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Empathize
Define
Ideate
Prototype
Test
Empathize
Define
Ideate
Prototype
Test
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Contents
1. Key Concepts & Principles of Design Thinking
2. 5 Action Phases of Design Thinking
3. Design Thinking Mindsets, Tools & Templates
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What is Design
Thinking?
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What is Design Thinking?
Design thinking is a human-centered approach
to problem solving
Helps us to get a deep understanding of
customers’ unmet needs and wants
It encourages creative consideration of a wide
array of innovative solutions
It is as much a mindset as a process
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What Makes Design Thinking a Unique Way
of Thinking?
1. Using both sides of the brain to solve problems
2. Switching at will between rational and intuitive
approach
3. Iterating between analysis and creation
4. Deal with ill-defined problems
5. Target to improve user’s experience
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How Does Design Thinking Differ from
Traditional Thinking?
“We have this problem, let’s jump in and get in a room
and brainstorm solutions.”
• “We have this technology, what can we use it for?”
• “Our competitors just launched X; how can we do X
quickly?”
The mindset of a traditional thinker:
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Video
https://www.youtube.com/watch?v=szr0ezLyQHY
Nordstrom Innovation Lab: Sunglass iPad App Case Study
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What Is Unique
About Design
Thinking?
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“Design must reflect
the practical and
aesthetic in business
but above all… good
design must primarily
serve people.”
- Thomas J WatsonThis document is a partial preview. Full document download can be found on Flevy:
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Iterative
The road to success does not follow a straight
line. The more you are able to loop through
“understand – create – learn” cycle, the higher
chance you have for good results.
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Who’s Doing It?
IDEO
Ziba
SYPartners
MAYA Design
Procter & Gamble
SAP
Nike
Nespresso
IKEA
GE
AirBnB
Root Inc.
Fidelity Investments
Steelcase
Bridgeable
and many more…
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What Type of Problems Can Design Thinking
Be Applied?
Application Common Issues Typical Solutions
Source: Operational Excellence Consulting Research
Public Services
• Social services
• Legal services
• Funds administration
•Variability in demand
by volume and types
of services
•Cross-training to
provide better services
•Resource management
IT
•Outsourced
managed services
•Complicated tasks
•Unbalanced capacity
•Manpower utilization
•Segmenting complexity
•Pooling resources for
economies of scale
•Flexible manpower
systems
Hospitals
•Emergency,
operating room
•Resource
management
•“Unpredictable” nature
•On-demand service
•Highly skilled
surgeons, varied
backgrounds
•Historical pattern
planning
•Visual management of
resources
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Understanding the Framework of Design
Thinking
Design + Thinking
Action Plan Mindsets
Empathize
Define
Ideate
Prototype
Test
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Design Thinking Checklist – Tools &
Materials
Space for collaboration
Paper
Writing tools
Cutting and sticking tools
Camera / Images
Sketchbook
Post-its
Cardboard
Whiteboard / Wall / Pin
board
Cards
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“Design is not
what it looks like.
Design is how it
works.”
- Steve Jobs
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Characteristics of the Design Action
Plan
It is not just a brainstorming session or a “one-
day” process
It is an iterative process
It contains phases of both divergent and
convergent thinking
It requires everyone to collaborate and go
through the process together
There are deliverables at every phase
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3. Divergent & Convergent Thinking
Diverge Converge
Create
Choices
Make
Choices
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3. The Design Phases Contains Both
Divergent & Convergent Thinking
The Define, Prototype and Test phases require
convergent thinking
- Convergent thinking means to actively select and
decide the right solutions to the problem, based on
constraints or feedback
- Within the phase, you are encouraged to analyze and
make decisions and constantly ask critical questions
to solve the problems at hand
Both sides of thinking are necessary for the
process work
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Activity: Let’s Start to Design!
Time: 5 minsDesign your ideal WALLET.
