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USING DESIGN
THINKING TO
RESOLVE BUSINESS
PROBLEMS. 
MICHAL GROMEK 
RESEARCHER ON FINTECH & CROWDFUNDING 
#SE.LINKEDIN.COM/IN/MGROMEK
STOCKHOLM
SCHOOL OF ECONOMICS 
NLA DESIGN WORKSHOP  - NOVEMBER 1ST / 2ND 
#GOOD TO SEE YOU
PLEASE CREATE
NAMETAGS :)
PLEASE STAND UP AND
COME TO THE FRONT :)
WHERE I AM REALLY FROM? 
EDUCATIONAL OBJECTIVES FOR TODAY
LEARN UNDERSTAND -
APPLY TOOLKIT 
IMPROVE
COMMUNICATION 
UPGRADE DIAGNOSTIC
REASONING 
DESIGN THINKING 
BLUE OCEAN STRATEGY 
LITTLE BETS 
PLAN FOR THE UPCOMING TWO DAYS 
REVIEW OF THE STATE OF KNOWLEDGE 15 MINUTES - KNOWLEDGE REVIEW 
PRACTICAL WORKSHOP DESIGN THINKING NOW!
WHY? WHY? WHY?
MESO 
MICRO
BEHIND DESIGN THINKING 
/ BLUE OCEAN STRATEGY LITTLE BETS 
GETTING READY FOR TOMORROW 
BEFORE WE START: 
15 MINUTE
REVIEW YOUR
CURRENT STATE OF
KNOWLEDGE 
PLEASE VISIT: 
http://bit.ly/2gVPdth 
AT THE END OF THE WORKSHOP  - YOU SHOULD BE ABLE TO: 
- Identify key aspects of Design Thinking 
- Managing and implementing of Design 
   Thinking processes in practice. (two 
   examples)
- Understand the incorporation of design 
   into business problem-solving processes. 
- Comparing the principles of Design 
  Thinking with other entrepreneurship and 
  innovation theories:  Blue Ocean strategy, 
  Little Bets, Pestel. 
STOCKHOLM
SCHOOL OF ECONOMICS 
WHAT HAVE ALL OF THOSE
STATEMENTS HAVE IN
COMMON:
Be a Premium customer provider 
BE always the first mover 
Intergrate production into world class sales? 
Pursue a global strategy 
Move from
the Middle East to
ASEAN?
Conquer rome!
STOCKHOLM
SCHOOL OF ECONOMICS 
WHAT HAVE ALL OF THOSE
STATEMENTS IN COMMON:
Be a Premium customer provider 
BE always the first mover 
Intergrate production into world class sales? 
Pursue a global strategy 
Move from
the Middle East to
ASEAN?
Conquer rome!
Tactics 
Goals 
Objectives 
Descriptions 
Not strategies! 
STOCKHOLM
SCHOOL OF ECONOMICS 
WHAT HAVE ALL OF THOSE
STATEMENTS IN COMMON:
See the broader holistic
picture to align forces. 
Greek: stratēgia - generalship
Bring hidden strengths against
the weakness of the enemy
at the point of attack. 
Modern warfar
for investors
pockets 
INSPIRATION: HTTPS://WWW.YOUTUBE.COM/WATCH?V=TD7WSLEQTVW
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
WE WOULD LIKE TO
BUILD THE BEST
PRODUCT? 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
ORIGIN: 
Source: https://www.goodreads.com/book/show/1053
4.The_Art_of_War
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
BEING THE BEST IS A MISPERCEPTION.
IS BMW REALLY THE BEST CAR?
AND SEB THE BEST BANK? 
