DesignChain Business-by-Design Workshop Pack for IIBA

IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 1
Business by Design
IIBA WORKSHOP
OCTOBER 2016

Our Design in Business Course.
Design Thinking for those “in” the business
Description
Design in Business introduces individuals and teams
to design tools that will help them be more human-
centred in their approach to problem solving.
Attendees learn how to apply design tools to launch
new and innovative products and services to
market, as well as how to leverage these tools to
support strategic planning, business analysis,
architecture and agile delivery.
Who is it for?
• Business Analysts
• Project Managers
• Business Leaders
• Strategic Planners
• Business Planners
• Business Architects
• Enterprise Architects
What does it cover?
Design in Business covers the essential design tools
to help you explore, ideate, prototype and deliver
higher value ideas to market in shorter timescales.
Helping you link it all together
One of the key value propositions of our course is
the integration with the strategy and business
planning aspects to determine viability and
feasibility.
Attendees will learn how to leverage agile
techniques to help focus investment and deliver
ideas to market more efficiently.
“Our team found the experience invaluable. The course
helped us challenge some of our established ways of
thinking to ensure we have the tools and techniques
available to appropriately articulate problems, then to
analyse them and design and iterate possible solutions in a
human centred, business focused way”
— Banking client: Product Design, Change and Delivery
Design in Business is hands on, taught by
Business Designers working and
delivering business outcomes.
What does it involve?
• Kick-start: Attendees choose an actual problem
within their business, and we teach you how
to solve that problem. This part-time option
usually runs over six to seven weeks using a
combination of theory and hands-on activities.
The outcomes are valid prototypes ready for
rollout into your business.
• Five-day class: This option is a combination of
theory and hands-on activities that run within
a classroom environment. Attendees work
through a challenging digital experience case
study to sharpen their problem-solving and
design skills.
Helping you and your teams
develop a design mindset for
business
Contact Us
DesignChain
520 Bourke Street, Melbourne, AUS
(+61) 4 19 192 2928
training@designchain.co
Visit us on the web:
www.designchain.co
Design in
Business
Training Course

Designing for Growth THE DESIGNCHAIN APPROACH
ü DESIREABLE FOR
CUSTOMERS
ü FINANCIALLY VIABILE FOR
THE BUSINESS
ü FEASIBLE TO DELIVER
Business Model
Innovation
“What's possible?”
Business
Strategy
“What will we do?”
Operating
Response
“What's the Blueprint
to for the fastest
delivery with the least
amount of effort?”
Business Model
“What does it look
like”
Understanding
value
“What value can we
create for our customers
and capture for our
business?”
Creating growth through
innovative business models
Testing viability of business models
against the industry patterns and
your own organization
Understanding the right
levers to pull to create and
capture value
Building and planning the
engine of delivery

Linking it together THE HYBRID PROCESS
Empathy Map
Design Principles
Value Model
Customer Profile
Problem
Statement
Value Proposition
Canvas
Business
Model
Canvas
Business Motivation Model
Service
Blueprint
Operating Model
Canvas
Capability ModelScaled Agile Framework

A Multi-Disciplinary Journey HOW ARE PROBLEMS SOLVED?
* From Roger Martin (2009) The Design of Business
MYSTERY
HEURISTIC
ALGORITHM
T h e K n o w l e d g e F u n n e l
Design Thinking
Architecture Thinking
Agile TM Thinking
No single discipline can
traverse the funnel, it is a
multi-disciplinary journey.
THEAGILEORGANIZATION

Business Planning
Project Management
Agile Delivery
Design Thinking
Human Centered Design
Psychology and
behavioral analysis
Strategic Planning
Business Design
Business Model Innovation
Hybrid thinking focusses on utilizing the strengths from multiple disciplines HYBRID THINKING
Desirability
What is valuable to
people?
Viability
What is value to the
business?
What can you sell?
Feasibility
What can you
implement?
Starts
Here
Starts
Here
Business Architecture
The three lenses must be aligned at a business
model level, marketing mix level, products and
service model level and operating model level
Business
Design
Service
Design
Capability
Design

