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5 things to make design thinking work

The document discusses the challenges of implementing design thinking in companies, particularly within the context of the Russian market, and identifies five reasons why it may not be effective: mindset, process, focus, skills, and culture. It argues that companies often prefer certainty and linear processes over the iterative, experimental nature that design thinking requires. The author, Dr. Ekaterina Khramkova, highlights the importance of combining divergent and convergent thinking to identify new product opportunities and improve the new product development process.

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WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES Dr Ekaterina Khramkova, Lumiknows, 2015 Based on our experience of implementing design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others
WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES Dr Ekaterina Khramkova, Lumiknows, 2015 Based on our experience of implementing design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others Photo Courtesy of Fabian Oefner
5 THINGS TO MAKE DESIGN THINKING WORK: Dr Ekaterina Khramkova, Lumiknows, 2015 MINDSET – PROCESS – FOCUS – SKILLS – CULTURE or
WHO ARE LUMIKNOWS Lumiknows is a Russia based product development & innovation consultancy specializing on design research to inspire Strategy and Innovation. We are focusing on the Fuzzy Front End of Innovation. Our mission is making sense of ill-defined information, catalyzing change and enlightening organizational knowledge (β€˜lumi’ – β€˜light’ + β€˜knows’ - β€˜knowledge’). With a focus on People, Research and Innovation, our aim is to provide deep insights into drivers, lifestyle and mindset of gaining in sophistication Russian customers. Our involvement during the early stages of NPD ensures creating sound business strategies which lead to identifying new product and market opportunities. We have a unique experience of conducting different sorts of projects aimed at the Russian market for leading global and local brands. Lumiknows were in charge of the first Russian full-scale design research endeavors initiated by headquarters of global brands: Samsung Electronics, Danfoss, Renault, Philips Design, Harris Tweed and many others. Today, we work with both global, and Russian companies: Intel Russia, Beeline, Moscow Metro, Light Technologies, Sberbank, Promsvyazbank. Since 2009, we have been closely working with trend intelligence centers of Philips Design in Eindhoven and Hong Kong, as well as Samsung divisions on Seoul, Paris and London fulfilling trendwathing projects for β€˜health’, β€˜houseware appliances’, β€˜consumer electronics’, β€˜lifestyle’, β€˜Russian Premium’ etc. Having become the pioneer in Russia in the area of design research and trendwatching, by now, we have the largest number of projects in this area and a vast cross-industry insight: consumer electronics, housewares, automotive, furniture, electrical equipment, banking, telecoms, FMCG, educational services and many more. Executing a Russian part of the global projects, we worked together with such design consultancies as Continuum (Italy), Gravity Tank (USA), toca design (USA), Idea Couture (USA), Harrit and Soerensen (Denmark) and others in France and UK. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 4
5 New Product Development | Design Research & Strategy | Service Design | Trendwatching WWW.DESIGNRESEARCH.RU | WWW.LUMIKNOWS.COM CROSS-INDUSTRY INSIGHT SINCE 2007 Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Dr Ekaterina L Khramkova β€’ Member of the Editorial Board, The International Journal of Business Anthropology, New York β€’ Columnist on Design Thinking, Harvard Business Review Russia, Moscow β€’ Lecturer in Design Research/Design Thinking, British Higher School of Art & Design, Moscow Ekaterina has a multidisciplinary academic and professional background combining economics, cultural anthropology, and design strategy. In 2007, Ekaterina founded the first-in-Russiadesign research consultancy Lumiknows, specializingon developing appropriate design strategies and new products / brand offerings for the Russian market. On a regular basis, Ekaterina writes and speaks emphasizing the social, cultural, technological and businessdimensions of design. In 2012, Ekaterina has become a featured speaker at Design Management Institute conference in Helsinki to share her experience of conducting design research in the Russian market for global brands with the world design community. In 2013, Ekaterina was requested to mentor "Design Thinkingfor Business Innovation" online course in Russia for a global Coursera Labs project. In 2014, Ekaterina has become a design mentor of the Intel Global Challenge 'Make It Wearable'. Ekaterina holds a Master’s in Foreign Economics from the Moscow State University named after Lomonosov, a Masters in Design and Branding Strategy from Brunel University, UK, and a PhD in Ethnography and Cultural Anthropology from the Russian Academy of Sciences. FOUNDING DIRECTOR Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 6
So, Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 7 WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES?
