The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.
An overview of common process models of design and design thinking and a reflection on the ways they relate to solving business problems, and specifically how they relate to enterprise education.
A key paper suggesting a synthesis of the design thinking process to lean startup is highlighted as a starting point for enterprise educators.
Additionally a few case studies of design driven interventions in enterprise educations are presented to exemplify the application of the approach
Learn how to deconstruct what it means to be "Open," as well as how to engage developers, leverage users, and shape your data to make your platform ready for commercial use.
Presented April 14th, 2009, at BayCHI: http://www.baychi.org/calendar/20090414/
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
Tasarım Odaklı Düşünme tek başına bir beceri değildir. Yaratıcı ve Stratejik düşünme becerilerinin yüksek olduğu bireylerde daha etkilidir. Oyun tabanlı ve Oyunlaştırmalı eğitimle gelişebilir.
The document discusses design thinking, including its definition as a creative problem-solving approach using specific tools and methods. It outlines the process of design thinking, including understanding the problem, observing users, visualizing solutions, evaluating prototypes, and implementing ideas. The document uses IDEO as a case study, outlining its design thinking methodology and challenges in scaling the approach. It concludes that design thinking is helpful for "wicked" problems and that its future relies on empowering creativity and integrating design into business strategy.
The times they are a-changin’…
And so you have learned about new business models.
Now, be ready for the next 10 disruptive waves.
10 Markets
10 Business Models
50 Examples
100+ Slides
Disruptive Education Model
Disruptive Banking Model
Disruptive Technology Model
Disruptive Media Model
Disruptive Cable & Telco Model
Disruptive Medical Model
Disruptive Travel Model
Disruptive Government Model
Disruptive Consumer Goods Model
Disruptive Retail Model
Produced by Thaesis
Supported by Trendwatching.com
An overview of common process models of design and design thinking and a reflection on the ways they relate to solving business problems, and specifically how they relate to enterprise education.
A key paper suggesting a synthesis of the design thinking process to lean startup is highlighted as a starting point for enterprise educators.
Additionally a few case studies of design driven interventions in enterprise educations are presented to exemplify the application of the approach
Learn how to deconstruct what it means to be "Open," as well as how to engage developers, leverage users, and shape your data to make your platform ready for commercial use.
Presented April 14th, 2009, at BayCHI: http://www.baychi.org/calendar/20090414/
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
Tasarım Odaklı Düşünme tek başına bir beceri değildir. Yaratıcı ve Stratejik düşünme becerilerinin yüksek olduğu bireylerde daha etkilidir. Oyun tabanlı ve Oyunlaştırmalı eğitimle gelişebilir.
The document discusses design thinking, including its definition as a creative problem-solving approach using specific tools and methods. It outlines the process of design thinking, including understanding the problem, observing users, visualizing solutions, evaluating prototypes, and implementing ideas. The document uses IDEO as a case study, outlining its design thinking methodology and challenges in scaling the approach. It concludes that design thinking is helpful for "wicked" problems and that its future relies on empowering creativity and integrating design into business strategy.
The times they are a-changin’…
And so you have learned about new business models.
Now, be ready for the next 10 disruptive waves.
10 Markets
10 Business Models
50 Examples
100+ Slides
Disruptive Education Model
Disruptive Banking Model
Disruptive Technology Model
Disruptive Media Model
Disruptive Cable & Telco Model
Disruptive Medical Model
Disruptive Travel Model
Disruptive Government Model
Disruptive Consumer Goods Model
Disruptive Retail Model
Produced by Thaesis
Supported by Trendwatching.com
Digital Business Transformation | Strategy + Executionfeature[23]
The document discusses how businesses need to transform into digital leaders to survive in today's digital world. It notes that 75% of businesses will be digital businesses or preparing to become one by 2020. Only 30% of companies attempting to go digital will succeed. The document provides advice on how businesses can overcome obstacles like traditional IT, sourcing, and literacy to transform their business models, customer experiences and operations through approaches like digital maturity assessments, accelerating speed to market, and gaining cost and quality transparency in technology investments. The goal is to help businesses reimagine themselves and adapt continuously to thrive in the digital age.
This executive summary explains why we released an updated version of the Platform Design Toolkit - The definitive set of design thinking and system modeling tools to design digital and non digital Platforms to access powerful Ecosystems and reach objectives way beyond the boundaries of your firm.
For More information on the Toolkit visit: www.platformdesigntoolkit.com
For more complete presentation and context post see: http://meedabyte.com/2015/11/06/platform-design-toolkit-2-0-open-for-comments/
The document discusses platform business models and digital ecosystems. It defines a platform business model as one that builds value for multiple sides in a market by consolidating customers and simplifying processes. Examples of digital platform businesses include desktop operating systems, game consoles, and payment systems. The document outlines that platform businesses are built on network effects, and their openness is critical. It also discusses how platform models can generate profits through first and third party usage and build digital ecosystems through virtuous cycles of competition and collaboration.