Picture source: https://www.bmw.in/en/index.html
STOCKHOLM
SCHOOL OF ECONOMICS 
BUSINESS
SCHOOL
TEACHING
DESIGN
SCHOOL
TEACHING
ONE SOLUTION 
IMPLEMENTATION TIMEPERIOD 
Business School Teaching vs. Design School Teaching 
STOCKHOLM
SCHOOL OF ECONOMICS 
BUSINESS
SCHOOL
TEACHING
DESIGN
SCHOOL
TEACHING
ONE SOLUTION 
IMPLEMENTATION TIMEPERIOD 
Business School Teaching vs. Design School Teaching 
STOCKHOLM
SCHOOL OF ECONOMICS 
BUSINESS
SCHOOL
TEACHING
ONE SOLUTION 
IMPLEMENTATION TIMEPERIOD 
Business School Teaching vs. Design School Teaching 
INSPIRATION: HTTPS://WWW.YOUTUBE.COM/WATCH?V=TD7WSLEQTVW
HOW TO: 
Source: Barry, Bryan W. Amherst H. Wilder Foundation, St. Paul, Minnesota. 1997 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
NOT ONLY KODAK HAS 
CHANGED. EVERYTHING ELSE
CHANGES. 
AS THE CHANGES SPEED UP THE NAVIGATION IS MORE DIFFICULT:
We will never come
back to the horse car!
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
DISRUPTION HAS FORCED 
MANY STRATEGIES TO CHANGE: 
Source: http://www.airlineprofiler.eu/2015/10/international-low-
cost-airline-market-research/ 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
WHAT HAPPENED BETWEEN 
2005 AND 2013 THAT CHANGED THE
MARKET OF FULL-SERVICE CARRIER
(FSC) AND LOW-COST CARRIER (LCC)?
Source: http://www.airlineprofiler.eu/2015/10/international-low-
cost-airline-market-research/ 
PLEASE TAKE YOUR PHONE:  
MENTI.COM 
524995 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
RESULTS: 
Source: http://www.airlineprofiler.eu/2015/10/international-low-
cost-airline-market-research/ 
WHAT
EXTERNAL 
FACTORS IMPACT
OUR DEVELOPMENT?
STOCKHOLM
SCHOOL OF ECONOMICS 
WORKSHOP NLA - DESIGN THINKING
ROADMAP FOR THIS BLOCK
HOW OPPORTUNITIES EMERGE 
WHAT HAPPENS IN CASE WE DON'T
ACKNOWLEDGE THE CHANGE 
WHAT HAPPENS IN CASE WE STOP
INNOVATING
"100 YEARS AGO THE
LIFE EXPECTANCY OF
FIRMS WAS 90 YEARS.
TODAY IT IS DOWN TO
10-15 YEARS "
SOURCE: HTTPS://WWW.YOUTUBE.COM/WATCH?V=DBRXOXJUV_C, SSE, MASTER IN BUSINESS AND MANAGEMENT,
ACCESSED 15TH OF FEBRUARY 2017
STOCKHOLM
SCHOOL OF ECONOMICS 
"HALF OF THE FORTUNE
500 COMPANIES HAVE 
DISAPPEREAD 
SINCE 2000"
PIERRE NANTERME, CEO ACCENTURE, 2016, BASED ON HTTP://WWW.SLIDESHARE.NET/ETEIGLAND/NEW-INDUSTRIAL-
REVOLUTION-AND-DIGITAL-BUSINESS-MODELS?QID=61CF5C5C-CE83-4E1E-BEBF-4571B011D7C4&V=&B=&FROM_SEARCH=2 
STOCKHOLM
SCHOOL OF ECONOMICS 
#MISSED TO SPOT INDUSTRIAL
REVOLUTION?
STOCKHOLM
SCHOOL OF ECONOMICS 
#MISSED TO SPOT INDUSTRIAL
REVOLUTION?
PLATFORM BASED BUSINESS MODEL 
STOCKHOLM
SCHOOL OF ECONOMICS 
ESTABLISHED: 1888
HAS SUFFERED FROM THE CHANGE FROM ANALOG TO
DIGITAL IMAGING. FILLED IN BANKRUPTCY 2011
MAKE 22M USD PROFIT IN 2016
SOURCE: BASED ON CHRISTIAN SANDSTRÖM. KODAK DISRUPTION
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
SOURCE: FORBES, HTTPS://WWW.FORBES.COM/SITES/TENDAYIVIKI/2017/01/19/ON-THE-FIFTH-ANNIVERSARY-OF-
KODAKS-BANKRUPTCY-HOW-CAN-LARGE-COMPANIES-SUSTAIN-INNOVATION/#C46BD6862805 (ACCESSED
SEPTEMBER 11TH 2017) 
AND ITS FALL
TAKE ONE MINUTE TO WRITE DOWN
INDIVIDUALLY HOW  BIG KODAKS US GLOBAL
MARKET SHARE WAS  IN 1980?
