Embed Design Thinking in Co-Design for Rapid Innovation of Design Solutions

Embed Design Thinking in Co-Design for Rapid
Innovation of Design Solutions
Sisira Adikari1
, Heath Keighran2
, Hamed Sarbazhosseini3
1,3
School of Information Systems & Accounting, University of Canberra, ACT 2601, Australia
{Sisira.adikari, Hamed.Sarbazhosseini}@canberra.edu.au
2
Business Design, Crooked Fox, ACT 2601, Australia
Heath@crookedfox.com.au
Abstract. This paper presents a detailed research study that explores how a de-
sign thinking inspired co-design approach was applied to creating and evaluat-
ing design artifacts of an intended system. A prototype system so called Art Lab
was created for the use of an art community for online engagement and collabo-
rative decision-making. The prototype system was designed based on selective
user community ideas picked up using an integrated idea generation and proto-
typing process. The results of this study suggest that the integrated ideation
governance process and an active end-user involvement in idea generation and
prototyping deliver effective human-centered, and user agreed design solutions.
The significance of the paper is that it presents a well-detailed Ideation Govern-
ance process and a prototyping approach designated as the Idea Lab process for
effective idea generation, idea selection, and prototyping.
Keywords: Creativity, Design Thinking, Ideation, Innovation
1 Introduction
The design driven by user needs is termed as “Human-Centred” [1], and it aims to
gain a deeper understanding of all stakeholders, context of use, and to involve users
throughout the design process, development, and long-term monitoring of the artifact
(product, system or service) [2]. Accordingly, Human-Centred Design (HCD) shows a
direct relevance to the sustainability of information systems. HCD is constrained by
many challenges, and one of the important issues is how to gain sufficient knowledge
of the users, and all contextual requirements. Design Thinking (DT) is an approach
that can be applied effectively to gaining a deeper knowledge of users and the context.
Such knowledge is beneficial for HCD in creating user agreed design solutions.
Moreover, DT blends an end-user focus with multidisciplinary collaboration and it-
erative improvements in creating artifacts [3]. DT has been recognized as an iterative
process consists of five key activities [4]: 1. (re)Define the problem, 2. Need finding
and benchmarking (understand the users, design space), 3.Brainstorm (ideate), 4.
Prototype (build), 5. Test (learn). The success of all these activities is dependent on
the extent to which users are involved in each activity with their ideas and idea-
oriented tasks. Accordingly, ideas and idea management are important for DT.

In recent years, the idea management for innovation has become prominent and
significant [4]-[7]. Ideation is referred as the process of creating new concepts or
ideas and develops them further [8]; hence ideation is fundamental to the innovation.
Ideation is significant for imposing business value and competitive advantage. Idea-
tion makes an important contribution to the successful and constructive design of
business processes and systems. The distinction between innovation and creativity has
been highlighted by many authors [9]-[11] where creativity is identified as producing
novel and useful ideas that can be used to develop processes, products, systems, or
services [12]-[13]. On the otherhand, the innovation is defined as the successful im-
plementation of artifacts developed on creative ideas within an organization [14].
These definitions emphasize the relationship between ideas, and creativity and inno-
vation showing that ideas are the primary source of innovation. According to Sawyer
and Bunderson [15], creativity is the ideas or products generated by individuals and
innovation is the successful execution of a new product or service by an entire organi-
zation. Accordingly, creativity can be viewed as the ability of people to generate use-
ful ideas that exhibit business value and great promise. On the other hand, innovation
is concerned with the successful implementation of those useful ideas to create busi-
ness artifacts such as products, systems, and services. Figure 1 presents an abstract
view of the innovation process that highlights the relationship between ideas (creativi-
ty) and implementation of ideas (innovation).
Fig. 1. Innovation process – relationship between ideas and innovation
In an enterprise, ideas from different sources help to form knowledge constructs that
can be useful for creating new business artifacts or improving existing ones. In this
respect, it is beneficial for the enterprise to collect and preserve useful ideas that show
business value as they can be significant for developing new opportunities. However,
every idea deemed useful for the enterprise may not have the potential to be invested
in with financial or human resources. Accordingly, those ideas identified as the useful
need to be investigated beforehand to determine the suitability in terms of business
value, feasibility, viability, and desirability to ensure: (a). Efficient utilization of re-
sources, (b) Providing a satisfactory return on investment, (c). Sufficient buy-in or
adoption by stakeholders in the enterprise. Idea management systems and its rele-
vance to the innovation management have been widely discussed in the recent litera-
ture [16]-[18] with a variety of models and frameworks in support of innovation man-
agement [19]-[21]. However, a literature review published in 2012 concluded that
there was not much research conducted on how people interact with idea management
in their daily work practices [22].
The aim of this paper is twofold: first, to present an ideation governance process
model intended to generating and capturing ideas to explore and redevelop selected
ideas in a type of incubator. Second, to show an effective ideation management pro-
cess to collect ideas from different sources and reviewing them for a shared and