THE KNOWLEDGE
FUNNEL
Non-core but
complex -
Outsource
Innovation, chaos
& unresolved
mysteries
HIGH
HIGH
LOW
LOW
Must be done but adds little
value to product or services
Very important to success, high
value added to products and services
STRATEGIC IMPORTANCE & VALUE
COMPLEXITYANDDYNAMICS
Complex negotiation,
design, or decision
process
Many business rules;
expertise involved
Some business rules
Procedure or simple
algorithm
Non -Core
Competencies
Core
Differentiating
Competencies
Everyday, highly
repeatable and
automated
Make repeatable
and reliable to
gain efficiency
Core
Competitive
Competencies
Industrializing at speed HOW ARE PROBLEMS SOLVED?
Source: Adapted from “Business Process
Change” by Paul Harmon
GOAL: Reliably produce
consistent, predictable
outcomes
GOAL: Validity- Produce
outcomes
that meet desired
objectives
People
Dominance
Process
Dominance
Technology
Dominance
The Challenge is reducing the time it takes to move from the unresolved business challenges space to the repeatable
formulas space.

How different Disciplines relate to each other COHERENCY ACROSS DISCIPLINES
Problem Solution

Knowing when to use design, architecture and agile COHERENCY ACROSS DISCIPLINES

Moving through the funnel across and problem and solution landscape HOW ARE PROBLEMS SOLVED?
Unknowable:
The relationship between cause
and effect is impossible to determine
as they constantly shift. In chaos, it is
necessary to act first and then sense
through the result of action how to
further respond. Understanding the
problem comes later. This is the
domain of rapid response.
Example: Natural disasters
Unknown Problems:
The problem is in constant flux as a
change to the situation causes ripple
effects and unpredictability
in other aspects. Information is often
incomplete. Rather than
implementing a solution, devising a
concept, testing, iterating and then
responding is needed. Problems often
become complex when human
behavior is a significant factor. This is
the domain of emergence.
Example: Schooling experiences,
organizational change management,
traffic management
Known unknowns:
A complicated problem can have multiple
right solutions. Complicated problems are
understood, analyzed and then responded to. It
often requires expertise to solve and is largely
process driven. Solving a complicated problem
often requires the right expertise along with
the right tools. In this realm you may know
you have a problem but may not be able to
solve it alone. This is the domain of expertise.
Example: Fixing a car, constructing an airplane.
Known knowns
A simple problem is one of cause and effect.
The solution is rarely disputed. The problem
can be categorized, understood and a response
devised based on the information. This is the
domain of best practice.
Example: 1+1 = 2, solving a jigsaw puzzle.
The Knowledge /
Innovation funnel
* ‘A Leader’s Framework for Decision Making’ David Snowden & Mary Boone

Creating a Blend of Thinking. The origins of Design Thinking HOW ARE PROBLEMS SOLVED?
Analytical
Thinking
Intuitive
Thinking
100% Reliability 100% Validity
Design
Thinking
From: ‘The Design of Business’, Roger Martin (2009)

When is Design Thinking Appropriate? DESIGN VS ANALYTICAL METHODS

Four Orders of Design HOW BIG IS THE PROBLEM?
Graphic Design
Visual Design
Communications Design
Product Design
Industrial Design
Engineering
Architecture
Fashion Design
Service Design
UX Design
Instructional Design
Process Design
System Design
Business Design
Organisational Design
Culture Design
Capability Design
4th
systems
3rd
interactions,
experiences
2nd
objects,
artefacts
1st
signs,
symbols
Low
complexity
High
complexity
*Richard Buchanan 1992: Wicked Problems and Design Thinking

The Double Diamond THE DESIGN PROCESS
Discover Define
Understanding the Problem Understanding the Solution
1
2
4
3
Develop Deliver
Point
of
View