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
SOURCE:FORBES, JANUARY 2017, HTTPS://WWW.FORBES.COM/SITES/TENDAYIVIKI/2017/01/19/ON-THE-FIFTH-
ANNIVERSARY-OF-KODAKS-BANKRUPTCY-HOW-CAN-LARGE-COMPANIES-SUSTAIN-INNOVATION/#C46BD6862805
(ACCESSED SEPTEMBER 11TH 2017) 
KODAK MOMENT
CHARACTERISTCS: 
THE PHRASE “KODAK MOMENT” CAME TO EPITOMIZE THE
CULTURAL RELEVANCE OF THE BRAND.
AT ITS HEIGHT, KODAK’S MARKET SHARE OF THE PHOTOGRAPHIC
FILM MARKET WAS MORE THAN 80% IN THE U.S. AND ABOUT 50%
GLOBALLY.
IT EMPLOYED OVER 60,000 CITIZENS OF ROCHESTER, THE
MAJORITY OF WHOM BECAME UNEMPLOYED WHEN THE
COMPANY COLLAPSED.  
60.000 JOBS LATER
STOCKHOLM
SCHOOL OF ECONOMICS 
SOURCE: HTTPS://WWW.YOUTUBE.COM/WATCH?V=8QPUUC6GH4G (ACCESSED 3RD.03.2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
SOURCE:FORBES, JANUARY 2017, HTTPS://WWW.FORBES.COM/SITES/TENDAYIVIKI/2017/01/19/ON-THE-FIFTH-
ANNIVERSARY-OF-KODAKS-BANKRUPTCY-HOW-CAN-LARGE-COMPANIES-SUSTAIN-INNOVATION/#C46BD6862805
(ACCESSED SEPTEMBER 11TH 2017) 
KODAK MOMENT
CHARACTERISTCS: 
THE PHRASE “KODAK MOMENT” CAME TO EPITOMIZE THE
CULTURAL RELEVANCE OF THE BRAND.
AT ITS HEIGHT, KODAK’S MARKET SHARE OF THE
PHOTOGRAPHIC FILM MARKET WAS MORE THAN 80% IN
THE U.S. AND ABOUT 50% GLOBALLY.
IT EMPLOYED OVER 60,000 CITIZENS OF ROCHESTER, THE
MAJORITY OF WHOM BECAME UNEMPLOYED WHEN THE
COMPANY COLLAPSED.  
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
SOURCE:FORBES, JANUARY 2017, HTTPS://WWW.FORBES.COM/SITES/TENDAYIVIKI/2017/01/19/ON-THE-FIFTH-
ANNIVERSARY-OF-KODAKS-BANKRUPTCY-HOW-CAN-LARGE-COMPANIES-SUSTAIN-INNOVATION/#C46BD6862805
(ACCESSED SEPTEMBER 11TH 2017) 
C.CHRISTENSEN
HARVARD
DEFINES TWO CATEGORIES: 
DISRUPTIVE TECHNOLOGY
(STRATEGY)
SUSTAINING TECHNOLOGY
(STRATEGY)
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
DIGITAL IMAGING 
REPRESENTED
WHICH CATEGORY
IN THE 90'S AND
EARLY 2000?
#MACRO GAINS AND LOSSES
SOURCE: SANDSTRÖM, KODAKDISRUPTION PRESENTATION,
ACCESSED 2017, SEPTEMBER 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
A SUSTAINING TECHNOLOGY IS ONE
THAT IMPROVES THE PERFORMANCE OF
A PRODUCT ACCORDING TO THE
ATTRIBUTES THAT THE ESTABLISHED
CUSTOMER BASE APPRECIATES.
IT DOESN’T MATTER IF IT IS RADICAL OR
INCREMENTAL.  
