Introduction to Design Thinking

UNIT I : Introduction to Design Thinking
By
Mr.S.Selvaraj
Asst. Professor (SRG) / CSE
Kongu Engineering College
Perundurai, Erode, Tamilnadu, India
18GEO03 – Design Thinking for Engineers
Thanks to and Resource from : Jeanne Liedtka and Tim Ogilvie, "Designing for Growth: A Design Thinking Tool Kit for Managers", NA Edition, Columbia University
Press, NA, 2011 & Lee Chong Hwa, "Design Thinking The Guidebook", NA Edition, Design Thinking Master Trainers of Bhutan, NA, 2017.

Preamble and Course Outcomes - DT
4/6/2022 1.1 _ Introdution to Design Thinking 2

Unit Wise Syllabus – DT

Text Book and Reference Book - DT

Design Thinking
• Design Thinking is not an exclusive property of designers—all great
innovators in literature, art, music, science, engineering, and
business have practiced it.

Why call it Design Thinking?
What’s special about Design Thinking?
• It is that designers’ work processes can help us
systematically extract, teach, learn and apply these
human-centered techniques to solve problems in a
creative and innovative way –
• in our designs,
• in our businesses,
• in our countries,
• in our lives.

Design Thinking - All over the World
• Some of the world’s leading brands, such as Apple, Google, Samsung
and GE, have rapidly adopted the Design Thinking approach.
• Design Thinking is being taught at leading universities around the
world, including d.school, Stanford, Harvard and MIT.

Design Thinking Institute at Stanford University
• The Hasso Plattner Institute of Design at Stanford,
commonly known as the d.school, is a design
thinking institute based at Stanford University.

Design Thinking Process
• There are many variants of the Design Thinking process in use today,
and they have from three to seven phases, stages, or modes.
• However, all variants of Design Thinking are very similar.
• All variants of Design Thinking embody the same principles, which
were first described by Nobel Prize laureate Herbert Simon in The
Sciences of the Artificial book in 1969.

Design Thinking Process
• Here, we will focus on the five-phase model proposed by the Hasso-
Plattner Institute of Design at Stanford, which is also known as
d.school.
• We’ve chosen d.school’s approach because they’re at the forefront of
applying and teaching Design Thinking.

Design Thinking Process – 5 Phases
• The five phases of Design Thinking, according to
d.school, are as follows:
• Empathise – with your users
• Define – your users’ needs, their problem, and your
insights
• Ideate – by challenging assumptions and creating ideas for
innovative solutions
• Prototype – to start creating solutions
• Test – solutions

Existing Process Flow - Types

Design Thinking - Points
• It is important to note that the five phases, stages, or modes are not
always sequential.
• They do not have to follow any specific order and can often occur in
parallel and repeat iteratively.
• Given that, you should not understand the phases as a hierarchical
or step-by-step process.
• Instead, you should look at it as an overview of the modes or phases
that contribute to an innovative project, rather than sequential steps.

The Problem with Ingrained Patterns of Thinking
• Humans naturally develop patterns of thinking
modeled on repetitive activities and commonly
accessed knowledge.
• These patterns of thinking are often referred to
as schemas, which are
• organized sets of information
• relationships between things, actions
• thoughts that are stimulated and initiated in the human
mind
• For example, we have a schema for dogs which
encompasses the presence of four legs, fur, sharp
teeth, a tail, paws, and a number of other perceptible
characteristics.

Thinking outside of the box
• Innovative problem solving is also known as “thinking outside of the
box”.
• Thinking outside of the box can be a real challenge as we naturally
develop patterns of thinking that are modeled on the repetitive
activities and commonly accessed knowledge we surround ourselves
with.

Read the Problem and Give your Solution
• Some years ago, an incident occurred
where a truck driver tried to pass
under a low bridge. But he failed, and
the truck was lodged firmly under the
bridge. The driver was unable to
continue driving through or reverse
out.
• The story goes that as the truck
became stuck, it caused massive
traffic problems, which resulted in
emergency personnel, engineers, fire
fighters and truck drivers gathering to
devise and negotiate various solutions
for dislodging the trapped vehicle.
• Emergency workers were debating
whether to dismantle parts of the
truck or chip away at parts of the
bridge. Each spoke of a solution which
fitted within his or her respective level
of expertise.

One of the fine thinking by a small boy
• A boy walking by and witnessing the
intense debate looked at the truck, at
the bridge, then looked at the road
and said nonchalantly, "Why not just
let the air out of the tires?" to the
absolute amazement of all the
specialists and experts trying to
unpick the problem.
• When the solution was tested, the
truck was able to drive free with
ease, having suffered only the
damage caused by its initial attempt
to pass underneath the bridge.

