5. 1. Getting Under your Skin,
or How Design Thinking Is About More Than Style
6. Inspiration
• the problem or
opportunity that
motivates the
search for
solutions
Ideation
• the process of
generating,
developing, and
testing ideas
Three spaces of
innovation
Implementation
• the path that leads
from the project
room to the
market
7. Feasibility
• what is
functionally
possible
within the
foreseeable
future
Viability
• what is
likely to
become part
of a
sustainable
business
model
Desirability
• what makes
sense to
people and
for people
Criteria for successful
ideas
8. Design project
From concept to reality
Is not open-ended and
ongoing
It has a beginning, a
middle, and an end
Restrictions
Forces us to articulate
a clear goal at the
The project
outset
Review progress,
make midcourse
corrections, and
redirect future activity
Level of
creative energy
The clarity, direction,
and limits of a well-defined
project are
vital
11. Collaborative
Design
practice
Environment (social and spatial)
in which people know they can experiment,
take risks, and explore the full range
of their faculties
Cultures of innovation
Focused
Responsive Flexible
Balance
13. Design paradigm: migration of designers toward social and behavioral problems
to recognize unmet needs
Actual
experiences
Behaviors Solution
Insight: learning from the
lives of others
14. Observation relies on
quality, not quantity…
Observation: watching what people
don’t do, listening to what they don’t say
16. 3. A Mental Matrix,
or “These People Have No Process!”
17. The process of the design thinker: looks like a rhythmic exchange between the
Diverge
divergent and convergent phases
Create
choices
Make
choices
Convergent and
divergent thinking
Converge
New options emerge Eliminate options
18. Trust
Optimism
Confidence
Without optimism – the
unshakable belief that
things could be better than
they are – the will
to experiment will be
continually frustrated until
it withers.
A culture of optimism
20. Essential component of
design thinking.
Think with your hands
to unlock your
imagination.
The power of prototyping
21. Process
Quality Content
Quick and dirty
Prototyping
generates
results faster
We will be able
to evaluate
them, refine
them (ideas)
Early
prototypes
should be fast,
rough, and
cheap
22. • Give form to an
idea
• Strengths and
weaknesses
Prototype
Feedback • Achieve enough
• New direction
• More detailed
• More refined
Enough is enough
resolution
• Pick what we want
to learn about
Enough
23. How to prototype
nonphysical
experiences
The “customer
journey”
Touch points: the
customer and the
service or brand
interact
Storyboard-> Scenarios
Prototyping things you
can’t pick up
25. Minding your own
business
Banner
compelling
vision of
the
customer
experience
project
team built
prototypes
walk-through
experience
Prototype business
strategies, offerings
and organizations
Construct a road map:
technical and
analytical grounding
Displays the elements
of technology,
business and culture
26. New organizational
structures
Less tolerance for
error
Constant change is
inevitable
They slow us down to
speed us up
Phase shift: prototyping
an organization
28. Massive Change
True costs of the
choices we make
Reassessment of
the systems and
processes we use
to create new
things
Find ways to
encourage
individuals to
move toward
more sustainable
behaviors
The future of companies,
economies and Planet Earth