#TYPES OF TECHNOLOGY
SOURCE: SANDSTRÖM, KODAKDISRUPTION PRESENTATION,
ACCESSED 2017, SEPTEMBER 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
#TYPES OF TECHNOLOGY
A DISRUPTIVE TECHNOLOGY A DISRUPTIVE
TECHNOLOGY ON THE OTHER HAND OFFERS
AN INITIALLY WORSE PERFORMANCE
ACCORDING TO WHAT CUSTOMERS HAVE
APPRECIATED. THE SAME TIME IT BRINGS NEW
PERFORMANCE ATTRIBUTES SUCH AS
SIMPLICITY OR PORTABILITY TO THE
MARKETPLACE.   
ESTABLISHED FIRMS THEREFORE MISS THE
BOAT BY LISTENING TO THEIR EXISTING
CUSTOMERS AND BY KEEP MOVING UP INTO
INCREASINGLY SOPHISTICATED SEGMENTS.  
SOURCE: BASED ON HTTP://WWW.DESIGNORATE.COM/WP-
CONTENT/UPLOADS/2016/04/SUSTAINING-DISRUPTIVE-INNOVATION.JPG?
X20015 (ACCESSED SEPTEMBER 2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
SOURCE: BASED ON HTTP://WWW.DESIGNORATE.COM/WP-
CONTENT/UPLOADS/2016/04/SUSTAINING-DISRUPTIVE-INNOVATION.JPG?
X20015 (ACCESSED SEPTEMBER 2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
1888
Kodak develops
a film roll 
disrupted previous technology
quality was lower 
+ portability + simplicity + affordability 
TIME
Kodak was targeting non-photographers 
SOURCE: BASED ON HTTP://WWW.DESIGNORATE.COM/WP-
CONTENT/UPLOADS/2016/04/SUSTAINING-DISRUPTIVE-INNOVATION.JPG?
X20015 (ACCESSED SEPTEMBER 2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
SOURCE: HTTP://WWW.KODAK.COM/CORP/ABOUTUS/HERITAGE/MILESTONES/
DEFAULT.HTM (ACCESSED SEPTEMBER 11TH 2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
1935
Kodak develops
a 35mm chrome roll
quality goes up
+convienience 
TIME
SOURCE: BASED ON HTTP://WWW.DESIGNORATE.COM/WP-
CONTENT/UPLOADS/2016/04/SUSTAINING-DISRUPTIVE-INNOVATION.JPG?
X20015 (ACCESSED SEPTEMBER 2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
SOURCE. KODAK FIRST DIGITAL MOMENT,
NYT, HTTPS://LENS.BLOGS.NYTIMES.COM/2015/08/12/KODAKS-FIRST-DIGITAL-
MOMENT/?MCUBZ=0 (ACCESSED 2017)
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
1973
Kodak develops
first digital camera 100x100px
quality goes up
+convienience 
TIME
"They were convinced that no one
would ever want to look at their
pictures on a television set," Print had
been with us for over 100 years, no one
was complaining about prints, they
were very inexpensive, and so why
would anyone want to look at their
picture on a television set?”
SOURCE: HTTPS://WWW.SLIDESHARE.NET/CHRISTIANSANDSTR
OM/CAMERA-DISRUPTION (ACCESSED 11TH 2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
WHAT DOES THIS GRAPH DISPLAY? 
SOURCE: BASED ON HTTP://WWW.DESIGNORATE.COM/WP-
CONTENT/UPLOADS/2016/04/SUSTAINING-DISRUPTIVE-INNOVATION.JPG?
X20015 (ACCESSED SEPTEMBER 2017) 
PICTURE: HTTPS://WWW.FLICKR.COM/PHOTOS/DICK-SIJTSMA/
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
Core message: Instead of beating the
competition, there are alternative structures
to find a niche market instead of an
established market.  
Source: https://www.slideshare.net/usepmpa/effective-strategic-planning-workshop
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
RED OCEAN STRATEGY
Source: https://www.slideshare.net/usepmpa/effective-strategic-planning-workshop
ESTABLISHED
AND SATURATED
FAST FOOD 
MARKET
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
RED OCEAN STRATEGY
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
ESTABLISHED
AND SATURATED
FAST FOOD 
MARKET
BATTLE FOR 
MARKET SHARE 
AGAINST ECONOMY 
OF SCALE, BRAND
TRUST ETC. 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
UNTAPPED MARKET
 POTENTIAL
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
ESTABLISHED
AND SATURATED
FAST FOOD 
MARKET
BATTLE FOR 
MARKET SHARE 
BLUE OCEAN
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
UNTAPPED MARKET
 POTENTIAL
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
BLUE OCEAN
108 studied new businesses
92 adopted - red ocean strategies
16 adopted - blue ocean strategies
What do you think the
monetary
results has been? 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8
BLUE OCEAN COMPANIES 
ACCOUNTED FOR 
61%  39% 
RED OCEAN COMPANIES 
ACCOUNTED FOR 
+ DOMINATION OF THE MARKET FOR 10-15 YEAR
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE
Competing in
traditional wine
market would be
very difficult 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE
When nothing goes
right, go left. 