Storytelling

The Power of Storytelling
• Why did we tell you this story?
• Telling stories can help us inspire opportunities, ideas and
solutions.
• Stories are framed around real people and their lives.
• Stories are important because they are accounts of specific
events, not general statements.
• They provide us with concrete details that help us imagine
solutions to particular problems.
• Please watch this 1-minute video to help you get
started understanding what Design Thinking is about.
• https://www.youtube.com/watch?v=eDICzreiJXA

Take away
• Design Thinking is essentially a problem-solving approach specific to
design, which involves assessing known aspects of a problem and
identifying the more ambiguous or peripheral factors that contribute to the
conditions of a problem.
• This contrasts with a more scientific approach where the concrete and
known aspects are tested in order to arrive at a solution.
• Design Thinking is an iterative process in which knowledge is constantly
being questioned and acquired so it can help us redefine a problem in an
attempt to identify alternative strategies and solutions that might not be
instantly apparent with our initial level of understanding.
• Design Thinking is often referred to as ‘outside the box thinking’, as
designers are attempting to develop new ways of thinking that do not abide
by the dominant or more common problem-solving methods – just like
artists do.
• At the heart of Design Thinking is the intention to improve products by
analyzing how users interact with them and investigating the conditions in
which they operate.
• Design Thinking offers us a means of digging that bit deeper to uncover
ways of improving user experiences.

Thank you

Poll Question1
• No.of phases of design thinking?
• 3
• 4
• 5
• 6

Poll Question 2
• Design Thinking is a ___
• Linear Process Flow
• Non-Linear Process Flow

Poll Question 3
• Design Thinking is also called as___
• Outside the box thinking
• Inside the box thinking

Poll Question 4
• 1st phase of Design Thinking is ___
• Define
• Empathise
• Prototype
• Ideate
• Test

DT – Split up of Syllabus Coverage in Two Different Text Books
4/6/2022 1.2 _ Intro and Need for Design Thinking 29

Jeanne Liedtka and Tim Ogilvie, "Designing for Growth: A Design Thinking Tool Kit for
Managers", NA Edition, Columbia University Press, NA, 2011.
First Book Contents
Completely Based
on
4 Questions and
10 Tools

Lee Chong Hwa, "Design Thinking The Guidebook", NA Edition, Design Thinking
Master Trainers of Bhutan, NA, 2017.
Second Book Contents
Completely Based
on
5 Phases and
17 Methods and Tools

Unit I : Contents
1. Introduction
2. Need for design thinking
3. Design and Business
4. The Design Process
5. Design Brief
6. Visualization
7. Four Questions & Ten Tools
4/6/2022 32
1.2 _ Intro and Need for Design Thinking
8. Explore
9. STEEP Analysis
10. Strategic Priorities
11. Activity System
12. Stakeholder Mapping
13. Opportunity Framing

Introduction
• Design thinking draws on logic, imagination, intuition and
systemic reasoning
• to explore the possibilities of what could be
• to create desired outcomes that benefit the end user (the
customer)
• A design thinking mind-set is not problem-focused
• it’s solution-focused
• It’s action-oriented
• It involves both analysis and imagination
• It helps the innovator
• to gain greater clarity
• to find viable, feasible and desirable ideas
• It is an approach for Creative Problem Solving

5 phases of Design Thinking, according to d.school
• Empathize
• with your users
• Define
• your users’ needs, their problem, and your insights
• Ideate
• by challenging assumptions and creating ideas for innovative
solutions
• Prototype
• to start creating solutions
• Test
• solutions

4 Phases / 4 ?’s of Design Thinking Based on Jeanne Liedtka et
al. (1st Text Book)
• What is? - explores current reality
• What if? - envisions a new future
• What wows? – makes some choices
• What works? - takes us into the marketplace

5 phases of Design Thinking Based on
Lee Chong Hwa ( 2nd Text Book)
• Explore
• Reframe opportunities
• Empathise
• Rediscover your user deep needs
• Experiment
• Refresh your solutions & innovative Ideas
• Engage
• Reaffirm your user needs
• Evolve
• Review your activities and strategies

Need for Design Thinking
• Every managers needs design.
• Design has a lot of different meanings.
• It is actually a systematic approach to problem solving.
• It starts with customers and the ability to create a better
future for them.
• It acknowledges that we probably won’t get that right the
first time.
• It does not require supernatural powers.
• Recent explosion of interest in design thinking has a lot
more fueling it than Apple’s success and high profile.

