, and hone themselves for the dynamic and challenging careers ahead.

The Topic Design Thinking is not an entirely new concept; although it has been in use since the 1970s, today, the relevance of Design Thinking has increased manifolds. Hypercompetitive markets and evolving technological break-throughs in the technological space has made it very difficult to maintain sustainable competitive advantage. Firms are struggling to bring differentiated products to the market and to be able to sustain the differentiation as competition emerges stronger than ever. Design Thinking enables today’s executives to develop a wider perspective, challenging status

quo, find solutions to their problems from other contexts. The One-day session will focus on using Design Thinking to bring change in understanding of current business and developing insights into consumers’ problems.

The Institute and the Resource Persons Indian Institute of Management, Calcutta (IIMC) has consistently ranked as one of the premier institutes of Business studies in India. Established in the year 1961, it has over the years, increased its own stature in the area of quality management education. It is currently the only Business School in India to be awarded the Triple Crown; accreditations from the prestigious, and agencies. Further, it is also the sole member of the premier institutes from India.

Prof. Krishanu Rakshit belongs to the Marketing Group at IIM Calcutta. A Mechanical Engineer by training, he has worked with Tata Motors and Mercedes Benz AG as well as Coca Cola India. He has also managed a Family-owned Project Management entity. He completed his MBA and PhD from IIM Bangalore in the area of Marketing and Consumer Behavior. His current research interests included Online Search, Marketing on Digital Media, Consumer Cultural shifts and Consumerism. He is an avid Numismatist, a photographer and loves to travel around the world.

(Certificates for every participant will be issued by the Indian Institute of Management Calcutta.)

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said, “[This is the] first time I’ve ever made it out of here at the end of my shift.”

Thus did a group of nurses significantly improve their pa-tients’ experience while also improving their own job satis-faction and productivity. By applying a human-centered design methodology, they were able to create a rela-tively small process innovation that produced an outsize impact. The new shift changes are being rolled out across the Kaiser system, and the ca-pacity to reliably record critical patient infor-mation is being integrated into an electronic medical records initiative at the company.

What might happen at Kaiser if every nurse, doctor, and administrator in every hospital felt empowered to tackle problems the way this group did? To find out, Kaiser has created the Garfield Innovation Center, which is run by Kaiser’s original core team and acts as a consultancy to the entire or-ganization. The center’s mission is to pur-sue innovation that enhances the patient experience and, more broadly, to envision Kaiser’s “hospital of the future.” It is intro-ducing tools for design thinking across the Kaiser system.

How Design Thinking HappensThe myth of creative genius is resilient: We believe that great ideas pop fully formed out of brilliant minds, in feats of imagination well beyond the abilities of mere mortals. But what the Kaiser nursing team accomplished was neither a sudden breakthrough nor the lightning strike of genius; it was the result of hard work aug-mented by a creative human-centered discov-ery process and followed by iterative cycles of prototyping, testing, and refinement.

The design process is best described meta-phorically as a system of spaces rather than a pre-defined series of orderly steps. The spaces demar-cate different sorts of related activities that together form the continuum of innovation. Design thinking can feel chaotic to those experiencing it for the first time. But over the life of a project participants come to see – as they did at Kaiser – that the process makes sense and achieves results, even though its architecture differs from the linear, milestone-based processes typical of other kinds of business activities.

Design projects must ultimately pass through three spaces (see the exhibit at right). We label these “inspiration,” for the circumstances (be they a problem, an opportunity, or both) that motivate the search for solutions; “ideation,” for the pro-

Inspiration

Put customers in the midst of every-thing; describe their journeys

Tell more stories (they keep ideas alive)

Communicate internally – don’t work in the dark!

Build creative frameworks (order out of chaos)

Apply integrative thinking

Make many sketches, concoct scenarios

Brainstorm

2

Prototype, test, prototype, test…

3Move on to the next project – repeat

Make the case to the business – spread the word

Help marketing design a communi-cation strategy

Execute the Vision Engineer the experience

Ideation

Prototype some more, test with users, test internally

Design Thinking

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entation

88 Harvard Business Review | June 2008 | hbr.org

said, “[This is the] first time I’ve ever made it out of here at the end of my shift.”

Thus did a group of nurses significantly improve their pa-tients’ experience while also improving their own job satis-faction and productivity. By applying a human-centered design methodology, they were able to create a rela-tively small process innovation that produced an outsize impact. The new shift changes are being rolled out across the Kaiser system, and the ca-pacity to reliably record critical patient infor-mation is being integrated into an electronic medical records initiative at the company.

What might happen at Kaiser if every nurse, doctor, and administrator in every hospital felt empowered to tackle problems the way this group did? To find out, Kaiser has created the Garfield Innovation Center, which is run by Kaiser’s original core team and acts as a consultancy to the entire or-ganization. The center’s mission is to pur-sue innovation that enhances the patient experience and, more broadly, to envision Kaiser’s “hospital of the future.” It is intro-ducing tools for design thinking across the Kaiser system.