BEER 
COCTAIL
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE
NON CUSTOMERS
OF WINE, WHY?
DIFFICULT TO CHOSE
TO FANCY 
NOT FUN ENOUGH 
DIFFICULT LANGUAGE 
VARIETY TO LARGE 
BITTER
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE - NEW TYPE OF WINE 
QUALITY INNOVATION
PRICE 
= VALUE INNOVATION  
HIGH QUALITY WINE 
NO FANCY LANGUAGE 
NOT TO SWEET
VERY GOOD PRICE 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
EXAMPLE: CASSELLA WINE - NEW TYPE OF WINE 
QUALITY INNOVATION
PRICE 
= VALUE INNOVATION  
HIGH QUALITY WINE 
NO FANCY LANGUAGE 
NOT TO SWEET
VERY GOOD PRICE 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
FOUR LEVERAGES DURING THE DEVELOPMENT OF
YELLOW TALE 
ELIMINATE 
REDUCE
RAISE 
CREATE
OAK BARRELS 
AGING PROCESS OF
THE WINE
REDUCED THE INVENTORY 
TWO JUST "TWO" WINES
AND ONE BOTTLE
REDUCE COST,
INCREASED APPEAL
FRESHNESS AND
DRINKABILITY
OF WINES
INCORPORATE
LABELS SIMILAR
TO BEER
INDUSTRY,
SIMPLE: 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
PICTURE: https://5hourenergy.com/
PATH TOWARDS
BLUE OCEAN: 
4 LEVERS
NEW PRODUCT 
CATEGORY 
EXPAND
THE
MARKET
DOMINATE A
NEW CATEGORY
OTHER EXAMPLE: 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
PICTURE: https://5hourenergy.com/
SUMMARY OF BLUE OCEAN 
REVIEW THE PAIN OF THE CUSTOMERS
OUTSIDE OF YOUR CORE MARKET 
REVIEW: WHAT YOU CAN ELIMINATE;
RAISE, REDUCE AND CREATE. 
CREATE YOUR OWN MARKET
CATEGORY 
DOMINATE IN IT 
BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/
PICTURE: https://5hourenergy.com/
FOLLOW UP QUESTIONS: 
IS BETTER SHELTER EXECUTING
CURRENTLY A BLUE MARKET
STRATEGY? 
CAN LEAN STARTUP, PESTEL AND BLUE
OCEAN STRATEGY BE USED AT THE
SAME TIME (PLEASE EXPLAIN WHY) 
WHAT IS YOUR KEY TAKEAWAY FROM
THE SESSION ON BLUE OCEAN
STRATEGY 
THREE MINUTES 
LITTLE BETS: PETER SIMS
CORE MESSAGE: DIVIDE YOUR PRODUCT
INTO 150 DIFFERENT PIECES AND PITCH
THEM AS SOON AS POSSIBLE: 
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8  Picture:  http://99u.com/workbook/28939/pixar-how-to-create-a-creative-
culture
EXPERIMENTAL APPROACH TO PRODUCTS.
BRINGING OUR MOVIES FROM "SUCK" TO
NON"SUCK" 
> DISCOVER 
> TEST 
> DEVELOP
= AFFORTABLE FEILURE
LITTLE BETS: PETER SIMS
“Ingenious ideas almost never
spring into people’s minds fully
formed; They emerge through a
rigorous experimental discovery
process”
- Peter Sims 
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8  Picture:  http://99u.com/workbook/28939/pixar-how-to-create-a-creative-
culture
Plan in affordable loss 
LITTLE BETS: PETER SIMS
INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8  Picture:  http://99u.com/workbook/28939/pixar-how-to-create-a-creative-
culture, http://pixar.wikia.com/wiki/File:Wall_e_ver2.jpg, http://disney.wikia.com/wiki/Nemo
Plan in affordable loss 
45.000 bad story boards
nearly 100.000 bad
story board
Plussing ideas: I like this, why don't you... ... 