Need for Design Thinking
• Design thinking can do for organic growth and innovation what TQM did
for quality.
• Design thinking will be practiced at varying levels by people with different
talents and capabilities.
• Design thinking by translating “design” from an abstract idea into a
practical, everyday tool any manager can profit from.
• Using a business perspective and business language, we’ll
• translate the vocabulary of design
• unpack the mysterious connection between design thinking and profitable growth
• introduce a systematic process (complete with simple Project Management Aids
(PMA))

Thank you

Poll Question 1
• Empathise phase focuses on whom?
• Manager
• Developer
• User

Poll Question 2
• Design thinking mind-set is not ____ ?
• Solution Focused
• Problem Focused
• Action Focused

Poll Question 3
• What is 1st phases of Design Thinking Based on Lee Chong Hwa ____
?
• Explore
• Empathise
• Experiment
• Engage
• Evolve

Poll Question 4
• Design Thinking is starts with ____ ?
• Manager
• Customer
• Programmer
• Developer

What if Managers Thought Like Designers?
• What would be different if managers thought more like designers?
• We have three words for you:
• Empathy
• Invention
• Iteration
4/6/2022 1.3 _ Design and Business 44

Empathy
• Design starts with empathy, establishing a deep
understanding of those we are designing for.
• Managers who thought like designers would put
themselves in their customers’ shoes.
• It involves developing an understanding of both their
emotional and their “rational” needs and wants.
• To be a customer –centric and know your customer.
• Great designs inspire —they grab us at an emotional
level.

Sympathy and Empathy
• What's the difference between sympathy and empathy?
• At the most basic level,
• sympathy is feeling sorry for someone, while
• empathy is understanding their pain.
• These words are related, but they are not synonyms.
• Empathy is stronger than sympathy.
• Sympathy is a feeling you share with another person.
• Empathy is the ability to understand the emotions of another person.

Choose the Correct Word - Sympathy / Empathy
• Complete each of the sentences below with the word sympathy or
empathy, making the correct choice based on what each word means.
1. I have ____________ for our new classmate because I know what it feels
like to change schools mid-year.
2. I don’t understand what Susie is going through, but I certainly have
____________ for her situation.
3. The owner of our company just isn’t able to have ____________ for those
of us trying to pay bills in a minimum wage job.
4. I don’t have any ____________ for her. She knew exactly what she was
doing when she cheated on her exam.
5. We mailed a ____________ card to my teacher after learning that her
father passed away.

Answer Key
• Check your answers using the answer key below.
1. empathy
2. sympathy
3. empathy
4. sympathy
5. sympathy

Need and Want
• Need
• Something you must have in order to survive
• Want
• Something you desire, but is not necessary

Customer –centeric and know your customer
• Of course, we all know already that
we are supposed to be “customer-
centered,” but
• what we are talking about here is
deeper and more personal than that.
• It means “knowing” customers as
real people with real problems, not
seeing them as targets for
• sales or
• as a set of demographic statistics
around age, income level, or marital
status.

Invention
• Design is also a process of invention.
• Managers who thought like designers would think of themselves as
creators.

Iteration
• Finally, design insists that we prepare ourselves to iterate our way to
a solution.
• Managers who thought like designers would see themselves as
learners.

Design and Business
• Consider a challenge faced by a leading consumer products firm.
• How to think about and respond to changes in the retail marketplace
over the next ten years?
• Suppose that two student teams
• one composed of MBAs and
• the other of design students
• How might each team approach its study?

1st Team (Business Students)
• The MBAs would likely begin by researching trends in the
marketplace, social, technological, environmental, and political.
• They’d read analysts’ reports, interview industry experts, and
benchmark leading retailers and competitors.
• They’d produce forecasts and a recommended set of strategies,
complete with ROI (return on investment) and NPV (net present
value) calculations.
• They’d deliver it all in a PowerPoint presentation.

2nd Team (Design Students)
• The design students would probably approach the project quite
differently.
• They might begin with a similar trend analysis, but they would use it
to develop scenarios of possible futures instead of spreadsheets.
• They would hang out in stores and talk to shoppers and employees,
focusing on the shopping experience.
• They’d likely create some different customer personas and use the
scenarios to try to model the changes in the personas’ lives—and,
accordingly, in their shopping habits—over the next ten years.
• They might sponsor a “store of the future” brainstorming session,
inviting their fellow students (and offering free pizza).
• They would use the scenarios and personas as a starting point and
build on them as a group.
• Ultimately, they’d present not solutions but a small number of
concepts to be prototyped, with the aim of soliciting feedback from
real customers and collaborators.

Business Thinking Vs Design Thinking

Business thinking vs Design Thinking
• Business thinking assumes rationality and objectivity.
• Design thinking assumes instead human experience, always messy, as
its decision driver and sees true objectivity as an illusion. Reality, for
designers, is always constructed by the people living it.
• Hence, the MBAs analyzed trend data; the designers observed the
shopper’s experience.

Business and Design

Business needs design
• In today’s increasingly fast-paced and unpredictable
environment, business needs design precisely
because of all the differences we’ve noted:
• First, design is all about action, and business too often gets
stuck at the talking stage.
• Second, design teaches us how to make things feel real,
and most business rhetoric today remains largely
irrelevant to the people who are supposed to make things
happen.
• Third, design is tailored to dealing with uncertainty, and
business’s obsession with analysis is best suited for a
stable and predictable world.
• Fourth, design understands that products and services are
bought by human beings, not target markets segmented
into demographic categories.