Sketch of your ideal wallet:
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1. Empathize
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Empathize
Em
pat
hize
Defi
ne
Idea
te
Pro
toty
pe
Tes
t
Activities Tools to use Deliverables
User interview
Informal chats
Observation
Shadowing
Mystery shopping
Picture-taking
Immersion
Interview checklist
Observation checklist
Writing tools
Flipcharts and paper
Camera
Personas
Empathy map
List of user feedback
Problems identified
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Define
Objective: To process and synthesize the
findings in order to form a user point of view
(POV) that you will address
- User: develop an understanding of the type of person (persona)
you are designing for
- Needs: synthesize and select a limited set of needs that you
think are important to fulfill
- Insights: express insights you developed and define principles
Em
pat
hize
Defi
ne
Idea
te
Pro
toty
pe
Tes
t
[USER] needs to [USER’S NEED] because [SURPRISING INSIGHT]
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3. Ideate
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Ideate
Em
pat
hize
Defi
ne
Idea
te
Pro
toty
pe
Tes
t
Activities Tools to use Deliverables
Ideation activities
Brainstorming
Workshops
Mindmaps
Sketching/drawing
Drawing and writing
tools
Post-its
Flipchart / Whiteboard
Personas (from
Empathize)
Design brief (from Define)
Brainstorming tools
Ideas / concepts
Sketches
Prioritization map
Affinity map
Idea evaluation
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Prototype
Objective: To build to think. A simple, cheap
and fast way to shape ideas so you can
experience and interact with them.
- Start building: create an artifact in low resolution.
This can be a physical object or a digital clickable
sketch. Do it quick and dirty.
- Storyboard: create a scenario you can role play in a
physical environment and let people experience your
solution
Em
pat
hize
Defi
ne
Idea
te
Pro
toty
pe
Tes
t
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Examples of Wireframes
UI Flow Sketch
Web Sketch Interface
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Test
Objective: To ask for feedback on your
prototypes. To learn about your user, reframe
your POV and refine your prototype.
- Show: let people use your prototype. Give it in their
hands and let them use it. Listen to what they say.
- Create experiences: let people talk about how they
experience it and how they feel
- Compare: let users test and compare multiple
prototypes to reveal latent needs
Em
pat
hize
Defi
ne
Idea
te
Pro
toty
pe
Tes
t
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Summary of Design Thinking Process
1. The design thinking action plan is a framework that
contains a series of action phases that execute the
design thinking process
2. Design thinking action plan is made of 5 phases:
1. Empathize
2. Define
3. Ideate
4. Prototype
5. Test
3. Each action phase has a specific objective, activities,
tools and deliverables in order to proceed
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5 Thinking Mindsets
All 5 mindsets are required for the whole design
process to run
The 5 mindsets of design thinking are:
1. Think Users First
2. Ask the Right Questions
3. Believe You can Draw
4. Commit to Explore
5. Prototype to Test
Without the proper mindsets, the action plan is
just a theory
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Mindset 1: Think Users First
Requirement:
Develop your ability to keep thinking users first. A design thinker in every project will
constantly make sure that the team will put the end users, or the customer, first in all design
decisions.
Traits to follow:
Constantly ask about what
customers/end users will think
Check back all design decisions with the
customers/end users
Step into the shoes of the customers
Be constantly engaged with the end
users
Be proactive in making positive
refinements for the benefit of the
customers
Focus your attention and efforts on
solving customers’ problems, rather than
on business objectives
Traits to avoid:
Stuck in your office cubicle and not
interacting with a single customer/end
user
Ignore customer feedback
Blindly following what the company told
you to do, and not checking with the end
user/customer first
Focus on business objectives more than
solving customer’s problems
Think that the customer can be trained
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How do you empathize your user?
1. Observe
- Watch your user in action and take note of non-verbal cues and
body language.
2. Meet
- Visit your user or arrange a meet-up with him to find out more
about his life, workplace or even his home. You will develop
empathy into the context or situation he/she is in.
3. Ask questions
- Ask non-leading and open-ended questions that find out more.
4. Listen
- Allow your user to tell his story.
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Example of USER FEEDBACK
Customer profile:
Questions to ask:
User feedback:
List of questions Why do we ask those questions?
Observations and feedback Insights / Actions
• Alice Smith, 53
• Housewife
• Existing customer of ABC Bank
• Other banking relationship with XYZ Bank
• Has 2 children
• Likes to trade during free time
• Dislike internet banking
• Have you seen / aware of this credit card?
• What do you think of its benefits?
• How is it compared to other credit cards?
• Understand awareness level
• Understand if the benefits are relevant to customer
• Understand how it is compared among other
competitors
• Generally unable to recall where she has seen the card
• Frowned and talked about the painful application
process of the card
• Emphasizes the benefit of groceries rebate
• Advertising visibility / stickiness could be improved
• Application process may be painful for customer
• Could strengthen and shout groceries rebates in
marketing
ILLUSTRATIVE
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Benefits of Persona
Identify opportunities and product gaps to drive strategy
Provide a quick and cheap way to test, validate and
prioritize ideas throughout development
Give focus to projects by building a common
understanding of customers across teams
Help development teams empathize with users,
including their behaviors, goals, and expectations
Serve as a reference tool that can be used from strategy
through to implementation
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What is an Empathy Map?
