Design Thinking 101 Workshop

1. DESIGN THINKING December 2017 INTRODUCTION TO

2. Welcome Intro, background context & goals for today 2

3. AGENDA Kickoff: Background, Introduction & Goals for Today Overview of Design Thinking - What is Design Thinking? What is it Not? - What does it look like in Action? Case Stories of How & Where It Is Being Used - Companies like Airbnb, GE Healthcare, Laperye furniture - Cities like Sydney - Consultancies like ThoughtWorks, IDEO - And many more examples Taking Action - Why Use Design Thinking? - How Can Leaders Enable Design Thinking To Happen? - Resources To Use and Learn More Wrap up: Takeaways and Q&A 3

4. TODAY’S WORKSHOP • No laptops or phones • Interactive discussion - Full participation • Parking Lot • Good is the enemy of great (time) 4

5. FIRST, AN INTRO EXERCISE Dot-voting on the Agenda • Vote where you are most interested to spend time • Put multiple dots on the same topic, or split them up Write down your Insights/Takeaways and Questions as we go • Write in capitals using sharpie, (so they can be read) • 1 idea per sticky note (so they can be moved) • Stickies can be anonymous, or not (you decide) 5

6. Overview of Design Thinking Natalie Hollier, Product & Design Principal at ThoughtWorks 6

7. 7 Tell me: What is design?

8. 8 A solution to a problem or need, within set constraints.

9. DESIGN IN CONTEXT • Architects design living environments within the constraints of space and material • Civil engineers design infrastructure within the constraints material • Graphic artists at advertising agencies design messages within the constraints of media • City planners design public transport services within the constraints of traffic and movement 9

10. THE DESIGN OF EXPERIENCES User Experience Designers (UX, XD) solve problems for people within the constraints of business and technology. 10

11. EMBRACE CONSTRAINT “When forced to work within a strict framework the imagination is taxed to its utmost - and will produce its richest ideas. Given total freedom the work is likely to sprawl.” -T.S. Eliot 11

12. 1 2 Tell me: What is design? Design Thinking

13. HISTORY: DESIGN THINKING IS AS OLD AS DESIGN The term was coined in the 1990's by David Kelley and Tim Brown of IDEO, with Roger Martin, and encapsulated methods and ideas that have been brewing for years into a single unified concept. 13 1956 Eame’s Chair 1998 Apple iMac

14. Design Thinking is the discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity. Tim Brown, IDEO

15. The mission of design thinking is to translate observations into insights and insights into products and services that will improve lives. Tim Brown, CEO IDEO Change by Design HOW?

16. DESIGN THINKING PROCESS - Stanford d.School 16

17. 1 FIND THE RIGHT PROBLEM FIND THE RIGHT SOLUTION trigger vision & plan solution

18. WHO, WHAT, WHERE & WHEN? • WHO - Whole team; design, business, engineering • WHAT - Collaborative, creative, visual, make things, test ideas, iterate • WHERE - Together in a shared space, and anywhere your users are • WHEN - Heavier in the beginning of a new product/service, and lightweight ongoing 18

19. MINDSET Design Thinking is a mindset more than a specific process or artifacts. In reality it is more like this: 19

20. WHAT DESIGN THINKING IS NOT • Workshops with sticky notes • Creating design artifacts • Only for designers • Only for products (or only for services) • Lean, Agile or Waterfall methods – it can be independent of or combined with any development methodology 20

21. WHAT DOES IT LOOK LIKE IN ACTION? 21 EMPATHIZE DEFINE IDEATE PROTOTYPE TEST Discover User Needs and Understand the Problem Space

22. SAMPLE ACTIVITIES FOR DISCOVERY EMPATHY INTERVIEW GROUP DISCUSSIONS SECONDARY RESEARCH COMPETITIVE ANALYSIS PERSONAL INVENTORY OBSERVATION SPACE/ PLACE VISITS CAMERA JOURNALS Who can we interview to better understand our problem? What data, case studies or research already exists about this problem? Who might we observe to better understand the needs and flow of the problem? What spaces and places can we go to for information and inspiration? Who can we bring together in a dialogue to dig deeper into the problem? Can we create a documentary record of the problem? How can we best harvest media? What other solutions exist in the current market, the past or adjacent industries? What personal artifacts, objects or contexts can we get people to explain to us? LOW-BARRIER ACTIVITIES

