The Design Thinking Approach to Innovation_23.10.09

8/8/2019 The Design Thinking Approach to Innovation_23.10.09

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Date: 23 October 2009

BOSTON . LOS ANGELES . MILAN . SEOUL

The Design Thinking Approach

to Innovation


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2 | Design Thinking |2009 Design Continuum, Inc. Proprietary & Confidential.

Our goals for today:

Our goals for today

To explain Design Thinking and its benefits

To discuss the elements of Design Thinking and the process weuse at Continuum

To share some of the tools we use in our process


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Who we are

Continuum is a design and innovation consultancy. Westudy people. We recognize opportunities and identifybreakthrough ideas. We make those ideas real.


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INSULET/ Freedom By Design

Creates New Category

SWIFFER/ Enabling Aspirations

Creates $1 Billion Category

REEBOK/ Pure Innovation

Doubles Sales to $2B

MIT MEDIA LAB/ Enabling Education

Revolution by Design

AMERICAN EXPRESS/ Premium

Privilege of Membership

Pampers/ Understanding Moms

P&Gs First $6 Billion Brand

What weve done

QUEST DIAGNOSTICS/ Building Empathy

Reducing Anxiety

NATIONAL PARKS/ Creating Emotional Affinity

Bringing the Parks to the People


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Service sector experience

We have partnered with a wide range of educational institutions, government agencies,

professional associations, and for-profit service providers.


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Americas

Boston, MAColumbus, OHCleveland, OHLos Angeles, CASan Francisco, CAKansas City, MOChicago, ILPortland, ORCozumel, Mexico

EuropeParis, FranceLondon, UKBerlin, GermanyRome, ItalyMilan, ItalyMadrid, SpainIstanbul, Turkey

AsiaTokyo, JapanYokohama, JapanShanghai, ChinaBeijing, ChinaHong Kong

Bali, IndonesiaDelhi, India*Bangalore, India*

Groton, CTTampa, FLPhoenix, AZDearborn, MIMemphis, TNSeattle, WAToronto, ON, CanadaLima, Peru

Sao Paulo, Brazil*

direct

partner

locations of 2007 research conducted in-home, in-store, in plant, or place of work

Where we are

Global Research


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The role of design thinking in our clients organizations

Here are some of the ways we apply Design Thinking principles in ourclients organizations:

Creating Lighthouse Projects

Bridging Divisions (Marketing & Operations, for instance)

Facilitating Brand Understanding

Encouraging Creativity (No Art Degree needed)

Fostering Product and Service Innovation

Developing radical new ideas


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The big realization

How we create is as important as what we create.


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What is design thinking?

Design Thinking is a strategic approach to solving business challengesthrough creative exploration. Its about generating new ideas based on a

deep understanding of people, and bringing those ideas to life.

Design Thinking is the interaction of different people with different

viewpoints working with a proven and replicable problem-solving and

idea-generating method.

Design Thinking lets us create better things, not simply choose between

existing things. It generates ideas that become the experiences and

products we couldnt imagine living without.


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How do we makeour toasters better,faster and lessexpensively?

How do we make abetter toaster?

What are all theways to toastbread?

What are the attributesof toasted bread?

Is there a better way toachieve theseattributes?

Design ThinkingVoice of the CustomerTotal Quality

Management

Approach

Customer expectations, strategic initiativeCompetitive pressure, costsavings

Customer complains,process errors

Motivations

New service development process, innovation

process

Customer surveys, idea

submission programs

Quality auditsTools

Step change increase in performanceIncrease service levels,

efficiency or cost

Fix obvious problemsResults

InnovationImprovementRemediation

Types of innovation


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Tools

Process

Skills

Mindset

What makes for successful design thinking?


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Design thinking mindset

Acknowledge that we do not know the answer. Be open to completely newideas that are not even in the framework of our current thinking.

Search for solutionsnot inwardly as experts, but through the lens of

consumers and customers and constituents. Conduct our research as if we

are anthropologists.

Explore options by tapping a broad range of people with different skills,disciplines, and mindsets. Include people who understand well the constraints

we have to work within, but also include people who do not see any constraints.