Empathy map is another method of
documenting your customers. While personas
reveal more about the person, empathy map
reveals more about how the person feel about a
particular topic.
You may create the empathy map based on co-
creation with stakeholders or from interview with
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Mindset 2:
Ask the Right
Questions
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What are the different type of questions?
There are 5 different type of questions that you
can apply. They are most commonly applied
during the Define phase of the design thinking
process.
- Opening questions
- Navigating questions
- Examining questions
- Experimenting questions
- Closing questions
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What are the different type of questions?
Examining questions
- Purpose: Examining questions challenges and focus
into details of the project. It helps to facilitate and
define the project deeper by quantifying and qualifying
it.
- Examples:
What is it made of?
How does it work?
How much of it are we selling at the moment?
What happens after that?
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Who should you ask questions?
Customers / End-users
Stakeholders
Management
Vendors
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Who should you ask questions?
Examples of questions for Management
- Where do you see this going?
- What are the problems?
- What is considered a success?
- Any time/budget constraints?
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Design Brief
What is it?
- A statement of intent on behalf of the project team
- Defines the problem statement, objective and scope
- Ensures clarity among team members and
stakeholders
Why use it?
- Clarify problem to be solved and design intent
- Allow team to be focused and aligned
- Achieve better result by comparing the design
outcome with the original brief
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Stakeholder Map
What is it?
- Document key stakeholders and their relationship
- Who will gain, who will be adversely affected, who
holds power, and who influences the outcomes
Why use it?
- Clarify stakeholders and their relationship
- Understand the decision-makers, influencers,
executers and even the end-users
- Allow design team to discover risks from negative
stakeholders and support from positive ones
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Customer Journey
What is it?
- A method of documenting and visualizing the experiences the
customers have with a particular product/service that your team is
about to refine or improve
- Includes customers’ thoughts, feelings and touch-points at each
moment of the experience
Why use it?
- Align stakeholders an overview of your customer’s experience
from their point of view
- Identify pain points at specific moment of an experience and
improve on those
- Help the team to focus on specific areas rather than revamping
the whole service or product experience
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Context Map
What is it?
- Is a tool and document to represent complex factors
affecting the organization or the design of the product
or service
Why use it?
- Create a shared strategic vision with the team
- Document knowledge existing informally within the
organization
- Understand the external factors which plays in
deciding and planning of the design of the product /
service
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Opportunity Map
What is it?
- Allows comparison of any product/service that is in the market
which helps to identify saturation of competitors or areas of
opportunities
- Allows stakeholders to identify the direction of the product/service
to meet the opportunity in the market
Why use it?
- Identify area of opportunities
- Identify areas of saturation and competition where the positioning
of the new product / idea should be avoided
- Align stakeholders with shared direction and meaning
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Mindset 3:
Believe You
Can Draw
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What is the value of drawing?
1. Imagine better ideas
2. Figure things out
3. Explain and give instructions
4. Helps to remember
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Learn how to draw a journey or a process
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Mindset 4:
Commit to
Explore
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What are the rules of ideation?
1. Welcome and respect any ideas from anybody
2. Encourage wild ideas and out of the box
thinking
3. Defer judgment – there are no wrong ideas
4. Facilitate one conversation at a time
5. Be visual and make quick prototypes
6. Encourage building on ideas
7. Focus on quantity, not quality
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Ideation Methods
Diverge Converge
Create
Choices
Make
Choices
Divergent Method
1. Initial Exploration
a. Brainwriting
b. Problem Brainstorming (Nyaka)
c. Sharing Brainstorming (NHK
Method)
2. Pushing Boundaries
a. SCAMPER
b. What If?
Convergent Method
1. Prioritization Map
2. Affinity Map
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Initial Exploration – Sharing Brainstorming
(NHK Method)
What is it?
- The NHK brainstorming method allows members to build ideas through
the sharing of ideas from another member.
Procedure
1.Define the problem
2.Each participant writes down five ideas on five separate cards.
3.In groups of 5, while each person shares one idea from his card, the
others will create an idea out of his idea.
4.The sequence continues around the table until there are many ideas on
the table.
5.Collect and group the ideas into more meaningful categories.
6.Select a couple of outstanding ideas to prototype and test.
Divergent Method
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Pushing Boundaries – What If?
What is it?
- What if? is a brainstorming technique that pushes the boundaries of
constraints or limitations over a concept / existing product. It follows the
principle of asking new questions if you want new answers.
Procedure
1. Select an idea / concept / existing product to apply the “What if”
Method
2. Facilitator leads the team to ideate out of the box by asking questions
based on “What if?” The rest will chip in with more “what if” questions.