23. SAMPLE ARTIFACTS FROM DISCOVERY • Empathy Map • Persona • User Journey • Service Blueprint

24. WHAT DOES IT LOOK LIKE IN ACTION? 24 EMPATHIZE DEFINE IDEATE PROTOTYPE TEST Synthesize Insights & Define Opportunities

25. CLUSTERING DATA ON A USER JOURNEY ENTICE ENTER ENGAGE EXIT EXTEND CUSTOMER JOURNEY MAP + _ 2

26. IDENTIFYING INSIGHTS INSIGHTS IN THE DATA Cluster + Interpret What patterns and themes emerge from the data? What are the underlying needs and motivations behind people’s thoughts, feelings, and behaviors? 2 AFFINITY MAPPING + INTERPRETATION

27. INSIGHTS FROM DATA DATA VS. NEEDS DATA NEED “Hannah loves getting free room upgrades.” “Unexpected gifts make people feel special.” DATA INSIGHT

28. REFRAMING PAIN POINTS AS OPPORTUNITIES

29. SAMPLE ARTIFACTS FROM DEFINE • Research Insights Report • “How Might We ..?” Opportunity Statements • Opportunity Backlog

30. WHAT DOES IT LOOK LIKE IN ACTION? 30 EMPATHIZE DEFINE IDEATE PROTOTYPE TEST Divergent Ideation of Solution Concepts

31. IDEATION ACTIVITIES & TIPS IDEATE: TIPS Don’t mix Open and Close Trying to do both at the same time is soul-crushing and counter-productive! Make sure everyone knows what mode you’re in. Balance personal and group Groupthink is a powerful tool…use it lightly. Give teams time to generate both alone and in groups. • Individual brainstorming & concept generation • Group brainstorming • User co-design workshops • Concept generation templates & activities • Prioritization exercises IDEO’S 7 RULES OF BRAINSTORMING

32. SAMPLE ARTIFACTS FROM IDEATE • Idea Backlog • Concept Vision • Concept Sketch @thedesigngym

33. WHAT DOES IT LOOK LIKE IN ACTION? 33 EMPATHIZE DEFINE IDEATE PROTOTYPE TEST Rapidly Build Solution Concepts

34. SAMPLE ACTIVITIES & ARTIFACTS FROM PROTOTYPE • Paper Sketch Wireframes • Clickable Design Wireframes • Interactive Software Code • Physical Props • Interactive Hardware • To-Be Service Blueprint

35. WHAT DOES IT LOOK LIKE IN ACTION? 35 EMPATHIZE DEFINE IDEATE PROTOTYPE TEST Validate Solution Concepts with Real Users

36. REMEMBER WHAT YOU ARE TESTING CONCEPT TESTING Does our solution solve the problem? USABILITY TESTING Is the implementation usable? Concept testing is best done with low fidelity prototypes or other methods (survey, photos/images, explainer video, etc) Usability testing is best done with interactive / working prototypes (physical or digital)

37. SAMPLE ACTIVITIES & ARTIFACTS FROM TEST • Survey Results • Raw User Feedback • Observed User Behavior Data • A/B Test Data • Task Completion Success Rate • Research Findings Report

38. Case Stories of Design Thinking How and where is it being used? 38

39. • 2 founders have Industrial Design background • Quality Photos - a non-scalable experiment • Snow White - storyboards point to mobile • Why Hosts Reject – tree taxonomy of reasons • Brainstorming sessions – done right with facilitator, pre/post data & research Airbnb: DESIGN CULTURE 39

40. • Reduced children’s anxiety • Patient satisfaction scores went up 90 percent • Children holding still  doctors don’t have to repeat the scans • Reduced need for anesthesiologists  more patients scanned per day • Greater efficiency  improved financial performance GE Healthcare: CHILDREN’S SCANS 40

