Design Thinking toolkit presentation in a few minutes.

1. DESIGN THINKING
TOOLKIT
BY NESS

2. 1- A Little bit of theory
5.Design thinking is…
6-Design Thinking can be described as...
7-Design Thinking Methodology is...
8-Design Thinking Characteristics
9-Design thinking process
10-A Design Thinker’s Personality Profile
11-Design Thinking and McDonald’s
13-Some of Design Thinking ambassadors
16-Tools.
17-Research
18-Emphaty map
19-Customer journey
20.Emotional map
21- Ideation
22- Convertational map
24-Brainstorming
27-Prototyping
30-Testing
31-Bussiness model canvas
33.Lean Bussiness model canvas

3. A little bit of
theory
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4. ”Thinking like a designer can transform the way you
develop products, services, processes, and even,
strategy.”
Tim Brown (CEO and president of IDEO)
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5. Design thinking is...
“A capacity to understand the world and our
relationship to it, and within it, in a different
way.”
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6. Design Thinking can be described as...
Giving solutions
-Working with prototypes for an improvement
-Works with different methodologies that give the chance
to be more innovative
Finding problems
-Observation of population and empathy are key for
avoiding problems and for finding new points of view
-Comparative advantages exist when you re-frame issues
-Prototyping help to happen new conversations and to find
prese nt needs
A new perspective to create value
-It is a process of co-creation, human-centered focus to
actual users and delivering the highest standards for all the
parts concerned (stakeholders)
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7. Design Thinking Methodology is...
-Framing a problem with a direct focus
-Inspiring for the team
-Generating criteria for evaluating ideas and balancing
them
-Capturing the minds and hearts of those who have
been studied
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8. Design Thinking Characteristics
Human centered. Having empathy to the people you are designing for
ang having a feedback from them is essential for achieving a good
design
Show don’t tell. Communicate your vision in a meaningful and
impactful experiences creating, using illustrative visuals and telling
good stories
Radical collaboration. Board teams of people of diverse disciplines
and points of view. Diversity allows smack radical ideas.
Cultura of prototyping. Prototyping is not simply a way to validate
ideas, is an integral part of the innovation process.
Bias toward action. Make no mistake with the name becaus e it is not
but to think. Of thought to action.
Mindful of process. Be clear about the design process and what
methods are used in each phase.
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9. Design thinking process
UNDERSTAND
IDEATE
PROTOTYPE
TEST
Connect
Understand
Observe
Empathize
Synthesize
Planning
Ideate
Visualize
Prototype
Test
Deploy
Report
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10. A Design Thinker’s Personality Profile
Experimentalism.
Try new directions.
Collaboration.
The increasing complexity of products, services, and experiences has
replaced the myth of the lone creative genius with the reality of the
enthusiastic interdisciplinary teams.
Empathy.
They can imagine the world from multiple perspectives. By taking a
“people first” approach, design thinkers can imagine solutions that
are possible needs. Try to observe the world in minute detail. Notice
details that others can’t.
Integrative thinking.
create new solutions that go beyond and dramatically improve on
existing alternatives.
Optimism.
They assume that no matter how challenging the constraints of a
given problem, at least one potential solution is the way.
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11. Design Thinking and McDonald’s
Their perspective, what draws more attention is that the products and services provided
by McDonald’s until now have been characterized by the application of Taylorist
principles of scientific management, as well as the Fordist concept of industrial assembly
line. In both cases, the core orientation is to simplify and standardize at the maximum the
procedures and the end products. All procedures are based on objectivity, speed and
repeatability. Uncertainty and error are avoided to the maximum, even at the risk of low
creativity. The processes are of a linear nature and correspond to the definition of
algorithms, that is, sets of step by step rules.
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12. To adapt is to survive. Among other things, it may be helpful to examine the following
events which show how the McDonald’s algorithm way of thinking has being challenged:
• Since the end of 2002 the current model of fast food companies is no
longer working as it used to be.
• The competition has been and is increasingly aggressive.
• Anti-globalization militants have done demonstrations and even attacks on
McDonald’s facilities in various cities around the world.
• Some lawsuits have been filed by obese people against the company,
following the pattern started against the tobacco industry.
• The antiobesity attitude has progressed towards a growing demand for
foods with fewer carbohydrates and more vegetables, especially salads,
fruits and other low-calorie stuff.
The above data, selected among many others, are sufficient to show that in
global terms the cultures of repetition and standardization (the algorithmic
model) have been questioned and have to learn to live with differences and
diversity. Thus, adaptation is a mandatory strategy. Below are some aspects
that show how McDonald’s is trying to fit all these changes.
• Changes in corporate image and search for new directions. Marketing
initiatives have sought to revitalize the brand worldwide. Hence the creation
of the worldwide motto, whose emotional nature contrasts with the usual
linearity and objectivity: I’m lovin ‘it. This slogan has been sought to be both
global and local.
• Diversification of restaurant design, decor, marketing and even the way of
work.
Diversification of products, in an attempt of getting out of the hamburger and potato
chips model.
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13. Some of Design Thinking ambassadors
Tim Brown
Tim Brown is the CEO and president of IDEO, is an award-winning global design firm that
takes a human-centered, design-based approach to helping organizations in the public
and private sectors innovate and grow. He has made a very inspirational TED talk,
“What we normally call design is being used as tool of consumes.
Take a different view in the design and focus more to the service, not to the object. We
will see the results in a bigger way. Service design is to solve problems integrating
innovations. Understanding culture and context. Instead of starting with technology,
they started with people and culture. From consumes to participation. Active
engagement between consumer to producer. Designs too important to be left to
designers.
In time of change we need new alternatives, new ideas.
The first step is to start asking the right questions.”
You can see his Talk at this link:
http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html
we also recommend http://blog.ted.com/2008/11/06/the_powerful_li/
“Draw your neighbor in 30 seconds. Lots of laughter, a lot of embarrassment,
and lots of sorriest. This fear makes us be conservative and not thinking, we are
afraid to share. With kids this doesn’t happen, but as they come adults they start
to be more sensitive to opinions of the rest.”
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14. Some of Design Thinking ambassadors
Matt Ridley
Matt Ridley is a British science writer. He earned his doctorate in zoology from the
University of Oxford before beginning his career as a science journalist.
http://www.ted.com/talks/matt_ridley_when_ideas_have_sex.html
Paul Bennet
Creative director of IDEO, he is considering the little things that matter. "Small is the new
big,"Bennett says. For often, it's not the biggest ideas that have the most impact, but the
small, the personal, and the intimate.
http://www.ted.com/talks/paul_bennett_finds_design_in_the_details.html
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15. Some of Design Thinking ambassadors
Jacek Utko
Newspapers designer , he is working for good (At this point, why not try it?) In his work,
he's proved that good design can help re adders rec
connect with newspapers.
Trained as architect, is the art director at Warsaw's Puls Biznesu in 2004, he redesigned
this small business-focused newspaper and immediately won the SND award for world's
best-designed newspaper.
http://www.ted.com/speakers/jacek_utko.html
Yves Behar
"[Behar] has the ability to strip something down to its basic functional logic and then
apply a set of emotional and aesthete ic considerations to create something unique. It's
an art."
Chris Hacker, chief design officer at Johnson & Johnson
http://www.ted.com/talks/yves_behar_on_designing_objects_that_tell_stories.html
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16. TOOLS
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17. 15