3. Create as many ideas based on the questions.
4. Analyze and prioritize
5. Select a couple of ideas to further develop and prototype.
Divergent Method
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Example of PRIORITIZATION MAP
High Benefit
Difficult to
Implement
More comfy seats
Easy to
Implement
Low Benefit
ILLUSTRATIVE
Improve Restaurant’s Customer Experience
Service training for all
staff
New sound system
New payment system
iPad ordering system
Drones serving food
CRM sysrem
Do it now!
Parking lot
Discard
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Example of AFFINITY MAP
Support
Tools
Motivations
Way of
Assessment
Way of
Learning
Random Post-Its of ideas Categorize and group the ideas
ILLUSTRATIVE
Reward-based
Flexible
Timing
Gamification iPads
Peer
Coaching
Project-
based
Competenc
y instead of
Test
On the Job
Learning
Testimonies
from
Successful
Leaders
Wikipedia
Focus on
Teamwork
Wikipedia
iPadsFlexible
Timing
Gamification
Testimonies
from
Successful
Leaders
Peer
Coaching
Project-
based
On the Job
Learning
Reward-based
Competenc
y instead of
Test
Focus on
Teamwork
Ideas to Facilitate Classroom Learning
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Example of EVALUATE IDEAS
Evaluation Criteria Idea A Idea B Idea C Idea D
Customer Impact
Business Impact
Potential Improvement
Feasibility
Innovativeness
Others
ILLUSTRATIVE
How to Evaluate 4 Ideas Based on Customer Impact
Generally
benefits the
customers
May not Value for the
young
Will benefit in
the future+ +
+
+
-
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Mindset 5: Prototype to Test
Requirement:
Cultivate the hands to test out prototypes, so don’t be afraid to get them dirty! A design
thinker will need to build more and talk less in every project - always see the need to
visualize and build to convey concepts and solutions in a quick and decisive way.
Traits to follow:
Always have tools ready on your desk or
meeting tables to build stuff
Think of everything as an experiment
Believe in testing solutions quickly and
cheaply
Refrain from looking into details when
prototyping
Believe in quick iteration and building
from user feedback
Be mentally prepared that not everyone
will agree with your idea
Traits to avoid:
Spending too much time on perfecting a
solution
Afraid of failing the first time
Refuse to ask for feedback on your ideas
Spending money to launch a solution
immediately without testing
Leaving everything to the last minute to
test
Too biased and protective of your ideas
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STORYBOARDS
Prototype service or experience related processes using storyboarding or role plays
Prototype Phase Deliverable
Scene 1 Scene 2 Scene 3
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172© Operational Excellence Consulting. All rights reserved.
USER FEEDBACK TEMPLATE
Test your prototype by getting feedback from users
Test Phase Deliverable
Customer profile / background
Any other feedback
Pros of concept / prototype Cons of concept / prototype
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© Operational Excellence Consulting. All rights reserved. 175
Summary of the 5 Thinking Mindsets
The secret of a successful design thinker is
actually the mindsets
The thinking mindsets of Design Thinking is
made of 5 mindsets:
1. Think Users First
2. Ask the Right Questions
3. Believe You can Draw
4. Commit to Explore
5. Prototype to Test
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Design Thinking

  • 1. © Operational Excellence Consulting. All rights reserved. Empathize Define Ideate Prototype Test Empathize Define Ideate Prototype Test
  • 2. © Operational Excellence Consulting. All rights reserved. 4 Contents 1. Key Concepts & Principles of Design Thinking 2. 5 Action Phases of Design Thinking 3. Design Thinking Mindsets, Tools & Templates This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 3. © Operational Excellence Consulting. All rights reserved. What is Design Thinking? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 4. © Operational Excellence Consulting. All rights reserved. 10 What is Design Thinking? Design thinking is a human-centered approach to problem solving Helps us to get a deep understanding of customers’ unmet needs and wants It encourages creative consideration of a wide array of innovative solutions It is as much a mindset as a process This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 5. © Operational Excellence Consulting. All rights reserved. 13 What Makes Design Thinking a Unique Way of Thinking? 1. Using both sides of the brain to solve problems 2. Switching at will between rational and intuitive approach 3. Iterating between analysis and creation 4. Deal with ill-defined problems 5. Target to improve user’s experience This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 6. © Operational Excellence Consulting. All rights reserved. 16 How Does Design Thinking Differ from Traditional Thinking? “We have this problem, let’s jump in and get in a room and brainstorm solutions.” • “We have this technology, what can we use it for?” • “Our competitors just launched X; how can we do X quickly?” The mindset of a traditional thinker: This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 7. © Operational Excellence Consulting. All rights reserved. 19 Video https://www.youtube.com/watch?v=szr0ezLyQHY Nordstrom Innovation Lab: Sunglass iPad App Case Study This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 8. © Operational Excellence Consulting. All rights reserved. What Is Unique About Design Thinking? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 9. © Operational Excellence Consulting. All rights reserved. “Design must reflect the practical and aesthetic in business but above all… good design must primarily serve people.” - Thomas J WatsonThis document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 10. © Operational Excellence Consulting. All rights reserved. 