Design needs business
• Design needs business thinking for good reasons:
• First, because novelty does not necessarily create value.
• Second, because even value creation is not enough.
• And third, because how many more stylish toasters and corkscrews do any of
us need?

Thank you

Poll Question 1
• Empathy is ____?
• Feeling
• Understanding

Poll Question 2
• As I had lost my job last year, I had ______ for my friend when she
was fired?
• Sympathy
• Empathy

Poll Question 3
• Education is a ____
• Want
• Need

Poll Question 4
• Which one give you more than one solution for a particular problem?
• Business Thinking
• Design Thinking

Unit I : Contents
1. Introduction
5. Design Brief
6. Visualization
4/6/2022 66
1.4 _ Design Process
8. Explore
9. STEEP Analysis
11. Activity System

Design Process Stages
• Design process deals with 4 basic questions also
called 4 stages of Design process.
• What is?
• explores current reality.
• refers to the present.
• What if?
• builds on the present to envisions a new future.
• What wows?
• makes some choices and narrow choices to the best.
• helps teams focus on solutions that stand out.
• What works?
• takes us into the marketplace.
• tests possible solutions with actual users in the real world.
4/6/2022 1.4 _ Design Process 67

Design Process

Design Process
• The widening and narrowing of the bands around each
question represent what designers call “divergent” and
“convergent” thinking.
• The first two – ‘what is?’ and ‘what if?’
• are about ‘divergent thinking’
• exploring many possibilities and solutions
• The last two – ‘what wows?’ and ‘what works?’
• are about ‘convergent thinking’
• narrowing focus to a prototype and experiments within the
field.

Convergent Thinking Vs Divergent Thinking
Convergent Thinking Divergent Thinking
The process of figuring out a concrete
solution to any problem is called
Convergent Thinking.
The process of thinking that explores
multiple possible solutions in order
to generate creative ideas is called
Divergent thinking.
It’s a straight forward process. It’s opening the mind in various
directions.
It’s recognize the previously tried out
techniques and reapplying them.
It relates to figuring out new
procedures.
It refers to approaching a definite
limit.
It provides limitless number of
solutions.

Divergent Thinker Vs Convergent Thinker

What is?
• In this phase, teams exploit the knowledge existing in the
organisation across the value chain.
• It’s about getting buried in the current ways of doing things to
surface the known problems.
• It requires empathising with individuals involved and getting
clear on their issues without judgement.
• To develop a sense of empathy or user centric view of the
problem.
• Sankey diagrams can be a useful tool in this phase.
• This stage enables one to answer the scope of the problem
often from deep ethnographic perspective.
• that is, the team of design thinkers actually go and live with the users
whose problems they are trying to solve and live within the situations
to study them.

Sankey Diagram
• Sankey diagrams are a type of flow diagram in
which the width of the arrows is proportional to
the flow rate.

What if ?
• The aim of this stage is to come up with as many ideas as possible.
• 100 ideas is OK. Anything is constructive.
• Generate plenty of ideas and then narrow down to a few ideas.
• No wrongs answers, giving voice to everybody.
• Wild dreams, humble incremental improvements, it’s all good.
• During this stage, it’s vital to remove the power dynamics.
• Teams riff using Post-its to get ideas up on the wall, bubble maps,
groupings.
• Again, all areas of the business are represented. This is about working and
learning as a system.
• This avoids analysts coming up with solutions in a silo.
• This phase generates insight.

What wows?
• Now we’re narrowing down ideas into the potentially
viable ones – ideas to wow.
• Here the team build prototypes.
• These could be slidedecks, clay models, Lego structures,
digital mock-ups.
• The team quickly gets these prototypes in front of
customers to test them out.
• Here it’s about failing fast and getting the organisational
learning that comes from failure.

What Works?
• This is point where we ask:
• Can we make money out of us?
• Which of these things would work based on the constraints in
the business?
• If it won’t work now, when might it work?
• If a team has found something that they think works, now
is the time to engage in multi-stage planning.
• Experimenting, testing and implementing.
• Get feedback from stakeholders.

Design Process - Mapping from 4 questions to 5 phases
• The four questions are answered by following the five
steps of design thinking phases(d.school).

5 Stages of Design Thinking Process

Thank you

Poll Question 1
• Exploring many possibilities and solutions are ____?
• Divergent Thinking
• Convergent Thinking

Poll Question 2
• Who thinks for final solution?
• Divergent thinker
• Convergent thinker

Poll Question 3
• Post-it sticky notes used in which stage?
• What is?
• What if?
• What wows?
• What works?