agreed decision for further redevelopment and implementation through redesign, pro-
totyping, and evaluation.
2 Ideation Governance Process
In an enterprise, there are many sources for idea generation such as internal employ-
ees, research and development staff, customers, suppliers, competitors, etc. Idea gen-
eration is an iterative cycle of idea production, reflection, and building new ideas on
existing ideas or those ideas being discovered. Figure 2 shows the proposed Ideation
Governance Process Model consists of three main functionalities: (a). Idea Generation
and Collection, (b). Idea Selection, (c) Idea Lab.
Fig. 2. Ideation Governance System
The Idea Generation and Collection functionality is operated by skilled facilitators for
effective idea generation, where idea based concepts are created as potentials for vari-
ous design solutions. The user participants engaged in idea generation sessions are
from different backgrounds. Accordingly, the diversity of the knowledge and experi-
ences of the user participants helps to foster creativity in design. During the Idea Gen-
eration and Collection process, the ideas that show significant business value are sent
to the Idea Selection where ideas are reviewed, selected and prioritized for further
redevelopment. The prioritized ideas are received by the Idea Lab where those ideas
are redesigned, prototyped and evaluated in collaboration with end-users to create
agreed design solutions. The Idea Lab aims to create a minimum viable solution that
addresses essential elements of the overall design challenge or problem.
2.1 The Idea Lab Process Model
The Idea Lab embraces collaborative and co-design approach and uses a collection of
techniques, tools and a range of business design activities. The co-design approach is
aimed at generating collective creativity by engaging designers and user participants
together in the design process where user participants become a partner in the design.

The primary objective of the Idea Lab is to evaluate ideas for creating agreed design
solutions for the implementation in the organizational context. The main functionali-
ties of the Idea Lab are: (a). Receive and formulate ideas, (b). Redesign ideas, (c).
Prototype ideas, and (d). Evaluate ideas. The Agreed Design Solutions are the final
output of the Idea Lab. The process model of the Idea Lab is shown in Figure 3.
Fig. 3. Idea Lab process model
Close collaboration, active engagement of user participants with designers, rapid pro-
totyping, and evaluations during the co-design help gain a deeper understanding of
users, user and system requirements, and the context of use. Accordingly, the co-
design approach is significant in providing the guidance to create and evaluate busi-
ness artifacts towards Agreed Design Solutions. Idea Lab provides a test environment
for evaluating prototypes of ideas to determine the usefulness and business value for
the enterprise. Prototyping allows designers to work with user participants to test and
improve ideas rapidly through an iterative process. Hence, prototyping helps design-
ers and user participants to discover new knowledge and to identify potential design
issues early and provide effective solutions through experimentation. Accordingly,
Idea Lab provides the means to test ideas effectively to determine which ideas are
best for the enterprise to invest in for further development.
3 Experimental Study
This section presents the details of a Human-Centred experimental study conducted
over five weeks in designing an Information System for the use of artist community.
The study aimed to design an Information System that encourages artists and art en-

