Design Thinking Bootcamp

Design Thinking
Bootcamp (2-3 days)

Selected slides for a typical professional training
Continuous Innovation Quick Win
This slideset is an exemplarily excerpt of short input presentations given in my
design thinking and innovation management trainings. In the light of design
thinkings current hype I share them with the hope that it is being understood
better and becomes a more widespread and accepted way of innovating
without the disappointments that exaggerated expectations may bring along.
If youre interested in professional training and strategy advisory (also beyond design
thinking) youll nd my contact data here. I facilitate all training formats in cooperation
with experienced DT coaches (e.g. d.School Potsdam and IDEO alumni).
Design Thinking
Bootcamp: Day I
Experience the basics of design thinking
1
The future is best found
in the opportunities that go
unnoticed in the present.
Peter Drucker
5 Source: http://commons.wikimedia.org/wiki/File:Teststrecke_Roller_Coaster.JPG
How your journey may feel
Everything that needs to be
said has already been said.
But, since no one was listening,
everything must be said again.
Andr Paul Guillaume Gide
(French author and Nobel Prize literary)
7
Its a way of designerly (entrepreneurial!) doing and thinking which can be seen as innovators common sense
There is nothing new about Design Thinking
The Basics
Design thinking its origin, nature and use.
I
N
P
U
T
Image Credit: New Bauhaus Chicago; Stefanie Di Russo (ithinkidesign.wordpress.com), PhD/Researcher at Swinburne University, Melbourne, Australia
9
Design thinking in the media a sketchy view
Place - People - Process
Heavy collaboration in
multi-disciplinary teams
Space as catalyst
Culture of visualization
and prototyping
Radical user perspective
Heavy use of sticky notes
Source: http://www.ftd.de/karriere/management/:design-thinking-kreativ-um-die-ecke-gedacht/50171916.html
9
Space as catalyst
and prototyping
9
Space as catalyst
and prototyping
9
Space as catalyst
and prototyping
design is to design the design of a design.
What is Design?
cited after John Heskett (former Chair Professor Design, Hong Kong Polytechnic University); adapted from Hardt, M. (2006). Design: The Term Design.
Lecture presented at University of Lapland, Rovaniemi Finland. (www.michael-hardt.com/PDF/lectures/design-denition.pdf)
a general
concept
or policy
1
an activity
2
a plan or intention
3
a nished outcome
(system, service or
product)
4
noun verb noun noun
10
value creation + value capture
Design Thinking: Why the sudden Interest?
11
doing the right thing
problem nding
doing the thing right
problem solving
Fundamental cultural differences
Design Thinking = Strategic Thinking
12
The Eciency Movement:
Outsourcing, Total Quality Management
(TQM), Six Sigma, Lean Manufacturing,
Maximizing Return on Assets, Corporate
Redesign, Market Segmentation, Licensing,
Line Extensions & Diversication, etc.
problem nding
problem solving
13
problem nding
problem solving
Design is the one business discipline
whose primary concern is innovation.
When design thinking becomes a core
competency, companies become more
nimble in the face of rapidly changing
markets and new competition.
adapted from Bernhard Roth (Academic Director, d.school Stanford)
value creation + value capture = advantage
Value migration and the shift to a value creation economy
14
problem nding
problem solving
Value migration and the shift to a value creation economy
15
problem nding
problem solving
Design Thinking
Lean Start-up
Agile
Execute: Classic Lean
value creation + value capture = strategy
17
problem nding
problem solving
17
problem nding
problem solving
Mystery Heuristic Algorithm Code
Strategic Thinking and the Knowledge Funnel
01100111001
problem nding
problem solving
19
Embracing and living a d.mindset is
the first step - and as we think, perfect
prerequisite - to successfully understand
and apply lean start-up principles and
agile development methods.
Image Credit: Nordstrom Innovation Lab (https://secure.nordstrominnovationlab.com/pages/our_process_told_as_our_team_s_timeline)
M.A.-Thesis in Corporate Management & Economics

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5.2.1 Design Thinking

Figure 22: Venn diagram showing the three criteria for design outcomes representing the balance of the main
constraints in design thinking and showing the intersections of the various disciplines that it links as
well as some typical fields of application (Source: d.School Stanford, 2009)
If, as Buchanan states, the purpose of design thinking is to negotiate and find a center between
disciplines, it is important to keep in mind that oftentimes it may be hard to grasp in terms of
the thinking paradigms of the respective disciplines. First and foremost it needs to be practiced
and trained continually in order to understand it. It also shouldnt be perceived as a quick
win, as the recent hype proposed: Design thinking is different from scientific thinking (analytic,
reductionist, aiming at explanation), it is different from engineering thinking (aiming at efficient func-
tionality), and it is different from artistic thinking (taking the artists self as primary criterion). For all
these reasons design thinking has to claim theoretical and methodological autonomy (Jonas 1999). It
therefore also isnt the often claimed antithesis of data-driven and analytical thinking, it just
balances the emotional and rational within its particular modes of analysis: forms, relation-
ships, behaviour, emotions and real human interactions. Once one has accepted this, one
learns to use it appropriately and it will unfold its potential. Therefore, what predestines it to
complement existing tools for strategic innovation and planning, given the challenges in Chap-
ter 2, will be discussed in the following.
20

- 56 -

Image Credit: DT Venn Diagram, Stanford d.School

- 56 -

20
Design is the expert discipline for
relating and connecting floating fields.
Wolfgang Jonas (1999)
Image Credit: DT Venn Diagram, Stanford d.School

21
People & Human Values
Usability & Desirability
Technology
Feasibility
Business
Viability
Design Thinking
and Value Creation
21
Technology
Feasibility
Business
Viability
Design Thinking
and Value Creation
Emotional Innovation:
User Interaction
and Interface,
Relationships,
Marketing
Functional Innovation:
Organisational Behavior
Marketing & Branding
Process Innovation:
Manufacturing
21
Technology
Feasibility
Business
Viability
Design Thinking
and Value Creation
Emotional Innovation:
User Interaction
and Interface,
Relationships,
Marketing
Functional Innovation:
Organisational Behavior
Marketing & Branding
Process Innovation:
Manufacturing
=
V
A
L
U
E
INNOVATION
EXPERIENCE
INNOVATION
22 Image Credit: 2011-2012 General Electric Company
MRI Scan
Technology
Adventure
Frame
Cost Avoidance
Less sedations,
more patients
Design Thinking
and Value Creation
22 Image Credit: 2011-2012 General Electric Company
MRI Scan
Technology
Adventure
Frame
Cost Avoidance
Less sedations,
more patients
Design Thinking
and Value Creation
V
A
L
U
E
INNOVATION
The Solar Bottle Bulb has been
installed to provide ~55 watts of light
The Solar Bottle Bulb has been
installed to provide ~55 watts of light
JaipurKnee
High Performance: Blends gait stability
with a natural swinging motion
Aordable: One tenth the cost of
comparable polycentric knee joints
Lightweight: 1.5 lb / 0.68 kg
High Range of Motion: 165 range of
motion enabling kneeling and squatting
Universal Design: Works with standard
prosthetic leg systems including BMVSS and
standard pyramid adapter system
For all inquiries, please contact
Vinesh Narayan, ReMotion Product
Manager, at: vnarayan@d-rev.org
A Prosthetic Knee Joint for Extreme-Aordability :
Long Life Span: Benchtop tested
to 3-5 years of use

Durable Material: Oil-lled nylon
polymer self lubricates with use
Simple Geometry: Five plastic
pieces and four standard fasteners
Takes Inspiration from Biology:
Mimics an anatomical knees motion
3,000+ patients around the world have been
tted with the JaipurKnee. Currently, the
JaipurKnee is in eld trials in India and Ecuador.
The JaipurKnee is a high-performance, low-cost prosthetic knee joint for
above-knee amputees. Designed in collaboration with Stanford University
and the Jaipur Foot Organization (BMVSS), the JaipurKnees polymer-based
polycentric design provides a stable gait at a fraction of the cost.
See us in:
SAP Hana Embrace d.light
Keep the Change GE MRI Adventure Series Mayo Clinics
A Liter of Light JaipurKnee Hippo Roller
High Jumps Ship Container vs. Dock Workers GPS vs. Map Navigation
Hilti Nintendo Wii Godrej chotuKool
Memory Stick vs. Punched Tape Wikipedia vs. Encyclopedia Fluorescent Computer Furniture
Paradigm Shifts, Market Disruptions and Competitive Advantages
25
Design-led Innovation
Shared values and principles of a d.culture
I
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http://online.wsj.com/article/SB10001424127887324744104578475220275737136.html
26
inside outside
Perceived Customer Value = Functional Benefits Financial Cost
TRADITIONAL INSIDE-OUT VALUE CHAIN
What are
our core
competencies?
What is our
current business
model?
What else
could we
oer?
What other
channel could
we use?
What customers
would we
sell to?
adapted from Peer Insight. (2007). Seizing the White Space: Innovative Service Concepts in the United States, Technology Review.
Study, Helsinki: Tekes, the Finnish Funding Agency for Technology and Innovation.
1: Have an Outside-in Mindset
26
inside outside
What are
our core
competencies?
What is our
current business
model?
What else
could we
oer?
What other
channel could
we use?
What customers
would we
sell to?
CUSTOMER EXPERIENCE OUTSIDE-IN VALUE CHAIN
What business
design would create
defensible prots?
What customers
do we want? What
are their priorities?
What do we need
to execute that
design?
What
could we
oer?
What ecosystem
exists to meet
those priorities?
Perceived Customer Value = Emotional Benefit Hassle Factor
27
Mintzberg, H., Ahlstrand, B., & Lampel, J. (2001). Strategy Safari: A Guided
Tour Through The Wilds of Strategic Mangament. New York: The Free Press.
The ten Schools after Mintzberg Strategy Formation as Inherent in DT
The Design School Process of Conception
The Planning School Formal Process
The Positioning School Analytical Process