18. Empathy map
Empathy Map is a tool that helps sketching the
profile of a customer segment and understand
his environment, behavior, concerns and
aspirations. They can be used during
contextual investigation or as a communication
tool of the team.
As you can see in the picture, the diagram is
divided in different sections, HEAR, THINK, SEE,
FEEL, DO and SAY.
Good points: the best tool of “putting in the
shoes” of the customer
Bad points: It is very subjective
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19. Customer Journey
The customer journey map is a diagram that describes the journey of a user by
representing the different touchpoints that are characteristics in his
interaction with the service.
In this kind of visualization, step by step as in the classical blueprint, but there
is a stronger emphasis on some aspects as the information and the physical
devices involved.
Benefits of creating customer journey maps with your clients:
-You get the clients wording.
-You capture emotions the clients may have for different
aspects of their business.
-You get the way people think – specifically decisions they
make, the sequences they follow, and the sources they use.
-You learn your clients priorities.
Good points: measures the service in all moments, before, during and after
Bad points: can be confusing to make.
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20. Emotional map
As you can see, it is a diagram of the
emotions the consumer has. It has to be
done in first person, so that you really have
to be in the same stage as the final target
consumer.
It is for empathising and seeing the good or
bad points of the service or product.
The diagram reveales the time and the
feelings. It is very easy to understand.
Good points: the best tool for seeing the
need of improvements.
Bad points: can be very subjective.
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21. 19