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
The document discusses managing a portfolio of business models and innovation to build an "invincible company". It introduces tools like the Portfolio Map to visualize different business models in terms of risk and return across an explore/exploit continuum. The goal is to balance high-risk exploratory models with more stable exploitative models. It also discusses establishing an innovation culture and regularly reinventing the company's business model to stay ahead of disruption.
Design with IDEO: Designing Sustainable Human Centered Business ModelsPemo Theodore
The document discusses the process of business design and the business model canvas. It emphasizes that design involves considering technical, business, and human factors holistically. An effective business model incorporates perspectives on offerings, operations, economics, marketing, and growth strategy. The business model canvas is a tool to design these perspectives and test assumptions through simple early experiments. The process involves clearly defining customer needs and value propositions, and designing how value will be operationally delivered. It highlights that business design requires continually exploring options, testing assumptions empirically and keeping the model hypothesis simple and elegant.
The Houzz app has become bloated and impersonal, providing too many choices and navigation styles that distract from the main user goal of browsing home inspiration. The document proposes simplifying the user experience by focusing the home screen on inspirational photography, generating recommendations based on the user's saved images rather than an initial quiz, and reducing overall choices and complexity to streamline navigation.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
Discovering how Enterprise Design Thinking is a powerful approach to innovation and brand differentiation, focused on creating experiences that delight customers. Design Thinking adds three core practices to traditional approaches: Hills, playbacks, and sponsor users
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Top 3 ways to use your UX team - producttank DFW MeetupJeremy Johnson
As a product owner or manager how should you be using your User Experience team? In this quick talk I go over the top three ways to use your UX team to support you in building better products.
This document provides a summary of a presentation on metaverse enterprise platform development. It discusses why the concept of the metaverse is gaining attention now due to technological assimilation. It provides examples of metaverse use cases including an AI innovation platform and describes what a metaverse enterprise would entail. It also maps the metaverse to emerging technologies and provides examples of applications for sustainability. The document concludes with an overview of how a metaverse could be applied to create a sustainable smart city.
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
The essential elements of a digital transformation strategyMarcel Santilli
This document discusses how digital transformation is inevitable for enterprises due to ongoing digital disruption. It defines digital transformation as using digital technologies to improve customer experience, products/services, and business operations. The document outlines three approaches to digital transformation: IT transformation, business operations transformation, and business model transformation. It recommends that enterprises focus on business operations transformation by recognizing disruption, focusing on customers, rethinking their business, and not waiting too long to transform.
Digital Transformation - an introductionsimonbarna
When you commission a new digital solution, you'll change your business operation and strategy: this is digital transformation. Here's an overview of how to do it well.
The document discusses design driven innovation, design thinking, and service design. It contrasts deductive and inductive reasoning, noting that deductive reasoning works from the general to the specific while inductive reasoning works from specific observations to broader theories. It also mentions that service design aims to address "wicked problems."
The document discusses using design driven innovation to transform everyday products into experiences. It uses the example of transforming a coffee brewer from a utilitarian device into a coffee experience. The document advocates using human-centered design and design driven innovation to discover and fulfill unmet needs, and provides examples of how this approach could drive both incremental and radical changes to technologies like transportation and healthcare.
Digital Business Transformation | Strategy + Executionfeature[23]
The document discusses how businesses need to transform into digital leaders to survive in today's digital world. It notes that 75% of businesses will be digital businesses or preparing to become one by 2020. Only 30% of companies attempting to go digital will succeed. The document provides advice on how businesses can overcome obstacles like traditional IT, sourcing, and literacy to transform their business models, customer experiences and operations through approaches like digital maturity assessments, accelerating speed to market, and gaining cost and quality transparency in technology investments. The goal is to help businesses reimagine themselves and adapt continuously to thrive in the digital age.
This executive summary explains why we released an updated version of the Platform Design Toolkit - The definitive set of design thinking and system modeling tools to design digital and non digital Platforms to access powerful Ecosystems and reach objectives way beyond the boundaries of your firm.
For More information on the Toolkit visit: www.platformdesigntoolkit.com
For more complete presentation and context post see: http://meedabyte.com/2015/11/06/platform-design-toolkit-2-0-open-for-comments/
The document discusses platform business models and digital ecosystems. It defines a platform business model as one that builds value for multiple sides in a market by consolidating customers and simplifying processes. Examples of digital platform businesses include desktop operating systems, game consoles, and payment systems. The document outlines that platform businesses are built on network effects, and their openness is critical. It also discusses how platform models can generate profits through first and third party usage and build digital ecosystems through virtuous cycles of competition and collaboration.
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
The document discusses managing a portfolio of business models and innovation to build an "invincible company". It introduces tools like the Portfolio Map to visualize different business models in terms of risk and return across an explore/exploit continuum. The goal is to balance high-risk exploratory models with more stable exploitative models. It also discusses establishing an innovation culture and regularly reinventing the company's business model to stay ahead of disruption.
