1.
Tools of
Thought Translator

2.
History of Design Thinking
Horst Rittel coined the term “Wicked Problems.”
championed the human experience and
perception when designing.
1973
Richard Buchanan published Wicked Problems
in Design Thinking.
1992
IDEO has popularize the terms Design Thinking
and Human-Centered Design
1991
IBM executives decided to build a new
development approach.
2012

3.
Designers don’t try to search for a solution until
they have determined the real problem, and even
then, instead of solving that problem, they stop
to consider a wide range of potential solutions. Only
then will they converge upon their proposal.
DESIGN THINKING PROCESS
-Don Norman,
author, The Design of Everyday Things
”

4.
Enterprise Design Thinking
INTRODUCTION
It helps teams to continuously understand
and deliver.
A framework that aligns multi-disciplinary
teams around the real needs of their users.

5.
Enterprise Design Thinking
INTRODUCTION
It’s a proven way to come to better solutions,
faster.
Teams can work more efficiently, because
they stay aligned and keep people at the
center of their work.

6.
Fail Early &
Learn Well
Enterprise Design Thinking
MINDSETS
You have to know
what doesn’t work
in order to really
appreciate
what does!

7.
Be Patient,
Be Explorer.
Enterprise Design Thinking
MINDSETS
The best designs
don’t happen in a
single stroke.
Be able to better
appreciate, accomplish
the ideas of others

8.
Be Wild Duck.
Enterprise Design Thinking
MINDSETS
A restless explorer
who are always
looking for a new
angle on a big
problem.

9.
The Framework

10.
Enterprise Design Thinking
THE FRAMEWORK
A human-centered mission to solve our
users’ problems at the speed and scale of the
complex enterprise.
The Principles The Loop The Keys

11.
Enterprise Design Thinking
PRINCIPLES
See problems and solutions as an ongoing
conversation.

12.
Enterprise Design Thinking
FOCUS ON USER OUTCOMES
Success isn’t measured by the features we ship - its
measured by how well we fulfill our users` needs.
Shift the conversation from one about features and
functions to one about users and user outcomes.
help us deliver more useful, usable, and desirable
solutions.

13.
Enterprise Design Thinking
FOCUS ON USER OUTCOMES
Differentiate between users and clients
Build empathy with users
Understand their role

14.
Enterprise Design Thinking
DIVERSE EMPOWERED TEAMS
Two team factors to generate better ideas and deliver
outcomes for users: diversity and empowerment
Diverse teams see the same problem from many
angles.
Empower them with the expertise and authority to
turn those ideas into outcomes.

15.
Enterprise Design Thinking
DIVERSE EMPOWERED TEAMS
Differentiation through diversity
Speed through empowerment
Form self-contained teams

16.
Enterprise Design Thinking
RESTLESS REINVENTION
Everything is a prototype. Everything; even in-market
solutions.
When you think of everything as just another iteration,
you are empowered to bring new thinking to the oldest
problems.

17.
Enterprise Design Thinking
THE LOOP
Understand users’ needs and deliver outcomes
continuously.

18.
Enterprise Design Thinking
THE LOOP
Understand users’ needs and deliver outcomes
continuously.

19.
Enterprise Design Thinking
OBSERVE
Everyone on your team should have chance to see
their users’ world
Observing users in their world gives you the
opportunity to empathize with their experience,
understand their context, uncover hidden needs, and
hear their honest feedback.

20.
Enterprise Design Thinking
OBSERVE

21.
Enterprise Design Thinking
OBSERVE

22.
Enterprise Design Thinking
OBSERVE

23.
Enterprise Design Thinking
REFLECT
Reflecting brings your team together to synchronize
your movements and synthesize what you’ve learned.
Come together and look within!
Get to know each other.
Align on intent
Plan ahead

24.
Enterprise Design Thinking
REFLECT

25.
Enterprise Design Thinking
REFLECT

26.
Enterprise Design Thinking
MAKE
Explore possibilities
The earlier you make, the faster you learn
Don’t be afraid to share ideas even if they aren’t fully
baked
Prototype concepts
Drive outcomes

27.
Enterprise Design Thinking
MAKE

28.
Enterprise Design Thinking
MAKE

29.
Enterprise Design Thinking
THE KEYS
If every problem could be solved by a handful of
people, the Loop would be enough. But in the real
world, complex problems call for complex teams.

30.
Enterprise Design Thinking
HILLS
Align complex teams around a common understanding
of the most important user outcomes to achieve.
A Sales Leader can assemble an agile response team in under 24 hours,
without management involvement
Who What Wow
Focus on Three and Only Three Hills
Commit resources
Break them down

31.
Enterprise Design Thinking
PLAYBACKS
Reflect together in a safe space to tell stories and
exchange feedback.
Hills Playbacks
Playback Zero
Delivery Playbacks
Tell your story | Make us care.
Show before you tell
If disagreements arise, don’t panic. the goal isn’t perfection — its
clear, engaging communication.