FINCO Background THE DESIGN CHALLENGE
FINCO are a mature financial services company providing traditional banking services to the citizens of
FINLAND.
They have enjoyed a great market share and many long years of loyal customers and revenue growth. This is
now coming under pressure from a number of changes in the market. Especially in the space of payments.
Fintech is changing the face of global payments. Global investment in fintech ventures tripled in 2015 to
US$12 billion. As new payment capabilities come to the fore, cutting-edge technology is transforming how
transactions are initiated and processed.
This is no longer just a case of new currencies or faster payment methods, but an entire rethinking of
transfers of “value” and how these are undertaken. This presents both a challenge and an opportunity for
FINCO.
The combined impact of these disruptive forces is likely to dramatically reshape the payments industry in
the next five years, and will be decisive in determining how the revenue growth picture develops and in fact
the very survival and future of FINCO as a dominant market player.
As always, disruption also brings opportunity. FINCO’s executive feel that success in this reshaped landscape
will come to those who keep pace with technological change, customer expectations and the quest for
innovative payments solutions.
The CEO is aware that any organization looking to survive in todays economy must innovate whilst the
times are good.
She has kicked off a series of strategic design initiatives to understand how best to respond to competitive
banks in the marketplace, as well as take advantage of the new technologies that are entering into the
market.
The CEO and her team have decided they want a human centred design approach, believing that the secret
lies in creating innovative experiences through value based intention exercises, wrapped in innovative
payment mechanisms that cross monetary boundaries and shape society not just banks.

Challenge Description THE DESIGN CHALLENGE
Challenge Description
There are many methods of paying for stuff, largely dictated by individual organisations
without consistency of service nor done in a way that truly addresses the value sought by
customers.
In their everyday lives, customers have lots of ‘life’ scenarios that impose complex payment
challenges which cross organisational and country boundaries and create pain in their lives.
So we design to: Make people’s lives easier when it comes to paying for stuff

DRAFT: Research Plan
Design Challenge: The challenge we have accepted from our sponsor who has requested the Design Work is:
1 2 3 4 5 6Purpose: Guide Discover phase of design process
Frames for Exploration
The Design Team have chosen the following set of frames (or
dimensions) to guide discovery in the Exploration (problem or
opportunity) Space:
Research Questions
In consideration of the chosen frames for the exploration
space, we seek the following knowledge:
Research Subjects & Contexts
We have identified the following people and contexts from
which we seek knowledge in the exploration space:
:
Research Approach and Tools
Selection of Primary and Secondary Research activities:
Assigned Responsibilities
To conduct the Research activity, the Design Team has agreed
to the following responsibilities:
Data Collection Guidelines
During the Discovery Phase we will collect information of
various types and deposit them in a shared location in
preparation for Define phase and Group Synthesis activities.
Make people’s lives easier when it comes to paying for stuff
Value
Payment types
Payment times and delays
Product or service
Online or F2F
Fund availability
Commissions
Rewards and awards
….
• a
• Stakeholder #1: Merchant
• Stakeholder #2 : Purchaser
• Stakeholder #3: Investor
• Stakeholder #4: Charity recipient
• Stakeholder #5: Bank for deposits
• Stakeholder #6: Clearing house
• Stakeholder #7: Retailers (Awards and
rewards)
• Staekholder#8: Logistics and delivery
• XYZ
• ABC
Primary Research
Ask
• Diary study – ask stakeholder to write
down a day in the life of. Or an
experience in the life of
• Love letter / break up letter – ask
stakeholder to write a break up letter to
society (Melbourne city) as to why they
have given up on it
• Picture cards discussions with key
questions
• Semi-structured interview
Participate
• Find and apply for shelter for evening
Observe
• Fly-on-wall
• Shadowing
Secondary Research
• City of Melbourne research papers
• Other case study providers