The Entrepreneurial School Visionary Process

The Cognitive School Mental Process

The Learning School Emergent Process

The Power School Process of Negotiation

The Cultural School Collective Process

The Environmental School Reactive Process

The Conguration School Process of Transformation

27
Mintzberg, H., Ahlstrand, B., & Lampel, J. (2001). Strategy Safari: A Guided
Tour Through The Wilds of Strategic Mangament. New York: The Free Press.
The ten Schools after Mintzberg Strategy Formation as Inherent in DT
The Design School Process of Conception
The Planning School Formal Process
The Positioning School Analytical Process

The Entrepreneurial School Visionary Process

The Cognitive School Mental Process

The Learning School Emergent Process

The Power School Process of Negotiation

The Cultural School Collective Process

The Environmental School Reactive Process

The Conguration School Process of Transformation

E
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K
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1: Combine Outside-in & Inside-out
28
Identify
Business
Develop
Technology
Create
Concepts
Fit them to
Users
Understand
Users
Create
Concepts
Build
Business
Develop
Technology
1 2 3
3 2 1
Innovating with push (proposing) and pull (exploring)
C
O
N
N
E
C
T
adapted from Vijay Kumar: Business & Technology-driven Innovation vs. Design Thinking
2: Use Empathy for Users & Stakeholders
29
Desirability
Feasibility Viability
2: Use Empathy for Users & Stakeholders
29
Desirability
What can be done in terms of
capabilities and technology?
What can be
nancially viable?
Start
What is it, people desire?
Solution
30
3: Embrace Diversity and Multi-disciplinarity
3: Embrace Diversity and Multi-disciplinarity
after Bill Moggridge, Interaction Design Professions
Physical Design
Digital Design
H
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&

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GRAPHIC
DESIGN
HUMAN
SCIENCES
INDUSTRIAL
DESIGN
INTERACTION
DESIGN
WEB
DESIGN
H.C.I.
PHYSICAL
SCIENCES
MECHANICAL
ENGINEERING
PRODUCTION
ENGINEERING
HARDWARE
ENGINEERING
SOFTWARE
ENGINEERING
COMPUTER
SCIENCES
31
4: Think holistically and systemic
32
3
5: Generate many, many, many ... new Ideas
33
6: Find and Iterate Alternative Solutions
34
Iterations
Alternative
Solutions
35
6: Find and Iterate Alternative Solutions = Market Denition
Market
Business
Industry Z
Industry Y
Industry X
Customer Groups
Alternative Solutions
Customer Functions
after Abell, D. F. (1980). Dening the Business - The Starting Point of Strategic Planning. NJ: Englewood Clis.
Planning & Development Procurement & Production Test, Delivery & Launch
7: Fail early, Fail often But: Fail smart!
36
C
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PROJECT PROGRESS
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Danger:
Post-decision dissonance!
Sunk cost fallacy
Learn
here!
Too late!
Return
Time
7: Fail early, Fail often: Designs Impact on Innovation ROI
37
-
+
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/

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Image Credit: Charles Owen (1998)
Investment
38
8: Make conscious Use of Space
LaunchLabs, Berlin (www.launchlabs.de)
HUMAN
CENTERED
BIAS TOWARDS
ACTION
SHOW DONT
TELL
CRAFT CLARITY
RADICAL
COLLABORATION
CULTURE
OF PROTOTYPING &
EXPERIMENTATION
MINDFUL OF
PROCESS
39
The famous D.Mindset
Image Credit: D.Mindsets, d.School Stanford (dschool.stanford.edu)
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41
Process, Toolset,
Method or what?
Annoying discussions around a methodology.
I
N
P
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T
Convergence-Divergence ID.IIT: Analysis-Synthesis Engine Service Design (UK) Design Chaos
Spirit of Creation (UK) St. Gallen d.school Potsdam IDEO (Educators Toolkit)
d.school Stanford Beckman & Barry Bill Moggridge Stanfords d.Modes
Jeanne Liedtka and Tim Ogilvie Stanfords Necktie Flare ID.IIT: Vijay Kumar
42

!
Diamond 1: Direction setting Diamond 2: Service design Diamond3: Serviceproduction
Create Select Initiate Initiate Create Select Dene Dene Sustain
Vision
Document
Service
Blueprint
Create Select Initiate Dene

Assimilating Converging
Diverging Accommodating
Active
Experimentation
Abstract
Conceptualization
Concrete
Experience
Reective
Observation
Imperatives
Problem Finding Solution Finding
Problem
Selecting
Solution
Selecting
Solutions Observations
Frameworks
Real
Abstract Analysis
Research
Synthesis
Delivery
Frame
lnsights
"Aha"
Explore
Concepts
"Eureka"
Make
Plans
Make Know
lmplement
!
[
Prototype
Pilot
Launch
Realize
Offerings
Know
User
Know
Context
Hypothesis
?
etc.
No Need to fear the Model Mayhem!
ABSTRACT
C
O
N
C
R
E
T
E
DISCOVERY INTERPRETATION IDEATION EXPERIMENTATION EVOLUTION
ANALYSIS-SYNTHESIS CONVERGENCE-DIVERGENCE
RE-ENTRY POINT CONCRETE-ABSTRACT
Most Common Generic Models of Creative Thinking
43
S2 S4 S5 S6 S3 S1
44
OBSERVE IDEATE PROTOTYPE TEST
POINT
OF VIEW
UNDERSTAND
PROBLEM SPACE EXPLORATION SOLUTION SPACE EXPLORATION
SOLUTION SPACE EXPLORATION
POINT
OF VIEW
UNDERSTAND
Empathize Explore Execute Re-Frame
Talk to Experts
Research
Experience
Immerse
Observe
Engage
Share
Synthesize
Point of View
Brainstorm
Visualize
Prototype
Insight
Big Idea
Sticky Takeaway
PROBLEM SPACE EXPLORATION
The most popular Design Thinking Process Representation
POINT
OF VIEW
UNDERSTAND
Divergence-Convergence Model
solving solving seeking seeking
PROBLEM SPACE EXPLORATION SOLUTION SPACE EXPLORATION
Initial
understanding
of problem
increasing complexity increasing certainty
Problem
denition:
reframing
Analysis-Synthesis Bridge Model
47
after Dubberly, Evenson & Robinson (2008)
Analysis (think)
Concrete
Abstract
Synthesis (make)
What is
Model of
what is
Model of
what
could be
What
could be
d
i
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t
i
l
l
e
d