28 Iterative The road to success does not follow a straight line. The more you are able to loop through “understand – create – learn” cycle, the higher chance you have for good results. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 11. © Operational Excellence Consulting. All rights reserved. 31 Who’s Doing It? IDEO Ziba SYPartners MAYA Design Procter & Gamble SAP Nike Nespresso IKEA GE AirBnB Root Inc. Fidelity Investments Steelcase Bridgeable and many more… This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 12. © Operational Excellence Consulting. All rights reserved. 34 What Type of Problems Can Design Thinking Be Applied? Application Common Issues Typical Solutions Source: Operational Excellence Consulting Research Public Services • Social services • Legal services • Funds administration •Variability in demand by volume and types of services •Cross-training to provide better services •Resource management IT •Outsourced managed services •Complicated tasks •Unbalanced capacity •Manpower utilization •Segmenting complexity •Pooling resources for economies of scale •Flexible manpower systems Hospitals •Emergency, operating room •Resource management •“Unpredictable” nature •On-demand service •Highly skilled surgeons, varied backgrounds •Historical pattern planning •Visual management of resources This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 13. © Operational Excellence Consulting. All rights reserved. 37 Understanding the Framework of Design Thinking Design + Thinking Action Plan Mindsets Empathize Define Ideate Prototype Test This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 14. © Operational Excellence Consulting. All rights reserved. 40 Design Thinking Checklist – Tools & Materials Space for collaboration Paper Writing tools Cutting and sticking tools Camera / Images Sketchbook Post-its Cardboard Whiteboard / Wall / Pin board Cards Materials for prototypingThis document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 15. © Operational Excellence Consulting. All rights reserved. “Design is not what it looks like. Design is how it works.” - Steve Jobs This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 16. © Operational Excellence Consulting. All rights reserved. 46 Characteristics of the Design Action Plan It is not just a brainstorming session or a “one- day” process It is an iterative process It contains phases of both divergent and convergent thinking It requires everyone to collaborate and go through the process together There are deliverables at every phase This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 17. © Operational Excellence Consulting. All rights reserved. 49 3. Divergent & Convergent Thinking Diverge Converge Create Choices Make Choices This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 18. © Operational Excellence Consulting. All rights reserved. 52 3. The Design Phases Contains Both Divergent & Convergent Thinking The Define, Prototype and Test phases require convergent thinking - Convergent thinking means to actively select and decide the right solutions to the problem, based on constraints or feedback - Within the phase, you are encouraged to analyze and make decisions and constantly ask critical questions to solve the problems at hand Both sides of thinking are necessary for the process work This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 19. © Operational Excellence Consulting. All rights reserved. 55 Activity: Let’s Start to Design! Time: 5 minsDesign your ideal WALLET. Sketch of your ideal wallet: This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 20. © Operational Excellence Consulting. All rights reserved. 1. Empathize This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 21. © Operational Excellence Consulting. All rights reserved. 61 Empathize Em pat hize Defi ne Idea te Pro toty pe Tes t Activities Tools to use Deliverables User interview Informal chats Observation Shadowing Mystery shopping Picture-taking Immersion Interview checklist Observation checklist Writing tools Flipcharts and paper Camera Personas Empathy map List of user feedback Problems identified This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 22. © Operational Excellence Consulting. All rights reserved. 64 Define Objective: To process and synthesize the findings in order to form a user point of view (POV) that you will address - User: develop an understanding of the type of person (persona) you are designing for - Needs: synthesize and select a limited set of needs that you think are important to fulfill - Insights: express insights you developed and define principles Em pat hize Defi ne Idea te Pro toty pe Tes t [USER] needs to [USER’S NEED] because [SURPRISING INSIGHT] This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 23. © Operational Excellence Consulting. All rights reserved. 3. Ideate This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 24. © Operational Excellence Consulting. All rights reserved. 70 Ideate Em pat hize Defi ne Idea te Pro toty pe Tes t Activities Tools to use Deliverables Ideation activities Brainstorming Workshops Mindmaps Sketching/drawing Drawing and writing tools Post-its Flipchart / Whiteboard Personas (from Empathize) Design brief (from Define) Brainstorming tools Ideas / concepts Sketches Prioritization map Affinity map Idea evaluation This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 25. © Operational Excellence Consulting. All rights reserved. 73 Prototype Objective: To build to think. A simple, cheap and fast way to shape ideas so you can experience and interact with them. - Start building: create an artifact in low resolution. This can be a physical object or a digital clickable sketch. Do it quick and dirty. - Storyboard: create a scenario you can role play in a physical environment and let people experience your solution Em pat hize Defi ne Idea te Pro toty pe Tes t This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 26. © Operational Excellence Consulting. All rights reserved. 