Poll Question 4
• “What wows?” stage focus on which concept____.
• Empathise
• Define
• Ideate
• Prototype
• Test

Poll Question 5
• “What wows?” stage uses ____.
• Sankey Diagram
• Sticky notes
• Lego structures

Unit I : Contents
1. Introduction
5. Design Brief
6. Visualization
4/6/2022 85
1.5 _ Design Brief and Visualization
8. Explore
9. STEEP Analysis
11. Activity System

The Project Management Aids (PMA)
• To succeed at harnessing the power of design thinking to grow your
business,
• We need to do more than try out the ten tools of design thinking.
• We introduce four project management aids (PMAs) in this unit as
well.
• Design Brief
• Design Criteria
• Napkin Pitch
• Learning Guide
4/6/2022 1.5 _ Design Brief and Visualization 86

The Project Management Aids (PMA)
• The PMAs are not design tools—they are not about generating or
testing ideas.
• Instead, PMAs are communication protocols that link the design
thinking process to the established project management structures
of the organization.
• PMAs will help you control the project by
• systematically capturing the learning from each stage.
• codifying decisions.
• transitioning from one stage to the next.
• integrating the results into a successful growth project.

Purposes of 4 PMAs

Mapping into 4 stages of Design Thinking
4/6/2022 1.5 _ Design Brief and Visualization
90

Design Brief
• The design thinking team starts with a design brief
(project management aid 1).
• It clarified the scope of the project, its intent, the questions it
hoped to explore, and the target market it wanted to explore
them with.
• What is?
• starts with the creation of the design brief and
• ends with the identification of design criteria.
• Between those two project management aids are four
design thinking tools:
• visualization
• journey mapping
• value chain analysis
• mind mapping

Design Brief (PMA 1)
• PMA 1 forces you to clarify your ambitions and constraints.
• It asks you to frame your design challenge,
• define its scope, and
• pose the key questions to explore at the outset:
• What do you expect to get out of this work?
• What would success look like?
• How will you know if the project added value?

Design Brief - Positives
• A design brief tells the project team where it is going and why, what
pitfalls to avoid, and what resources are required.
• Use the design brief to kick off the project, and revisit it at every key
milestone.
• It sets the schedule, names the important milestones, and lays out
the metrics that will assess the project.
• Not surprisingly, brevity is a key attribute of a good design brief.
• The document— two or three pages at most—should give the team
plenty of leeway to use their creativity.
• The design brief provides that guidance throughout the project.

Design Brief – Document Format

Design Brief – Sample Document

Visualization

Visualization
• Visualization is about using images.
• It’s not about drawing; it’s about visual thinking.
• It pushes us beyond using words or language alone.
• It is a way of unlocking a different part of our brains that
allows us to think nonverbally and that managers might
not normally use.
• When you explain an idea using words, the rest of us will
form our own mental pictures.
• For example,
• When you say, “We need a new growth platform,” the IT
specialist sees servers and code and the marketing guru sees an
advertising campaign.
• If instead you present your idea to us by drawing a picture
of it, you reduce the possibility of unmatched mental
models.

Visualization
• Visualization is a very special design tool.
• This is really a “meta” tool, so fundamental to the way
designers work that it shows up in virtually every stage in the
process of designing for growth.
• Often, visualization is integral to the other tools we will talk
about.
• It is an approach for identifying, organizing, and
communicating in ways that access “right brain” thinking
while decreasing our dependency on “left brain” media such
as numbers.
• Visualization consciously inserts visual imagery into our work
processes.
• It focuses on bringing an idea to life, simplifying team
collaboration and (eventually) creating stories that go to the
heart of how designers cultivate empathy in every phase of
their work and use it to generate excitement for new ideas.

Left Brain vs Right Brain
• The theory is that people are either left-brained or right-
brained, meaning that one side of their brain is dominant.
• If you’re mostly analytical and methodical in your thinking,
you’re said to be left-brained.
• If you tend to be more creative or artistic, you’re thought
to be right-brained.

Thank you

Poll Question 1
• What is the PMA matches with “What is?” Stage?
• Design Criteria
• Design Brief
• Napkin Pitch
• Learning Guide

Poll Question 2
• Which PMA serves as “North star” throughout the project?
• Design Criteria
• Design Brief
• Napkin Pitch
• Learning Guide

Poll Question 3
• Design Brief document should be ____
• 1 page
• 2 pages
• 2 – 3 pages
• More than 3 pages

Poll Question 4
• I am a scientist. What kind of brain i am having?
• Left brained
• Right Brained

Unit I : Contents
1. Introduction
5. Design Brief
6. Visualization
4/6/2022 105
1.6 _ Four Questions and Ten Tools
8. Explore
9. STEEP Analysis
11. Activity System

Four Questions
• What is?
• explores current reality.
• refers to the present.
• What if?
• builds on the present to envisions a new future.
• What wows?
• makes some choices and narrow choices to the best.
• helps teams focus on solutions that stand out.
• What works?
• takes us into the marketplace.
• tests possible solutions with actual users in the real world.
4/6/2022 1.6 _ Four Questions and Ten Tools 106

Four Questions

Divergent Vs Convergent Thinking
• The widening and narrowing of the bands around each
question represent what designers call “divergent” and
“convergent” thinking.
• The first two – ‘what is?’ and ‘what if?’
• are about ‘divergent thinking’
• exploring many possibilities and solutions
• The last two – ‘what wows?’ and ‘what works?’
• are about ‘convergent thinking’
• narrowing focus to a prototype and experiments within the
field.