t
o
suggest
m
a
n
i
f
e
s
t

a
s
Existing Implicit
(Current)
Preferred Explicit
(Future)
Frameworks Imperatives
Solutions Observations
Problem Space Solution Space
48
after Owen, Kumar (ID.IIT)
Analysis (think)
Concrete
Abstract
Synthesis (make)
Solutions
O
B
S
E
R
V
A
T
I
O
N
S
PRINCIPLES
P
L
A
N
S
TESTS
Observations
OBSERVE
IDEATE
PROTOTYPE
TEST
POINT
OF VIEW
48
Analysis (think)
Concrete
Abstract
Synthesis (make)
Solutions
O
B
S
E
R
V
A
T
I
O
N
S
PRINCIPLES
P
L
A
N
S
TESTS
Observations
OBSERVE
IDEATE
PROTOTYPE
TEST
POINT
OF VIEW
Solution
Selecting
Problem
Selecting
Solution
Finding
Problem
Finding
49
Analysis (think)
Concrete
Abstract
Synthesis (make)
Solutions
O
B
S
E
R
V
A
T
I
O
N
S
PRINCIPLES
P
L
A
N
S
TESTS
Observations
49
Analysis (think)
Concrete
Abstract
Synthesis (make)
Solutions
O
B
S
E
R
V
A
T
I
O
N
S
PRINCIPLES
P
L
A
N
S
TESTS
Observations
49
Analysis (think)
Concrete
Abstract
Synthesis (make)
Solutions
O
B
S
E
R
V
A
T
I
O
N
S
PRINCIPLES
P
L
A
N
S
TESTS
Observations
50
Analysis (think)
Concrete
Abstract
Synthesis (make)
Solutions
O
B
S
E
R
V
A
T
I
O
N
S
PRINCIPLES
P
L
A
N
S
TESTS
Observations
Express Test Cycle
Academic Isolation
slavishly user-centered
cloud-cuckoo-land
51
Design as Example
Problem Framing
Design redenes the challenges
facing the organization.
Umpqua Bank
Apple iPod/iPhone/iTunes-Ecosystem
DesigningOutCrime Sydney
Nintendo Wii
SAP HANA
Godrej chotuKool
Problem Solving
Design nds new opportunities
by solving existing problems.
The Transtrap
Kickstart Irrigation Pumps
Pangea Organics Packaging
Digital Rights Management
OXO Good Grips
Aquaduct Tricycle
Form, Feature & Function
Design makes things work
better than they did before.
Gillette Mach 3 Razor
Nokia Mobile Phones
Acer Computers
Hewlett Packard Devices
iPod + Wheel
Style
Design is the avenue
to being hip and cool.
Target
Microsoft Zune
Apple Product Identity
Media Markt Private Labels
No Conscious Design
Design has no perceived
value for the organization.
German Elster Tax Declaration Software
TV Remote Controls
Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)
51
Design as Example
Problem Framing
Umpqua Bank
Nintendo Wii
SAP HANA
Godrej chotuKool
Problem Solving
The Transtrap
OXO Good Grips
Aquaduct Tricycle
Nokia Mobile Phones
Acer Computers
iPod + Wheel
Style
Target
Microsoft Zune
No Conscious Design
TV Remote Controls
51
Design as Example
Problem Framing
Umpqua Bank
Nintendo Wii
SAP HANA
Godrej chotuKool
Problem Solving
The Transtrap
OXO Good Grips
Aquaduct Tricycle
Nokia Mobile Phones
Acer Computers
iPod + Wheel
Style
Target
Microsoft Zune
No Conscious Design
TV Remote Controls
51
Design as Example
Problem Framing
Umpqua Bank
Nintendo Wii
SAP HANA
Godrej chotuKool
Problem Solving
The Transtrap
OXO Good Grips
Aquaduct Tricycle
Nokia Mobile Phones
Acer Computers
iPod + Wheel
Style
Target
Microsoft Zune
No Conscious Design
TV Remote Controls
51
Design as Example
Problem Framing
Umpqua Bank
Nintendo Wii
SAP HANA
Godrej chotuKool
Problem Solving
The Transtrap
OXO Good Grips
Aquaduct Tricycle
Nokia Mobile Phones
Acer Computers
iPod + Wheel
Style
Target
Microsoft Zune
No Conscious Design
TV Remote Controls
51
Design as Example
Problem Framing
Umpqua Bank
Nintendo Wii
SAP HANA
Godrej chotuKool
Problem Solving
The Transtrap
OXO Good Grips
Aquaduct Tricycle
Nokia Mobile Phones
Acer Computers
iPod + Wheel
Style
Target
Microsoft Zune
No Conscious Design
TV Remote Controls
Competitive Advantage
Decades
Years
Quarters
Months
z
Large
Scale Systems
Systems and Behavior
Artifact and Experience
Artifact
52
Large
Scale Systems
Artifact
52
Large
Scale Systems
Artifact
52
Large
Scale Systems
Artifact
52
the
clay street
project
Large
Scale Systems
Artifact
52
the
clay street
project
Large
Scale Systems
Policy Design,
Systems Design, Infrastructure,
Public Service, Environment
System
Urban Planning, Architecture |
Service Design, Strategic Design | Culture
Service
Engineering, Interaction Design, HCI,
User Experience, Anthropological Design, HCD
Object
Artifact
Product, Interior | Fashion, Jewelry | Graphic, Digital Media
Pyramid of Design Thinking Practice
53
The Pyramid of DT practice: adapted from Stefanie Di Russo (PhD), Swinburne University, Australia
LOW
HIGH
Level of Complexity
Customer Discovery
+ Problem Discovery
+ Working Culture
+ Structured Unstructured Process
+ Sanity and Reason
= Design Thinking
54
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3
Empathize
Know thy users and stakeholders!
I
N
P
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T
Image Credit:Tom Fishburne (http://tomshburne.com)
Directly witnessing and experiencing
aspects of behavior in the real world is a
proven way of inspiring and informing
[new] ideas. The insights that emerge from
careful observation of people's behavior
[] uncover all kinds of opportunities that
were not previously evident.
Jane Fulton Suri (2005)
http://www.thoughtlessacts.com
4
http://neartamerica.com/images-
medium/albert-einstein-drawing-
christopher-farlow.jpg
5
Use, Usability and Meaning
Image Credit: National Archives Record Group 75, Records of the Bureau of Indian Aairs, Sacramento Area Oce. Coded Records Relating to
Programs and Administration, 1910-1958, Box 44, le "Survey of Fresno and Madera Counties, L. D. Creel, ca. 1920," NARA Pacic Region, San
Francisco, USA (http://www.archives.gov/pacic/education/curriculum/4th-grade/acorn-photographs.html)
5
5
Reproduced from the archival holdings of the National Archives and Records Administration Pacific Region (San Francisco)
2. Old Indian woman preparing acorn meal. The black oak acorn is much richer in fat than
that of the white oak and these older Indians grind up the two varieties at the same time and
blend the flour. They make a brush from the fiber of a plant called the soap weed which is used
for three purposes. They use this brush to brush the flour out of these holes into the baskets and
they also use them to wash the baskets after they are used in preparing the mush or soup. No
household soap is used in cleansing the baskets. A bulb of the green soap weed is rubbed over
the basket as we would use a cake of soap and followed up with this brush which makes a clean
job. Also the basket is preserved from wear and tear.
6
Jobs-to-be-done are complex constructs
7. Community Mill for grinding acorn meal. This is a large flat granite boulder upon which
there are several holes which serve as mortars. The stones noted lying on this boulder and
standing up in the holes are used as pestles. As it takes a great deal of time to reduce the acorns
to fine meal or flour and all of the work must be done out of doors, a windbreak is built around
the boulder from brush and a sort of wickiup is built over it to sheidl the women from the sun. If
these Indian communities could have one or more of the small iron hand mills now upon the
market, a great deal of labor would be saved.
6
7
Use Usability
8
8
5. This is [a] Chuckachancy [sic] Indian woman preparing acorns for grinding. Some of the
acorns may be seen lying on the platform. Removing the hull of the acorn is a slow and difficult
operation. The shell is sometimes cracked with a small stone and the hulls picked off but often
they are moved by the teeth of the women. This woman was probably seventy-five or -eight
years of age, yet she was removing the shells with her teeth which were absolutely perfect.
6. Baskets used in the preparation of mush and bread from the acorn. These Indians are the
most expert basket makers now living and their baskets demand high prices. After the acorns are
ground into meal a mound of white sand is built about eighteen inches in height for feet in
diameter, flattened at the top and hollowed out. A cloth is spread over this, the acorn flour
distributed evenly around and covered with small fir boughs. During this time a number of
round stones have been heating in a nearby fire. Water is placed in one of the baskets and heated
by these stones until moderately hot when the water is poured through these fir boughs onto the
meal for the purpose of leaching out the bitter principle contained in the acorn. As soon as this is
thoroughly leached the meal is placed in another basket and it is filled with water and boiled by
transferring these hot rocks to the basket and reheating them as fast as they are cooled by the
mush. This is kept up until it is thoroughly cooked. Enough is cooked to last the family about a
week or ten days. The mush is kept in a basket. From meal to meal a portion is dipped out into a
smaller basket and reduced to a thin gruel or soup, which is eaten in smaller baskets.
9
Use Usability
10
Use Usability
Meaning
10
Use Usability
Meaning
N
E
E
D
11
POINT
OF VIEW
UNDERSTAND
Expertise Empathy Explore Execute Re-Frame
UNDERSTAND OBSERVE
Empathy: Immerse, Observe, Engage
12
See the world through
someone elses eyes
Walk in other
peoples shoes
Immerse yourself into
their experiences
Image Credit: MITAgeLab, Age Gain Now Empathy System; Photos by Nathan Fried-Lipski
Empathy: Methods Triangulation
13
THE RIGHT
BALANCE?
What people experience.
TRY: Immersion
Participatory Design
What people do.
LOOK: Observations
Ethnography
What people say they do.
ASK: Engagement
Contextual Interviewing
MARKET RESEARCH INSIGHTS RESEARCH
The Dispute over Methods
14
Image Credit: after Polaine, A., Lvlie, L., & Reason, B. (2013). Service design: from insight to implementation. (1st ed.). Rosenfeld Media.;