Design with IDEO: Designing Sustainable Human Centered Business ModelsPemo Theodore
The document discusses the process of business design and the business model canvas. It emphasizes that design involves considering technical, business, and human factors holistically. An effective business model incorporates perspectives on offerings, operations, economics, marketing, and growth strategy. The business model canvas is a tool to design these perspectives and test assumptions through simple early experiments. The process involves clearly defining customer needs and value propositions, and designing how value will be operationally delivered. It highlights that business design requires continually exploring options, testing assumptions empirically and keeping the model hypothesis simple and elegant.
The Houzz app has become bloated and impersonal, providing too many choices and navigation styles that distract from the main user goal of browsing home inspiration. The document proposes simplifying the user experience by focusing the home screen on inspirational photography, generating recommendations based on the user's saved images rather than an initial quiz, and reducing overall choices and complexity to streamline navigation.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
Discovering how Enterprise Design Thinking is a powerful approach to innovation and brand differentiation, focused on creating experiences that delight customers. Design Thinking adds three core practices to traditional approaches: Hills, playbacks, and sponsor users
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Top 3 ways to use your UX team - producttank DFW MeetupJeremy Johnson
As a product owner or manager how should you be using your User Experience team? In this quick talk I go over the top three ways to use your UX team to support you in building better products.
This document provides a summary of a presentation on metaverse enterprise platform development. It discusses why the concept of the metaverse is gaining attention now due to technological assimilation. It provides examples of metaverse use cases including an AI innovation platform and describes what a metaverse enterprise would entail. It also maps the metaverse to emerging technologies and provides examples of applications for sustainability. The document concludes with an overview of how a metaverse could be applied to create a sustainable smart city.
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
The essential elements of a digital transformation strategyMarcel Santilli
This document discusses how digital transformation is inevitable for enterprises due to ongoing digital disruption. It defines digital transformation as using digital technologies to improve customer experience, products/services, and business operations. The document outlines three approaches to digital transformation: IT transformation, business operations transformation, and business model transformation. It recommends that enterprises focus on business operations transformation by recognizing disruption, focusing on customers, rethinking their business, and not waiting too long to transform.
Digital Transformation - an introductionsimonbarna
When you commission a new digital solution, you'll change your business operation and strategy: this is digital transformation. Here's an overview of how to do it well.
The document discusses design driven innovation, design thinking, and service design. It contrasts deductive and inductive reasoning, noting that deductive reasoning works from the general to the specific while inductive reasoning works from specific observations to broader theories. It also mentions that service design aims to address "wicked problems."
The document discusses using design driven innovation to transform everyday products into experiences. It uses the example of transforming a coffee brewer from a utilitarian device into a coffee experience. The document advocates using human-centered design and design driven innovation to discover and fulfill unmet needs, and provides examples of how this approach could drive both incremental and radical changes to technologies like transportation and healthcare.
Two models of design-driven innovation - UX AustraliaSteve Baty
The drive for innovation in products and services and a culture of ‘fail early; fail often’ has bred a desire for very early prototypes. This approach lends itself to an entire industry tackling a problem or for the venture capitalists funding them. It can be broadly characterised as hypothesis-led. It is much less appropriate or advantageous for an individual project team within an established industry attempting to reinvent an existing product/service category. For these teams, an insight-led approach in which multiple concepts are developed in parallel is more appropriate.
This presentation will give an introduction to each of these two dominant models of design-driven innovation. It will look at the advantages and disadvantages of each; and look at the issue of localised optimal solutions and what this means for innovation.
Accelerate Experience Design via Design-driven innovation and User-centred de...Diane Shen
Accelerate Experience Design via Design-driven innovation and User-centred design approach
Contact me via diane.shen@gmail.com / Twitter @dianeshen / http://dianeshen.com
Design-Driven Service Innovation: Introducing Techniques for Changing the Mea...ServDes
The document introduces a new method called Design-Driven Service Innovation (DDSI) to facilitate radical service innovation through changing the meaning of a service. DDSI utilizes three techniques - contextual reframing, structural interpreting, and contextual blending - to guide service design projects in strategically changing a service's meaning. The techniques are demonstrated through a virtual project aiming to radically innovate the meaning of supermarkets. Through interpreting key perspectives, the project team reframed supermarkets in the context of collaborative home meal preparation and blended this context with that of design projects to generate new supermarket meanings centered around co-designing meals.
Design Thinking and Innovation Course - IntroductionIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
This document outlines how technology and innovation can be fused to engage Generation Y (Gen Y) customers. Gen Y is a large and affluent market segment with different preferences than previous generations. Companies need to revisit their strategies to establish relationships with Gen Y. Interactive online brand communities like LEGO Club and Harley Davidson Owners Groups effectively engage customers. Examples of service innovations using technology from hotels, restaurants, and other industries are provided. The fusion of innovation and technology can strengthen competitiveness and sustainability.
