18. New story, old process
Design thinking = Design process
‘design thinking
is a new story, not
a new process.’
Bill Moggridge, Designerly Thinking:
In conversation with Bill Moggridge, NESTA,
12 June 2007
24. An ill-defined process
Roger Martin
A way of thinking
Tim Brown
Design for non-designers or Designers tacking bigger problems
25. Headline 30pt
‘Design thinking
is a nonsensical
phrase that
deserves to die’
Don Norman, ‘The Research-Practice Gulf’,
Design Research Conference, 11 May 2010
26. ‘Design Thinking is a failed
experiment ... The success
rate for design thinking
processes was very low’
Bruce Nussbaum, former assistant managing
editor, BusinessWeek in Fastcodesign.com,
June 2011
27. The Big Re-Think
‘Business leaders
are casting around
for new ideas...
...design thinking
is offering itself
up as one of the
new ideas’
Vijay V Vaitheeswaran, ‘The Big Re-Think:
redesigning business summit’, 11-12 March 2010
Vijay V Vaitheeswaran, Global Correspondent, The Economist
32. Rise of the CDOs
Jonathan IveErnesto QuinterosEric QuintSean CarneyPeter Schreyer Mauro Porcini
2006 11 12 13 14 15
33. Designer founders
Bachelor of Fine Arts in industrial design Dual degree of Graphic Design
and Industrial Design at RISD.
Nathan BlecharczykBrian Chesky
Trained as an Architect,
then worked in the design industry.
Bachelor of Architecture
and Industrial Design
Evan Sharp Graham Hill
Bachelor of Arts communications
Eric Ryan
‘Great companies are built with
a design ethos at the core, ...
Understanding that design isn’t
just pixels and paint but an
experience that has been thought
through end-to-end is really
important.’
Megan Quinn, a Silicon Valley venture capitalist, in Tim Bradshaw,
‘Designers on the ascendant in Silicon Valley’, Financial Times, 7 July 2013
40. Learn early and often
Time
Experiment
Measure
Learn
Early Alpha Beta Test market Launch market
Object
Object
Object
Object
Object
Experiment
Measure
Learn
Experiment
Measure
Learn
Experiment
Measure
Learn
Experiment
Measure
Learn
41. Common ground
Design thinking and Lean start-up
+ Cross-functional teams
+ User-focused
+ Prototype early and often
+ Failing early to de-risk innovation
42. Common ground
Design thinking and Lean start-up
+ Cross-functional teams
+ User-focused
+ Prototype early and often
+ Failing early to de-risk innovation
– Lack rigorous foresight processes
– Neither emphasise big idea envisioning
43. Design thinking
Strengths
– Has created a shared space for designers
and other functions to collaborate in
– Has useful approaches to framing
‘wicked’ or fuzzy problems
– Produces tangible visualisation/artefacts
early in process
– Takes a holistic experiential view
– beyond code
44. Design thinking
Strengths
– Has created a shared space for designers
and other functions to collaborate in
– Has useful approaches to framing
‘wicked’ or fuzzy problems
– Produces tangible visualisation/artefacts
early in process
– Takes a holistic experiential view
– beyond code
Weaknesses
– Ill-defined process
– Generalises ID process to all problems
– Overemphasis on process
– Strong on Desirability,
weak Viability and Feasibility
– Can become an cross-functional
engagement process, more than
a motor of innovation
45. Lean start-up
Strengths
– Robust process (including its emphasis
on hypotheses, experiments, and metrics)
– Emphasise on driving business velocity
– Business modelling is central
to the process
46. Lean start-up
Strengths
– Robust process (including its emphasis
on hypotheses, experiments, and metrics)
– Emphasise on driving business velocity
– Business modelling is central
to the process
Weaknesses
– Focus on making over thinking, best
suited to incremental innovation
in well-framed problem spaces
– While more robust that Design thinking,
there’s still lots of debate over process
– Assumes core hypothesis exists,
bigger companies need to generate
a pipeline of growth hypotheses
49. Process and tools
are only part of the picture
Design thinking
+ Lean start-up Process
Context Talent
50. Get the right people
on the bus
Process
Talent
Cross-functional
Creative and analytical
Domain knowledge
Collaborative
51. Leaders setting
the context and vision
Knowledge
Perspective
Analysis
Foresight
Vision
Process
Context Talent
52. Principles
For early stage innovation
Mix rigour
with creativity
Frame the challenge
… frankly
Walk around
the problem
Envision
in the round
Prototype
and learn
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