Lightbulb Icon Idea designed by Bjrn Andersson from The Noun Project
100 People
10 Truths
10 People
100 Insights
16
Image Credit: MITAgeLab, Age Gain Now Empathy System; Photos by Nathan Fried-Lipski
Experience what your user might experience
Immerse. Observe. Engage.
17
Experience what your user might experience
Image Credit: Klara Lindner for Mobisol GmbH Berlin
The time, place, conditions, and
circumstances within which aspirations
are conceived, decisions are made,
and product usage takes place have an
impact on the levels of satisfaction
experienced in the aftermath.
Research practice that ignores context
is doomed to misunderstanding and
misrepresentation.
Jane Fulton Suri (2005)
http://www.thoughtlessacts.com
20
22
Be a y on the wall: The art of unobtrusive research
23
ARTIFACTS
DOING
(behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS
(services)
MESSAGES
23
ARTIFACTS
DOING
(behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS
(services)
Religion: Christian
MESSAGES
23
ARTIFACTS
DOING
(behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS
(services)
Religion: Christian
Workaround:
Beer Cover
MESSAGES
23
ARTIFACTS
DOING
(behavior)
SEEING
THINKING (framing)
WHERE
WHEN
HEARING
INTERACTIONS
(services)
Religion: Christian
Workaround:
Beer Cover
Potential Distribution Partner
MESSAGES
People do not always do what you think they do.
People do not always do what you tell them to do.
People do not always do what they think they do.
People do not always do what they say they do.
Observation and asking why makes
you find out what people really do and need.
23
People say one thing but yet do another
Image Credit: http://images.businessweek.com/ss/06/05/ethnography/image/01_intro.jpg
A
c
tiv
ity
In
s
ig
h
ts
N
e
e
d
S
ta
te
m
e
n
t
In
te
rv
ie
w
P
e
o
p
le
O
b
je
c
ts
E
n
v
iro
n
m
e
n
ts
M
e
s
s
a
g
e
s
S
e
rv
ic
e
s
U
s
e
r E
x
p
e
rie
n
c
e
P
h
y
s
ic
a
l
C
o
g
n
itiv
e
S
o
c
ia
l
C
u
ltu
ra
l
E
m
o
tio
n
a
l
T
im
e
24
Advanced ways of structuring your eld work
Observation Techniques
Activity Insights
Need Statement
Interview
People Objects Environments Messages Services
User Experience
Physical
Cognitive
Social
Cultural
Emotional
Time
POEMS
Image Credit - Cultural Probes: Final student project of Helle Rohde Andersen (http://ciid.dk/education/portfolio/idp11/nal-projects/seam-city/)
Image Credit - WHW, AEIOU: d.school Stanford / Bootcamp Bootleg 2010
Cultural Probes
What-How-Why?
wHY uce wHaL? | How? | wHy?
HOw Lo uce wHaL? | How? | wHy?
During observation mode, What? | How? | Why? is a tool that can help you drive to deeper levels of
observation. This simple scaolding allows you to move from concrete observations of the happenings of a
particular situation to the more abstract potential emotions and motives that are at play in the situation
youre observing. This is a particularly powerful technique to leverage when analyzing photos that your team
has taken into the eld, both for synthesis purposes, and to direct your team to future areas of neednding.
Set-up: Divide a sheet into three sections: What?, How?, and Why?
Start with concrete observations:
What is the person youre observing doing in a particular situation or photograph? Use descriptive phrases
packed with adjectives and relative descriptions.
Move to understanding:
How is the person youre observing doing what they are doing? Does it require eort? Do they appear
rushed? Pained? Does the activity or situation appear to be impacting the users state of being either
positively or negatively? Again, use as many descriptive phrases as possible here.
Step out on a limb of interpretation:
Why is the person youre observing doing what theyre doing, and in the particular way that they are doing
it? This step usually requires that you make informed guesses regarding motivation and emotions. Step out
on a limb in order to project meaning into the situation that you have been observing. This step will reveal
assumptions that you should test with users, and often uncovers unexpected realizations about a particular
situation.
What? | How? | Why?
METHOD
D
o
w
n
th
e R
o
ad
T
h
e b
ase o
f
th
e p
yram
id
p
ro
ject cu
rren
tly fo
cu
s-
es o
n
co
m
m
u
n
ities in
In
d
ia, sh
ow
in
g w
ays th
at
d
esign
can
h
elp
create in
n
o
vatio
n
s th
at im
p
ro
ve
p
eo
p
les lives an
d
create su
stain
ab
le eco
n
o
m
ies.
T
h
ro
u
gh
activity-b
ased
research
, w
e w
ere ab
le to
id
en
tify o
p
p
o
rtu
n
ities fo
r in
n
o
vatio
n
th
at fo
rm
a system
o
f
so
lu
tio
n
s th
at to
geth
er h
elp
to
su
p
-
p
o
rt an
d
en
co
u
rage a su
stain
ab
le eco
n
o
m
y, as
w
ell as lead
resid
en
ts tow
ard
im
p
ro
ved
livin
g
co
n
d
itio
n
s. T
h
e n
ext p
h
ase is to
create w
o
rkin
g
p
ro
to
typ
es o
f
th
ese p
ro
d
u
cts an
d
services in
In
d
ia. W
e exp
ect th
ese p
ro
to
typ
es to
catalyze
ad
d
itio
n
al p
ro
jects in
In
d
ia, an
d
w
e h
o
p
e th
e
gro
u
p
s w
e are w
o
rkin
g w
ith
w
ill create n
ew
in
n
o
vatio
n
s w
e h
ave n
o
t yet im
agin
ed
.
In
ad
d
itio
n
to
grow
in
g th
e p
ro
jects in
In
d
ia,
w
e en
visio
n
d
o
in
g sim
ilar p
ro
jects in
B
razil,
M
exico, an
d
o
th
er co
u
n
tries in
w
h
ich
u
rb
an
slu
m
s are a serio
u
s p
ro
b
lem
. T
h
ere are typ
es o
f
p
ro
b
lem
s in
slu
m
s th
at cro
ss n
atio
n
al b
o
u
n
d
-
aries an
d
, o
f
co
u
rse, so
m
e p
ro
b
lem
s th
at are
u
n
iq
u
e to
p
articu
lar co
u
n
tries an
d
cities.
H
ow
ever, in
essen
tially all m
ajo
r areas w
ith
u
rb
an
slu
m
s, it is clear th
e p
ro
b
lem
s are to
o
b
ig
an
d
grow
in
g to
o
fast to
b
e so
lved
b
y ch
arity an
d
go
vern
m
en
t p
ro
gram
s alo
n
e. T
h
e larger go
al is
to
create ap
p
ro
ach
es th
at, u
sin
g th
e en
ergy th
at
alread
y exists in
m
an
y o
f
th
ese slu
m
s, lead
to
a
n
ew
typ
e o
f
so
cial p
ro
gram
th
at is eco
n
o
m
ically
su
stain
ab
le.
R
eprin
t #04154W
H
I41
D
esigning for the Base of the Pyram
id
D
esign M
anagem
ent Review
Fall 2004 47
The POEMs framework helped researchers do rapid ethnography and work within research parameters pertaining to the topic. This is part of a day in the life study of women who sort through garbage
each morning for plastic products. They stuff the found plastic into large jute bags and carry it on foot to a plastic wholesaler, who will buy it from them. Through our research, we came across many such
examples, in which either the physical exertion nor the meager monetary gain justifies the activity.
POEMS Field Notes
27
D
o
w
n
th
e
R
o
a
d
T
h
e
b
a
se
o
f
th
e
p
y
ra
m
id
p
ro
je
c
t c
u
rre
n
tly
fo
c
u
s-
e
s o
n
c
o
m
m
u
n
itie
s in
In
d
ia
,
sh
o
w
in
g
w
a
y
s th
a
t
d
e
sig
n
c
a
n
h
e
lp
c
re
a
te
in
n
o
v
a
tio
n
s th
a
t im
p
ro
v
e
p
e
o
p
le
s liv
e
s a
n
d
c
re
a
te
su
sta
in
a
b
le
e
c
o
n
o
m
ie
s.
T
h
ro
u
g
h
a
c
tiv
ity
-b
a
se
d
re
se
a
rc
h
,
w
e
w
e
re
a
b
le
to
id
e
n
tify
o
p
p
o
rtu
n
itie
s fo
r in
n
o
v
a
tio
n
th
a
t fo
rm
a
sy
ste
m
o
f
so
lu
tio
n
s th
a
t to
g
e
th
e
r h
e
lp
to
su
p
-
p
o
rt a
n
d
e
n
c
o
u
ra
g
e
a
su
sta
in
a
b
le
e
c
o
n
o
m
y,
a
s
w
e
ll a
s le
a
d
re
sid
e
n
ts to
w
a
rd
im
p
ro
v
e
d
liv
in
g
c
o
n
d
itio
n
s.
T
h
e
n
e
x
t p
h
a
se
is to
c
re
a
te
w
o
rk
in
g
p
ro
to
ty
p
e
s o
f
th
e
se
p
ro
d
u
c
ts a
n
d
se
rv
ic
e
s in
In
d
ia
.
W
e
e
x
p
e
c
t th
e
se
p
ro
to
ty
p
e
s to
c
a
ta
ly
z
e
a
d
d
itio
n
a
l p
ro
je
c
ts in
In
d
ia
,
a
n
d
w
e
h
o
p
e
th
e
g
ro
u
p
s w
e
a
re
w
o
rk
in
g
w
ith
w
ill c
re
a
te
n
e
w
in
n
o
v
a
tio
n
s w
e
h
a
v
e
n
o
t y
e
t im
a
g
in
e
d
.
In
a
d
d
itio
n
to
g
ro
w
in
g
th
e
p
ro
je
c
ts in
In
d
ia
,
w
e
e
n
v
isio
n
d
o
in
g
sim
ila
r p
ro
je
c
ts in
B
ra
z
il,
M
e
x
ic
o
,
a
n
d
o
th
e
r c
o
u
n
trie
s in
w
h
ic
h
u
rb
a
n
slu
m
s a
re
a
se
rio
u
s p
ro
b
le
m
.
T
h
e
re
a
re
ty
p
e
s o
f
p
ro
b
le
m
s in
slu
m
s th
a
t c
ro
ss n
a
tio
n
a
l b
o
u
n
d
-
a
rie
s a
n
d
,
o
f
c
o
u
rse
,
so
m
e
p
ro
b
le
m
s th
a
t a
re
u
n
iq
u
e
to
p
a
rtic
u
la
r c
o
u
n
trie
s a
n
d
c
itie
s.
H
o
w
e
v
e
r,
in
e
sse
n
tia
lly
a
ll m
a
jo
r a
re
a
s w
ith
u
rb
a
n
slu
m
s,
it is c
le
a
r th
e
p
ro
b
le
m
s a
re
to
o
b
ig
a
n
d
g
ro
w
in
g
to
o
fa
st to
b
e
so
lv
e
d
b
y
c
h
a
rity
a
n
d
g
o
v
e
rn
m
e
n
t p
ro
g
ra
m
s a
lo
n
e
.
T
h
e
la
rg
e
r g
o
a
l is
to
c
re
a
te
a
p
p
ro
a
c
h
e
s th
a
t,
u
sin
g
th
e
e
n
e
rg
y
th
a
t
a
lre
a
d
y
e
x
ists in
m
a
n
y
o
f
th
e
se
slu
m
s,
le
a
d
to
a
n
e
w
ty
p
e
o
f
so
c
ia
l p
ro
g
ra
m
th
a
t is e
c
o
n
o
m
ic
a
lly
su
sta
in
a
b
le
.
R
e
p
rin
t #
0
4
1
5
4
W
H
I4
1
D
esign
in
g fo
r th
e B
ase o
f
th
e P
yram
id
D
esign
M
an
agem
en
t R
eview
F
all 2004 47
The POEM
s fram
ew
ork helped researchers do rapid ethnography and w
ork w
ithin research param
eters pertaining to the topic. This is part of a day in the life study of w
om
en w
ho sort through garbage
each m
orning for plastic products. They stuff the found plastic into large jute bags and carry it on foot to a plastic w
holesaler, w
ho w
ill buy it from
them
. Through our research, w
e cam
e across m
any such
exam
ples, in w
hich either the physical exertion nor the m
eager m
onetary gain justifies the activity.
Image Credit: Designing for the Base of the Pyramid, Patrick Whitney, Anjali Kelkar (2004)
29
Enlightening conversations
30
31
Image Credit: Klara Lindner for Mobisol GmbH Berlin | http://www.gretchenchern.com/wp-content/uploads/2011/06/contextual_Anity.jpg
The Anatomy of an Interview
32 after Michael Barry (d.school Stanford, Point Forward) and Aristotle dramatic structure
exposition
r
i
s
i
n
g