Empathy Map DISCOVER AND DESIGN
Needs and Insights

Discover Define
1
2
4
3
Develop Deliver
Point
of
View

Using The value proposition canvas to develop the service
models
The Value (Proposition) Map describes the features of a specific value proposition in
your business model in a more structured and detailed way. It breaks your value
proposition down into products and services, pain relievers, and gain creators.
The Customer (Segment) Profile describes a specific customer segment in your
business model in a more structured and detailed way. It breaks the customer down into
its jobs, pains, and gains.
Gain Creators describe how your
products and services create customer gains.
Pain Relievers describe how your
products and services alleviate customer pains.
You achieve CUSTOMER Fit
when your value map meets your customer
profile— when your products and services
produce pain relievers and gain creators that
match one or more of the jobs, pains, and
gains that are important to your customer.
Gain describe the outcomes
customers want to achieve or the
concrete benefits they are seeking.
Pains describe bad
outcomes, risks, and obstacles
related to customer jobs.
This is a list of all the
Products and
Services a value
proposition is built around.
Customer Jobs
describe what customers are
trying to get done in their
work and in their lives
when dealing with a
problem or challenge.
*Value Proposition Design by Alexander Osterwalder

The Customer Profile canvas
What do I the customer want?
The Customer Profile is completed one per customer segment
Problem Statements from
the previous workshop are used as input
into the customer jobs.
Describe what customers are trying to
get done in their work and in their lives
when dealing with the identified
problem or challenge within the context
or situation identified in workshop 1
Functional Jobs
Task based - mow the lawn, eat healthy
as a consumer, write a report, or help
clients as a professional
Social Jobs
These jobs describe how customers want
to be perceived by others, for example,
look trendy as a consumer or be
perceived as competent as a professional.
Personal / Emotional
Jobs
Customers seek a specific emotional state,
such as feeling good or secure, for
example, seeking peace of mind regarding
one’s investments as a consumer or
achieving the feeling of job security at
one’s workplace.
Customer Pains
Describe those things that annoy
the customer segment before,
during and after trying to get the
jobs / problem done
Undesired outcomes, and
characteristics
Pains are functional (e.g., a solution doesn’t work, doesn’t
work well, or has negative side effects), social (“ I look bad
doing this”), emotional (“ I feel bad every time I do this”), or
ancillary (“ It’s annoying to go to the store for this”). This may
also involve undesired characteristics customers don’t like
(e.g., “Running at the gym is boring,” or “This design is ugly”).
Obstacles
These are things that prevent customers from even getting
started with a job or that slow them down (e.g., “I lack the time
to get this job done accurately,” or “I can’t afford any of the
existing solutions”).
Risks
What could go wrong and have important negative
consequences (e.g., “I might lose credibility when using this
type of solution,” or “A security breach would be disastrous
for us”).
Customer Gains
Gains describe the outcomes and benefits your
customers want when they are trying to solve the
job / problem. Gains include functional utility, social
gains, positive emotions, and cost savings.
Required Gains
These are gains without which a solution wouldn’t work. For example,
the most basic expectation that we have from a smartphone is that we
can make a call with it.
Expected Gains
These are relatively basic gains that we expect from a solution, even if it
could work without them. For example, since Apple launched the
iPhone, we expect phones to be well-designed and look good.
Desired Gains
These are gains that go beyond what we expect from a solution but
would love to have if we could. For example, we desire smartphones to
be seamlessly integrated with our other devices.
Unexpected Gains
These are gains that go beyond customer expectations and desires.
Before Apple brought touch screens and the App Store to the
mainstream, nobody really thought of them as part of a phone.

Value Proposition Canvas: Customer Profile DEFINE

Design Criteria Canvas DEFINE
Purposeful
and polished
aesthetics
Reduced
Complexity
Dedicated
Spaces. Each
doing 1
thing well
Integration
of digital
ecosystem
assets
Design with omni-
channel in mind
Prompt final
settlement
on the day
of value
Assets should be
distributed not
centralised
Security and
operational
reliability