The document discusses the process of framing problems to find innovative opportunities. It defines framing as looking beyond surface-level symptoms to understand the core issues, and examines stakeholders and activities to challenge assumptions. The framing process involves three steps - abstracting the problem to remove constraints, examining activities and stakeholders with fresh perspectives, and interpreting insights to develop a new understanding. Framing requires embracing ambiguity and paradoxes, avoiding premature solutions, and being open to changing frames as new information emerges. The goal is to generate a holistic frame that examines core assumptions and inspires multiple potential solutions.
Design_and_competitive_advantage - Claudio Dell'Era at HCDI seminar 30 April ...Marco Ajovalasit
The document discusses design and innovation strategies at MaDe In Lab. It provides an overview of MaDe In Lab, which educates and coaches managers on innovation strategies based on technological and experiential dimensions. It discusses how design can provide competitive advantage when integrated with innovation. It also discusses collaborative strategies, explaining how working with interpreters from different fields can generate radical innovations through new meanings, and how firms can manage relationships with creative resources.
Building The Design-Driven OrganizationJosh Levine
Congratulations, executives are finally saying “design is important.” So where, exactly, do you start? Two culture game-changers will share insights on how to make design part of your organization by making it part of your culture. In a fast-paced discussion, you’ll learn about the three critical programs you need to build a culture of design and drive your organization forward.
This document provides an introduction to design-driven innovation. It discusses design as a creative activity that aims to establish qualities of objects and systems over their whole lifecycles. Design is described as a central factor of innovative humanization of technologies and cultural/economic exchange. Design is also presented as a creative synthesis activity at the intersection of feasibility, desirability, and viability. It balances user needs, technological capabilities, and business factors. Design employs abductive thinking through rapid prototyping and a holistic vision. The document emphasizes understanding user cognition and how people learn and adapt based on prior experiences to perceive affordances when interacting with products and systems.
Ana Pinto da Silva, Microsoft’s Strategic Prototyping and Advanced Strategies Group (StratPro)
Design for Innovation: Shaping Design in the 21st Century
The physical/digital divide is closing. NUI is becoming normal. Social Media feels old-hat and “Big Data” is a fact of life. As the tech revolution moves from adolescence into full-fledged adulthood, the lines between design disciplines are increasingly blurred and new design paradigms are emerging, profoundly affecting the ways in which designers work, innovate and create change. At this critical juncture in the digital revolution, what is the future of design innovation?
Designers are change makers. Designers are a critical part of the world’s imaginative engine, marking and celebrating even the most mundane moments of the human endeavor. Designers help frame lenses through which we understand and communicate who we are and how we relate to each other – as individuals, as tribes, as communities at every scale. Design marks the cleaving point between art, technology, business, science and culture. Ultimately, design shapes action and at its best, serves as a cultural change agent in the service celebrating the arc of human potential.
What is the future of design innovation? What technological, cultural and demographic forces will shape the way we practice design? How will design impact the development of technology? What does this mean for traditional and emergent design disciplines? What does it mean to be a designer in the 21st Century? In what ways will designers act as disruptors and change agents? What central problems are designers especially positioned to solve?
This talk will take a broad look at the future of design and design innovation, contextualizing the role of design in the past century and looking forward to the century ahead to understand the future potential of design innovation.
Design Thinking and Innovation Course - Day 2 - Teams and InnovationIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
Strategic insights for creative agencies based on the principles of Design Thinking from Tim Brown of IDEO and Roberto Verganti, Professor of Management Innovation, at Politecnico of Milano
Understanding the Economic Value of Design v1Chris Finlay
Design has long struggled to justify its value as a business activity, and while it has gained ground it is still losing too often. Designers know it is the primary source of innovation, problem solving, and is one of the few truly sustainable competitive advantages.
What designers don't realize is that most business activities are either belief or superstition, rather than based on a reliable return on investment (ROI) calculation. Business people and designers lack a shared understanding of how design creates value, and so they use their specialized language to defend their position, and ultimately reduce the competitiveness of the business.
This is a work in progress on that issue, by Chris Finlay and Jason Gaikowski, focused on creating a critical chain of logic to help both business people and designers understand how to create value together.
Design Thinking and Innovation Course - Day 4 - SynthesisIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Design Thinking as new strategic tool. Presentation made to spark the discussion about innovation & inspiration and new business opportunities. And how to introduce Design Thinking as a strategic tool in your company.
When UX strategy drives innovation, the end result is more than technical capability and beautiful interfaces: it is an experience differentiated by helping people surpass their goals and exceeding their expectations while delivering engaging, motivating, enjoyable, and memorable experiences. How can we plan and work toward new products and services while keeping the user in mind? How can we adopt and implement UX strategy? And, most importantly, how can we change the way we identify and pursue new opportunities so that we are leading the pack rather than chasing the competition? Take UX out of the design studio and include it in strategic research and planning to drive innovation in your business.
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Presentation given at Bethel University's art program. Focuses first on my history and path to innovation planning and the second half gets into how are artists can create value for business. Definitely some repeat slide from other presentations.
