Design Thinking as new strategic tool
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The document discusses design thinking as a strategic tool for innovation and behavioral change, emphasizing the importance of understanding human behavior to create meaningful solutions. It highlights that design thinking is a dynamic, bottom-up process, fostering empathy and collaboration to craft engaging experiences. Additionally, it touches on the significance of 'nudges' in influencing decision-making and the necessity of understanding unmet user aspirations to drive innovation.
![The intrinsically human nature of “Part of my job is to move [a good
When design is stripped from
design thinking points to the next idea] around, just see what
forming, shaping and styling, here
step: we can use our empathy and different people think, get people
is a process of critical thinking and
understanding of people to design talking about it, argue with people
creative solving at the very core of
experiences that create about it, get ideas moving among
the profession.
designthinkingexchange.com
opportunities for active that group of 100 people... get
engagement and participation.” different people together to
Tim Brown, IDEO explore different aspects of it....”
Steve Jobs, Apple](https://image.slidesharecdn.com/280211designthinkingpaulabuit-120410081057-phpapp02/85/Design-Thinking-as-new-strategic-tool-15-320.jpg)
Design Thinking as new strategic tool
- 1. Design Thinking as new strategic tool Presentatie Bloei Creative Innovation, 28 februari 2012
- 3. Automotive: Renault, Dacia. Finance: Rabobank, ING, Eureko, BNP Paribas. FMCG: Arla, Pepsi, Mars, Snickers, Sheba, Oral-B, Vicks, Garnier, Plenty, Edet, Tempo, Malibu. Non-profit: Waterschap, Medair, Nederlandse Hartstichting, Oxfam Novib, Stivoro, Maison de la France. Overheid: Ministerie van Verkeer & Waterstaat, Koninklijke Eneco Shell Landmacht. Pharma: Sanofi Aventis, Wyeth / Pfizer, Servier. Zakelijke dienstverlening: Shell, Schiphol, Eneco, Orange, Hewlett Packard, Centric.
- 4. We’re in the game of influencing and shaping behavior
- 5. Insights from Designing for innovation Thinking about new meanings Designing for decision making people could love ⤶ Art of persuasion ⤶
- 6. Behavioral change by design thinking • Think about new meanings people could love • Think of creative ways to improve human lives. • Think about persuading people to act in a certain way
- 7. Let’s give an example Think about new meanings people could love
- 9. Let’s give an example Think about creative ways to improve human lives
- 11. Let’s give an example Think about persuading people to act in a certain way
- 13. # What’s design thinking?
- 14. Design based on a craft
- 15. The intrinsically human nature of “Part of my job is to move [a good When design is stripped from design thinking points to the next idea] around, just see what forming, shaping and styling, here step: we can use our empathy and different people think, get people is a process of critical thinking and understanding of people to design talking about it, argue with people creative solving at the very core of experiences that create about it, get ideas moving among the profession. designthinkingexchange.com opportunities for active that group of 100 people... get engagement and participation.” different people together to Tim Brown, IDEO explore different aspects of it....” Steve Jobs, Apple
- 16. • design thinking is bottom-up strategy: you start with a broad viewpoint and a profound understanding of human behaviour to craft and shape opportunities, ideas and solutions. You derive your strategy from this understanding • design thinking is a dynamic process, and less about steps • design thinking is gaining insights through rapid prototyping • design thinking seeks to find (new) meaning of things, create new stories • design thinking is making complicated things simple • design thinking is agile strategy: deepening the strategy often emerges after prototyping.
- 17. # It all starts with profound understanding of human behaviour
- 18. Little fly, Schiphol Amsterdam Airport image DavidZerlin - flickr.com
- 19. Nudge. You can change your behaviour by making a choice. But the choice we make sometimes depends on the way a problem presented. People are lazy, don’t really want to get to the bottom of things. That is why understanding of choice architecture and nudges will lead to creative ways to improve human lives (with respect to freedom of choice).
- 20. People are most likely to need nudges for decisions that are difficult, complex and infrequent and when they have poor feedback and few opportunities for learning
- 21. !
- 23. “Market? What Market! We do not look at market needs. We make proposals to people” Ernesto Gismondi, Chairman, Artemide “It isn’t the consumers job to know what they want” Steve Jobs, Apple
- 24. Design-driven innovation Innovation strategies 1. Quantum leaps in product performance enabled by radical Technology push breakthrough technologies 2. Improved product solutions Design-driven enabled by better analysis of incremental users’ needs Market pull (user-centered) 3. Design-driven innovation: Radical innovation of meaning adaptation new meanings (values, function)
- 25. Understanding user needs Interpreter Organisation User Organisation Person Current context of use Envisioned context of life User-centered design Design-driven innovation Model by Roberto Verganti
- 26. What other companies in other industries are targeting the same people in the same life context? And can help me to envision how people could give meaning to things. Why? To understand people’s unmet aspirations, make something people could love.
- 27. Bicycle industry - How do people relax? Sportswear, portable music players, music producers, street food, wireless services, tourist services, outdoor experiences, magazines / media, universities, design schools, supplier of raw materials. Food industry - How do people live in their kitchens? Winemaker, professor designing restaurants, entrepreneur catering services, sociologist, president slow food, food critic, supplier kitchen utensils etc.
- 30. Alessi
- 37. So... be courageous The biggest obstacle to change is not your competition, it’s the way you currently do things
- 38. Thanks! Paula Buit | Merkstrateeg met focus choosenick.com# op slimme en creatieve oplossingen voor marketingcommunicatie paulthurston.co.uk% vraagstukken. % Service%Design%is%new%and%exci>ng,%explore%and%help%define%it%here:% www.PaulaBuit.nl Mail: info@PaulaBuit.nl servicedesigning.org% Twitter: @PaulaBuit.nl