LITTLE BETS: PETER SIMS
Plan in affordable loss 
Novelists have to write up
to  four drafts of a novel. 
1. Initial work will
"suck" and it is okay. 
2. Failure is okay, so far
it is internal and
affordable.  
WHERE ARE WE IN THE WORKSHOP: 
RESULTS OF BAD STRATEGY EXAMPLE OF KODAK  / DIGITALISATION / DISRUPTION
PESTEL ANALYSIS (LOW COST CARRIERS)HOW DID IT HAPPEN
MACRO STRATEGY
MESO 
MICRO
DEFINITIONS / NETWORK & COMPETITIVENESS / TRAIN TRACKS
 LEAN STARTUP / BLUE OCEAN STRATEGY / LITTLE BETS
DESIGN THINKING 
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
HUMAN CENTRIC APPROACH TO TAKE THE CUSTOMERS
PERSPECTIVE AND NOT ONLY FIND THE CORRECT ANSWERS.
BUT ADDITIONALLY TO FIND CORRECT QUESTIONS TO ASK. 
E - is speaking to the customers directly, very hands-on experience
D - defining a problem statement from that empathy work
I - brainstorming, getting new ideas, review potential solutions to
solve the problems. 
P - building, producing prototypes for test. 
T - testing with actual users
DESIGN THINKING  - CHANGING PERSPECTIVE
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
BASED ON: https://dschool.stanford.edu/resources-collections/a-virtual-crash-course-in-design-thinking (ACCESSED NOVEMBER 1ST
2017)
STEPS:
1. Interview
2. Dig deeper
3. Capture findings
4. Define problem statement
5. Sketch 3-5 solutions
6. Give feedback on sketches
7. Reflect and generate a new solution
8. Build your solution
9. Share your solution and get feedback
YOU WILL NEED A PARTNER A-B 
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
A INTERVIEWS B
6 MINUTES
EMPATHIZE
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
B INTERVIEWS A
6 MINUTES
EMPATHIZE
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
A INTERVIEWS B
6 MINUTES
DIG DEEPER
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
B INTERVIEWS A
6 MINUTES
DIG DEEPER
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
CAPTURE
FINDINGS
USE VERBS 
(6 MINUTES)
DEFINE
loading..
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
SYNTHESIZE
NEEDS AND
INSIGHTS
6 MINUTES
DEFINE
loading..
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
WRITE
YOUR 
POV (5 MIN)
DEFINE
loading..
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
SKETCH 
8 SOLUTIONS 
8 MINUTES
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
EXCHANGE 
SKETCHES 
WITH PARTNER
BOUNDARIES 
OF DESIGN 
THINKING 
MICHAL GROMEK 
RESEARCHER ON FINTECH & CROWDFUNDING 
#SE.LINKEDIN.COM/IN/MGROMEK
STOCKHOLM
SCHOOL OF ECONOMICS 
NLA DESIGN WORKSHOP  - NOVEMBER 1ST / 2ND 
OFFERS NEW WAYS TO
RESOLVE AN OLD
PROBLEMS WITH NEW
METHODS.  
SKYPE vs. Freemium based business model 
Telecommunication:  Big companies might fail
to see to change the perspective.
From a perspective of a company that owns
landline phones. ”Skype will never be able to
offer free international calls.” It has a market
share of 13% of international calls today.
Freemium business model > marginal costs of
adding a new customer is zero or nearly to
zero. 
Great Design is a multi-layered relationship
between human life and its environment.
Naoto Fukusawa  
Example:
MailChimp -
Highfive
response
from the
crowd: 
Source: Mailchimp.com
ONE PROBLEM AT THE TIME. 