How can an industry that places empathy at the core of its practice ignore the big problems facing South Africa and the continent? In a rapidly changing design landscape will UX designers even be relevant in the future? UX designers exist at a unique interdisciplinary juncture and it gives us the opportunity to create inspiring responses to these questions. With the maturity of design thinking, social innovation, and lean startup, we are uniquely placed to re-apply our skills to find new relevance and greater impact in doing work that matters. But taking action is not easy, even if it can be known what is to be done. In this talk David will explore the new mindsets, skills and attitudes UX designers need to adopt to shift from merely doing design to becoming design activists.
Being Digital: 5 key tactics towards modernizing your organization and ideas
Fallon co-sponsored presentation event with MN AMA (American Marketing Association)
With so many rapid-fire changes in the digital landscape, how are agencies and marketers adapting their strategies and creativity to engage and connect with people?
Join Aki Spicer, Director of Digital Strategy at Fallon, as he shares insights on driving creativity in the age of digital and social media. Learn how his team is broadening its bench strength and skill sets; embracing the user over the viewer mindset; evolving measurement and ROI; building a process for experimentation; and planning for social content strategy. As a marketer, discover new ways to encourage investment in small experiments that can lead to bigger results.
Design Thinking: Finding Problems Worth Solving In HealthAdam Connor
Ideas for new devices and services can come from anywhere. But great ideas come from aligning solutions with real value and desirability for people. Design thinking provides a set of principles and structure that can act as scaffolding for teams to find and understand challenges and opportunities to focus on fan find solutions for.
A quick synopsis of the Planningness Conference from last month. It's not comprehensive of the whole weekend of wonderful information, but a fun overview of some of the sessions I attended. Enjoy, share and please comment away!
How Design Triggers Transformation presented by Tjeerd Hoekfrog
This document summarizes the perspective of a design innovation firm. It discusses how the firm helps clients transform their businesses through design-driven innovation. The firm focuses on deep customer insights, concept development using emerging technologies, and inspiring organizations through visual designs. The firm aims to create meaningful products and experiences for clients that have lasting brand equity and business impact.
The document discusses how ideas become projects through a process called lean ideation. It describes the 6 steps of lean ideation as: 1) observe to gather information, 2) question assumptions, 3) conceive new possibilities, 4) present the idea concisely, 5) collaborate by getting feedback, and 6) iterate the idea based on learning. The key is to rapidly test ideas through these steps to determine which have promise before investing significant resources in development. An idea only becomes a project if it survives evaluation and gains champions to move it forward.
Leadership for Innovation: Rethinking Management and Organization ParadigmsEdward Erasmus
This document discusses innovation, leadership, and organizational change. It argues that leaders need to adapt to increasing speed of change, engage employees and customers, and focus on sustainability. Old management paradigms based on control and short-term profits are outdated. The document advocates for network-based organizations that focus on creativity, collaboration, intellectual capital, social capital, and learning to create innovation. Effective leadership requires establishing clarity of purpose, cultivating an open environment, and facilitating new ideas.
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
The course was about how to implement user centered design in organizations. It was part of the Master degree program in Business with orientation in User Centered Design. Laurea University of Applied Sciences.
Design Thinking Comes of AgeThe approach, once.docxdonaldp2
This document summarizes how design thinking has evolved from primarily being used in product design to now infusing corporate culture more broadly. It describes how large organizations are putting design closer to the center of their enterprises to help deal with increasing technological and business complexity. Design thinking principles like empathy, prototyping, and tolerating failure are being applied more widely. The challenges of transitioning to a more design-centric culture are also discussed.
Design Thinking Comes of AgeThe approach, once.docxcuddietheresa
Design
Thinking
Comes
of Age
The approach, once
used primarily in product
design, is now infusing
corporate culture.
by Jon Kolko
ARTWORK The Office for Creative Research
(Noa Younse), Band, Preliminary VisualizationSPOTLIGHT
66 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
HBR.ORG
There’s a shift under way
in large organizations,
one that puts design
much closer to the
center of the enterprise.
Focus on users’ experiences, especially
their emotional ones. To build empathy with
users, a design-centric organization empowers em-
ployees to observe behavior and draw conclusions
about what people want and need. Those conclu-
sions are tremendously hard to express in quanti-
tative language. Instead, organizations that “get”
design use emotional language (words that concern
desires, aspirations, engagement, and experience)
to describe products and users. Team members
discuss the emotional resonance of a value propo-
sition as much as they discuss utility and product
requirements.
A traditional value proposition is a promise of
utility: If you buy a Lexus, the automaker promises
that you will receive safe and comfortable trans-
portation in a well-designed high-performance ve-
hicle. An emotional value proposition is a promise
of feeling: If you buy a Lexus, the automaker prom-
ises that you will feel pampered, luxurious, and af-
fluent. In design-centric organizations, emotion-
ally charged language isn’t denigrated as thin, silly,
or biased. Strategic conversations in those compa-
nies frequently address how a business decision or
a market trajectory will positively influence users’
experiences and often acknowledge only implicitly
that well-designed offerings contribute to financial
success.