IN 2006 I HAPPENED TO INTERVIEW IDEO IN THEIR LONDON OFFICE FOR MY THESIS AT BRUNEL …and I recall their story of transformation which turned a successful product design agency into one of the leading strategic management consultancies in the world. It was at the turn of 2000s, when they began to introduce the world of business with a new term – β€˜design thinking’. Why? The crisis in their native product design industry made them cardinally rethink who they were. When Chinese industrial designers took competencies and clients from American professionals, the only way to survive was to understand what they could do better. Much better. At Ideo, they told me, it were the most dark times, when they decided to get together in their headquarters in Palo Alto and invite Gary Hamel to share his insights on what was going on. And that his main idea that the key factor for the nearest decades would be uncertainty was completely in tune with their understanding of the emerging business reality. In other words, we need to admit and accept the fact that we, as businesses, do not actually fully understand our market, our customer, and the future of our industries (despite the tons of predictions) is totally unclear to us. And, thus, we cannot anymore spend months and years to develop a new product to understand in the end it doesn’t work. And that the winner would be companies who would be able to extremely quickly create hypotheses of new products and services to quickly test them, refine and iterate again and again. This is how – at least I understood it this way – design thinking was born. So, my definition of β€˜design thinking’ is as follows: this is one of the effective methodologies to create hypotheses of unforgettable customer experiences. This is a way of experimenting with new product development through cheap-and- quick prototyping. Full version of the interview Ekaterina Khramkova, Lumiknows Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 8
If before it was ok to follow market strategy β€˜Ready - Aim – Fire’, now, when ambiguity is ruling, it is rather β€˜Ready – Fire – Aim’… Adapted from Niel Gershenfeld, MIT Founding father of the worldwide Fablabs network 9Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 10 In other words, its all about experimenting.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 11 I would even say, it is all about serendipity ;)
Unfortunately, Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 12 β€˜SERIOUS’ COMPANIES HATE EXPERIMENTING.
Unfortunately, Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 13 USUALLY, THEY HAVE NO TIME & BUDGET ON IT.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 14 http://www.lawrencehallofscience.org/comsci/
But let’s be honest. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 15 DESIGN THINKING IS ABOUT EXPERIMENTING
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 16 http://www.lawrencehallofscience.org/comsci/ WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES This is the underlying reason
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 17 Let’s look what it means
WHAT IS THE MOST COMPLICATED THING IN NEW PRODUCT DEVELOPMENT? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 18
(1) Desirability by people. It should meet latent needs, behaviors, and desires; (2) Feasibility - technological considerations; (3) Viability in terms of economic considerations and strategic business aims. SEARCH FOR THE IDEA WHICH MUST MEET THE THREE CONTROVERSIAL REQUIREMENTS: Source: Keeley (1993); Owen (1993). Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 19
HOW DOES THE SEARCH FOR A NEW PRODUCT IDEA HAPPEN? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 20
THIS IS HOW THE WAY LOOKS LIKE IN THE BEGINNING OF THE PROJECT Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 21
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 22 IT IS HOW IT SEEMS WHEN APPROACHING THE END OF THE PROJECT
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 23 AND IT IS IN REALITY…
WHAT DISTINGUISHES THE STAGE WHERE THE SEARCH FOR A NEW PRODUCT IDEA HAPPENS? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 24
http://www.flickr.com/photos/jurvetson/2542450115/ 25 THE FUZZY FRONT END OF INNOVATION HOW TO MAKE DESIGN THINKING WORK That Β«zero stageΒ» when you need to give birth to of a new product… when you need to give birth to of a new product… Lumiknows, 2015
We investigated into fourteen large companies with an annual sales volume from $500 million to $10 billion. We discovered that only four of them had managed to meet plan in terms of timing, functionality of new products and market share. In five cases companies designed new generation's products which were positively evaluated by experts, but at the end these products failed. As it turned out, every time when in an NPD process difficulties occurred, the roots of the problems could easily be found at the stage of early planning, when the company had to decide what design the new product will have. "In search for new generation's product", Harvard Business Review Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 26
FUZZY FRONT END THE REST OF NPD http://www.co-d.net/ 27Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
CONCEPT IDEATION IMPLEMENTATION http://www.co-d.net/ 28 EMPATHIZE DEFINE IDEATE PROTOTYPE TEST 1 2 3 4 5 DESIGN THINKING STAGES Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Fuzzy Front End New Product Development Nature of Work Experimental, often chaotic. β€œEureka” moments. Can schedule workβ€”but not invention. Disciplined and goal-oriented with a project plan. Commercialization Date Unpredictable or uncertain. High degree of certainty. Funding Variableβ€”in the beginning phases many projects may be β€œbootlegged,” while others will need funding to proceed. Budgeted Revenue Expectations Often uncertain, with a great deal of speculation. Predictable, with increasing certainty, analysis, and documentation as the product release date gets closer. Activity Individuals and team conducting research to minimize risk and optimize potential Multifunction product and/or process development team Measures of Progress Strengthened concepts. Milestone achievement. Fuzzy Front End: Effective Methods, Tools, and Techniques, Peter A.Koen, Greg M.Ajamian, Scott Boyce, Allen Clamen, Eden Fisher, Stavros Fountoulakis, Albert Johnson, Pushpinder Puri, and Rebecca Seibert / The PDMA ToolBook for New Product Development DIFFERENCE BETWEEN THE FFE AND THE REST OF NPD Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 29