How Design Thinking HappensThe myth of creative genius is resilient: We believe that great ideas pop fully formed out of brilliant minds, in feats of imagination well beyond the abilities of mere mortals. But what the Kaiser nursing team accomplished was neither a sudden breakthrough nor the lightning strike of genius; it was the result of hard work aug-mented by a creative human-centered discov-ery process and followed by iterative cycles of prototyping, testing, and refinement.

The design process is best described meta-phorically as a system of spaces rather than a pre-defined series of orderly steps. The spaces demar-cate different sorts of related activities that together form the continuum of innovation. Design thinking can feel chaotic to those experiencing it for the first time. But over the life of a project participants come to see – as they did at Kaiser – that the process makes sense and achieves results, even though its architecture differs from the linear, milestone-based processes typical of other kinds of business activities.

Design projects must ultimately pass through three spaces (see the exhibit at right). We label these “inspiration,” for the circumstances (be they a problem, an opportunity, or both) that motivate the search for solutions; “ideation,” for the pro-

Inspiration

Put customers in the midst of every-thing; describe their journeys

Tell more stories (they keep ideas alive)

Communicate internally – don’t work in the dark!

Build creative frameworks (order out of chaos)

Apply integrative thinking

Make many sketches, concoct scenarios

Brainstorm

2

Prototype, test, prototype, test…

3Move on to the next project – repeat

Make the case to the business – spread the word

Help marketing design a communi-cation strategy

Execute the Vision Engineer the experience

Ideation

Prototype some more, test with users, test internally

Design Thinking

Implem

entation

hbr.org | June 2008 | Harvard Business Review 89

Inspiration

Have a project room where you can share insights, tell stories

What are the business con-straints (time, lack of resources, impoverished customer base, shrinking market)?

Involve many disciplines from the start (e.g., engi-neering & marketing)

Are valuable ideas, as-sets, and expertise hiding inside the business?

How can new technology help?

Organize information and synthesize possibilities (tell more stories!)

Pay close attention to “extreme” users such as children or the elderly

1Build implementation resources into your plan

Expect Success

What’s the business prob-lem? Where’s the oppor-tunity? What has changed (or soon may change)?

Look at the world: Observe what people do, how they think, what they need and want

cess of generating, developing, and testing ideas that may lead to solutions; and “implementation,” for the charting of a path to market. Projects will loop back through these spaces – particularly the first two – more than once as ideas are refined and new directions taken.

Sometimes the trigger for a project is leadership’s recogni-tion of a serious change in business fortunes. In 2004 Shimano,

a Japanese manufacturer of bicycle components, faced flat-tening growth in its traditional high-end road-racing and

mountain-bike segments in the United States. The com-pany had always relied on technology innovations

to drive its growth and naturally tried to predict where the next one might come from. This time

Shimano thought a high-end casual bike that ap-pealed to boomers would be an interesting area

to explore. IDEO was invited to collaborate on the project.

During the inspiration phase, an inter-disciplinary team of IDEO and Shimano people – designers, behavioral scientists, marketers, and engineers – worked to identify appropriate constraints for the project. The team began with a hunch that it should focus more broadly than on the high-end market, which might prove to be neither the only nor even the best source of new growth. So it set out to learn why 90% of American adults don’t ride bikes. Looking for new ways to think about the problem, the team members spent time with all kinds of consumers. They discovered that nearly

everyone they met rode a bike as a child and had happy memories of doing so. They

also discovered that many Americans are intimidated by cycling today – by the retail

experience (including the young, Lycra-clad ath-letes who serve as sales staff in most independent

bike stores); by the complexity and cost of the bikes, accessories, and specialized clothing; by the danger

of cycling on roads not designed for bicycles; and by the demands of maintaining a technically sophisticated

bike that is ridden infrequently.This human-centered exploration – which took its insights

from people outside Shimano’s core customer base – led to the realization that a whole new category of bicycling might be able to reconnect American consumers to their experi-ences as children while also dealing with the root causes of their feelings of intimidation – thus revealing a large un-tapped market.

The design team, responsible for every aspect of what was envisioned as a holistic experience, came up with the concept of “Coasting.” Coasting would aim to entice lapsed bikers into

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SNAGS AnalyticS Institute (SAI) is an organization formed by a team of power system professionals, professors, industrial experts & utility specialists who try to bridge the gap between industry and academia.

The Organization is centered around a membership experience that allows organizations and members to share insights, knowledge and practical application techniques.

Connect via online communities, in-person and online events.

Collaborate via topic-oriented working groups and initiatives

Calibrate via insights, research, markets

To encourage the future generation to rise to the top of today is demanding power industry profession; Snags AnalyticS, India launching new modules to the young electrical engineering graduates. To infuse broad knowledge, integrity and social commitment, Snags AnalyticS offers several specialized modules for aspiring professionals. With a distinguished mentors, dedicated to training the next generation of focused power industry professionals in a state –of-the –art facility, SNAGS AnalyticS research lab in Cochin Campus, Kerala, India. The research center ensures immersive professional experience throughout its curriculum

WHY SNAGS AnalyticS

Our team brings technical and research expertise, real world experience and deep relationships within the industry.