The focus on great experiences isn’t limited to
product designers, marketers, and strategists—it
infuses every customer-facing function. Take
finance. Typically, its only contact with users is
through invoices and payment systems, which are
designed for internal business optimization or pre-
determined “customer requirements.” But those
systems are touch points that shape a customer’s
impression of the company. In a culture focused
on customer experience, financial touch points are
designed around users’ needs rather than internal
operational efficiencies.
Create models to examine complex prob-
lems. Design thinking, first used to make physical
objects, is increasingly being applied to complex, in-
tangible issues, such as how a customer experiences
a service. Regardless of the context, design thinkers
tend to use physical models, also known as design
artifacts, to explore, define, and communicate.
Those models—primarily diagrams and sketches—
supplement and in some cases replace the spread-
sheets, specifications, and other documents that
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
But the shift isn’t about aesthetics. It’s about apply-
in ...
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
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2. Transforming insights, data and requirements into tangible products, services and experiences that create real value for a consumer or user and create a positive impact on the organization. “ Design” involves the people who need something and the people who can make stuff. Design v .
3. is evolving and there are many views …………….. Design thinking ?
4. “ Design skills and business skills are converging. To be successful in the future, business people will have to become more like designers …more 'masters of heuristics' than 'managers of algorithms.” Roger Martin, Dean of Rotman School of Business, Author of The Design of Business
5. “… design thinking (or whatever we wind up calling this new field) is being created at the borders of design, business, engineering and even marketing.” Bruce Nussbaum, Business Week
6. “ It is about understanding culture and context before we even start on ideas .” Tim Brown, IDEO
7. “ Part of my job is to move [ a good idea ] around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people … get different people together to explore different aspects of it …” Steve Jobs, Apple Photo: whatcounts
8. “ So why collaboration now?.... on the one hand, problems, opportunities, and the environments in which they appear are becoming more complex, on the other hand, to survive this explosion of complexity, people cultivate specialties…. The age of complexity confronts the era of specialization.” Michael Schrage, No More Teams! Mastering the Dynamics of Creative Collaboration
9. “ Design mindfulness is a cultural imperative… it’s a habit of highly successful design-driven companies .” Tom Peters, Design
10. More recently, design thinking has gained attention in business as a possible new and improved way to increase the speed and impact of innovation initiatives
11. it’s the domain of creative people Images courtesy of IDEO Creative people, in creative spaces, doing creative things
12. it’s an innovation discipline Doblin’s Innovation Discipline Model 2006 The right mix of process and activities “ to do things differently and do different things”
13. and a mental stance. It’s how a team thinks and works It’s guided with deep understanding It’s driven by modes of thinking It’s enabled with diversity It’s an emergent thinking style It’s success requires commitment, collaboration as well as a willingness to experiment and assume risk
14. Design thinking has many attributes Collaborative Inclusive Holistic Creative Insightful Provocative Iterative Non-linear Fast Innovative Customer-centered Outcome-oriented
15. Design thinking is less about the steps … Process helps make order out of chaos, but design thinking is more dynamic than any step-wise approach Research Insights Frameworks Concepts Opportunities Solutions
16. and more about different modes of thinking abstract concrete to make to know Analysis What does it mean? Immersion What is the landscape? Synthesis What could we/ would we /should we do? Action How should we do it? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference
17. abstract concrete to make to know Insights Frameworks Opportunities Prototypes Solutions Research Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference and the places where they are needed. Concepts Ideas
19. abstract concrete Analysis What does it mean? Immersion What is the landscape? to know Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference it strives to understand the current situation
20. This image of a simple chalk message scribed on a sidewalk outside an un-employment office inspires us to think of high impact, low cost and environmentally friendly ways to bring important messages to the people who need it most. and create passion around insight
21. it seeks to find meaning Know, Feel + Dream Do, Use Say, Think Explicit Tacit and Latent Observable Un-conscious Conscious
22. Traditional research approaches are often blunt tools for examining human behavior. Why does a couple go out to dinner and a movie one night … and then eat popcorn and watch a DVD at home the next night? it seeks to uncover actual behavior