So, the 5 reasons Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 30 WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES
1. MINDSET Companies hate uncertainty and do not appreciate nonlinear, intuitive thinking. 2. PROCESS Companies bond to linear instead of iterative processes. 3. FOCUS Companies are good at market research but still struggle with applying design research. 4. SKILLS Companies understand well what UX/UI is, but have no sufficient skills to creating cheap-and-quick prototypes (unless it is a design consultancy). 5. CULTURE Companies have difficulties with creating β€˜i-shaped’ business culture. HOW TO MAKE DESIGN THINKING WORKLumiknows, 2015 31
mindset Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 32
DIVERGENT vs CONVERGENT Pay attention to your mindset …and temporarily forget the metrics 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 33
HOW TO MAKE DESIGN THINKING WORK 34 Companies have a targeted intelligence to track issues that are strategically important but lack an open process to recognize emerging patterns and issues that no one has yet identified as strategic. Best-Practice Survey Results/SRI Consulting Business Intelligence- formerly Stanford Research Institute Lumiknows, 2015
35 DESIGN THINKING Aims at operating with already identified strategic opportunities Aims at discovering new strategic opportunities Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK TARGETTED INTELLIGENCE
HOW TO SWITCH OFF TARGETTED INTELLIGENCE? consciously combine Β«divergentΒ» and Β«convergentΒ» mindsets. β€’ Diverge: generate options β€’ Converge: select options Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 36
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 37
DIVERGENT THINKING: ability to expand the search area to create new problem statements CONVERGENT THINKING: ability to find solutions to some problem statement Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 38
WHY IT IS SO IMPORTANT TO FIND YOURSELF FROM TIME TO TIME IN A β€˜DIVERGE’ MINDSET? We are accustomed to immediately rush to solve the problem rather than stop and ask yourself, "Is that the right problem we solve?". Thus, we spend a lot of time to answering β€˜bad’ questions and solving the β€˜wrong’ problems. If I had only one hour to save the world, I would spend fifty- five minutes defining the problem, and only five minutes finding the solution. Albert Einstein Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 39
SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: WHAT TYPE OF MINDSET AM I CURRENTLY UTILIZING: DIVERGENT OR CONVERGENT? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 40
SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: WHAT TYPE OF MINDSET AM I CURRENTLY UTILIZING: DIVERGENT OR CONVERGENT? Ask yourself and your colleagues more often… Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 41
process Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 42
LINEAR vs ITERATIVE Follow the main principle – β€˜iteration’. …at Lumiknows, we call it the number of β€˜snails’ Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 43 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
HYPOTHESIS MODEL CHECK CREATING A FIELD OF HYPOTHESES OF NEW PRODUCT IDEAS CHEAP-AND-QUICK PROTOTYPING REFLECTING A KEY USAGE SCENARIO CHEAP-AND-QUICK TESTING OF THE HYPOTHESES Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 44
1 2 3 v H MC Linear incremental process with clear beginning and end Iterative process based on the β€˜H – M - C’ cycle Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 45 x
OUR METHODOLOGY β€˜THINK AS CREATOR’ IS BASED ON THE CYCLE β€˜HYPOTHESIS – MODEL - CHECK’ Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 46 Β©Lumiknows, 2015 We caught ourselves at asking each other, β€˜How many snails have we went through?’ 
SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: CAN WE SAY OUR WORKING HYPOTHESIS HAS BEEN CONFIRMED, OR SHALL WE MAKE ANOTHER SNAIL? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 47
SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: CAN WE SAY OUR WORKING HYPOTHESIS HAS BEEN CONFIRMED, OR SHALL WE MAKE ANOTHER SNAIL? Ask yourself and your colleagues more often… Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 48
focus Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 49
CUSTOMER EXPERIENCE vs HUMAN EXPERIENCE Make sure you apply the right type of research techniques: a detailed story of β€œhow to ride a bicycle” vs real experience of riding Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 50 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
WHAT IS THE MAIN DIFFERENCE? Market research techniques are good at confirming the existing situation, but not that good at identifying new product opportunities. If I’d ask people what they wanted, they would have said a faster horse. Henry Ford Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 51
Design in Technology program, University of Cambridge, Judge Institute of Management 52 Market techniques Design research techniques Artificial setting In-context Self-reporting of behaviours Observe behaviours first hand Identifies β€˜preferences’ Identifies β€˜user experience’ Sanitized data (aspiration) Raw data (reality) Focuses on the β€˜known’ Focuses on new possibilities Closed ended questions Open ended dialogue Detached research team Integrated to design development team Bar charts & text Visual images
Design in Technology program, University of Cambridge, Judge Institute of Management 53 Market research results Design research results The number of respondents 100 1 The number of new product ideas 1 10 Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Market research: focus on narrow Β«customer experienceΒ» Design research: focus on total Β«human experienceΒ» Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 54