32.
Enterprise Design Thinking
SPONSOR USER
Give user a seat at the table. Invite them to observe,
reflect and make with you.
Design for real target users rather than imagined needs.
Sponsor User should attend Playbacks.
Potential users are all around us.
Users that bring lived experience and domain expertise to the team.
Active Participants that help you deliver outcomes meet their needs.
Interactions ensures that your product is valuable and effortless.

33.
ç

34.
Radical collaboration means that all key
stakeholders are part of co-creating great user
experience from the beginning. You need to commit
to a cross-discipline way of working throughout the
entirety of a release.

35.
Enterprise Design Thinking
TOOLKIT
Empathy Map
Help to put your team in your users shoes, align on pains and gains.

36.
Enterprise Design Thinking
TOOLKIT
Empathy Map

37.
Enterprise Design Thinking
TOOLKIT
Empathy Map
Make sure you have defensible data based on real observations
Gather
Draw grid and label quadrants with; Says, Does, thinks and Feels.
sketch your user in the center. Describe who they are or what they do.
Setting up
Everyone place what they know about the user within the appropriate quadrant.
Capture Observation
Look for similar or related items. then, move them closer together.
Cluster

38.
Enterprise Design Thinking
TOOLKIT
Empathy Map
Stay focused on your users.
Diverge to get everyone’s ideas. then, converge to determine the strongest ideas.
Everyone participates.
Yes, and …
keep them at the center of your attention.
there are no bad ideas.
stay engaged and avoid side conversations.
instead of dismissing an idea, push yourself to build on them.

39.
Enterprise Design Thinking
TOOLKIT
Prioritization Grid
Help to prioritize anything, big-idea to user stories, by focusing
discussions on user value and feasibility.

40.
Enterprise Design Thinking
TOOLKIT
Prioritization Grid
Draw two axes: “Importance to the user” (low to high) and “Feasibility for the team” (difficult to easy).
Set up the activity
Evaluate each idea on their own, and roughly plot them on the grid where they make sense.
Evaluate ideas
Draw rough sections across the map radiating out from the upper left. Label them No brainers, Utilities, Big
bets, and Unwise.
Focus the discussion around Big bets; mid-feasibility, high-importance.
Focus the discussions

41.
Enterprise Design Thinking
TOOLKIT
Big Idea Vignettes
Rapidly diverge on a breadth of possible solutions to meet your
users’ needs.

42.
Enterprise Design Thinking
TOOLKIT
Big Idea Vignettes
Begin the activity with a good prompt. Write this prompt somewhere everyone can see it.
Set up the prompt
Create many big ideas and quickly share them with each other. Avoid talking about implementation details.
Diverge
Converge on a set that you would want to advance.
Look for similar ideas. Move them physically closer together. As you do, name the clusters.
Converge

43.
Enterprise Design Thinking
TOOLKIT
Experience-based Roadmap
Help to scope what you’d like your users to be able to do, and when
you’ll deliver those experiences.

44.
Enterprise Design Thinking
TOOLKIT
Experience-based Roadmap
Label columns: Near-Term, Mid-Term, Long-Term. Write statement: Our user can/ Our user will be able to …
Set the structure
Complete the sentence with user enablements related to your solution. Something like: “Our user will be
able to... sign up for a trial”.
Put everything on the table
Do certain ideas need to be implemented in the near-term, or can they wait until a future release?
Sort ideas into groups

45.
Agile and IBM Design Thinking
CUSTOMER
COLLABORATION
WORKING
PRODUCT
RESPONDING
TO CHANGE
INDIVIDUALS
AND INTERACTIONS
FOCUS ON
OUTCOMES
FOR USERS
CONTINUOUS
DELIVERY
AND
LEARNING
RADICAL
COLLABORATION

46.
Agile and IBM Design Thinking
Clarity of
outcomes
Self-directed
whole teams
Iteration &
Learning
Focus on
user outcomes
Multidiscipline
teams
Restless
reinvention
IBM Design Thinking
principles
Agile principles

47.
Enterprise Design Thinking
KEY TAKEAWAYS
Make the user the NORTH STAR.
Co-create with your business users and stakeholders from Day 1.
Diversity is crucial to a team’s ability to deliver robust, differentiated outcomes.
Playback at any time for a feedback.
Succeed or fail as a team.

48.
IBM Design Language
Enterprise Design Thinking
Practice Design Thinking
Empath Map: a complete Guide
Enterprise Design Thinking
KNOWING HOW

49.
Thank you!
Ahmed Kraiz
Business Analyst
akraiz@live.com
0 5 9 0 0 6 5 1 6 2