76 Examples of Wireframes UI Flow Sketch Web Sketch Interface This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 27. © Operational Excellence Consulting. All rights reserved. 79 Test Objective: To ask for feedback on your prototypes. To learn about your user, reframe your POV and refine your prototype. - Show: let people use your prototype. Give it in their hands and let them use it. Listen to what they say. - Create experiences: let people talk about how they experience it and how they feel - Compare: let users test and compare multiple prototypes to reveal latent needs Em pat hize Defi ne Idea te Pro toty pe Tes t This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 28. © Operational Excellence Consulting. All rights reserved. 82 Summary of Design Thinking Process 1. The design thinking action plan is a framework that contains a series of action phases that execute the design thinking process 2. Design thinking action plan is made of 5 phases: 1. Empathize 2. Define 3. Ideate 4. Prototype 5. Test 3. Each action phase has a specific objective, activities, tools and deliverables in order to proceed This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 29. © Operational Excellence Consulting. All rights reserved. 85 5 Thinking Mindsets All 5 mindsets are required for the whole design process to run The 5 mindsets of design thinking are: 1. Think Users First 2. Ask the Right Questions 3. Believe You can Draw 4. Commit to Explore 5. Prototype to Test Without the proper mindsets, the action plan is just a theory This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 30. © Operational Excellence Consulting. All rights reserved. 88 Mindset 1: Think Users First Requirement: Develop your ability to keep thinking users first. A design thinker in every project will constantly make sure that the team will put the end users, or the customer, first in all design decisions. Traits to follow: Constantly ask about what customers/end users will think Check back all design decisions with the customers/end users Step into the shoes of the customers Be constantly engaged with the end users Be proactive in making positive refinements for the benefit of the customers Focus your attention and efforts on solving customers’ problems, rather than on business objectives Traits to avoid: Stuck in your office cubicle and not interacting with a single customer/end user Ignore customer feedback Blindly following what the company told you to do, and not checking with the end user/customer first Focus on business objectives more than solving customer’s problems Think that the customer can be trained This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 31. © Operational Excellence Consulting. All rights reserved. 91 How do you empathize your user? 1. Observe - Watch your user in action and take note of non-verbal cues and body language. 2. Meet - Visit your user or arrange a meet-up with him to find out more about his life, workplace or even his home. You will develop empathy into the context or situation he/she is in. 3. Ask questions - Ask non-leading and open-ended questions that find out more. 4. Listen - Allow your user to tell his story. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 32. 94© Operational Excellence Consulting. All rights reserved. Example of USER FEEDBACK Customer profile: Questions to ask: User feedback: List of questions Why do we ask those questions? Observations and feedback Insights / Actions • Alice Smith, 53 • Housewife • Existing customer of ABC Bank • Other banking relationship with XYZ Bank • Has 2 children • Likes to trade during free time • Dislike internet banking • Have you seen / aware of this credit card? • What do you think of its benefits? • How is it compared to other credit cards? • Understand awareness level • Understand if the benefits are relevant to customer • Understand how it is compared among other competitors • Generally unable to recall where she has seen the card • Frowned and talked about the painful application process of the card • Emphasizes the benefit of groceries rebate • Advertising visibility / stickiness could be improved • Application process may be painful for customer • Could strengthen and shout groceries rebates in marketing ILLUSTRATIVE This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 33. © Operational Excellence Consulting. All rights reserved. 97 Benefits of Persona Identify opportunities and product gaps to drive strategy Provide a quick and cheap way to test, validate and prioritize ideas throughout development Give focus to projects by building a common understanding of customers across teams Help development teams empathize with users, including their behaviors, goals, and expectations Serve as a reference tool that can be used from strategy through to implementation This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 34. © Operational Excellence Consulting. All rights reserved. 100 What is an Empathy Map? Empathy map is another method of documenting your customers. While personas reveal more about the person, empathy map reveals more about how the person feel about a particular topic. You may create the empathy map based on co- creation with stakeholders or from interview with customers.This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 35. © Operational Excellence Consulting. All rights reserved. Mindset 2: Ask the Right Questions This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 36. © Operational Excellence Consulting. All rights reserved. 