DESIGN THINKING MIGHT 
RESOLVE ONE QUESTION AT
THE TIME. SOME QUESTIONS 
NEED A MULTILAYER DATA
INPUT, WHICH CAN NOT BE
SOLVED BY JUST "DESIGNING"
FOR EXAMPLE: HEALTH CARE
SURGERIES: 
REMOVING PATHWAYS. IS AS IMPORTANT AS ADDING
DESIGN THINKING IS NOT
ONLY ABOUT ADDING NEW
PATHWAYS AND CONTENT
BUT ADDITIONALLY ABOUT
TAKING CONTENT AWAY. TO
PROTECT THE ATTENTION OF
THE USER. 
CRUCIAL TO MEASURE THE RESULTS 
FOR EXAMPLE: BALANCED SCORE CARD SYSTEM
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
A GIVES FEEDBACK
TO B
WHY? WHY NOT?
WHAT IS GOOD?
WHAT IS NOT? 
TEST
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
B GIVES FEEDBACK
TO A
WHY? WHY NOT?
WHAT IS GOOD?
WHAT IS NOT? 
TEST
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
REVISE YOUR SKETCH.
CHOOSE ONE. 
6 minutes
ITERATE
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
GET FEEDBACK TO
THE FINAL SKETCH
A > B (3 MIN)
ITERATE
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
GET FEEDBACK TO
THE FINAL SKETCH
 B > A (3 MIN)
ITERATE
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
YOUR PROTOTYPE 
IN 20 MINUTES 
BUILD
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
B GIVES A FEEDBACK
ON PROTOTYPE
(5 MINUTES)
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
A GIVES B FEEDBACK
ON PROTOTYPE
(5 MINUTES)
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
TAKE
A BREAK :) 
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
FILL OUT THE FEEDBACK SECTION 
AT THE LAST PAGE OF THE
ASSIGNMENT. 
(THREE MINUTES) 
So now few questions that you can work on in groups:
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
PLEASE PREPARE A TWO MINUTE
PRESENTATION TO THE GROUP.
- WHICH PRESENT HAVE YOU
  SUGGESTED,  WHY? 
- HOW WAS THE PROCESS? 
- WHAT SURPRISED YOU? 
So now few questions that you can work on in groups:
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
1. HOW DID ENGAGING IN THIS TASK WITH
A REAL PERSON AND ENGAGING IN REAL
PROTOTYPE CHANGE THE DIRECTION
THAT YOUR PROTOTYPE TOOK?
2. WHAT WOULD YOU LIKE DONE
DIFFERENTLY? 
So now few questions that you can work on in groups: (5
MINUTES)
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
REVIEW WITH YOUR PARTNER. 
AGREE ON ONE CONCLUSION THAT YOU
WOULD LIKE TO PRESENT TO THE GROUP
:) 
So now few questions that you can work on in groups:
 (5 MINUTES)
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
What was it like to show an unfinished
work to another human being? 
Time for reflections and discussions,
(2 minutes.)
Discuss with partner: 
DESIGN THINKING 
SOURCE: https://www.decisionanalyst.com/blog/designthinking/
1. Be human-centered in the way you work. 
2. Prototype everything!
3. Be more collaborative.
4. Have a bias towards ACTION.
YOU HAVE LEARNT TO WORK IN A DIFFERENT
WAY. AS INNOVATION WORKS IN A DIFFERENT
WAY - THAT ONCE YOU GET STUCK YOU HAVE TO
USE DIFFERENT INSTINCTS:
C R A S H C O U R S E
D E S I G N T H I N K I N G  
S O U R C E :   H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E
S O U R C E S / V I R T U A L - C R A S H - C O U R S E - V I D E O
R E D E S I G N T H E G I F T -
G I V I N G E X P E R I E N C E F O R Y O U R P A R T N E R .
S T A R T B Y G A I N I N G E M P A T H Y : )
01
L E T S S T A R T - N O T E S F R O M Y O U R
F I R S T I N T E R V I E W ( S I X M I N U T E )
T R Y T O F I N D A S M U C H A S P O S S I B L E A B O U T W H A T , W H E N , F O R
W H O M , F O R W H A T   O C C A S I O N , W H A T W A S T H E P U R C H A S E
P R O C E S S .  