Prototype and evaluate a range of ideas to learn, iterate and refine until it is

right. Great ideas with small flaws fail. Details matter.


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Design Thinking

What is design thinking?

Its a fluid but definable process involving several key components:

PERSONALRealize each problem and the peoplethere to solve it has a unique context

INTERGRATIVE

Seeing the whole system and its manyconnections.

INTERPRETIVE

Creating the best way to frame theproblem and judge the possible solutions.

COLLABORATIVE

Working with people who sharesimilar and dissimilar experiences togenerate richer work.

ABDUCTIVEStarts from a set of accepted factsand works back to their most likelyexplanations.

EXPERIMENTAL

Build prototypes. Pose hypotheses.Test them. Iterate. All to manage risk.risk.

Rodger Martin, Rotman School of Management, University of Toronto


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Conventional Thinking

Logical

Deductive reasoningInductive reasoningRequires proof to proceed

Looks for precedents

Quick to decideThere is right and wrongUncomfortable with ambiguity

Wants results

Design Thinking

Intuitive

Abductive reasoning

Asks what if?Unconstrained by the past

Holds multiple possibilitiesThere is always a better wayRelishes ambiguityWants meaning

Conventional vs. Design Thinking



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Alignment EvaluationDiscover EnvisionAnalysis

Sharing thesituation

team building identifying

stakeholders

user research immersion observation interviews intercepts experimentation

context research client competition brand technology trend exploration

mapping sorting triangulating segmenting framing

synthesis exploring envisioning creating

evaluation consumer resonance data consistency design inspiration business analogy envisioning iteration

Goal:

Setting thechallenge

Insight:

Seeing somethingnew or differently

IDEA:

A well posedproblem

Innovation:

The IDEA made real

Validation

The IDEA proven

The Continuum process


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stakeholders






Goal:


Insight:


IDEA:

A well posedproblem

Innovation:

The IDEA made real

Validation

The IDEA proven



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How can we reduce

enforcement contact?

How do we encouragetaxpayers to file and

pay on time?

LettersAdvertising

Phone CallsE-Mail

Education

Incentives

Partnerships

Events

Reframing the problem

Casting a wider net to broaden the possibilities

IRAS project example


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stakeholders






Goal:


Insight:


IDEA:

A well posedproblem

Innovation:

The IDEA made real

Validation

The IDEA proven



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Trend ResearchTrend ResearchTrend ResearchTrend Researchtrend explorationcultural analysis

TechnologyTechnologyTechnologyTechnology

benchmarkingcost analysis

patent searches

BrandBrandBrandBrandclient interviews

channel interviewscommunications audits

PeoplePeoplePeoplePeopleinterviews

focus groupsobservation

surveys

IndustryIndustryIndustryIndustry

client interviewschannel interviewsclient facility visitscompetitive audits

industry reports

Discovery

There are many perspectives from which to consider a problem


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A l i bl d l


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IDEA

Values

Aspirations

ExperienceFeatures

Solutions

Problem

Analysis - problems and values

V l ttit d & b h i


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Values, attitudes, & behaviors

Values (often unconscious, unarticulated): Drives what people reallywant

The ideals, customs, institutions, etc., of a society toward which the people of the

group have an affective regard.

These values may be positive, as cleanliness, freedom, or education, or negative, as

cruelty, crime, or blasphemy.

Attitudes (often conscious, articulated): What people say they want

Manner, disposition, feeling, position, etc., with regard to a person or thing; tendency

or orientation.

Behaviors (often unconscious, unaware): What people actually do Observable activity..