BUSINESS MODEL INNOVATION
USING DESIGN
Define
Step 7: Define the problem statement and how
might we question
Turn an underlying belief on
its head.
•Formulate a radical new hypothesis,
one that no one wants to believe—at
least no one currently in your
industry.
•For instance: How might we place a
financial-services provider’s IT
entirely in the cloud… so that we could
drastically reduce the minimum
economic scale?
• Target: What if people who shopped in discount
stores would pay extra for designer products?
• Apple: What if consumers want to buy
electronics in stores, even after Dell educated
them to prefer direct buying?
• Palantir: What if advanced analytics could
replace part of human intelligence?
• Philips Lighting: What if LED technology puts
an end to the lighting industry as a replacement
business?
• Amazon Web Services: What if you don’t need
to own infrastructure yourself?
• Amazon Mechanical Turk, TaskRabbit, and
Wikipedia: What if you can get stuff done in
chunks by accessing a global workforce in small
increments?
Remove Money from the equation??

Problem Canvas DEFINE

Discover Define
1
2
4
3
Develop Deliver
Point
of
View

Gain Creators. Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or
that go beyond their expectations?
(e.g. better quality level, more of something, less of
something, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more
services, lower cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in
power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features,
Fulfil something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your
customers success and failure criteria?
(e.g. better performance, lower cost, …)
The Value Map canvasWhat could we the bank provide?
The Value Map Canvas is completed one per customer segment profile
Products and Services
What products and services will we offer to deliver
what our customer segment sees as valuable.
This bundle of products and services helps your
customers complete either functional, social, or
emotional jobs or helps them satisfy basic needs.
Products and services don’t create value alone– only in
relationship to a specific customer segment and their
jobs, pains, and gains.
Physical / tangible
Goods, such as manufactured products.
Intangible
Products such as copyrights or services such as after-sales
assistance.
Digital – Focus on
these first
Products such as music downloads or services such as online
recommendations.
Financial
Products such as investment funds and insurances or services such
as the financing of a purchase.
Pain Relievers
Pain relievers describe how exactly your products
and services will alleviate specific customer pains.
They outline how you intend to eliminate or
reduce some of the things that annoy your
customers before, during, or after they are trying to
complete a job or that prevent them from doing so.
Pain Relievers. Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give
them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done,
eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go
awfully wrong, …)
Gain Creators
Gain creators describe how your products and
services create customer gains. They explicitly
outline how you intend to produce outcomes and
benefits that your customer expects, desires, or
would be surprised by, including functional utility,
social gains, positive emotions, and cost savings.

Value Proposition Canvas: Value Map DEVELOP

Business Model Categories BUSINESS MODEL PATTERNS
*Adapted from - The Business Model Navigator: 55 Models
That Will Revolutionise Your Business by Oliver Gassmann

Example Business Model Options BUSINESS MODEL PATTERNS
*Adapted from - The Business Model Navigator: 55
Models That Will Revolutionise Your
Business by Oliver Gassmann

TribalMind Example EXAMPLES
TRIBALMIND
Tribalmind is a web based marketing platform that streamlines the process of creating and
tracking lead magnets for your business. It facilitates a multi-sided marketplace that connects
marketers with customers, and customers to customers, to answer WHO and WHY people visit
web sites, thereby providing much stronger relevancy to the customers problem

DropBox Example EXAMPLES

Nespresso Example EXAMPLES

Business Model Canvas DEVELOP
Who Will Help You?
KEY PARTNERS
How do you do it?
KEY ACTIVITIES
What do you need?
KEY RESOURCES
Why do you do it? need?
VALUE PROPOSITION
How do you interact?
AUDIENCE RELATIONSHIPS
How do you reach them?
DISTRIBUTION CHANNELS
Who do you help?
AUDIENCE SEGMENTS
How much will you make?
REVENUE STREAMS
What will it cost?
COST STRUCTURE
Business Model Generation by Alexander Osterwalder

Business Motivation Model DEFINE AND DEVELOP
Mission Vision
Goal 1
Objectives
Goal 2
Objectives
Goal 3
Objectives Objectives
Goal 4
Strategies & Tactics Strategies & Tactics Strategies & Tactics Strategies & Tactics
V&V V&V V&V V&V V&V V&V