Finally, the goal of designing these experiments and minimal viable products is not to get data. The data is not the endpoint. Anyone can collect data. Focus groups collect data. This is not a focus group. The goal is to get insight. The entire point of getting out of the building is to inform the founder’s vision. The insight may come from analyzing customer responses, but it also may come from ignoring the data or realizing that what you are describing is a new, disruptive market that doesn’t exist, and that you need to change your experiments from measuring specifics to inventing the future. Steve Blank Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 55
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 56 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: DO WE ENRICH THE REAL LIFE OF OUR CUSTOMERS WITH MEANINGFUL STUFF, I.E. THINGS THAT DON’T NECESSARILY APPLY TO OUR BRAND?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 57 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: DO WE ENRICH THE REAL LIFE OF OUR CUSTOMERS WITH MEANINGFUL STUFF, I.E. THINGS THAT DON’T NECESSARILY APPLY TO OUR BRAND? Ask yourself and your colleagues more often…
skills Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 58
PROTOTYPING: FAST vs SLOW Make sure you understand the difference between β€˜fast’ prototyping and classical usability testing : as between Β«spotlightΒ» and. Β«flashlightΒ» Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 59 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
WHAT IS β€˜FAST’ PROTOTYPE Cheap and quick way of visualizing your hypothesis which makes it easier to: (1)test it, (2)refine it, and (3)communicate it to both potential users, and colleagues inside the company. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 60
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 61 http://woodwabbet.blogspot.ru/2013_09_01_archive.html WHAT IS β€˜FAST’ PROTOTYPE
A clever ceramics instructor divided his pottery class into two groups during the first session. One half of the students, he announced, would be graded on quality as represented by a single ceramic piece due at the end of the class, a culmination of all they had learned. The other half of the class he would grade based on quantity . For example, fifty pounds of finished work would earn them an A. Throughout the course, the β€œquality” students funneled their energy into meticulously crafting the perfect ceramic piece, while the β€œquantity” students threw pots nonstop in every session. ...At the end of the course, the best pieces all came from students whose goal was quantity, the ones who spent the most time actually practicing their craft. β€˜Creative Confidence’, Tom and David Kelley Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 62
Aim of the classical usability testing: check usability of the product for some particular scenarios Aim of the Β«fastΒ» testing: check the idea of new product + search for new hypotheses Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 63
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 64 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: SHALL WE CHANGE THE IDEA OF OUR PRODUCT, OR WE CAN NOW START POLISHING IT?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 65 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: SHALL WE CHANGE THE IDEA OF OUR PRODUCT, OR WE CAN NOW START POLISHING IT? Ask yourself and your colleagues more often…
culture Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 66
IDEATORS vs IMPLEMENTERS Create β€˜i-shaped’ organizational cultures …and don’t make those people implement brilliant ideas they bring to you. Statistics say the chances are high they will leave. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 67 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
WHAT IS β€˜I-SHAPED’ ORGANIZATIONAL CULTURE? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 68 IDEATORS | Moving quickly | Perfect for Fuzzy Front End, but NPD isn’t their piece of cake IMPLEMENTERS | Moving deeply | Perfect for implementing ideas, but not for the FFE (see slide #29)
WHAT IS β€˜I-SHAPED’ ORGANIZATIONAL CULTURE? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 69 IDEATORS | Moving quickly | Perfect for Fuzzy Front End, but NPD isn’t their piece of cake IMPLEMENTERS | Moving deeply | Perfect for implementing ideas, but not for the FFE (see slide #29) Should work in parallel universes I-shaped culture is that which is good for innovation, i.e. there are two parallel universes created – for ideators and implementers.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 70 Inside of companies these are the mavericks you want to fire for not getting with program. In a startup they’d be the founding CEO. These innovators want to create new and potentially disruptive business models. Here the company is essentially incubating a startup. They operate with speed and urgency to find a repeatable and scalable business model. [They] need to be physically separate from operating divisions (in a corporate incubator, or their own facility.) And they need their own plans, procedures, policies, incentives and KPI... Steve Blank, Lean Innovation Management – Making Corporate Innovation Work
TODAY, WIN NOT THOSE BIGGER AND STRONGER Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 71
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 72 TODAY, WIN NOT THOSE BIGGER AND STRONGER, BUT THOSE WHO CAN QUICKLY CHANGE...
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 73 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: HAVE WE MANAGED TO CREATE A REAL CULTURE FOR INNOVATION (β€˜I-SHAPED’ CULTURE), I.E. WE HAVE CREATED TWO UNIVERSES: FOR IDEATORS AND IMPLEMENTERS?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 74 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: HAVE WE MANAGED TO CREATE A REAL CULTURE FOR INNOVATION (β€˜I-SHAPED’ CULTURE), I.E. WE HAVE CREATED TWO UNIVERSES: FOR IDEATORS AND IMPLEMENTERS? Ask yourself and your colleagues more often…
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 75
HOW TO MAKE DESIGN THINKING WORK IN YOUR ORGANIZATION Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 76
HOW TO MAKE DESIGN THINKING WORKLumiknows, 2015 77 1. MINDSET Consciously combine β€˜divergent’ and β€˜convergent’ mindsets. 2. PROCESS Follow the main principle – β€˜iteration’. 3. FOCUS Look at the bigger picture – move from narrow β€˜customer’ to total β€˜human’ experiences. 4. SKILLS Infuse your company with skills of creating cheap-and-quick prototypes – both digital and tangible. 5. CULTURE Make sure you create a powerful β€˜i-shaped’ culture, - two universes for ideators & implementers.