thusiasts of all level of knowledge to learn, share and further enhance their
knowledge, skills and expertise of art through online collaboration in a safe environ-
ment. This study was motivated by the need for the artist community to learn and
share art, but their needs and expectations were restrained by (a) Lack of time, (b).
Cost, and (c). Lack of knowledge on how to collaborate, and share art among peers.
3.1 The Idea Generation and Collection
The engagement of cross-functional team consists of user participants from different
backgrounds with designers benefits the design of innovative systems. The diversity
of a cross-functional team gives many different, useful ideas, hence, the facilitation
and capturing information effectively is vital to realizing the contextual needs and
wants accurately. The Idea Generation and Collection functionality of the Ideation
Governance Process Model was operated by a management team consists of a skillful
facilitator and an information designer. A group of people consists of artists, art stu-
dents, parents of students, art teachers, a User Interface (UI) designer, a business ana-
lyst, and a software developer attended the idea generation sessions.
For this study, only one idea generation session was held. The aim of the idea gen-
eration session was to uncover good ideas that support delivering a learnable, enjoya-
ble, and safe sharing platform that help artist people improve socialization, collabora-
tion, and interaction with others. The facilitator led the idea generation session, and
the group engaged in collaborative discussions to generate design ideas based on fol-
lowing key points:
 What do you see as ART and not ART?
 How do you categorize ART?
 What are your top three favorite forms of art?
 What is your art experience - e.g. artist, interest, learner, etc.?
 What are the significant limitations that prevent you from enjoying ART more?
 How would you like to share your art and art experience with peers?
 What do you suggest how to promote ART?
 How would you like to showcase your artwork? If not, what are the reasons?
 What do you enjoy most about your chosen art form(s)?
 Do you like to teach others what you know about art? Why and why not?
During the session, participants engaged in a brainstorming activity and proposed a
variety of ideas based on the key topics given by the facilitator. The management
team also uncovered other participant attributes such as group dynamics, behaviors,
knowledge, experience, and attitudes. In agreement with participants, the management
team then grouped ideas into logical categories and each category was given a theme
name. These Themes represented some intended functionality by participants. The
management team administered a voting among participants and selected following
themes (functionalities) that had most votes.
 Registration (registration of artist users)
 User Profiling (setting up artist user profiles)

 Sign-in (logging into the system)
 Register Events (registration of new events by users)
 Find Events (finding the desired events by users)
 Book Events (registration of participants for events)
 Log-out (signing out of the system)
 Feedback (Providing feedback by users about the system at any time)
Participants emphasized that their passion for art inspired them to use the Internet to
find better ways to make it easier for people to connect with others who have similar
interests. One of their commonly agreed preference was to have a collaborative space
that provides a safe environment for people to learn and share, ranging from intimate
concert halls through to people’s very own music rooms. All design ideas generated
by participants were captured by the management team to be passed over to the Idea
Selection functionality.
3.2 Idea Selection
The Idea Selection functionality was managed by a committee (called as the Man-
agement Committee) consists of a Senior User (a representative of the artist commu-
nity), and an Executive (who represents the business interests of the proposed system
and who has the authority to make decisions). The primary role of the Management
Committee was to record and assess all ideas received from the Idea Generation and
Collection functionality to determine the suitability of each idea for further develop-
ment. Ideas are evaluated based on their business value, feasibility, desirability, and
viability and the selected ideas that deemed promising enough for prototyping are
then passed over to the Idea Lab for further development.
3.3 Idea Lab Process
The iterative Idea Lab process is shown in Figure 3. The Idea Lab was led by a design
team consists of a design facilitator, a business designer, and an Information Design-
er. In this study, the Idea Lab sessions were attended by a group of artists (three fe-
male artists, and three male artists who had over three years of professional art expe-
rience), and they actively participated in prototyping, redevelopment and evaluation
activities. The processes Redesign ideas, Prototype ideas, and Evaluate ideas were
conducted iteratively in consultation and collaboration with participants until they are
agreed on the design solutions. The active engagement of participants in the whole
design process gave them the opportunity to experience the prototypes, react to the
design and task flows, and finally to provide a feedback of their interactive experience
to the designers in the Idea Lab. The first step of the Idea Lab was to formulate the
received ideas to match the order of the intended system task flows. The second step
was to redesign ideas to improve idea clarity and relevance to the system task flows.
During the third step Prototyping, all ideas were realized into low-fidelity artifacts
such as rich pictures, post-it notes, storyboards, and the participants and designers
developed a shared understanding of selected ideas.