106 What are the different type of questions? There are 5 different type of questions that you can apply. They are most commonly applied during the Define phase of the design thinking process. - Opening questions - Navigating questions - Examining questions - Experimenting questions - Closing questions This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 37. © Operational Excellence Consulting. All rights reserved. 109 What are the different type of questions? Examining questions - Purpose: Examining questions challenges and focus into details of the project. It helps to facilitate and define the project deeper by quantifying and qualifying it. - Examples: What is it made of? How does it work? How much of it are we selling at the moment? What happens after that? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 38. © Operational Excellence Consulting. All rights reserved. 112 Who should you ask questions? Customers / End-users Stakeholders Management Vendors This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 39. © Operational Excellence Consulting. All rights reserved. 115 Who should you ask questions? Examples of questions for Management - Where do you see this going? - What are the problems? - What is considered a success? - Any time/budget constraints? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 40. © Operational Excellence Consulting. All rights reserved. 118 Design Brief What is it? - A statement of intent on behalf of the project team - Defines the problem statement, objective and scope - Ensures clarity among team members and stakeholders Why use it? - Clarify problem to be solved and design intent - Allow team to be focused and aligned - Achieve better result by comparing the design outcome with the original brief This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 41. © Operational Excellence Consulting. All rights reserved. 121 Stakeholder Map What is it? - Document key stakeholders and their relationship - Who will gain, who will be adversely affected, who holds power, and who influences the outcomes Why use it? - Clarify stakeholders and their relationship - Understand the decision-makers, influencers, executers and even the end-users - Allow design team to discover risks from negative stakeholders and support from positive ones This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 42. © Operational Excellence Consulting. All rights reserved. 124 Customer Journey What is it? - A method of documenting and visualizing the experiences the customers have with a particular product/service that your team is about to refine or improve - Includes customers’ thoughts, feelings and touch-points at each moment of the experience Why use it? - Align stakeholders an overview of your customer’s experience from their point of view - Identify pain points at specific moment of an experience and improve on those - Help the team to focus on specific areas rather than revamping the whole service or product experience This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 43. © Operational Excellence Consulting. All rights reserved. 127 Context Map What is it? - Is a tool and document to represent complex factors affecting the organization or the design of the product or service Why use it? - Create a shared strategic vision with the team - Document knowledge existing informally within the organization - Understand the external factors which plays in deciding and planning of the design of the product / service This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 44. © Operational Excellence Consulting. All rights reserved. 130 Opportunity Map What is it? - Allows comparison of any product/service that is in the market which helps to identify saturation of competitors or areas of opportunities - Allows stakeholders to identify the direction of the product/service to meet the opportunity in the market Why use it? - Identify area of opportunities - Identify areas of saturation and competition where the positioning of the new product / idea should be avoided - Align stakeholders with shared direction and meaning This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 45. © Operational Excellence Consulting. All rights reserved. Mindset 3: Believe You Can Draw This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 46. © Operational Excellence Consulting. All rights reserved. 136 What is the value of drawing? 1. Imagine better ideas 2. Figure things out 3. Explain and give instructions 4. Helps to remember This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 47. © Operational Excellence Consulting. All rights reserved. 139 Learn how to draw a journey or a process This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 48. © Operational Excellence Consulting. All rights reserved. Mindset 4: Commit to Explore This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 49. © Operational Excellence Consulting. All rights reserved. 145 What are the rules of ideation? 1. Welcome and respect any ideas from anybody 2. Encourage wild ideas and out of the box thinking 3. Defer judgment – there are no wrong ideas 4. Facilitate one conversation at a time 5. Be visual and make quick prototypes 6. Encourage building on ideas 7. Focus on quantity, not quality This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 50. © Operational Excellence Consulting. All rights reserved. 148 Ideation Methods Diverge Converge Create Choices Make Choices Divergent Method 1. Initial Exploration a. Brainwriting b. Problem Brainstorming (Nyaka) c. Sharing Brainstorming (NHK Method) 2. Pushing Boundaries a. SCAMPER b. What If? Convergent Method 1. Prioritization Map 2. Affinity Map 3. Idea EvaluationThis document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 51. © Operational Excellence Consulting. All rights reserved. 151 Initial Exploration – Sharing Brainstorming (NHK Method) What is it? - The NHK brainstorming method allows members to build ideas through the sharing of ideas from another member. Procedure 1.Define the problem 2.Each participant writes down five ideas on five separate cards. 