HOW TO MAKE DESIGN THINKING WORK ? Lumiknows, 2015 78 1. MINDSET Consciously combine β€˜divergent’ and β€˜convergent’ mindsets. 2. PROCESS Follow the main principle – β€˜iteration’. 3. FOCUS Look at the bigger picture – move from narrow β€˜customer’ to total β€˜human’ experiences. 4. SKILLS Infuse your company with skills of creating cheap-and-quick prototypes – both digital and tangible. 5. CULTURE Make sure you create a powerful β€˜i-shaped’ culture, - two universes for ideators & implementers.
Indeed, the gap between what can be imagined and what can be accomplished has never been smaller. In the age of progress, dreams were often little more than fantasies. Today, they are doorways to new realities. … But we are limited not by our tools, but by our imagination. Gary Hamel HOW TO MAKE DESIGN THINKING WORK 79Lumiknows, 2015
HOW TO MAKE DESIGN THINKING WORK 80Lumiknows, 2015
QUESTIONS? e.khramkova@lumiknows.com Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 81
Dr Ekaterina Khramkova, Lumiknows, 2015 THANK YOU 5 THINGS TO MAKE DESIGN THINKING WORK IN YOUR ORGANIZATION

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5 things to make design thinking work

  • 1.
    WHY DESIGN THINKING DOESN’TALWAYS WORK IN COMPANIES Dr Ekaterina Khramkova, Lumiknows, 2015 Based on our experience of implementing design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others
  • 2.
    WHY DESIGN THINKING DOESN’TALWAYS WORK IN COMPANIES Dr Ekaterina Khramkova, Lumiknows, 2015 Based on our experience of implementing design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others Photo Courtesy of Fabian Oefner
  • 3.
    5 THINGS TOMAKE DESIGN THINKING WORK: Dr Ekaterina Khramkova, Lumiknows, 2015 MINDSET – PROCESS – FOCUS – SKILLS – CULTURE or
  • 4.
    WHO ARE LUMIKNOWS Lumiknowsis a Russia based product development & innovation consultancy specializing on design research to inspire Strategy and Innovation. We are focusing on the Fuzzy Front End of Innovation. Our mission is making sense of ill-defined information, catalyzing change and enlightening organizational knowledge (β€˜lumi’ – β€˜light’ + β€˜knows’ - β€˜knowledge’). With a focus on People, Research and Innovation, our aim is to provide deep insights into drivers, lifestyle and mindset of gaining in sophistication Russian customers. Our involvement during the early stages of NPD ensures creating sound business strategies which lead to identifying new product and market opportunities. We have a unique experience of conducting different sorts of projects aimed at the Russian market for leading global and local brands. Lumiknows were in charge of the first Russian full-scale design research endeavors initiated by headquarters of global brands: Samsung Electronics, Danfoss, Renault, Philips Design, Harris Tweed and many others. Today, we work with both global, and Russian companies: Intel Russia, Beeline, Moscow Metro, Light Technologies, Sberbank, Promsvyazbank. Since 2009, we have been closely working with trend intelligence centers of Philips Design in Eindhoven and Hong Kong, as well as Samsung divisions on Seoul, Paris and London fulfilling trendwathing projects for β€˜health’, β€˜houseware appliances’, β€˜consumer electronics’, β€˜lifestyle’, β€˜Russian Premium’ etc. Having become the pioneer in Russia in the area of design research and trendwatching, by now, we have the largest number of projects in this area and a vast cross-industry insight: consumer electronics, housewares, automotive, furniture, electrical equipment, banking, telecoms, FMCG, educational services and many more. Executing a Russian part of the global projects, we worked together with such design consultancies as Continuum (Italy), Gravity Tank (USA), toca design (USA), Idea Couture (USA), Harrit and Soerensen (Denmark) and others in France and UK. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 4
  • 5.
    5 New Product Development| Design Research & Strategy | Service Design | Trendwatching WWW.DESIGNRESEARCH.RU | WWW.LUMIKNOWS.COM CROSS-INDUSTRY INSIGHT SINCE 2007 Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 6.