Ten Tools of Design Thinking

1. Visualization: using imagery to envision possibilities and bring them
to life
2. Journey Mapping: assessing the existing experience through the
customer’s eyes
3. Value Chain Analysis: assessing the current value chain that
supports the customer’s journey
4. Mind Mapping: generating insights from exploration activities and
using those to create design criteria

5. Brainstorming: generating new possibilities and new alternative
business models
6. Concept Development: assembling innovative elements into a
coherent alternative solution that can be explored and evaluated

7. Assumption Testing: isolating and testing the key assumptions that
will drive the success or failure of a concept
8. Rapid Prototyping: expressing a new concept in a tangible form for
exploration, testing, and refinement

9. Customer Co-Creation: enrolling customers to participate in
creating the solution that best meets their needs
10. Learning Launch: creating an affordable experiment that lets
customers experience the new solution over an extended period of
time, to test key assumptions with market data

Thank you

Poll Question 1
• Which deals the current reality?
• What is
• What if
• What wows
• What works

Poll Question 2
• Which tool is used to access the existing experience of the customer ?
• Visualization
• Mind mapping
• Journey mapping
• Value chain analysis

Poll Question 3
• Which tool is used to create design criteria?
• Visualization
• Mind mapping
• Journey mapping

Poll Question 4
• Which tools is used generate new possibilities and new alternative
business models?
• Brainstorming
• Mind mapping
• Journey mapping

Unit I : Contents
1. Introduction
5. Design Brief
6. Visualization
4/6/2022 119
1.7 _ Explore - STEEP Analysis
8. Explore
9. STEEP Analysis
11. Activity System

Design Thinking Stages/Phases
• 5 Stages/Phases and 17 Tools of Design Thinking are
proposed by
• the Design Thinking Master Trainers of Bhutan and
• facilitated by experts from Singapore Polytechnic
• (2nd Text Book)
4/6/2022 1.7 _ Explore - STEEP Analysis 120

Purpose/objective of this Guide Book
• Equip the DT practitioners
• to work on real projects by designing needs and solutions with
communities (users/citizen),
• to deeply understand the people they’re looking to serve,
• to dream up scores of ideas, and
• to create innovative new solutions rooted in people’s actual
needs
• DT practitioners can attain by using Design Thinking
through step by step guide with samples and ready to use
templates.
• This guidebook offers a comprehensive set of Methods &
Tools and activities that will take you from framing up
your design challenge to getting it to the decision makers
for implementation and users.

Some of the Key Principles and Mindset
• Design Thinking human-centered problem solving approach is based
on a few easy-to-understand principles:
• Human-centered
• Collaborative teamwork
• Learning by Doing
• Embrace Experimentation
• Understand patterns, relationships & systems
• Visualize and Show

Heart-on Hands-on Head-On Approach

5 Phases, 17 Methods and Tools of DT

Introduction
• Design Thinking is not a perfectly linear process, and each project
invariably has its own contours and character.
• Generally, you will move through three main modules:
• Inspiration,
• Ideation, and
• Implementation
• It includes 5 phases.
• When you move through the 5 phases,
• you will move from divergent thinking (create choices) to convergent
thinking (make choices).

Thinking Process

Scoping of design challenge
• When you want to work on real project using Design Thinking, begin
the process with a specific and purposeful situation or problem to
solve called Design Challenge.
• The Design Challenge should be doable, clear, actionable and
hopefully inspiring.
• Your problem statement should be an outcome and not a solution.
• You can use SCOPES as a tool to brainstorm and frame your problem.

SCOPES Tool

Phase 1 - Explore
• After scoping the design challenge, the explore phase focuses on
reframing the design challenge topic into design opportunity from
multiple perspectives.

Activities of Explore Phase
• Synthesis the STEEP trends analysis to gain insights on the
implications and context of your design challenge.
• Foster multiple perspectives to explore your design
challenge.
• Map the organization’s activity system/ecosystem as the
foundation model to leverage for your new idea delivery.
• Map key stakeholders to appreciate the key people who
determine the success of your design challenge
• Frame project (design challenge) into design opportunity
• Identify, select and invite your target stakeholders for
the interview
• Plan your design challenge project management.

