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Lecture 6 Design Thinking - Student Version

The document discusses design thinking as a set of principles, tool, and framework for decision making that focuses on the real needs of users. It describes design thinking as having human-centered, multidisciplinary, and iterative components. The document also outlines challenges of design thinking like accepting ambiguity and risk, and discusses how companies apply design thinking to drive innovation.

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Stine Skov Larsen
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29 views29 pages

Lecture 6 Design Thinking - Student Version

The document discusses design thinking as a set of principles, tool, and framework for decision making that focuses on the real needs of users. It describes design thinking as having human-centered, multidisciplinary, and iterative components. The document also outlines challenges of design thinking like accepting ambiguity and risk, and discusses how companies apply design thinking to drive innovation.

Uploaded by

Stine Skov Larsen
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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DESIGN

THINKIN
G
BARBORA GULISOVA,
FALL 2020
DESIGN THINKING
• A SET OF PRINCIPLES
• A TOOL
• DIFFERENT TYPES OF COMPLEXITY -> NEED
FOR HELP TO MAKE SENSE OF THEM

Source: Kolko (2015)


DESIGN THINKING
• DESIGN PRINCIPLES
• WOW FACTOR
• DESIGN THINKING FIRMS
• HUMAN-CENTRED INNOVATION
• DRIVING FORCE: CHANGE IN BUSINESS =>
COMPLEXITY
Source: Naiman (2019)
SHIFT IN FOCUS
Engineering-driven Design-driven

Product-centric Customer-centric
User-experience-
Marketing-focused
focused
Source: Naiman (2019)
THINKING LIKE A DESIGNER

HUMAN TECHNOLOGIC ECONOMICA USE


POINT OF AL FEASIBILITY L VIABILITY CREATIVE
VIEW TOOLS

Source: Naiman (2019)


DESIGN MINDSET

• “… IS NOT PROBLEM-FOCUSED, IT’S


S
SOLUTION-FOCUSED AND ACTION-
ORIENTED. IT INVOLVES BOTH
ANALYSIS AND IMAGINATION”
(NAIMAN, 2011)
Source: Naiman (2019)
DESIGN THINKING PROBLEM-SOLVING
VS. CRITICAL VS. CREATING
THINKING
DESIGN THINKING

INCREMENTAL VS. DIGITAL


DISRUPTIVE TRANSFORMATION
INNOVATION
DESIGN THINKING
Tool

Framework for decision making

Real needs of real people


DESIGN THINKING

STRUCTURED PART SCIENTIFIC ROOM FOR


NETWORK FOR INQUIRY AND IMPROVISATION
UNDERSTANDING PART ART
COMPLEXITY AND
PURSUING INNOVATION
A JOURNEY OF LEARNING AND
DISCOVERY
1. LEARN HOW TO DESIGN A THINKER/DOER FROM A PRACTITIONER
2. CONDUCT LOW RISK EXPERIMENTS
3. LEARN HOW TO COACH AND FACILITATE FOR CREATIVITY, CO-
CREATION
4. FOCUS ON THE USER’S EXPERIENCE
5. HELP TEAMS UNLOCK INSIGHTS, REFRAME PROBLEMS, AND
GENERATE IDEAS
6. ENCOURAGE MULTIPLE PERSPECTIVES

Source: Naiman (2019)


DESIGN-CENTRIC CULTURE
• FOCUS ON USERS’ EXPERIENCES, ESPECIALLY THEIR EMOTIONAL ONES
• CREATE MODELS TO EXAMINE COMPLEX PROBLEMS
• USE PROTOTYPES TO EXPLORE POTENTIAL SOLUTIONS; “SERIOUS
PLAY” (SCHRAGE, 1999)
• TOLERATE FAILURE
• EXHIBIT THOUGHTFUL RESTRAINT

Source: Kolko (2015)


https://dschool.stanford.edu/executive-education/dbootcamp
1. • DEVELOP DEEP
EMPATHI UNDERSTANDING OF USER
ZE NEEDS AND CONTEXT
• FORMATION OF
2. DEFINE
HETEROGENEOUS TEAMS
• DIALOGUE-BASED
3. IDEATE
CONVERSATIONS
4. • GENERATE MULTIPLE
PROTOTY SOLUTIONS
PE • EXPERIMENTATION
• USE STRUCTURED AND
5. TEST
FACILITATED PROCESS
6. ASSESS • EVALUATE , FEEDBACK
SCALING EXAMPLES
Cisco: design thinking for HR solutions
IBM: embedded design thinking into the company
culture
PepsiCo: chief design officer since 2012
Steelcase: team-oriented, open workspaces
SAP: design thinking journey
DESIGN THINKING