41. City of Sydney: DESIGNING OUT CRIME 41

42. Lapeyre: BATHROOM FOR ELDERLY 42 1of 6 prototype iterations tested CAD model of bathroom with chair seat cabinet Team built empathy wearing age suits

43. ThoughtWorks BAHMNI – EMR & HOSPITAL SYSTEM 43 Observing Admin Staff searching for a patient record at JSS Hospital in India Observing a hospital in Butan in order to adapt the registration flow to suit their needs

44. IDEO – SHOPPING CART CONCEPT 44

45. MORE CASE STORIES • IBM https://www.ibm.com/design/thinking/ • Procter & Gamble – Olay https://hbr.org/video/4443548301001/the-explainer-design-thinking • Capital One Bank https://www.forbes.com/sites/alfresco/2017/03/10/capital-one-embraces-design- thinking/ • Mayo Clinic Healthcare http://centerforinnovation.mayo.edu/ • Rotterdam Eye Hospital https://hbr.org/2017/11/how-design-thinking-is-improving-patient-caregiver- conversations and http://thisisdesignthinking.net/2017/01/rotterdam-eye-hospital/ • John Hopkins Hospital https://hbr.org/2017/08/health-care-providers-can-use-design-thinking-to- improve-patient-experiences • Kaiser Permanente Hospital, Shimano Bicycles and others https://hbr.org/2008/06/design-thinking • And many, many more http://thisisdesignthinking.net/category/cases/ 45

46. Taking Action Implementing Design Thinking in your organization 46

47. WHY USE DESIGN THINKING? • You are not your users; blind spots from expert bias, employee context, familiarity • Better products & services, customer experience • Save time & money by building the right solution first time. A beautiful design solving the wrong problem will fail • Innovation from divergent thinking, exploring multiple solutions • Design-centered companies achieve better results (e.g. higher stock price) 47

48. HOW CAN LEADERS ENABLE DESIGN THINKING? • Condone the process: Empower team to have space, timeline, resources • Enable the team: promote, organize, or reimburse team training • Remove blockers: Help provide access to users • Lead by example: encourage diversity of opinions, exploring multiple possible solutions, validating with users • Reframe what you ask for: Provide requirements in terms of goals and constraints rather than solutions/features • Hold them accountable to results: Focus on achieving and measuring outcomes over outputs • Champion the mindset: Love the problem not the solution 48

49. RESOURCES TO USE NOW Activity Toolkits • Stanford d.School Bootcamp Bootleg https://dschool.stanford.edu/resources/the-bootcamp-bootleg • IDEO Design Kit http://www.designkit.org/methods • Universal Methods of Design by Bruce Harrington and Bella Martin • Innovation games http://www.innovationgames.com/the-innovation-games • Game storming by Dave Gray, Sunni Brown and James Macanufo 49

50. RESOURCES TO LEARN MORE Articles • Design Thinking 101 https://www.nngroup.com/articles/design-thinking/ • Design Thinking Comes of Age https://hbr.org/2015/09/design-thinking-comes-of-age Books • Change By Design by Tim Brown • Sprint by Jake Knapp • The Design of Everyday Things by Don Norman Courses • IDEO U https://www.ideou.com/products/hello-design-thinking • Stanford d.School https://dschool.stanford.edu/programs/executive-education 50

51. • Understanding Design Thinking, Lean & Agile http://www.oreilly.com/design/free/understanding-design-thinking- lean-and-agile.csp • Actionable Innovation https://info.thoughtworks.com/ebook-actionable-innovation.html • The Lean Product Guide www.leanproductguide.com • To The Point - A recipe for creating lean products www.leanpub.com/tothepoint - • Lean Enterprise: Adopting Continuous Delivery, DevOps and Lean Startup at Scale (O’Reilly) MORE FROM OUR PRACTITIONERS

52. Takeaways + Q&A Insights from today’s workshop 52

53. ABOUT THAT STICKY EXERCISE … What effect did dot-voting and clustering (affinity grouping) on Agenda, Q&A and Takeaways have on today’s workshop? 53

54. THANK YOU Natalie Hollier North America Product & Design Principal ThoughtWorks nhollier@thoughtworks.com 54

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