4 Results
The evaluations of the prototypes during the Idea Lab produced a number of agreed
design solutions for the intended system, which was designated as Art Lab. The par-
ticipatory discussions during the idea lab process also led to an agreed end-to-end user
pathway that represents the each user task of the overall design. User tasks are repre-
sented in prototype screens, and collectively these prototype screens form the mini-
mum viable solution for the Art Lab. Figure 4 shows the end-to-end process view of
the Art Lab from the first process Registration to the last process Log-out. For sim-
plicity, Figure 4 shows a sequential user pathway of the Art Lab. In practical terms,
there are many non-sequential or alternative paths a user can follow to navigate
through the system such as a user can provide Feedback immediately after the Regis-
tration, or Log-out from the system at any time after Sign-in.
Fig. 4. End-to-end user pathway of the proposed system (Art Lab)
Figure 5 shows the prototype screen of the first process of the Art Lab: Registration.
It shows different main menu options that were discussed and agreed in unison by the
user participants during the prototyping sessions.
Fig. 5. Prototype screen for the registration process

The first screen also shows navigational paths to additional resources such as Copy-
right and Privacy, Frequently Asked Questions (FAQ), Forum, Contact, etc.
Figure 6 shows the prototype screen of the second process: User Profiling where a
user registers their personal details and interests in the system.
Fig. 6. Prototype screen for the User Profiling process
This screen also provides a statement that describes how the system handle user pro-
vided information. The intention of such a statement is to ensure trust and confidence
among users of the system about privacy and protection of user data.
Figure 7 shows the prototype screen of the third process: Sign-in where the user
enters an email address and a password to login to the system.
Fig. 7. Prototype screen for the Sign-in process
Figure 8 shows two prototype screens for the fourth process: Find Events. By default,
these screens inform the user of the events that have been already booked in by the
user. This aims at minimizing the effort spent on finding an event already booked in.
If users wish to book an event, they will be able to search by Art Sector, Music In-
struments, Country, State, Town, etc.

Fig. 8. Prototype screens for the Find Events process
Figure 9 shows two prototyping screens for the fifth process: Book Events. The first
screen shows the prototype for booking events and the second screen shows the proto-
type where a user confirms the booking.
Fig. 9. Prototype screens for the Book Events process
Figure 10 shows the prototyping screen for the sixth process: Feedback where a user
can provide a feedback of the system. The need for an effective Feedback process was
agreed upon by participants as crucial to improving the system continuously.
Fig. 10. Prototype screen for the Feedback process
Figure 11 shows the prototype screen for the last process of the system: Signing-out.
Importantly, during the signing-out, the user is prompted with the message “Before
sign out, would you like to provide any feedback?” This allows user another oppor-
tunity to provide a feedback of the system.

Fig. 11. Prototype screen for the Sign-out process
In summary, the active user engagement in idea generation and throughout the design
process was significant in generating useful ideas and concepts with greater business
value. These ideas and concepts were fundamental in forming new user tasks and
navigational paths of the intended system. The end-to-end user pathway of the Art
Lab (see Figure 4) along with other alternative user pathways, and associated proto-
type screens (see Figure 5 to 11) were the outcome of the user agreed design solutions
that emerged from the idea generation sessions, and subsequent prototyping and eval-
uation sessions.
5 Conclusions
The main objective of this paper was to explore how the design thinking inspired co-
design approach could be used for idea generation, and prototyping for creating user
agreed design solutions for an intended information system. The paper reported a well
detailed Ideation Governance process and an Idea Lab process for effective idea gen-
eration, idea selection, and subsequent prototyping to create design solutions agreed
by users of the intended information system. Results of this study suggest that proto-
types and design solutions provide more human-centeredness as a result of active user
engagement in idea generation, prototyping, and evaluation.
References
1. Niemelä, M., Ikonen, V., Leikas, J., Kantola, K., Kulju, M., Tammela, A., Ylikauppila, M.:
Human-Driven Design: A Human-Driven Approach to the Design of Technology. In: Pro-
ceedings of the 11th IFIP TC 9 International Conference on Human Choice and Comput-
ers, (2014)
2. Johnson, M.: Towards Human-Centred Requirements Management in Distributed Design.
In: Smith, M.J., Salvendy, G. (eds), Systems, Social and Internationalization Design As-
pects of Human-Computer Interaction, Volume 2, pp. 642-646. (2001)