a
c
t
i
o
n
climax
f
a
l
l
i
n
g

a
c
t
i
o
n
resolution
Intro
Kick-o
Build
Rapport
Grand
Tour
Reection
Wrap-up
Intro
Yourself
Intro
Project
Evoke
Stories
Explore
Emotions
Question
Statements
02
Let subjects tell their own story, and listen for
the things that elicit emotion, cause them
concern or frustration.
"If you want to find out what people really
need, you have to forget about your problems
and worry about their lives." (Dale Carnegie)
34
Cast aside your Biases, Listen and Observe
01
Image Credit & Source: d.school Stanford
Let them relate their successes and failures.
Stories encompass the implicit rules that
govern and organize peoples lives and reveal
what they find normal, acceptable and true.
They reveal moral codes, sources of pride,
shames, shoulds and should-nots.
35
Listen to People's Personal Stories
02
Opportunities for innovation lie within
the disconnect between action and words.
36
Contradictions between what People say and do
03
People make do and work around the
shortcomings of products and situations.
In everyday life, we all come up with "work
arounds," clumsy or clever, that we usually
are totally unaware of.
You must take note.
37
Watch for Work Arounds
04
Needs open up possibilities, solutions
constrain them.
If you start with a solution then you may
overlook the possibility of coming up with an
entirely new and revolutionary product or
service.
39
Distinguish between Needs and Solutions
05
Your research may seem so routine and
familiar that you feel there is nothing new
to be learned.
Boredom and frustration easily set in.
Stay alert!
The epiphanies and insights
emerge from the nuances.
40
Look beyond the Obvious
06
Beginners Mindset
15
Interview Preparation
Brainstorm questions
Discover themes
Rene and memorize questions
Use prompts
41
Interview Preparation
Brainstorm questions
Discover themes
Rene and memorize questions
Use prompts
41
Design Thinking
Bootcamp: Day II
Your work has only just begun
If I had an hour to solve a problem and my
life depended on the solution, Id spend
the first 55 minutes determining the
proper question to ask, for once I know
the proper question to ask, I could solve
the problem in less than 5 minutes.
Albert Einstein
2
Do we actually solve the problem we think we do?
Problem Reframing: Point of View
3
Define
Blind men and elephant?
I
N
P
U
T
4
POINT
OF VIEW
UNDERSTAND
POINT
OF VIEW
The Knowledge Funnel
5
Mystery Heuristic Algorithm Code
Image Credit: adapted from Martin, R. L. (2009). The Reliability Bias - Why Advancing Knowledge is so hard. &
Design of Business: Why Design Thinking is the Next Competitive Advantage (pp. 33-56) Mcgraw-Hill Professional.
01100111001
Frame Creation: Dening the Right Problem
Archaeology
Paradox
Stakeholders
Problem Arena
Themes
Frames
Futures
Transformations
Connections
6
after Kees Dorst, 2012 (d.confestival Potsdam)
7
Workspace @ d.school Potsdam
Making Sense of the mess of data.
Problem Reframing = Synthesis
8
Making Sense of the mess of data.
Problem Reframing: Tips & Tricks
9
Composite characters the shortcut to empathy.
Persona Construction
Image Credit: Cooper, A., & Reimann, R. M. (2003). About Face 2.0: The Essentials of Interaction Design (2nd ed.). Indianapolis: Wiley & Sons.
10
Framing and re-framing of the problem.
Point of View
User + Need + Insight
problem statement
surprising anomaly
11 Image Credit: 2011 General Electric Company (http://www.gehealthcare.com/promo/advseries/adventure_series.html)
User: Kids with cancer.
Need: Play and have fun. Feel like a normal child.
Insight: Kids participate in everything once they perceive it as an adventure.
How might we turn MRI scans for children
(fearing medical treatment) into an adventure?
12 Image Credit: Embrace (www.embraceglobal.org)
User: Young moms in poor rural areas in developing countries.
Need: Always carry baby close to body equals being a good mother.
Insight: Low cultural acceptance in many countries to leave babies alone (e.g. in incubators).
How might we create an non-electrical infant
incubator that keeps babies close to mothers body?
13 Image Credit: Lynx Team @ MIT & RSIDs Design that matters course (http://designthatmatters.org/news/dtm-blog/2011/03/dtm_leads_rst.php)
User: Kids equipped with hearing aids in rural india
Need: Charge them easily without elictricity grid
Insight: Families reject them due to increased theft risk of expensive devices and accessories
How might we design a solar charging system
that reduces risk and perceived risk theft?
14
User: Stressed mother of kids
Need: Finally some time to recover and relax
Insight: Wants to do sth. for herself
How might we help Anna to relax more?
14
User: Stressed mother of kids
Need: Finally some time to recover and relax
Insight: Wants to do sth. for herself
How might we help Anna to relax more?
1
I
N
P
U
T
Prototype
Ideas made tangible and testable
Image Credits: NASA (Gemini Mission 1965); Control Stick: Steve Jurvetson (jurvetson) @ Flickr
(http://www.ickr.com/photos/jurvetson/5227637637/sizes/l/in/photostream/)
Why Prototype?
Gain empathy
Explore
Inspire
Test
2
get deeper understanding
build to think
catalyse inspiration
learn and rene solutions
3
POINT
OF VIEW
UNDERSTAND PROTOTYPE
4
Prototyped artifacts may come in many forms ...
Prototyping
5
Image Credit: Martin Jordan (http://www.service-design-berlin.de/)
Prototyping
6
Prototyping
7
Prototyping
8
Image Credit: Elias Barrasch (http://www.blog.eliasbarrasch.de/)
Prototyping
HUMAN
CENTERED
BIAS TOWARDS
ACTION
SHOW DONT
TELL
CRAFT CLARITY
RADICAL
COLLABORATION
CULTURE
OF PROTOTYPING &
EXPERIMENTATION
MINDFUL OF
PROCESS
9
ProtoTypes
Which aspects do you
want to represent/test?
Choose testing variable
Looks-like
Works-like
Interacts-like
Feels-like
etc.
10
High
Mock-up of the idea:
representation as close
as possible to the idea
Middle
Representation of
aspects of the idea
Low
Conceptual
representation
Restricted
Controlled Environment
General
Any user, any environment
Partial
Final user or environment
Total
Final user + environment
Prototype Fidelity and Testing Context
11 Image Credit: Embrace
FIDELITY
C
O
N
T
E
X
T

L
E
V
E
L
Embrace Prototypes by Stanford students Linus Liang, Razmig
Hovaghimian and Rahul Panicker, Jane Chen.
Make sure you are building the right it before you build it right
High
Mock-up of the idea:
representation as close
as possible to the idea
Middle
Representation of
aspects of the idea
Low
Conceptual
representation
Restricted
Controlled Environment
General
Any user, any environment
Partial
Final user or environment
Total
Final user + environment
Prototype Fidelity and Testing Context
11 Image Credit: Embrace
FIDELITY
C
O
N
T
E
X
T