Customer/
Commitme Buy-in for
stakeholder
nt for the
involvemen
change innovation
t
WHO APPLIES DESIGN
THINKING?
• COMPANIES WHERE SOFTWARE IS FUNDAMENTAL PART OF THEIR
BUSINESS (E.G. IBM AND GE)
• ESTABLISHED COMPANIES:
• PRODUCTS -> SERVICES
• HARDWARE -> SOFTWARE
• PHYSICAL -> DIGITAL PRODUCTS

• GLOBALIZE INTEND
• COMPETITION FOCUS
Source: Kolko (2015)
• “GOING DIRECT TO CONSUMERS IS A BIG
DISRUPTOR… THERE ARE NEW OPPORTUNITIES
TO GATHER DATA AND INSIGHTS ABOUT
CONSUMER BEHAVIOUR, LIKES, DISLIKES…
THOSE WHO HAVE DATA AND AN APPETITE FOR
INNOVATION WILL PREVAIL.”
- OLOF SCHYBERGSON, THE FOUNDER OF FJORD
Source: Kolko (2015)
DESIGN THINKING
• “COMPOSED OF MINDSETS AND ACTIONS THAT TOGETHER FORM A MULTI-
PLEX WHOLE” (NAKATA & HWANG, 2020)
• THREE SALIENT MINDSETS:
• HUMAN CENTEREDNESS
• ABDUCTIVE REASONING
• LEARNING BY FAILING

• THREE KEY ACTIVITIES:


• DISCOVERY
• IDEATION
• EXPERIMENTATION
Nakata & Hwang (2020)
HOW DOES DESIGN THINKING
WORK?
• HUMAN CENTEREDNESS => DISCOVERY
• ABDUCTIVE REASONING => IDEATION
• LEARNING BY FAILING => EXPERIMENTATION
• DISCOVERY => IDEATION
• IDEATION => EXPERIMENTATION
• EXPERIMENTATION => NEW PRODUCT AND SERVICE
PERFORMANCE
Nakata & Hwang (2020)
CHALLENGES OF DESIGN
THINKING
• ACCEPTING AMBIGUITY
• EMBRACING RISK
• RESETTING EXPECTATIONS

Source: Kolko (2015)


HTTPS://WWW.DESIGN-THINKING-ASSOCIATION.ORG/EXPLO
RE-DESIGN-THINKING-TOPICS/EXTERNAL-LINKS/DESIGN-T
HINKING-CASE-STUDY-INDEX
GROUPS OF 2-3, PRESENT THE CASE FOR THE REST OF THE
CLASS
• CONSULTING • PUBLIC SERVICES & GOVERNMENT
• EDUCATION • SERVICES
• FAST MOVING CONSUMER GOODS • SOCIAL IMPACT
• HEALTHCARE • SOFTWARE
• HUMAN RESOURCES • TECHNOLOGY
• MEDIA & JOURNALISM • TRANSPORTATION
NEXT TIME
LENE NOER PRESENTATION
REFERENCES

• WWW.CREATIVITYATWORK.COM
• KOLKO, J. (2015) DESIGN THINKING COMES OF AGE. HARVARD BUSINESS REVIEW, SEPTEMBER
2015
• NAIMAN, L. (2019) DESIGN THINKING AS A STRATEGY FOR INNOVATION,
HTTPS://WWW.CREATIVITYATWORK.COM/DESIGN-THINKING-STRATEGY-FOR-INNOVATION/
• NAKATA & HWANG (2020) DESIGN THINKING FOR INNOVATION: COMPOSITION, CONSEQUENCE,
AND CONTINGENCY. JOURNAL OF BUSINESS RESEARCH, 118, PP. 117-128
• SCHRAGE, M. (1999). SERIOUS PLAY: HOW THE WORLD'S BEST COMPANIES SIMULATE TO INNOVATE.
HARVARD BUSINESS PRESS.

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