23. When you understand the experience, you can own it When you understand the experience, then you can own it.
24. abstract concrete to make to know Synthesis What could we/ would we/ should we do? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference to frame new problems, create new stories
25. The process is comprised of two parts; the cycle and the context. The context is the situation that informs the cycle. Users bring an understanding of standards , modes and places to each moment of the cycle. Most will change their choice of places and modes when their standards change. Standards Activities Environments Event Setting Goals Decision Monitoring Evaluation Design thinking visualizes complex information in a way that can inspire new thought bring complex information to life
26. abstract concrete to know Action How should we do it? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference then drive new solutions. to make
27. Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference Design thinking is inclusive Providing roles for different personal preferences abstract concrete to make to know “ IMPLEMENTOR” “ IDEATOR” “ DEVELOPER” “ CLARIFIER” “ RESEARCHER”
28. Deep involvement on the part of a team is a key factor in the successful transition of knowledge and insights into concepts and solutions
29. Analysis What does it mean? Immersion What is the landscape? Adapted from Vijay Kumar on “Innovation Planning” Presented at 2003 HITS Conference Synthesis What could we/ would we /should we do? Action How should we do it? It’s a dynamic and emergent process that often seeks opportunity by entering through the end users world to craft and shape, problems, opportunities, strategies, ideas and solutions Design thinking is emergent
30. The team that is involved in the act of creation is more likely to implement it
31. Design thinking … Seeks to bring creativity and informed intuition back into management practice
32. Analytical thinking Intuitive thinking Design thinking “ to create better business leaders” Roger Martin , Dean of Rotman School of Business
34. “ If I had asked people what they wanted, they would have said faster horses ." Henry Ford Photo: Whitby Archives one for the innovator
35. Photo: Whitby Archives “ Why do you want a faster horse?” “ So I can get to the store in less time.” “ Why do you want to get to the store in less time?” “ So I can get more work done at the farm.” “ Why do you want to get more work done on the farm?” “ So I can have more time to spend with… and one for the end user If someone had explored the end user there may have been many opportunities to see
39. one for us and one for our future. Photo: China-pix
40. Design thinking … Questions orthodoxies What is tangible? What is intangible? What is the “product”?
41. “ The bottle is just the visible tip of a much deeper system of drug delivery .” Brandon Schauer, Adaptive Path
42. Design thinking creates new and unexpected ways to solve problems…. “ A home owner and avid do-it-yourselfer was observed trying to use both hands to do a repair task. He stuck the flashlight under his collar to free up his hands.” This observation inspired the Black & Decker design team to think about the idea of wearing a flashlight.
43. Design thinking works with many principles visualize to collaborate build to think prototype to learn “ Prototypes are the essential medium for information, interaction, integration, and collaboration .” Michael Schrage
44. The faster you put your ideas into the world the faster you learn about their strengths and weaknesses
45. Design thinking embraces many collaborative “technologies” Prototyping utilizes story telling, improvisation, sketches, models, illustrations, storyboarding, videos, environments, and animations. They all have a role in conveying the intent, the potential, and the emotional experience of an idea . Image courtesy of Second City Innovation
46. Design thinking creates change. Created an entirely new “hands-free” lighting category Transformed Black & Decker from marginal player to the category leader in lighting Highest profitability return in history of the Black & Decker houseware’s business The most successful new product launch in Black & Decker’s History Garnered a dozen industry honors. Permanent collection of the Cooper-Hewitt IDEO selected the SnakeLight as one of 25 items from the Cooper-Hewitt permanent collection that best represents “Design-Thinking”
47. Sources: Adapted from models created by Doblin & Eames Innovation can be found at the intersection of an evolving need and a technology User + Society Should we ? Technology Could we?
48. Embracing design thinking will help identify and create an attractive opportunity, but it is the organization’s ability to deliver that ensures innovation will get implemented.
49. Sources: Adapted from models created by Doblin & Eames User + Society Should we ? Capability Could we? innovation is moderated by the ability of the organization to deliver it. Would we? Organization
50. The biggest obstacle to change is not your competition, it’s the way you currently do things.
51. Vision + Mission Leadership Communication Behavior Willingness Competencies Work processes Legacy systems Barriers or drivers of change?
52. One often over-looked success factor is the even distribution of commitment around innovation among all stakeholders in an organization
53. “ Is your entire organization really on board? When you make breakfast, do you know what the difference is between the chicken and the pig?” Watts Wacker ‘ The 500 Year Delta: What Happens After What Comes Next ’
54. Everyone has a role in change. They all need to have “skin in the game”. level challenge Line workers Project Management Middle Management Senior Management
55. In times of rapid and profound change we need new choices because existing systems are rapidly becoming obsolete. Why change?
56. The data-driven revolution has made business more reliable, but it has also driven courage and intuition out of management. Bridging design thinking with management science will create better leadership. Why design thinking?
57. How can design thinking help business? Design thinking can help prepare the conditions for innovation to occur and help enable innovation to make it to market.
58. Shared commitment through collaboration Deep meaning through empathic research Deeply felt insight through visualization Unexpected opportunities by asking new questions Powerful new ideas through the use of intuition Fast thinking and learning through prototyping How can design help create change?
59. IMHO Design thinking is a dialogue that needs to be painted across a broad canvas within the consultant and client relationship. In other words, design thinking is an innovation practice that can be understood and embraced by everyone involved in helping to prepare the conditions for innovation to happen as well as in helping to bring innovation to market. Any attempt to drive innovation with design needs to acknowledge that there are many factors within the client organization that can affect the ability to deliver innovation.
60. Bibliography We have incorporated the best thinking and practices that have been developed over the years by practitioners and academics associated with product development management, creative problem solving, and design research and planning. We would like to give special credit to the following sources for this presentation: The Product Development Management Association the PDMA body of knowledge The Doblin Group IDEO Vijay Kumar , Associate Professor | Institute of Design, Illinois Institute of Technology. Matt Benson Founder of PD3 and an Innovation Focus faculty partner The Second City Innovation an innovation partner of Innovation Focus Inc.