Explore Phase

Explore Phase – Methods and Tools
• There are 5 methods and Tools:
• STEEP Analysis
• Strategic Priorities
• Activity Systems
• Stakeholder Analysis
• Framed Opportunities

STEEP Analysis

What is STTEP Analysis?
• STEEP Analysis is a tool to explore and determine the impact of macro-
environmental trends in the context of the project topic (design challenge)
as you should not limit your thinking just to the people you are designing
for.
• You may need to consider governments, international partner and other
stakeholders.
• STEEP Analysis is used:
• To understand the future opportunities and challenges.
• To keep an eye on the future while focusing on the possibilities of the current as new
services, processes, administration and public policies may have to be developed in
response to these trends.
• To cultivate thinking which leads to future implications of the present changes?

How to conduct STEEP Analysis?

Templates to be used for the conduct
of STEEP analysis

STEEP Analysis
• The STEEP analysis, also called PESTE/PESTLE analysis, is a strategy of
external environmental analysis for companies.
• It lists the factors of the individual categories that may influence the unit
under investigation.
• STEEP is an English acronym for Sociological, Technological, Economical,
Environmental and Political.
• In the analysis, the factors are examined socially, technologically,
economically, ecologically, politically and their mutual dependencies.
• The analyzed facts are then selected and weighted according to the
problem.

STEEP/PESTLE Analysis – Factors List
• Social factors include: values, attitudes, lifestyles, consumer trends, demographic
influences, income distribution, education, population development, security. Aspects
within society such as family, friends, colleagues, neighbors and the media.
• Technological factors include: new technologies, technology effects, research,
development speed, new products and processes, product lifecycles, technology
investments, and government research expenditure.
• Economic factors include: economic growth, inflation, interest rates, exchange rates,
taxation, unemployment, income, business cycles, world trade and resource availability.
• Environmental factors include: material, resources, disposal, emission regulations,
energy, transport routes, life cycles, effects of the ozone hole and global warming.
• Political factors include: policy frameworks, labor market policies, government policies,
competition oversight, legislation, political stability, tax policies, trade barriers, security
requirements and subsidies.

STEEP/PESTLE - Factors List

Template 1 – STEEP TRENDS ANALYSIS

Mark with Opportunity and
Challenges(Threat) – Example : AirBnB

Template 1 – Online Tools (STEEP)
• Tool1: (Sample Examples also Available)
• https://webtools.innovalor.nl/#/pestle
• Tool2: (Sample Examples also Available)
• https://online.visual-
paradigm.com/drive/#diagramlist:proj=0&new=PESTAnalysis

Template 2 – STEEP Analysis Matrix

Template 3 – STEEP Analysis Prioritization

Thank you

Poll Question 1
• ______a tool to brainstorm and frame your problem.
• SCOPES
• STEEP

Poll Question 2
• Which Human Body Part is not in HHH approach of Design Thinking?
• Head
• Hand
• Heel
• Heart

Poll Question 3
• STEEP Analysis is used to_____.
• Framing the Problem Statement
• Understand the future opportunities and challenges

Poll Question 4
• Which STEEP template sort the trends based on its impact and
(un)certainty of its occurrence?
• Trend Analysis
• Analysis Matrix
• Analysis Prioritization

Unit I : Contents
1. Introduction
5. Design Brief
6. Visualization
4/6/2022 154
1.8 _ Strategic Priorities & Activity System
8. Explore
9. STEEP Analysis
11. Activity System

Strategic Priorities
• This tool is used after the STEEP Analysis.
• A Strategic Priorities Matrix is used to
• explore from multiple perspectives to gain insights
• deep understanding of the design challenge
4/6/2022 1.8 _ Strategic Priorities & Activity System 155

What is Strategic Priorities?
• Strategic Priorities Matrix is a tool with
• which you will look through multiple perspectives to better understand the
context and
• the real issues with your design challenge and
• help you synthesise and formulate a point of view or
• theory to explain your design challenge problem.

How to use the Strategic Priorities ?

List of Templates seen so far....
• T1: PMA1 - Design Brief
• T2: SCOPES
• T3: STEEP Trend Analysis
• T4: STEEP Analysis Matrix
• T5: STEEP Analysis Prioritization

Strategic Priorities - Templates
• Two Templates:
• T6: Strategic Priorities Matrix
• T7: Synthesis - making sense of STEEP analysis & strategic priorities template

T6 – Strategic Priorities Matrix

Online Tool for T6
• https://miro.com/signup/

T7 – Synthesis : Sense Making

Activity System
• You can use the activity system
• to gain insights on the organization’s strengths, weaknesses, advantages and
• gaps to explore fresh opportunities and possibilities.
• It should also be used to establish
• foundation for leveraging and evolving the strategic ‘ecosystem’.
(or)
• a model in the Design Thinking Phase 5: Evolve.