    Dr Ekaterina LKhramkova β€’ Member of the Editorial Board, The International Journal of Business Anthropology, New York β€’ Columnist on Design Thinking, Harvard Business Review Russia, Moscow β€’ Lecturer in Design Research/Design Thinking, British Higher School of Art & Design, Moscow Ekaterina has a multidisciplinary academic and professional background combining economics, cultural anthropology, and design strategy. In 2007, Ekaterina founded the first-in-Russiadesign research consultancy Lumiknows, specializingon developing appropriate design strategies and new products / brand offerings for the Russian market. On a regular basis, Ekaterina writes and speaks emphasizing the social, cultural, technological and businessdimensions of design. In 2012, Ekaterina has become a featured speaker at Design Management Institute conference in Helsinki to share her experience of conducting design research in the Russian market for global brands with the world design community. In 2013, Ekaterina was requested to mentor "Design Thinkingfor Business Innovation" online course in Russia for a global Coursera Labs project. In 2014, Ekaterina has become a design mentor of the Intel Global Challenge 'Make It Wearable'. Ekaterina holds a Master’s in Foreign Economics from the Moscow State University named after Lomonosov, a Masters in Design and Branding Strategy from Brunel University, UK, and a PhD in Ethnography and Cultural Anthropology from the Russian Academy of Sciences. FOUNDING DIRECTOR Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 6
  • 7.
    So, Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 7 WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES?
  • 8.
    IN 2006 IHAPPENED TO INTERVIEW IDEO IN THEIR LONDON OFFICE FOR MY THESIS AT BRUNEL …and I recall their story of transformation which turned a successful product design agency into one of the leading strategic management consultancies in the world. It was at the turn of 2000s, when they began to introduce the world of business with a new term – β€˜design thinking’. Why? The crisis in their native product design industry made them cardinally rethink who they were. When Chinese industrial designers took competencies and clients from American professionals, the only way to survive was to understand what they could do better. Much better. At Ideo, they told me, it were the most dark times, when they decided to get together in their headquarters in Palo Alto and invite Gary Hamel to share his insights on what was going on. And that his main idea that the key factor for the nearest decades would be uncertainty was completely in tune with their understanding of the emerging business reality. In other words, we need to admit and accept the fact that we, as businesses, do not actually fully understand our market, our customer, and the future of our industries (despite the tons of predictions) is totally unclear to us. And, thus, we cannot anymore spend months and years to develop a new product to understand in the end it doesn’t work. And that the winner would be companies who would be able to extremely quickly create hypotheses of new products and services to quickly test them, refine and iterate again and again. This is how – at least I understood it this way – design thinking was born. So, my definition of β€˜design thinking’ is as follows: this is one of the effective methodologies to create hypotheses of unforgettable customer experiences. This is a way of experimenting with new product development through cheap-and- quick prototyping. Full version of the interview Ekaterina Khramkova, Lumiknows Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 8
  • 9.
    If before itwas ok to follow market strategy β€˜Ready - Aim – Fire’, now, when ambiguity is ruling, it is rather β€˜Ready – Fire – Aim’… Adapted from Niel Gershenfeld, MIT Founding father of the worldwide Fablabs network 9Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 10.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 10 In other words, its all about experimenting.
  • 11.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 11 I would even say, it is all about serendipity ;)
  • 12.
    Unfortunately, Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 12 β€˜SERIOUS’ COMPANIES HATE EXPERIMENTING.
  • 13.
    Unfortunately, Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 13 USUALLY, THEY HAVE NO TIME & BUDGET ON IT.
  • 14.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 14 http://www.lawrencehallofscience.org/comsci/
  • 15.
    But let’s behonest. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 15 DESIGN THINKING IS ABOUT EXPERIMENTING
  • 16.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 16 http://www.lawrencehallofscience.org/comsci/ WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES This is the underlying reason
  • 17.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 17 Let’s look what it means
  • 18.
    WHAT IS THEMOST COMPLICATED THING IN NEW PRODUCT DEVELOPMENT? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 18
  • 19.
    (1) Desirability bypeople. It should meet latent needs, behaviors, and desires; (2) Feasibility - technological considerations; (3) Viability in terms of economic considerations and strategic business aims. SEARCH FOR THE IDEA WHICH MUST MEET THE THREE CONTROVERSIAL REQUIREMENTS: Source: Keeley (1993); Owen (1993). Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 19
  • 20.
    HOW DOES THESEARCH FOR A NEW PRODUCT IDEA HAPPEN? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 20
  • 21.
    THIS IS HOWTHE WAY LOOKS LIKE IN THE BEGINNING OF THE PROJECT Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 21
  • 22.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 22 IT IS HOW IT SEEMS WHEN APPROACHING THE END OF THE PROJECT
  • 23.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 23 AND IT IS IN REALITY…
  • 24.
    WHAT DISTINGUISHES THESTAGE WHERE THE SEARCH FOR A NEW PRODUCT IDEA HAPPENS? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 24
  • 25.
    http://www.flickr.com/photos/jurvetson/2542450115/ 25 THE FUZZY FRONTEND OF INNOVATION HOW TO MAKE DESIGN THINKING WORK That Β«zero stageΒ» when you need to give birth to of a new product… when you need to give birth to of a new product… Lumiknows, 2015
  • 26.