61. DESIGN If you would like to discuss a design - driven innovation program Bryan deBlois , Director Discovery & Development Innovation Focus Inc. [email_address] www.innovationfocus.com 717.394 2500 Ext 35 Contact us
Notas do Editor
For 20 + years there has been general agreement within the design community that the term design-thinking is defined by the way a designer thinks when approaching opportunity identification, problem framing and solution creation. There is an on-going and lively debate around where design-thinking applies in product development. Some believe that design-thinking is an organizational-wide innovation imperative, some proponents view it as a strategic innovation planning activity, and others define it more directly to the creation of products, services and experiences. More recently, design-thinking has gained attention in business as a new and improved way to increase the overall speed and impact of innovation initiatives.
Roger Martin, Dean of the Rotman Business School at the University of Toronto is one of the people helping to blur the lines between business and design. His school has a course dedicated to “Design Thinking” and he often speaks about the need for businesses to think more like designers. Instead of acting on what is certain, designers bet on what is probable… suggesting that something may be and then exploring it.
Bruce Nussbaum, who writes a great blog for Business Week is one of many who have been noticing a new field that many are calling “Design Thinking.” While the principles are not new, senior management are becoming more interested in applying these approaches. He isn’t a huge fan of the term “design thinking”… he suggests calling it “Banana,” because of some of the connotations that “design” and “thinking” have, but none-the-less the opportunity to blend the disciplines and work together to find solutions is something that he sees as important.
It is about immersing yourself in the data and ideally in the world in which you are trying to address…
It isn’t simply iterating and building ideas within a team that is important… moving ideas around and having different disciplines involved is also important. (IF plug)
There is an on-going and lively debate around where design-thinking applies in product development. Some believe that design-thinking is an organizational-wide innovation imperative, some proponents view it as a strategic innovation planning activity, and others define it more directly to the creation of products, services and experiences. More recently, design-thinking has gained attention in business as a new and improved way to increase the overall speed and impact of innovation initiatives.
It’s a thinking style that works through discovery and development in a non-linear way It’s the way the team thinks and works within a project that defines how design-thinking is different than a staged and convergent approach Design-thinking places more importance on modes of thinking such as learning, analyzing, framing, creating and developing
Design-thinking is an iterative process involving information gathering, knowledge building, problem framing, opportunity identification and solution creation.
Though somewhat idealized, this path exhibits some of the key thinking modes through the innovation space. Design-thinking considers all key business activities in the creation of an attractive business opportunity or solution, as well as how prepared the team is to deliver the solution.
Design-thinking is an iterative process involving information gathering, knowledge building, problem framing, opportunity identification and solution creation.
Design thinking seeks to uncover the underlying patterns of perception and behavior and build a contextual framework to explain what end users do and why they do it.
Design-thinking is an iterative process involving information gathering, knowledge building, problem framing, opportunity identification and solution creation.
Design-thinking is an iterative process involving information gathering, knowledge building, problem framing, opportunity identification and solution creation.
And it is about understanding needs deeply… it isn’t a faster horse… it is faster, safer, more comfortable, transportation.
And it is about understanding needs deeply… it isn’t a faster horse… it is faster, safer, more comfortable, transportation.
And it is about understanding needs deeply… it isn’t a faster horse… it is faster, safer, more comfortable, transportation.
And it is about understanding needs deeply… it isn’t a faster horse… it is faster, safer, more comfortable, transportation.
And it is about understanding needs deeply… it isn’t a faster horse… it is faster, safer, more comfortable, transportation.
And it is about understanding needs deeply… it isn’t a faster horse… it is faster, safer, more comfortable, transportation.
Design-thinking focuses on making innovation tangible. It is only through the creation and delivery of products, services, experiences, business models and processes, that innovation succeeds.
Good design-thinking also considers factors such as the ability of the organization to deliver it.
Good design-thinking also considers factors such as the ability of the organization to deliver it.
Design-thinking focuses on making innovation tangible. It is only through the creation and delivery of products, services, experiences, business models and processes, that innovation succeeds.
Design-thinking focuses on making innovation tangible. It is only through the creation and delivery of products, services, experiences, business models and processes, that innovation succeeds.
Good design-thinking also considers factors such as the ability of the organization to deliver it.
We believe design-thinking is a powerful way to prepare the conditions for innovation to occur as well as an approach to creating tangible products, services and experiences. We believe design-thinking is more than an improved innovation approach that investigates “contextual problems” or “pain points”. The successful application of design-thinking also considers team experience and skills, thinking styles, and the organization of work processes that can enable new ways of seeing, thinking and working to have a real stake in the innovation process.
We believe design-thinking is a powerful way to prepare the conditions for innovation to occur as well as an approach to creating tangible products, services and experiences. We believe design-thinking is more than an improved innovation approach that investigates “contextual problems” or “pain points”. The successful application of design-thinking also considers team experience and skills, thinking styles, and the organization of work processes that can enable new ways of seeing, thinking and working to have a real stake in the innovation process.