What is activity system?
• Activity system is a visual representation of
• how the organization creates value, satisfies its users and
builds competitive advantages.
• It also identifies gabs in achieving the objectives
(providing service) and possible duplication of jobs.
• A powerful organizational model is one with a unique
activity system that has mutually reinforcing activities
which is difficult to replicate.

How to define the activity system?

Activity System - Templates
• Two Templates:
• T8: Activity System Mapping
• T9: Key Components of Activity System

T8 – Activity System Mapping

T9 – Key Components of Activity System

• T2: SCOPES
• T7: Synthesis

Thank you

Poll Question 1
• Which tool is used to deep understand the design challenge.
• SCOPES Tool
• Strategic Priorities Matrix

Poll Question 2
• _______ is used to gain insights on the organization’s strengths and
weaknesses.
• Strategic Priorities
• Activity Systems

Poll Question 3
• In activity system, key components are listed under____
• Strategic Hub
• Supporting Activities

Poll Question 4
• A powerful organizational model is one with a ___ activity system.
• Unique
• Common

Unit I : Contents
1. Introduction
5. Design Brief
6. Visualization
4/6/2022 175
1.8 _ Stakeholder Mapping & Opportunity Framing
8. Explore
9. STEEP Analysis
11. Activity System

Stakeholder Mapping
4/6/2022 1.8 _ Stakeholder Mapping & Opportunity Framing 176

Stakeholder Mapping
• Stakeholder Map can be used to help you visually
summarise and communicate the relationships
between various stakeholders when working on a
design challenge
• Address any issue that require to understand various
players involved.

Stakeholder Mapping
• Stakeholder mapping is a process
• to identify the key people, group and organization that have direct influence
on the design challenge
• to understand the key stakeholders so as to better engage them.
• It draws the relationship between the stakeholders
• It shows the importance of the stakeholder(s) as it plays a key role in
influencing the development and outcome of the design challenge.

How to conduct the Stakeholder Mapping

• T2: SCOPES
• T7: Synthesis

Stakeholder Mapping - Templates
• Four Templates:
• T10: Stakeholder Mapping Matrix
• T11: Stakeholder Links & Relationship Mapping
• T12: Stakeholder Priority Mapping Matrix
• T13: Stakeholder Analysis & Engagement Strategy

T10: Stakeholder Mapping Matrix
• Identify your relevant Key Stakeholders

T11: Stakeholder Links & Relationship Mapping
• Define the links and relationships between stakeholders.

T12: Stakeholder Priority Mapping Matrix
• Develop engagement strategies

T13: Stakeholder Analysis & Engagement Strategy

Opportunity Framing

Opportunity Framing
• Opportunity Framing is carried out after you know and understand
the ‘Future Trend’, ‘Organization’ and the ‘user’ (stakeholder)
• to relook into the design challenge
• to reframe from design challenge into opportunity.
• Opportunity Framing prepares you to better define the design
challenge.
• Opportunity Framing also help you in identifying the potential
interviewees for later phases.

Design Challenge Reframing
“How might we <verb> a <desired end state/outcome/issues for <user>?
Design Challenge : Frame the problem statement into “How Might We...?”
Reframing
the Design
Challenge

HMW Method Examples
• How might we design a product that makes our users
feel confident and secure during their online financial
transactions?
• How might we design the world’s most innovative
banking app?

HMW Verbs List

How to do Opportunity Framing?

Fundamentals of Opportunity Framing
• From the industry focus to user focus
• (Public Sector Agency to Citizen or End Users)
• From single idea to system
• From symptoms to root cause
• (What are the real issues, pain points, underlying deep needs)

• T2: SCOPES
• T7: Synthesis

Opportunity Framing - Templates
• Three Templates:
• T14: Project Brief and Opportunity Framing
• T15: Project Brief and Reframing Project Challenges
• T16: Reframing the Opportunities

T14: Project Brief and Opportunity Framing

T15: Project Brief and Reframing Project Challenges

T16: Reframing the Opportunities

• T2: SCOPES
• T7: Synthesis
• T14: Project Brief and Opportunity Framing
• T15: Project Brief and Reframing Project Challenges
• T16: Reframing the Opportunities

Thank you

Poll Question 1
• In Stakeholder Priority Mapping Matrix, High Interest and High
Influence Quadrant is named as ______
• Engage Closely
• Keep Satisfied
• Monitor

Poll Question 2
• Which template is used to identify appropriate key stakeholders?
• Stakeholder Mapping Matrix
• Stakeholder Priority Mapping Matrix

Poll Question 3
• Which tool is used to reframe your design challenge as opportunity?
• Stakeholder Mapping
• Opportunity Framing
• STEEP Analysis

Poll Question 4
• Which approach helps us to reframe our opportunities?
• HHH Approach
• HMW Approach
• STEEPS Approach
• SCOPES Approach

Introduction to Design Thinking

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