3. Gabrysiak, G., Giese, H., Seibel, A.: Towards Next-Generation Design Thinking II: Virtu-
al Multi-User Software Prototypes. In: Plattner, H., Meinel, C., Leifer, L. (eds.), Design
Thinking Research: Studying Co-Creation in Practice, pp. 107-126. Springer (2012)
4. Meinel, C. and Leifer, L.: Design Thinking Research. In Plattner, H., Meinel, C., Leifer, L.
(eds.), Design Thinking Research: Understand – Improve – Apply, p. xiv. Springer (2011)
5. Alessi, M., Camillò, A., Chetta, V., Giangreco, E., Soufivand, M., Storelli, D.: Applying
Idea Management System (IMS) approach to design and implement a collaborative
environment in public service related open Innovation processes, Complex Systems
Informatics and Modeling Quarterly, No. 5, pp. 26-38. (2015)
6. Westerski, A., Dalamagas, T., Iglesias, C.A.: Classifying and comparing community inno-
vation in Idea Management Systems, Decision Support Systems, 54(3), pp. 1316-1326.
(2013)
7. Sadriev, A.R., Pratchenko, O.V.: Idea management in the system of innovative
management, Mediterranean Journal of Social Sciences, 5(12), pp. 155-158, 2014.
8. Yock, P.G., Zenios, S., Makower, J., Brinton, T.J., Krummel,T.M., Kumar, U.N., Denend,
L.:Biodesign. Cambridge University Press. P.176. (2015)
9. Bilton, C., Cummings, S.: Creative strategy: reconnecting business and innovation. John
Wiley & Sons. p.16. (2010)
10. Cropley, D.H., Cropley, A.J.: The Psychology of Innovation in Organizations, Cambridge
University Press. p.14. (2015)
11. Shalley, C.E. Gilson, L.L.: What leaders need to know: A review of social and contextual
factors that can foster or hinder creativity, The Leadership Quarterly, 15(1), pp.33-53.
(2004)
12. Shalley, C.E.: Effects of coaction, expected evaluation, and goal setting on creativity and
productivity, Academy of Management Journal, vol.38, pp. 483–503. (1995)
13. Woodman, R.W., Sawyer, J.E., Griffin, R.W.: Toward a theory of organizational creativi-
ty, Academy of Management Review, vol.18, pp. 293–321. (1993)
14. Amabile, T.M.: A model of creativity and innovation in organizations, Research in organi-
zational behavior, 10(1), pp. 123 – 167. (2004)
15. Sawyer, R.K., Bunderson, S.: Innovation: A review of research in organizational behavior.
In: Thakor, A. (eds.), Innovation and growth: What do we know? Singapore, pp. 13-55.
World Scientific Press (2013)
16. Boeddrich, H.: Ideas in the Workplace: A New Approach Towards Organizing the Fuzzy
Front End of the Innovation Process, Creativity and Innovation Management, 13(4), pp.
274 – 285. (2004)
17. Flynn, M., Dooley, L., O'Sullivan, D.: Idea management for organizational innovation, In-
ternational Journal of Innovation Management, 7(4), (2003)
18. Nilsson, L., Elg, M.: Secure spread-spectrum watermarking for multimedia, IEEE Transac-
tions on Image Processing, 6(12), pp. 64 – 69. (1997)
19. Brem, A., Voigt, K.: Integration of market pull and technology push in the corporate front
end and innovation management - Insights from the German software industry,
Technovation, 29(5), pp. 351 – 367. (2009)
20. Hrastinski, S., Kviselius, N.Z., Ozan, H., Edenius, M.: A review of technologies for open
innovation: Characteristics and future trends, Proceedings of the Annual Hawaii Interna-
tional Conference on System Sciences, (2010)
21. Xie, L., Zhang, P.: Idea Management System for Team Creation, Journal of Software,
5(11), pp. 1187 – 1194. (2010)
22. Jensen, A.R.V.: A literature review of idea management, Proceedings of NordDesign
2012, The 9th NordDesign Conference, Aalborg University, Denmark. 22-24.08. (2012)

Embed Design Thinking in Co-Design for Rapid Innovation of Design Solutions

More Related Content

What's hot (17)

Similar to Embed Design Thinking in Co-Design for Rapid Innovation of Design Solutions (20)

Embed Design Thinking in Co-Design for Rapid Innovation of Design Solutions