3.In groups of 5, while each person shares one idea from his card, the others will create an idea out of his idea. 4.The sequence continues around the table until there are many ideas on the table. 5.Collect and group the ideas into more meaningful categories. 6.Select a couple of outstanding ideas to prototype and test. Divergent Method This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 52. © Operational Excellence Consulting. All rights reserved. 154 Pushing Boundaries – What If? What is it? - What if? is a brainstorming technique that pushes the boundaries of constraints or limitations over a concept / existing product. It follows the principle of asking new questions if you want new answers. Procedure 1. Select an idea / concept / existing product to apply the “What if” Method 2. Facilitator leads the team to ideate out of the box by asking questions based on “What if?” The rest will chip in with more “what if” questions. 3. Create as many ideas based on the questions. 4. Analyze and prioritize 5. Select a couple of ideas to further develop and prototype. Divergent Method This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 53. 157© Operational Excellence Consulting. All rights reserved. Example of PRIORITIZATION MAP High Benefit Difficult to Implement More comfy seats Easy to Implement Low Benefit ILLUSTRATIVE Improve Restaurant’s Customer Experience Service training for all staff New sound system New payment system iPad ordering system Drones serving food CRM sysrem Do it now! Parking lot Discard This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 54. 160© Operational Excellence Consulting. All rights reserved. Example of AFFINITY MAP Support Tools Motivations Way of Assessment Way of Learning Random Post-Its of ideas Categorize and group the ideas ILLUSTRATIVE Reward-based Flexible Timing Gamification iPads Peer Coaching Project- based Competenc y instead of Test On the Job Learning Testimonies from Successful Leaders Wikipedia Focus on Teamwork Wikipedia iPadsFlexible Timing Gamification Testimonies from Successful Leaders Peer Coaching Project- based On the Job Learning Reward-based Competenc y instead of Test Focus on Teamwork Ideas to Facilitate Classroom Learning This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 55. 163© Operational Excellence Consulting. All rights reserved. Example of EVALUATE IDEAS Evaluation Criteria Idea A Idea B Idea C Idea D Customer Impact Business Impact Potential Improvement Feasibility Innovativeness Others ILLUSTRATIVE How to Evaluate 4 Ideas Based on Customer Impact Generally benefits the customers May not Value for the young Will benefit in the future+ + + + - This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 56. © Operational Excellence Consulting. All rights reserved. 166 Mindset 5: Prototype to Test Requirement: Cultivate the hands to test out prototypes, so don’t be afraid to get them dirty! A design thinker will need to build more and talk less in every project - always see the need to visualize and build to convey concepts and solutions in a quick and decisive way. Traits to follow: Always have tools ready on your desk or meeting tables to build stuff Think of everything as an experiment Believe in testing solutions quickly and cheaply Refrain from looking into details when prototyping Believe in quick iteration and building from user feedback Be mentally prepared that not everyone will agree with your idea Traits to avoid: Spending too much time on perfecting a solution Afraid of failing the first time Refuse to ask for feedback on your ideas Spending money to launch a solution immediately without testing Leaving everything to the last minute to test Too biased and protective of your ideas This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 57. 169© Operational Excellence Consulting. All rights reserved. STORYBOARDS Prototype service or experience related processes using storyboarding or role plays Prototype Phase Deliverable Scene 1 Scene 2 Scene 3 Dialog ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- Dialog ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- Dialog ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- Action ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- Action ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- Action ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- ----------------------------------------------------- This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 58. 172© Operational Excellence Consulting. All rights reserved. USER FEEDBACK TEMPLATE Test your prototype by getting feedback from users Test Phase Deliverable Customer profile / background Any other feedback Pros of concept / prototype Cons of concept / prototype This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 59. © Operational Excellence Consulting. All rights reserved. 175 Summary of the 5 Thinking Mindsets The secret of a successful design thinker is actually the mindsets The thinking mindsets of Design Thinking is made of 5 mindsets: 1. Think Users First 2. Ask the Right Questions 3. Believe You can Draw 4. Commit to Explore 5. Prototype to Test This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 60. 178© Operational Excellence Consulting. All rights reserved. Other Presentations You May Like… Check out our presentations catalog at http://www.oeconsulting.com.sg/#!training-presentations/c1les This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
  • 61. © Operational Excellence Consulting. All rights reserved. END OF PRESENTATION For more of our training presentations, please visit: www.oeconsulting.com.sg This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/design-thinking-1980
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