22. Conversation map
It includes these components
The Conversation Map Visual
The map creates a common mental model or picture for all participants to
learn from and discuss. It’s a big colorful picture or metaphor that the group
will focus on and navigate during the session.
The Conversation Questions
These questions are read by you and serve as the instructions for the Map
session. The questions encourage the participants to discuss a variety of
topics at various points through the session. The conversation questions have
been focus-group-tested to be sure that certain learning goals are achieved,
they are intended to be flexible so that all types of groups can take part in the
process.
The Discussion Cards
Discussion cards are used to bring additional information and engagement to
the sessions.
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23. The Group (participants)
Conversation Maps are designed to be used with groups of 3 to 10
participants. This group size provides enough participants to learn from one
another, but not too many that it becomes a challenge to facilitate. Everyone
should be able to participate and learn from the process.
Action Plan
An important aspect of the Conversation Map process is providing
participants with an action plan with which to make changes in their choices
and behaviors. For some the action plan will be the same as expected, while
for others it will provide a starting point for change.
Good points: all points of views are seen, not depending on being extrovert or
not
Bad points: not having the control of what the real problem is, because you
are answering to questions that come from another questions.
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24. Brainstorming
Brainstorming combines a relaxed, informal approach to problem-solving
with lateral thinking. The idea here is that some of these ideas can be evolved
into original, creative solutions to the problem you're trying to solve, while
others can think for more ideas.
Ideas should only be evaluated at the end of the brainstorming session.
7 principles of Brainstorming
1. No judgement
2. Encourage wild ideas
3. Be constructive, think in others’ ideas
4. Be focused
5. Only one conversation
6. Be visual
7.Quantity importance
There are some techniques in order to improve our creativity and to use all
parts of our brain, as this game.
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25. How to do a powerful brainstorming
Step by Step
1.
2.
3.
4.
5.
6.
7.
Define your problem or issue as a creative challenge. This is extremely
important. A badly designed challenge could lead to lots of ideas which
fail to solve your problem.
Give yourselves a time limit. We recommend around 25 minutes, but
experience will show how much time is required.
Once the brainstorming starts, participants shout out solutions to the
problem while the facilitator writes them down – usually on a white board
or flip-chart for all to see.
Once your time is up, select the five ideas which you like best. Make sure
everyone involved in the brainstorming session is in agreement.
Write down about five cri teria for judging which ideas best solve your
problem. Criteria should start with the word "should", for example, "it
should be cost effective", "it should be legal", "it should be possible to
finish before July 15", etc.
Give each idea a score of 0 to 5 points depending on how well it meets
each criterion. Once all of the ideas have been scored for each criterion,
add up the scores.
The idea with the highest score will best solve your problem. But you
should keep a record of all of your best ideas and their scores in case your
best idea turns out not to be workable.
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26. Tips
-Create a creative culture
-Include people that don’t seem to fit
-Use random stimulus
-The brainstorming session is only part of it
-Mix things
-Get people to create small groups around different flipcharts, and move
them from one to another
-Get people to write their ideas before starting so that the ideas are not
firstly influenced by the rest
-Use extra materials
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27. 25

28. Prototyping
It is for making a model built of the design you are thinking for. It is for testing
also all the materials you would need to create it. Prototypes of a service
innovation will of course not be physical, but they must be tangible.
Good points: improves creativity.
Bad points: is not for all products, can be quite confusing.
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29. Do not waste a lot of money doing prototypes.
Make the first shit prototyping and TEST, TEST,
TEST, TEST, TEST…
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30. 28

31. Business Model Canvas
The Business Model Canvas is a tool used for designing, innovating, changing,
inventing, improving, challenging and finally choosing your business model.
For that you need to take into account nine main areas, customer segment,
value proposition, channels, customer relationships, revenue streams, key
resources, key activities, key partners, cost structure.
Business Model Canvas allows you to design business plans visually and
cooperatively. This model has two parts. The left side corresponds to the
company and the logical model of efficiency-seeking processes and
represents the costs for business value generation; this area will work on the
left side of the brain. The right side corresponds to the segments or customers
which run the business, its needs, the emotional relationship of customers
with products and services and how the business makes profits by adding
value; this area will work the right side of the brain.
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32. Customer
Relationships
Key
Resources
Key
Partners
Who can help
you making
your business
successful.
The structure
to create,
deliver and
capture value.
Key Activities
Which things
do you need
to be able to
perform well.
Value
Proposition
The products
and services
that create
value for your
customers.
The type of
relationship
you are
establishing
with your
customer
Channels
The touch
points you are
interacting
with your
customers and
delivering
value.
Customer
Segment
The people
and
organizations
for which you
are creating
value,
including
customers and
users.
Cost Structure
Revenue Streams
The main sources of cost
s required to create and deliver.
How and through which pricing
mechanism your business model is
capturing value.
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33. Lean Canvas Model
The Lean Canvas is an adaptation of the Business Model Canvas, it is focused
on entrepreneurs. In general entrepreneurs are taking a lot of risks and this
canvas model is taking into account the uncertainty and risks that
entrepreneurs live. These are the things that change from de Business Model
Canvas to the Lean Canvas Model.
Problem
Most startups fail, not because they fail to build what they set out to build, but
because they waste time, money, and effort building the wrong product. You
have to attribute a significant contributor to this failure to a lack of proper
"problem understanding" from the start.
Solution
Once you understand the problem, you are then in the best position to define
a possible solution because the solution is what we are most passionate
about. Left unchecked, we often fall in love with our first solution and end up
cornering ourselves into legacy. Keeping the solution box small also aligns
well with the concept of a "Minimum Viable Product" (MVP).
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34. Key Metrics
Startups often drown in a sea of numbers in an attempt to bring order to the
chaos of uncertainty. At any given point in time though, there are only a few
key actions (or key macro metrics) that matter. Failure to identify the right key
metric can be catastrophic - leading to wasteful activities like premature
optimization or running out of resources while chasing the wrong goal.
Initially these key metrics should center around your value metrics and later
they shift towards your key engines of growth.
Unfair Advantage
This is another name for competitive advantage or barriers to entry often
found in a business plan. I was cognizant of the fact that few startups have a
true unfair advantage on day one which means this box would be blank.
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35. Solution
Unfair
advantage
Value
Proposition
Problem
Customer
Segment
Channels
Key matrizes
Cost Structure.
Revenue streams.
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36. THANK YOU