Academia and industry are two different worlds, which operate on different podiums. Both have an objective, but different ideologies. However the rapid jump of change

in the world is fascinating these two different words to come together to address and solve some of the real world challenges.

We bring industry and academia closer in terms of having productive discussions about the opportunities, work culture industrial requirements, latest technologies & industrial experience for mutual benefits.

The SNAGS AnalyticS Institute will create a platform which will check availability between industries experts and college interest and also our executive council members will visit frequent visit to college with a structured approach.

SNAGS AnalyticS membership is one of the most effective and efficient tools in building your analytics program. Join SNAGS AnalyticS and take a thought leadership approach to leverage the insights derived from data. SNAGS is an independent organization with a goal to provide a platform /forum for discussion between Power Generation, Transmission, Distribution, Operation, Analysis, Protection, Automation & Control professionals from all over the world.

SNAGS Analytics website and application offers articles, journals, magazines, conferences, discussions, news, Trainings and research reports/activities among others.

The technical articles focus on developments and application of new technologies, experiences and analysis in the area of Power generation, Transmission, Distribution, Operation, Grid Analysis, Heavy equipment’s, Protection control & Automation. New concepts and results from research activities in universities or other industry institutions are also of interest.

Members of the Organization help each other navigate the

SNAGS AnalyticS – An Overview

rapidly evolving use of data/knowledge in Power/Renewables sector. Through working groups, conferences, meetings, publications, and widespread trainings the SNAGS AnalyticS facilitates learning, networking, and collaboration among professionals who are passionate about improving their Organizations/institutions through the use of analytics.

Based on years of field & factory experiences, the organization offers its own solutions to understand the theory and practicality behind the different equipment, in the area of power generation, transmission, Distribution, Operation, Protection, Control & Automation.

Since its inception, SNAGS has had one clear purpose—to provide the education and training needed to make electric power safer, more reliable, and more economical. SNAGS develops programs to help you seamlessly integrate digital technologies into your expanding power system infrastructure & knowledge base. We offer standard or tailored modules, of your choice. SNAGS you can achieve superior system performance by investing in a well-trained workforce.

SNAGS AnalyticS – Dubai Center

SNAGS AnalyticS Dubai Center is technically collaborated with different multinational companies and offering different professional development program in GCC. The organization equipped with number of senior members.

The Skill enhancement & Management development programs offered with the collaboration of Multi-National companies and Prestigious Management Schools from India. The Dubai center located in AFZA under AJMAN Chamber Of Commerce.

SNAGS AnalyticS – India Center

SNAGS AnalyticS Institute (SAI) is newly established skill advancement center formed by a group of highly motivated, Self-driven and dynamic professionals, Power System experts and distinguished professors from India and Abroad. Most of its members are specialized in various technical fields having proven track record and working with Government Institutions, distinguished Universities and Multinational companies all over the world including US, UK, UAE, Qatar etc.

The SNAGS AnalyticS Institute is situated at Kalamassery, Cochin and the classes and workshops will be conducted in coordination with highly reputed engineering colleges located in various parts of Kerala and Utility Service Authorities and Electrical Equipment Manufacturing companies spread over India and abroad.

SNAGS AnalyticS, A1-327BSM OFFICE, AFZA, UAE Email: info@snags.ae

Email: power.analytics@snags.ae, Tel: +971 58 501 7122/ 058 880 6007

www.snags.wildapricot.org

For Registration

FOR CONTACTSMr. Sony Peter Mathew : +971 55 8811522

Advisory Board

Dr. Ajith Abraham(Director, MIR Labs (Global Operations)Current Director of Machine Intelligence Research Labs (MIR Labs), which has members from more than 100 countries. Dr. Abraham’s research and development experience includes more than 27 years in the industry and academia.

Dr. Vinod Tibrewala(Chancellor, Shri J J T University, Rajastan)

Dr. Sangeeth Ibrahim VP, Head of Learning & Development,Sharjah Islamic Bank.

Dr. Khurshid AlamChairman & CEO of Academy for Advanced Studies & Training International (UK) an innovative and unique boutique institute specialising in Healthcare.

Prof. (Dr.). M. JayarajuPrincipal, Colleage of Engineering, Munnar, Kerala, India

Mr. Sony Peter MathewDirector Future Power Electro Mechanical LLC, Dubai, UAE

Mr. TN KrishnakumarRegional Sales Director for the Middle East Region, including GCC Region ( UAE/ Qatar/ Kuwait/Oman), LEVANT Region ( Jordan/ Lebanon/ Iraq/ Syria/ Palestine), & Egypt and based in the office of ABB in Dubai, UAE.

Dr. Manoj Kumar Sr. Manager (Projects), Meraas, Dubai, UAE

Mr. V. Sunil KumarFounder and Managing Director, Asset Homes