Discover Define
1
2
4
3
Develop Deliver
Point
of
View

Service Model Canvas – Service Blueprinting DEVELOP & DELIVER
*The Service Innovation Handbook
Segment?
Pain Reliever and Gain
Creator

Operating Model Canvas DELIVER
How do you do it?
VALUE STREAMS
Key Resources?
PEOPLE
What will it cost?
COST STRUCTURE
How do you do it?
VALUE STAGES
What do you need?
CAPABILITIES
Key Resources?
PROCESS
Key Resources?
TECHNOLOGY
Key Resources?
INFORMATION
Key Resources?
PARTNERSHIPS
Retire
Right
Debt Free
Flexible
and agile
product
delivery

EXPERIENCE
CAPABILITY
TECHNOLOGY
BUSINESS
VALUE
VALUABLE
MEANING
PROCESSEMPLOYEES INFORMATION
APPLICATIONS DATA TECHNOLOGY
CUSTOMER
PERFORMANCE
PROBLEMS PAINS / GAINS
SERVICE/S
VALUES
- Duration
- Breadth
- Interaction
- Intensity
- Triggers
- Significance
PRICE to
EXCHANGE
PLACE to
EVERYPLACE
PROMOTION to
EVANGELISM
PRODUCT/S

Extending the definition of the capability CAPABILITY MODELLING

Value Stream / Capability Canvas DELIVER
Outcome
Goal / Objective
Performance CSF / KPI’s
Skills
Strategy / Tactic
Organization Units
Cultural Landscape
Process
Application
Delivery Vehicle
Information

Linking it together THE HYBRID PROCESS
Empathy Map
Design Principles
Value Model
Customer Profile
Problem
Statement
Value Proposition
Canvas
Business
Model
Canvas
Business Motivation Model
Service
Blueprint
Operating Model
Canvas
Capability ModelScaled Agile Framework

The DesignChain Training Courses DESIGNCHAIN SERVICE OFFERING: TRAINING
Design in
Business Course
(Using design thinking to
complement the other disciplines
of analysis, architecture and
planning, to help them be more
human centred in their
approach)
Business By Design
Course
(This course focusses on using the disciplines of
Design and Architecture to create and test
more innovative and disruptive business
models)
*Richard Buchanan
www.designchain.co
Designing with
AgileTM
(Using design thinking to be
more human centred in thinking
and approach. Blended with
AgileTM
to be more efficient and
delivery centred)
DesignChain follows a blended
approach to training with
clients. We support the
70:20:10 approach to building
capability and improving
learning outcomes
In beta
Released
In alpha

Decide, adapt and grow faster
INSIGHT
What we do: We provide insight into
customers, disruptive and emerging trends,
and how they might affect your customers and
your organization.
How we do it: We use human centered design
and market analysis tools to surface new
insights and growth opportunities.
Outcome: You will have greater insight into
hidden opportunity areas. You will have
identified, and tested, growth and
improvement areas. You and your
organization will become smarter. You will be
able to determine whether or not change is
needed.
DESIGN
What we do: We help you determine the most
appropriate responses to change. We show you
how best to mix your business resources to
deliver the right value to your customers and
your shareholders.
How we do it: We play out disruptive,
strategic, tactical and operational prototypes
across your business landscape, and test them
against the right outcomes
Outcome: You will choose the strategic option
that is best for your customer and organization,
and reduce failure from misguided strategies.
DELIVERY
What we do: We help more of your
projects succeed and deliver tangible
business outcomes.
How we do it: We do this by closing the
gap between planning and results, and
results and corrective action.
Outcome: This means that designed and
planned results are more likely to be
achieved, and the organization can
make corrective changes sooner rather
than later, preventing cost overruns and
costly repeat decisions.
CHANGE
What we do: We help you and your
customers adapt to change more
effectively.
How we do it: We influence the habits
of your customers and staff through
advanced behavioural methods and
technologies.
Outcome: Improved employee
engagement. Increased customer
advocacy & lifetime value. Reduced
cost-to-serve.
What we do DESIGNCHAIN

DesignChain Business-by-Design Workshop Pack for IIBA

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