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stakeholders






Goal:


Insight:


IDEA:

A well posedproblem

Innovation:

The IDEA made real

Validation

The IDEA proven



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Envisioning helps everyone see to potential of an idea


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Envisioning helps everyone see to potential of an idea

It allows people to grasp strategy in a conceptual way

It communicates an idea, not a final concept

Presents an idea in a malleable form rather than a brittle one

An envisioned idea helps others express thoughts

Team

Clients

Stakeholders

People

Envisioning shows how an idea works in real life


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Envisioning shows how an idea works in real life

Envisioning shows an idea in context by demonstrating at the entire consumerexperience at each touch point between the consumer and the experience

It can express important details within the context of a larger idea

Envisioning emphasizes the important parts of an idea

Envisioning


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consumerconsumermodelmodel

envisioningenvisioning

consumerconsumer

modelmodel

envisioningenvisioning

consumerconsumer

Envisioning

It reminds us to assess our ideas as we go. It requires us to frame,position and present ideas as if they were real, even if they are not.

Experiential modeling


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Experiential modeling

An experiential model is anything that is built or simulated for the purposes of explaining or

learning something about the experience you are designing.

Benefits of experiential modeling

Allows you to experience idea in a low cost scenario

Lowers risk & allows for failure Informs the process Helps build consensus in the organization

Being right is defined by the process, not the result Behavior is not as predictable as you think Model early and often (Dont wait) Build to learn. Fail. Repeat.

The Continuum Process


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stakeholders






Goal:


Insight:


IDEA:

A well posedproblem

Innovation:

The IDEA made real

Validation

The IDEA proven

The Continuum Process


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Evaluation


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IDEA

Evaluation

Many evaluation methods simply askpeople how much they like an idea or

how likely they are to buy/use

Evaluation


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IDEA

Values

Aspirations

ExperienceFeatures

Solutions

Problem

Instead, evaluation shouldmeasure how well an idea

solves the problem

Design Thinking in Practice / Our Toolkit


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g g

Some of our methods:

Persona Building

Observed Behavior

Journey Mapping

Envisioning Ideal Experiences

Experiential Modeling

How We Use Them

Internally - To unify diverse teams, collaborate towards creative solutions

Externally - To engage clients in the creative process and create alignment


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MoM2s Project Room


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j

Persona Building


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Persona Building / Overview


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Personas are rich, multi-dimensional portraits of customers. We makethem life-size so that theyre hard to forget through the course of a

project. Often based on existing customer segments and demographics,

we use ethnographic research to give abstract statistics color and depth.

Personas remind us that people are at the heart of any meaningful

innovation, theyre the best source of inspiration, and the most important

judge of an ideas value.

Persona Building / Overview


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A persona acts as a focus for the design Answers the key question for designing - who is this for?

Demonstrates the emotional and functional needs of users through

humanizing those needs

Illustrates the objectives while creating a sounding board for potential

solutions by creating empathy for the ultimate user

As design options are created each one can be very rapidly tested

A scenario is a walk through a design, from the point of view of a

specific persona

Would the persona understand the design?

Does the design help the persona achieve their goals?

Are there parts of the design (excise) which are not moving the

persona towards their goals which might be removed?

Persona Building / Basic Elements


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Personal profile (age, sex, education, job, hobbies, family, socio-economic group, etc)

Role (responsibilities, position in organization)

Flavouring (Back-story, what sort of house they live in, how long

theyve had their job, where their parents live, when they got

married, where they went on their honeymoon, etc )

Persona Building / Examples - Complete Picture


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Persona Building / Examples - Central Idea


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Persona Building / Examples - Affinities


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Journey Mapping


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Journey Mapping / Overview


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A supply chain brings your product to customers.

A journey map follows customers to your product.

Journey Maps are tools for documenting and understanding

peoples experiences; recording major events and minordetails. We use Journey Maps to identify key touchpoints

that customers encounter as they become engaged with

products or brands. Once you understand a customersjourney you can begin to shape and influence it.