    We investigated intofourteen large companies with an annual sales volume from $500 million to $10 billion. We discovered that only four of them had managed to meet plan in terms of timing, functionality of new products and market share. In five cases companies designed new generation's products which were positively evaluated by experts, but at the end these products failed. As it turned out, every time when in an NPD process difficulties occurred, the roots of the problems could easily be found at the stage of early planning, when the company had to decide what design the new product will have. "In search for new generation's product", Harvard Business Review Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 26
  • 27.
    FUZZY FRONT ENDTHE REST OF NPD http://www.co-d.net/ 27Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 28.
    CONCEPT IDEATION IMPLEMENTATION http://www.co-d.net/ 28 EMPATHIZEDEFINE IDEATE PROTOTYPE TEST 1 2 3 4 5 DESIGN THINKING STAGES Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 29.
    Fuzzy Front EndNew Product Development Nature of Work Experimental, often chaotic. β€œEureka” moments. Can schedule workβ€”but not invention. Disciplined and goal-oriented with a project plan. Commercialization Date Unpredictable or uncertain. High degree of certainty. Funding Variableβ€”in the beginning phases many projects may be β€œbootlegged,” while others will need funding to proceed. Budgeted Revenue Expectations Often uncertain, with a great deal of speculation. Predictable, with increasing certainty, analysis, and documentation as the product release date gets closer. Activity Individuals and team conducting research to minimize risk and optimize potential Multifunction product and/or process development team Measures of Progress Strengthened concepts. Milestone achievement. Fuzzy Front End: Effective Methods, Tools, and Techniques, Peter A.Koen, Greg M.Ajamian, Scott Boyce, Allen Clamen, Eden Fisher, Stavros Fountoulakis, Albert Johnson, Pushpinder Puri, and Rebecca Seibert / The PDMA ToolBook for New Product Development DIFFERENCE BETWEEN THE FFE AND THE REST OF NPD Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 29
  • 30.
    So, the 5reasons Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 30 WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES
  • 31.
    1. MINDSET Companies hateuncertainty and do not appreciate nonlinear, intuitive thinking. 2. PROCESS Companies bond to linear instead of iterative processes. 3. FOCUS Companies are good at market research but still struggle with applying design research. 4. SKILLS Companies understand well what UX/UI is, but have no sufficient skills to creating cheap-and-quick prototypes (unless it is a design consultancy). 5. CULTURE Companies have difficulties with creating β€˜i-shaped’ business culture. HOW TO MAKE DESIGN THINKING WORKLumiknows, 2015 31
  • 32.
    mindset Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 32
  • 33.
    DIVERGENT vs CONVERGENT Payattention to your mindset …and temporarily forget the metrics 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 33
  • 34.
    HOW TO MAKEDESIGN THINKING WORK 34 Companies have a targeted intelligence to track issues that are strategically important but lack an open process to recognize emerging patterns and issues that no one has yet identified as strategic. Best-Practice Survey Results/SRI Consulting Business Intelligence- formerly Stanford Research Institute Lumiknows, 2015
  • 35.
    35 DESIGN THINKING Aims at operatingwith already identified strategic opportunities Aims at discovering new strategic opportunities Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK TARGETTED INTELLIGENCE
  • 36.
    HOW TO SWITCHOFF TARGETTED INTELLIGENCE? consciously combine Β«divergentΒ» and Β«convergentΒ» mindsets. β€’ Diverge: generate options β€’ Converge: select options Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 36
  • 37.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 37
  • 38.
    DIVERGENT THINKING: ability toexpand the search area to create new problem statements CONVERGENT THINKING: ability to find solutions to some problem statement Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 38
  • 39.
    WHY IT ISSO IMPORTANT TO FIND YOURSELF FROM TIME TO TIME IN A β€˜DIVERGE’ MINDSET? We are accustomed to immediately rush to solve the problem rather than stop and ask yourself, "Is that the right problem we solve?". Thus, we spend a lot of time to answering β€˜bad’ questions and solving the β€˜wrong’ problems. If I had only one hour to save the world, I would spend fifty- five minutes defining the problem, and only five minutes finding the solution. Albert Einstein Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 39
  • 40.
    SO, HOW OFTENDO YOU ASK YOURSELF A β€˜GOOD QUESTION’: WHAT TYPE OF MINDSET AM I CURRENTLY UTILIZING: DIVERGENT OR CONVERGENT? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 40
  • 41.
    SO, HOW OFTENDO YOU ASK YOURSELF A β€˜GOOD QUESTION’: WHAT TYPE OF MINDSET AM I CURRENTLY UTILIZING: DIVERGENT OR CONVERGENT? Ask yourself and your colleagues more often… Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 41
  • 42.
    process Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 42
  • 43.
    LINEAR vs ITERATIVE Followthe main principle – β€˜iteration’. …at Lumiknows, we call it the number of β€˜snails’ Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 43 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 44.