L
E
V
E
L
Embrace Prototypes by Stanford students Linus Liang, Razmig
Hovaghimian and Rahul Panicker, Jane Chen.
Make sure you are building the right it before you build it right
12
Google Glass Lo- Prototyping
Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)
#
1
E
x
p
e
r
ie
n
c
e
:
A
u
g
m
e
n
ta
tio
n
12
1
D
A
Y
#
1
E
x
p
e
r
ie
n
c
e
:
A
u
g
m
e
n
ta
tio
n
12
1
D
A
Y
#
2
Options Exploring:
Gesture Control
#
1
E
x
p
e
r
ie
n
c
e
:
A
u
g
m
e
n
ta
tio
n
12
1
D
A
Y
#
2
Options Exploring:
Gesture Control
#
1
E
x
p
e
r
ie
n
c
e
:
A
u
g
m
e
n
ta
tio
n
4
5
M
IN
12
1
D
A
Y
#
3
Try &
Iterate:
S
hap
e, S
ize, W
eig
ht
#
2
Options Exploring:
Gesture Control
#
1
E
x
p
e
r
ie
n
c
e
:
A
u
g
m
e
n
ta
tio
n
4
5
M
IN
H
O
U
R
12
1
D
A
Y
#
3
Try &
Iterate:
S
hap
e, S
ize, W
eig
ht
#
2
Options Exploring:
Gesture Control
#
1
E
x
p
e
r
ie
n
c
e
:
A
u
g
m
e
n
ta
tio
n
4
5
M
IN
You See: Its no Rocket Science!
13
1
I
N
P
U
T
Iterate! Test!
Ready for the ride?
Image Credit: United States Library of Congress, Prints & Photographs Division, Photochrom Collection, [Circus Rings, Luna Park, Coney Island]
HUMAN
CENTERED
BIAS TOWARDS
ACTION
SHOW DONT
TELL
CRAFT CLARITY
RADICAL
COLLABORATION
CULTURE
OF PROTOTYPING &
EXPERIMENTATION
MINDFUL OF
PROCESS
2
No Sales Pitch!
3
How to Test
1. Let your users experience the prototype
2. Observe their experience
3. Engage them
5
Advanced
Design-driven
Innovation
Bootcamp Follow-up Session I
You want denitions - eh?
Management Perspective
A way to instill customer-centricity and empathy [...], to solve complex problems [and a]
methodology to foster exploration and experimentation. (Mootee 2011, p.3)
A person or organization instilled with that discipline is constantly seeking a fruitful balance
between reliability and validity, between art and science, between intuition and analytics, and
between exploration and exploitation (R. L. Martin 2009, p.62) Therefore [d]esign thinking is the
application of integrative thinking to the task of resolving the conict between reliability and
validity, between exploitation and exploration, and between analytical thinking and intuitive
thinking. Both ways require a balance of mastery and originality (ibid, p.165).
Design thinking is the way designers think: the mental processes they use to design objects,
services or systems, as distinct from the end result of elegant and useful products. Design
thinking results from the nature of design work: a project-based work ow around wicked
problems. (Dunne & R. Martin 2006)
Temporal working denition from a business background (Weatherhead School of Management):
Design is the process of nding and solving non-routine (wicked) problems, often with a focus
on bringing new products or services to market. Design is the intentional assembly of systems
with interacting parts to achieve some objective. Design is a collection of methods and
techniques, often drawn from the ne arts, to creatively solve problems. (Collopy 2009)
4
You want denitions - eh?
Learning and Process Perspective
Design is the creation process through which we employ tools and language to invent artifacts
and institutions. As society has evolved, so has our ability to design. [Design thinking as a
process has] recognizable phases, and these, while not always in the same order, nearly always
begin with analytic phases of search and understanding, and end with synthetic phases of
experimentation and invention (Charles Owen, as cited in Beckman & Barry 2007, p.27).
process of knowledge development, which has both analytical (nding and discovery) and
synthetic (invention and making) elements and operates in both the theoretical and practical
realm.
Practice Perspective
Design thinking can be described as a discipline that uses the designers sensibility and
methods to match peoples needs with what is technologically feasible and what a viable
business strategy can convert into customer value and market opportunity, [it] converts need into
demand. (T. Brown 2008)
5
2000s
Innovation &
Competitiveness
1990s
Brand
building
1980s
Design
Management
1970s
The rise of
Ergonomics
1960s
Involving
Industry
1950s
Promoting
the Nation
global competition
and renewal
the China-
phenomenon
total experience
design from
concept to retail
our product portfolio
is consistent
the user (be it a child
or an elderly) is the
most important
design as part of the
industrial product
development process
We got a prize
in Milano!
design as a
innovation
driver
design
for creating
experiences for
the customer
design as a
co-ordinator
design for user
understanding
design as part of a
team together with
mechanics and
marketing
the designer
as a creator
6
Design Practice and Design Management Perspectives
adapted from Valtonen, A. (2007). Redening Industrial Design: Changes in the Design Practice in Finland
(PhD Thesis). University of Art and Design, Helsinki, Helsinki.
strategy vision roadmaps
product
denition
entire product
development
process
product
aesthetics
styling
typical role
for the
designer
proximity
to the
market
typical
statement on
design
2000s
Innovation &
Competitiveness
1990s
Brand
building
1980s
Design
Management
1970s
The rise of
Ergonomics
1960s
Involving
Industry
1950s
Promoting
the Nation
global competition
and renewal
the China-
phenomenon
total experience
design from
concept to retail
is consistent
most important
industrial product
development process
We got a prize
in Milano!
design as a
innovation
driver
design
for creating
experiences for
the customer
design as a
co-ordinator
design for user
understanding
design as part of a
team together with
mechanics and
marketing
the designer
as a creator
6
product
denition
entire product
development
process
product
aesthetics
styling
typical role
for the
designer
proximity
to the
market
typical
statement on
design
Shared Value?
2000s
Innovation &
Competitiveness
1990s
Brand
building
1980s
Design
Management
1970s
The rise of
Ergonomics
1960s
Involving
Industry
1950s
Promoting
the Nation
global competition
and renewal
the China-
phenomenon
total experience
design from
concept to retail
is consistent
most important
industrial product
development process
We got a prize
in Milano!
design as a
innovation
driver
design
for creating
experiences for
the customer
design as a
co-ordinator
design for user
understanding
design as part of a
team together with
mechanics and
marketing
the designer
as a creator
6
product
denition
entire product
development
process
product
aesthetics
styling
typical role
for the
designer
proximity
to the
market
typical
statement on
design
Shared Value?
2010s
7
Who
What How
Who is our customer and what does he value?
What value do we
actually deliver,
a.k.a. which busi-
ness are we in?
How to create,
deliver and
capture parts
of that value?
Know what
solutions
to build.
Products & services,
new meanings,
new experiences
Know for whom to build.
Market Disclosing,
User(s) segments,
Individual needs
Know how
to protably
implement this.
Business models,
Value capture mechanisms
Examples:
Observation and
integration of, or
adaption to current
user practices (e.g.
repurposes or hacks)
Examples: Design
discourse, design
experiments,
prototypes
Examples:
Existing tools and approaches
for constructing new user/
experience journeys
Core principles, practices,
processes and tools of higher
order design (e.g. heavy
collaboration and co-creation,
permanent interaction,
validity-seeking systems
thinking, etc.)
Innovate
Value by
Design
adapted from Sniukas, M. (2007). Reshaping Strategy: The Content, Process, and Context of Strategic Innovation.
8
Design in Business -or-
Business Design
Why a HCD posture is the new competitive advantage
I
N
P
U
T
Progression of Economic Value
10
Differentiated
Undifferentiated
C
o
m
p
e
t
i
t
i
v
e

P
o
s
i
t
i
o
n
Pricing
N
e
e
d
s

o
f

C
u
s
t
o
m
e
r
s
Relevant to
Irrelevant to
Market Premium
Extract
Commodities
Make
Goods
Stage
Experiences
Guide
Transformations
Customization
Customization
Commoditization
Commoditization
Commoditization
11
Differentiated
Undifferentiated
C
o
m
p
e
t
i
t
i
v
e

P
o
s
i
t
i
o
n
Pricing
N
e
e
d
s

o
f

C
u
s
t
o
m
e
r
s
Relevant to
Irrelevant to
Market Premium
Extract
Commodities
Make
Goods
Stage
Experiences
Guide
Transformations
Customization
Customization
Commoditization
Commoditization
Commoditization
Stages of Experience
EXPERIENCE
?
TRANSFORMATION
PRODUCT
SERVICE
COMMODITY
1-2
Cup
5-25
Cup
1.00-2.50
Cup
3.00-4.50
Cup
Whats
next?
If you charge for Stuff,
then you are in the commodity business.
If you charge for tangible things,
then you are in the goods business.
If you charge for the activities you execute,
then you are in the service business.
If you charge for the time customers spend with you,
then you are in the experience business.
If you charge for the demonstrated outcome
the customer achieves, then and only then
are you in the transformation business.
12 Image Credit: Joe Pine & Jim Gilmore (Source: http://www.strategichorizons.com)
Pine & Gilmore (1999, p.194)
13
inside outside
How do you strategize?
What are
our core
competencies?
What is our
current business
model?
What else
could we
oer?
What other
channel could
we use?
What customers
would we
sell to?
13
inside outside
What are
our core
competencies?
What is our
current business
model?
What else
could we
oer?
What other
channel could
we use?
What customers
would we
sell to?
CUSTOMER EXPERIENCE OUTSIDE-IN VALUE CHAIN
What business
design would create
defensible prots?
What customers
do we want? What
are their priorities?
What do we need
to execute that
design?
What
could we
oer?
What ecosystem
exists to meet
those priorities?
Perceived Customer Value = Emotional Benefit Hassle Factor
14
BOTTOM-UP
TOP-DOWN
INSIDE-OUT OUTSIDE-IN
Value
Creation &
Innovation
Opportunies
Human-centric
Innovation
Business- &
Technology-driven
Innovation
(Latent) Needs Discovery
Alternative Practices & Solutions
Business Opportunities
Business Opportunities
(Organisational, Technological)
Internal Change
Strategy & Brand
Environmental Factors
Market Changes
Competitors Moves
Sta Abilities
Sta Experience
Dispersed Knowledge
Users Value Creation Providers Value Facilitation
Do we talk about the same thing here?
Internal Change External Change
Reliability Bias?
15
Business People Designer
100% Reliability 100% Validity
Reliability vs. Validity
a fundamental predilection gap
50/50 Mix
Martin, R. L. (2009). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.
The (Danish) Design Ladder
16
Non-design
Design is a negligible part of the product development
process and usually performed by other professionals than
the designer.
1
st
step
Design as styling
Design is seen solely as relating to the physical form of the
product. This can be the work of a designer, but usually
created by others.
2
nd
step
Design as process
Design is a method integrated early into the development
process. The production outcomes requires contributions
from several specialists.
3
rd
step
Design as innovation
The designer works closely alongside to the companys
management on complete or partial renewal of the total
business concept.
4
th
step
SVID. (2003). 10 Points. Attitudes, Protability and Design Maturity in Swedish Companies (Study). Designs konomiske eekter
(the economic eects of design). Stockholm: Swedish Industrial Design Foundation.
Correlation of Design Activities and Average Growth in Turnover
17
SVID. (2003). 10 Points. Attitudes, Protability and Design Maturity in Swedish Companies (Study). Designs konomiske eekter
(the economic eects of design). Stockholm: Swedish Industrial Design Foundation.
Design as innovation, 9.0%
Design as process, 8.9%
Design as styling, 6.5%
Non-design, 7.4%
0 1 2 3 4 5 6 7 8 9 10
Innovation Ambition
Be clear about your innovation intent. Balance your innovation portfolio.
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
adapted from Nagji, B., & Tu, G. (2012). Managing Your Innovation Portfolio - Harvard Business Review. May 2013.
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
Current capabilities
Use existing products
and assets
New capabilities
Add incremental products
and assets
New business models
Develop new products
and assets
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Continuous
Increm
ental
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Continuous
Increm
ental
Sustaining
Evolutionary
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Breakthrough
Revolutionary
Radical
Gam
e-changing
etc.
Continuous
Increm
ental
Sustaining
Evolutionary
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Breakthrough
Revolutionary
Radical
Gam
e-changing
etc.
Transformational
10%
Adjacent
20%
Core
70%
Continuous
Increm
ental
Sustaining
Evolutionary
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Breakthrough
Revolutionary
Radical
Gam
e-changing
etc.
Transformational
10%
Adjacent
20%
Core
70%
Continuous
Increm
ental
Sustaining
Evolutionary
1
0
%
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Breakthrough
Revolutionary
Radical
Gam
e-changing
etc.
Transformational
10%
Adjacent
20%
Core
70%
Continuous
Increm
ental
Sustaining
Evolutionary
1
0
%
2
0
%
Innovation Ambition
18
H
O
W

