Design thinking - A primer to kickstart innovation
- 1. oHistory of design thinking oWhy are we here?
- 2. o Create a culture in which innovation and design flourish o Inspire innovation that will generate significant growth
- 3. o Brilliant ideas leap fully formed from the minds of geniuses
- 4. o Almost all innovations are born from rigor and discipline o Breakthrough ideas emerge not by chance, but by studying and embracing the immediate challenges we encounter everyday
- 5. o Great designs balance technical commercial, and human considerations o Returns human beings to the center of the story
- 6. o A project brief o Interdisciplinary team o The right environment
- 7. What it is not: o A highly constrained set of parameters What it is: o A set of mental constraints o Benchmarks to measure progress o Objectives to be realized What it does: o Allows for unpredictability, inspiration, serendipity. This is where BREAKTHROUGH IDEAS emerge!
- 8. Multidisciplinary Team: Negotiation and gray compromise Interdisciplinary Team: Collective ownership of ideas and shared responsibility The difference: • Multidisciplinary team is focused on themselves and their department. • Interdisciplinary team is focused on the customer
- 9. o Social and spatial o A place where people can take risks and explore o Not a “nice to have”, it is REQUIRED! Curiosity does not strive in an environment where people have grown cynical
- 10. o Insight o Observation o Empathy
- 11. o Learning from the lives of others
- 12. o Watching what people don’t do o Listening to what they don’t say
- 13. o Standing in the shoes (work boots, waders) of others
- 14. o Move from the creation of products to the analysis of the relationship between people and products
- 16. o Eliminate options o Make choices o A practical way to decide among existing alternatives o Not good a probing the future and creating new possibilities
- 17. o Yields options and choices o By testing competing ideas against one another, there is an increased likelihood that the outcome will be bolder, more creatively disruptive, and more compelling “To have a good idea, you must first have lots of ideas” –Linus Pauling
- 18. … to constrain problems and restrict choices to obvious and incremental New Offerings Existing Offerings New UsersExisting Users Extend (Evolutionary) Create (Revolutionary) Mange (Incremental) Adapt (Evolutionary)
- 19. 1. The best ideas emerge when the whole organization has room to experiment 2. Those most exposed to changing externalities (new technology, strategic threats or opportunities) are the ones best placed to respond and most motivated to do so
- 20. 3. Ideas should not be favored based on who creates them 4. Ideas that create a buzz should be favored o In fact: Ideas should gain a vocal following, however small, before being given organizational support
- 21. 5. The “gardening” skills of senior leadership should be used to tend, prune, and harvest ideas
- 22. 6. An overarching purpose should be well known by all o Gives the organization a sense of direction o Innovators don’t feel the need for constant supervision
- 23. People have to believe that it is within their power to create new ideas
- 24. Do It!