C R A S H C O U R S ED E S I G N T H I N K I N G
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S / V I R T U A L -
C R A S H - C O U R S E - V I D E O
R E D E S I G N T H E G I F T -
G I V I N G E X P E R I E N C E F O R Y O U R P A R T N E R .
S T A R T B Y G A I N I N G E M P A T H Y : )
02
D I G D E E P E R - N O T E S F R O M
S E C O N D I N T E R V I E W ( 6 M I N )
P U S H O N T H E E M O T I O N A L S I D E , T H I S I S T H E L A S T T I M E Y O U W I L L
B E A B L E T O S P E A K T O Y O U R F U T U R E C L I E N T D O Y O U R E A L L Y K N O W
E V E R Y T H I N G ?  
C R A S H C O U R S E
D E S I G N T H I N K I N G  
C A P T U R E F I N D I N G S  
03
N E E D S T H A T T H E Y A R E
T R Y I N G T O S O L V E ( 6 M I N )
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S / V I R T U A L -
C R A S H - C O U R S E - V I D E O
U S E V E R B S
O R G A N I S E F R O M T H E M O S T T O L E A S T
I M P O R T A N T ( 2 M I N U T E S )
C R A S H C O U R S E
D E S I G N T H I N K I N G  
C A P T U R E F I N D I N G S  
04
I N S I G H T S A B O U T Y O U R P A R T N E R F E E L I N G S
T O L E V E R A G E I N Y O U R   D E S I G N
S O U R C E :   S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
S Y N T H E S I Z E W H A T Y O U
H A V E H E A R D , W H A T I S T H E
M O S T I M P O R T A N T W H A T I S
T H E L E A S T ?  
C R A S H C O U R S E
D E S I G N T H I N K I N G  
D E F I N E T H E P R O B L E M S T A T E M E N T  
05
S O U R C E :  
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
N E E D S A W A Y T O . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . .  
U N E X P E C T E D L Y I N H E R / H I S
W O R L D V I E W ( G I V E
I N S I G H T ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
C R E A T E A
N I C K N A M E F O R
Y O U R P A R T N E R
C R A S H C O U R S E
D E S I G N T H I N K I N G  
G E N E R A T E A L T E R N A T I V E S T O T E S T  
06
W R I T E Y O U R P R O B L E M
S T A T E M E N T A B O V E  
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
E X A M P L E : S P E N D I N G T I M E
W I T H F R I E N D S W H I L E
D O W N L O A D I N G P I E F R O M
T H E I N T E R N E T  
W I F I P I E
EXAMPLE
C R A S H C O U R S E
D E S I G N T H I N K I N G  
G E N E R A T E A L T E R N A T I V E S T O T E S T   ( S E C O N D
P A G E )
06
S O U R C E :  
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
C R A S H C O U R S E
D E S I G N T H I N K I N G  
G I V E F E E D B A C K / R E C E I V E F E E D B A C K
I T E R A T E B A S E D O N F E E D B A C K
07
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
R E F L E C T A N D G E N E R A T E A N E W S O L U T I O N  
( S K E T C H Y O U R B I G I D E , N O T E D E T A I L S I F
N E C E S S A R Y )    
C R A S H C O U R S E
D E S I G N T H I N K I N G  
W H A T W O U L D Y O U N E E D F O R A P R O T O T Y P E .  
S H A R E Y O U R R E S U L T S A N D G E T F E E D B A C K :  
08
B U I L D Y O U R S O L U T I O N ( 2 5 M I N U T E S )    
S O U R C E :  
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
B U I L D Y O U R P R O T O T Y P E :  
D O N ' T D R A W !  
C R A S H C O U R S E
D E S I G N T H I N K I N G  
W H A T W O U L D Y O U N E E D F O R A P R O T O T Y P E .  
S H A R E Y O U R R E S U L T S A N D G E T F E E D B A C K :  
09
S O U R C E :
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /
V I R T U A L - C R A S H - C O U R S E - V I D E O
W H Y H A V E Y O U B U I L D
T H A T ? W H Y D O Y O U T H I N K
T H I S M A K E S S E N S E ?  
W H A T W O R K E D +
W H A T C O U L D B E
I M P R O V E D . I N C A S E Y O U
C O U L D D O T H I S E X E R C I S E
A G A I N ?  
I D E A S / Q U E S T I O N S

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