T
O

W
I
N
WHERE TO PLAY
New
markets and
customers
Create new markets/
target new customer
needs
Extension /
entering of
adjacent
markets and
customers
Existing
markets and
customers
Transformational
Adjacent
Core
and assets
New capabilities
and assets
New business models
and assets
Breakthrough
Revolutionary
Radical
Gam
e-changing
etc.
Transformational
10%
Adjacent
20%
Core
70%
Continuous
Increm
ental
Sustaining
Evolutionary
1
0
%
2
0
%
7
0
%
Innovation ROI: Black Hole vs. Options-oriented Investment
19
-
+
C
u
m
u
l
a
t
i
v
e

C
a
s
h

F
l
o
w
adapted from McGrath, R. G. (2010). Business Models: A Discovery Driven Approach. Long Range Planning, 43(2-3), 247261.; McGrath, R. G., &
Macmillan, I. C. (2009). Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity. Harvard Business School Press.
Time
Downside risk unlimited
20
-
+
C
u
m
u
l
a
t
i
v
e

C
a
s
h

F
l
o
w
Time
Downside risk contained at any given time
20
-
+
C
u
m
u
l
a
t
i
v
e

C
a
s
h

F
l
o
w
Time
20
-
+
C
u
m
u
l
a
t
i
v
e

C
a
s
h

F
l
o
w
Time
Business Model Management
21
Company
Can
Company
Will
Company
Should
COMPANY WILL:
- Business idea
- Leadership preferences
- Leadership vision
- Goal
- Declaration of intent
COMPANY SHOULD:
- Competitive situation
- Client side
- Supplier side
- Distribution situation
- Entourage factors
COMPANY CAN:
- Economy
- Employees
- Production facility
- Flexibility
- Core competencies
Area of
position
change
Primary
area of
effort
Danger zone
Area of
competency
development
Von Rosing, M., Rosenberg, A., Chase, G., Rukhshaan, O., & Taylor, J. (2011). Applying real-world BPM in an SAP environment (1
st
ed.). Bonn; Boston: Galileo Press.
Blue Ocean: Four Actions Framework
22
ELIMINATE
Which of the factors that the
industry takes for granted
should be eliminated?
CREATE
Which factors should be
created that the industry
has never oered?
RAISE
raised well above the
industrys standard?
REDUCE
reduced well below the
industrys standard?
A NEW
VALUE
CURVE
Image Credit: Kim, W.C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested
Market Space and Make the Competiton Irrelevant (illustrated ed.). Boston, Mas: Mcgraw-Hill Professional
Key
Partners
Key
Activities
Value
Proposition Relationships
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
M
o
v
i
e
s
H
a
r
d

D
i
s
k
D
o
l
b
y

5
.
1
D
V
D
C
o
n
n
e
c
t
i
v
i
t
i
y
P
r
i
c
e
C
P
U
G
P
U
M
o
t
i
o
n

C
o
n
t
r
o
l
U
s
e
r

R
e
a
c
h
G
a
m
e
s
U
x

/

F
u
n

F
a
c
t
o
r
E
c
o
s
y
s
t
e
m
V
a
l
u
e

L
e
v
e
l

&

P
r
i
c
e
Nintendo Wii Microsoft Xbox 360 Sony PS3
Elim
in
ate/R
educe
C
o
s
t
s
Create/Raise
V
a
lu
e
23
Strategy Canvas: Nintendo Wii (in 2007)
KP KA VP VP CR CS KP
KR
VP VP
CH
CS
CS CS CS RS RS RS
eliminate reduce create raise unchanged
Nintendo Wii (in 2007)
KR
VP VP
CH
CS
CS CS CS RS RS RS
male
hardcore
gamers
passi ve immersion
wi th high-end
performance and
graphics
new proprietary
technology
state-of-the-art
chip development
console
subsidies
KR
VP VP
CH
CS
CS CS CS RS RS RS
male
hardcore
gamers
passi ve immersion
wi th high-end
performance and
graphics
new proprietary
technology
state-of-the-art
chip development
console
subsidies
royal ties
from game
developers
gam
e
developers
retail
distribution
game
developers
KR
VP VP
CH
CS
CS CS CS RS RS RS
male
hardcore
gamers
passi ve immersion
wi th high-end
performance and
graphics
new proprietary
technology
state-of-the-art
chip development
console
subsidies
technology
development
costs
con
sole
p
ro
duction

costs
royal ties
from game
developers
gam
e
developers
retail
distribution
game
developers
KR
VP VP
CH
CS
CS CS CS RS RS RS
male
hardcore
gamers
passi ve immersion
wi th high-end
performance and
graphics
S
T
M
icro-
electron
ics for
M
EM
S

a
ccelerom
eters
new proprietary
technology
state-of-the-art
chip development
console
subsidies
technology
development
costs
con
sole
p
ro
duction

costs
royal ties
from game
developers
c
a
s
u
a
l
g
a
m
e
r
s
gam
e
developers
families
girls
retail
distribution
game
developers
m
otion
con
trol
tech
n
ology
al ternati ve
gam
e concept
research
m
otion

con
trolled
gam
in
g
physical acti vi ty,
social get-together
s
p
o
r
t
, w
o
r
k
o
u
t
,
p
h
y
s
ic
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l r
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r
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f
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to
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o
c
ia
l
e
x
p
e
r
ie
n
c
e
f
a
m
ily
KR
VP VP
CH
CS
CS CS CS RS RS RS
male
hardcore
gamers
passi ve immersion
wi th high-end
performance and
graphics
S
T
M
icro-
electron
ics for
M
EM
S

a
ccelerom
eters
new proprietary
technology
state-of-the-art
chip development
console
subsidies
technology
development
costs
con
sole
p
ro
duction

costs
royal ties
from game
developers
h
a
r
d
w
a
r
e
s
a
le
s
p
r
o
f
i t
c
a
s
u
a
l
g
a
m
e
r
s
gam
e
developers
families
girls
retail
distribution
game
developers
standard
component
hardware
manufacturers
m
otion
con
trol
tech
n
ology
al ternati ve
gam
e concept
research
m
otion

con
trolled
gam
in
g
retail store
invol vement
social get-together
s
p
o
r
t
, w
o
r
k
o
u
t
,
p
h
y
s
ic
a
l r
e
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v
e
r
y
f
u
n
f
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c
to
r, s
o
c
ia
l
e
x
p
e
r
ie
n
c
e
f
a
m
ily
KR
VP VP
CH
CS
CS CS CS RS RS RS
male
hardcore
gamers
passi ve immersion
wi th high-end
performance and
graphics
S
T
M
icro-
electron
ics for
M
EM
S

a
ccelerom
eters
new proprietary
technology
state-of-the-art
chip development
console
subsidies
technology
development
costs
con
sole
p
ro
duction

costs
royal ties
from game
developers
h
a
r
d
w
a
r
e
s
a
le
s
p
r
o
f
i t
c
a
s
u
a
l
g
a
m
e
r
s
gam
e
developers
families
girls
retail
distribution
game
developers
standard
component
hardware
manufacturers
m
otion
con
trol
tech
n
ology
al ternati ve
gam
e concept
research
m
otion

con
trolled
gam
in
g
retail store
invol vement
social get-together
s
p
o
r
t
, w
o
r
k
o
u
t
,
p
h
y
s
ic
a
l r
e
c
o
v
e
r
y
f
u
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f
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c
to
r, s
o
c
ia
l
e
x
p
e
r
ie
n
c
e
f
a
m
ily
Desirability
KR
VP VP
CH
CS
CS CS CS RS RS RS
male
hardcore
gamers
passi ve immersion
wi th high-end
performance and
graphics
S
T
M
icro-
electron
ics for
M
EM
S

a
ccelerom
eters
new proprietary
technology
state-of-the-art
chip development
console
subsidies
technology
development
costs
con
sole
p
ro
duction

costs
royal ties
from game
developers
h
a
r
d
w
a
r
e
s
a
le
s
p
r
o
f
i t
c
a
s
u
a
l
g
a
m
e
r
s
gam
e
developers
families
girls
retail
distribution
game
developers
standard
component
hardware
manufacturers
m
otion
con
trol
tech
n
ology
al ternati ve
gam
e concept
research
m
otion