Journey Mapping Example / Lipstick Journey


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Journey Mapping Example / Mental Health Journey


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Journey Mapping Example / Diamond Buyer journey


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MoM2s Strategic Planning Journey Map


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Senior

manage-ment,Directors

CPD

Review Preparation for SG Strategy Group Workplans Budget

Allocation- Shareson thegaps andimprove-

ment areas- Providessupport

- Providesdirection andpotential topics forresearch and

gathering of info- Gives guidanceand endorsementon the proposal forSG

- Examine thecurrent plan &operatingenvironment

- Participateactively indiscussions torefine/re-examinestrategies

- Depts toreview plansin support ofstrategies of

ministry- Presentplans forfundingsupport

- Use thefundsallocated toachieve the

workplansand attaingoodperformance

- ConductAAR

- Propose

recommendations toenhancetheprocess

- Conductresearch on keytopics throughenvironment scan,

futuring networksand readinginternal papers

- Formulate theproposal for SG

- Set the broadcontext forstrategy review

- Share theresearch

- Facilitate anddrive discussionsto

- Coordinateand facilitateworkplansessions

- Recommendfundingsupport forstrategicprojects

- Allocatebudgetaccording tostrategic

priorities todriveperformance


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Envisioning the Ideal Experience


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Backcasting


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Ideal

time

innov

ation

Leaping to the ideal versus stepping incrementally

Elements of the Ideal Experience


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Things to consider when envisioning your ideal experience: Your Core Product or Service Offering

Your Differentiated Brand Positioning

Your Customers Ideal State - How do you want them to feel?

The Ideal Journey - How do you want them to come into contact with your

brand?

The Experience Analogy - Whats the story that will knit together your

experience, the story your customer will tell?

MoM1: One-stop service centre analogy


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Analogy: Private banking Personalised

One-to-one

Customised

Account manager

Envisioning


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InformationDesign

Composing wordsand images in such

order as tocommunicatemultiple, sometimesdisparate articles ofinformation in one,single, layeredspace. Posters are

often a deliverable.

Cartooning

Creatingendearing,imaginedsnapshots orscenarios thatreveal theemotional contentof our insights andobservations.Striking universal

resonance withpeople.

Video /Animation

Building narratives inmotion to illuminate

a moment, describea feeling or capturean insight.Assembling clips tocommunicate aspecific aspect of ourresearch to our

clients.

CollageImaging

Associatevisualization helps

describe / resolvemulti-faceteddesign directions.Abstracting theconnectionsbetween images,words, sketches,

textures.

Storyboarding

Creative mappingof usage scenariosone step at a time.Enables analysis ofspecific sequencesin action. Quicklyshows system ofusage withproducts.

1.

2.

3.

4.

Envisioning is communicating, in a very obvious and compelling way, what cant be easily described or even imagined. Weenvision so people can fully experience an idea, whether it is visually, audibly, tactilely or olfactory.


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Experiential Modeling / Overview


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Experiential Modeling does not require an astrophysicist anda room full of super computers. All it takes is a team of

flexible thinkers, some basic office supplies and a sense of

play. Its about bringing ideas to life by any meansnecessary: creating rough objects, storyboarding out a

communication on post-its, acting out a service experience.

The purpose is to make ideas feel tangible so that the

people can experience them, evaluate them and and quickly

evolve them. Experiential Modeling is a low-cost, low-risk

way to foster innovation within an organization.

Enactment


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Rapid Prototypes


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MoM1 One Stop Service Centre Model


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How we create is as important as what we create.

D i Thi ki i i h l i b i h ll h h


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Design Thinking is a strategic approach to solving business challenges through

creative exploration based on a deep understanding of people

Being open to completely new ideas that are not even in the framework of

our current thinking

Searching for solution through the lens of consumers and customers andconstituents

Collaborating with a broad range of people with different skills, disciplines,

and mindsets

Modeling ideas to learn, iterate and refine until it is right


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Conventional vs. Design Thinking


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Conventional Thinking

LogicalDeductive reasoning

Inductive reasoningRequires proof to proceed

Looks for precedentsQuick to decide

There is right and wrongUncomfortable with ambiguity

Wants results

Design Thinking

IntuitiveAbductive reasoning

Asks what if?Unconstrained by the pastHolds multiple possibilities

There is always a better wayRelishes ambiguityWants meaning



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Date: 23 October 2009

BOSTON . LOS ANGELES . MILAN . SEOUL

thank you

Dan Buchner [email protected] McCarthy [email protected]

The Design Thinking Approach to Innovation_23.10.09

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