con
trolled
gam
in
g
retail store
invol vement
social get-together
s
p
o
r
t
, w
o
r
k
o
u
t
,
p
h
y
s
ic
a
l r
e
c
o
v
e
r
y
f
u
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f
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c
to
r, s
o
c
ia
l
e
x
p
e
r
ie
n
c
e
f
a
m
ily
Desirability
Best
Sustainable
Equilibrium
25 Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key
Partners
Key
Activities
Value
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
Key
Partners
Key
Activities
Value
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
Elim
in
ate/R
educe
C
o
s
t
s
Create/Raise
V
a
lu
e
Key
Partners
Key
Activities
Value
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
Elim
in
ate/R
educe
C
o
s
t
s
Create/Raise
V
a
lu
e
Best
Sustainable
Equilibrium
m
a
x
. v
a
lu
e

c
a
p
t
u
r
e
f
o
r

t
h
e
c
o
m
p
a
n
y
m
a
x
. v
a
lu
e

f
o
r
t
h
e
u
s
e
r
28
FIRM
B
u
s
i
n
e
s
s

M
o
d
e
l

A
B
u
sin
ess M
o
d
el B
B
u
s
in
e
s
s
M
o
d
e
l C
B
u
s
i
n
e
s
s

M
o
d
e
l

D
BUSINESS
MODEL
OPTIONS
Strategy:
plan of which business model to adopt
Tactics:
competitive choices
enabled by each
business model
Strategy
stage
Tactics
stage
Tactical set C
Tactical set D
Tactical set B
Tactical set A
Business Model vs. Strategy: Business Model Portfolio
Casadesus-Masanell, R., & Ricart, J. E. (2010). From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2-3), 195215.
Core Value
Proposition
Complementary
Offerings
Supplying and
Enabling Network
Other
Stakeholders
TM
Apples Business Ecosystem
31
Higher Margins
via Apple Price
Premium
Lowest
Production
Costs
Goods & Services
Money & Credits
Information
Intangible Value
High Volume and
Planning Certainty
Manufacturing
Knowledge
Reputation
???
IP royalties
Seamless User
Experience
Enriched User
Experience
App
Purchases
Comission
Sales Platform
Apple
Platform
New Business Ideas
Higher Margins :
Apple Price
Premium
Broad Service
Station Covering
Technical and
Sales Training
Digital Sales Channel with
DRM and wide Spread
Media Delivery
???
IP royalties / Commission
Infrastructure
Management
Service Contract
Sponsoring / Discounts
Apple on Campus
Bulk Purchases
Reputation and
Awareness
Personal
Data
Price Premium
(Hardware,
Media and
App Sales)
Perspectives
on Value
Levels of
Value
Sociology
Ecology
Psychology
Economy
Prot
Stability
Wealth
Core
Values
Shared
Drivers
Wellbeing
Social
Responsibility
Reciprocity
Meaningful Life
Sustainability
Livability
of the
Environment
Value for
Money
Happieness
Belonging
Eco-
Eectiveness
Eco-
Footprint

S
o
c
i
e
t
y

E
c
o
s
y
s
t
e
m

O
r
g
a
n
i
s
a
t
i
o
n

U
s
e
r
Experience
Doing Well
Doing good
Transformation
Value Proposition(s)
Perspectives
on Value
Levels of
Value
Sociology
Ecology
Psychology
Economy
Prot
Stability
Wealth
Core
Values
Shared
Drivers
Wellbeing
Social
Responsibility
Reciprocity
Meaningful Life
Sustainability
Livability
of the
Environment
Value for
Money
Happieness
Belonging
Eco-
Eectiveness
Eco-
Footprint

S
o
c
i
e
t
y

E
c
o
s
y
s
t
e
m

O
r
g
a
n
i
s
a
t
i
o
n

U
s
e
r
Experience
Doing Well
Doing good
Transformation
Perspectives
on Value
Levels of
Value
Sociology
Ecology
Psychology
Economy
Prot
Stability
Wealth
Core
Values
Shared
Drivers
Wellbeing
Social
Responsibility
Reciprocity
Meaningful Life
Sustainability
Livability
of the
Environment
Value for
Money
Happieness
Belonging
Eco-
Eectiveness
Eco-
Footprint

S
o
c
i
e
t
y

E
c
o
s
y
s
t
e
m

O
r
g
a
n
i
s
a
t
i
o
n

U
s
e
r
Experience
Doing Well
Doing good
Transformation
Design has to
be conceived as
design for,
design with,
and design by
users and
other interpreters.
Then it
creates
value for,
value with,
and value from
users and
other stakeholders.
34
Sounds logic?
It often seems it isnt
Innovation
35
Sounds logic?
It often seems it isnt
Participatory
Design
User-Centered
Design
Design + Emotion
Critical Design
Generative
Design Research
DESIGN-LED
RESEARCH-LED
EXPERT MINDSET
users seen as subjects
(reactive informers)
PARTICIPATORY MINDSET
users seen as partners
(active co-creators)
Human Factors
+ Ergonomics
Usability
Testing
Applied
Ethnography
Lead-User
Innovation
Contexual
Inquiry
Cultural
Probes
Generative
Tools
Scandinavian
Methods
adapted from Sanders, L. (2002). From User-Centered to Participatory Design Approaches. In J. Frascara (Ed.),
Design and the Social Sciences: Making Connections (1st ed., pp. 18). London: Taylor Francis.
46
Some References this Workshop/Presentation was based on:
Beckman, S. L., & Barry, M. (2007). Innovation as a Learning Process: Embedding Design Thinking. California Management Review, 50(1), 2556.
Boland Jr., R., & Collopy, F. (2004). Managing as Designing (1st ed.). Stanford: Stanford Business Books.
Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation:
How Design Thinking Can Transform Organizations and Inspire Innovation. New York: Harper Business.
Buchanan, R. (1992). Wicked Problems in Design Thinking. Design Issues, 8(2), 521.
Cooper, A., Reimann, R., & Cronin, D. (2007). About Face 3: The Essentials of Interaction Design (3rd ed.). Wiley.
Kelley, T., & Littman, J. (2001). The Art of Innovation: Lessons in Creativity from IDEO, Americas Leading Design Firm (1st ed.). New York: Crown Business.
Kelley, T., & Littman, J. (2005). The Ten Faces of Innovation: IDEOs Strategies for Defeating the Devils Advocate and Driving Creativity Throughout Your
Organization. New York: Doubleday.
Kimbell, L. (2009, September). Beyond Design Thinking: Design-as-practice and designs-in-practice. Presentation Paper, Sad Business School, University of
Oxford.
Krippendor, K. (2005). Semantic Turn: New Foundations for Design. Boca Raton, Fla.; London: CRC.
Kuhn, T. (2012). The Structure of Scientic Revolutions: 50th Anniversary Edition (50th anniversary ed.). University of Chicago Press.
Kumar, V. (2012). 101 Design Methods: A Structured Approach for Driving Innovation in Your Organization (1. Auage.). John Wiley & Sons.
Kumar, V., & Whitney, P. (2007). Daily life, not markets: customer-centered design. Journal of Business Strategy, 28(4), 4658.
Liedtka, J. (2000). In Defense of Strategy as Design. California Management Review, 42(3), 830.
Liedtka, J., & Ogilvie, T. (2011). Designing for growth: a design thinking tool kit for managers. New York: Columbia University Press - Columbia Business School
Publishing.
Martin, R. L. (2009a). The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Mcgraw-Hill Professional.
Martin, R. L. (2009b). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.
Nagji, B., & Tu, G. (2012). Managing Your Innovation Portfolio - Harvard Business Review. Harvard Business Review. Retrieved May 1, 2013, .
Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st Edition.). Springer London.
Owen, C. L. (2005a, May 14). Societal Responsibilities. - Growing the Role of Design. . International Conference on Planning and Design, National Cheng Kung
University Tainan, Taiwan.
Owen, C. L. (2005b, October 21). Design Thinking: What It Is, Why It Is Dierent, Where It Has New Value. . Presentation Paper, Gwanju, Korea.
Owen, C. L. (2007). Design Thinking: Notes on its Nature and Use. Design Research Quarterly, 2(1), 1627.
Simon, H. A. (1996). Sciences of the Articial (0003 ed.). The Mit Press.
Suri, J. F. (2005). Thoughtless Acts?: Observations on Intuitive Design (Ideo, Ed.). Chronicle Books.
Ulla Johansson, J. W. The emperors new clothes or the magic wand? The past, present and future of design thinking. . Conference paper - peer reviewed,
Verganti, R. (2009). Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean. Harvard Business Press.
Wetter Edman, K. (2011, September). Service Design - A Conceptualization of an emerging Practice. Licentiate Thesis (PhD), Gteborg: Gteborgs Universitet.
Konstnrliga Fakulteten. Retrieved November 4, 2011, from http://gupea.ub.gu.se/handle/2077/26679.
47
Credits & Attributions
This slideset was developed via fruitful exchanges of
ideas, thoughts and photo material from and with the
following organizations and people:
LaunchLabs
Berlin
Softgarden
Berlin
Service Design Berlin
Schach&Matt
Kira Kraemer
Klara Lindner
Mia Sun Kjaergarrd
Elias Barrasch
Martin Jordan
Holger Rhinow
Design-driven
strategic business
planning
48 Jan Schmiedgen // Fidicinstr. 41 // 10965 Berlin // GERMANY // +49 173 3 83 15 26 // kontakt@schmiedgen.eu

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Design Thinking Bootcamp

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Design Thinking

Bootcamp (2-3 days)

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