    HYPOTHESIS MODEL CHECK CREATING A FIELDOF HYPOTHESES OF NEW PRODUCT IDEAS CHEAP-AND-QUICK PROTOTYPING REFLECTING A KEY USAGE SCENARIO CHEAP-AND-QUICK TESTING OF THE HYPOTHESES Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 44
  • 45.
    1 2 3 v H MC Linearincremental process with clear beginning and end Iterative process based on the β€˜H – M - C’ cycle Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 45 x
  • 46.
    OUR METHODOLOGY β€˜THINKAS CREATOR’ IS BASED ON THE CYCLE β€˜HYPOTHESIS – MODEL - CHECK’ Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 46 Β©Lumiknows, 2015 We caught ourselves at asking each other, β€˜How many snails have we went through?’ 
  • 47.
    SO, HOW OFTENDO YOU ASK YOURSELF A β€˜GOOD QUESTION’: CAN WE SAY OUR WORKING HYPOTHESIS HAS BEEN CONFIRMED, OR SHALL WE MAKE ANOTHER SNAIL? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 47
  • 48.
    SO, HOW OFTENDO YOU ASK YOURSELF A β€˜GOOD QUESTION’: CAN WE SAY OUR WORKING HYPOTHESIS HAS BEEN CONFIRMED, OR SHALL WE MAKE ANOTHER SNAIL? Ask yourself and your colleagues more often… Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 48
  • 49.
    focus Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 49
  • 50.
    CUSTOMER EXPERIENCE vsHUMAN EXPERIENCE Make sure you apply the right type of research techniques: a detailed story of β€œhow to ride a bicycle” vs real experience of riding Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 50 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 51.
    WHAT IS THEMAIN DIFFERENCE? Market research techniques are good at confirming the existing situation, but not that good at identifying new product opportunities. If I’d ask people what they wanted, they would have said a faster horse. Henry Ford Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 51
  • 52.
    Design in Technology program,University of Cambridge, Judge Institute of Management 52 Market techniques Design research techniques Artificial setting In-context Self-reporting of behaviours Observe behaviours first hand Identifies β€˜preferences’ Identifies β€˜user experience’ Sanitized data (aspiration) Raw data (reality) Focuses on the β€˜known’ Focuses on new possibilities Closed ended questions Open ended dialogue Detached research team Integrated to design development team Bar charts & text Visual images
  • 53.
    Design in Technology program,University of Cambridge, Judge Institute of Management 53 Market research results Design research results The number of respondents 100 1 The number of new product ideas 1 10 Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 54.
    Market research: focus onnarrow Β«customer experienceΒ» Design research: focus on total Β«human experienceΒ» Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 54
  • 55.
    Finally, the goalof designing these experiments and minimal viable products is not to get data. The data is not the endpoint. Anyone can collect data. Focus groups collect data. This is not a focus group. The goal is to get insight. The entire point of getting out of the building is to inform the founder’s vision. The insight may come from analyzing customer responses, but it also may come from ignoring the data or realizing that what you are describing is a new, disruptive market that doesn’t exist, and that you need to change your experiments from measuring specifics to inventing the future. Steve Blank Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 55
  • 56.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 56 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: DO WE ENRICH THE REAL LIFE OF OUR CUSTOMERS WITH MEANINGFUL STUFF, I.E. THINGS THAT DON’T NECESSARILY APPLY TO OUR BRAND?
  • 57.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 57 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: DO WE ENRICH THE REAL LIFE OF OUR CUSTOMERS WITH MEANINGFUL STUFF, I.E. THINGS THAT DON’T NECESSARILY APPLY TO OUR BRAND? Ask yourself and your colleagues more often…
  • 58.
    skills Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 58
  • 59.
    PROTOTYPING: FAST vsSLOW Make sure you understand the difference between β€˜fast’ prototyping and classical usability testing : as between Β«spotlightΒ» and. Β«flashlightΒ» Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 59 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 60.
    WHAT IS β€˜FAST’PROTOTYPE Cheap and quick way of visualizing your hypothesis which makes it easier to: (1)test it, (2)refine it, and (3)communicate it to both potential users, and colleagues inside the company. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 60
  • 61.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 61 http://woodwabbet.blogspot.ru/2013_09_01_archive.html WHAT IS β€˜FAST’ PROTOTYPE
  • 62.
    A clever ceramicsinstructor divided his pottery class into two groups during the first session. One half of the students, he announced, would be graded on quality as represented by a single ceramic piece due at the end of the class, a culmination of all they had learned. The other half of the class he would grade based on quantity . For example, fifty pounds of finished work would earn them an A. Throughout the course, the β€œquality” students funneled their energy into meticulously crafting the perfect ceramic piece, while the β€œquantity” students threw pots nonstop in every session. ...At the end of the course, the best pieces all came from students whose goal was quantity, the ones who spent the most time actually practicing their craft. β€˜Creative Confidence’, Tom and David Kelley Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 62
  • 63.
    Aim of theclassical usability testing: check usability of the product for some particular scenarios Aim of the Β«fastΒ» testing: check the idea of new product + search for new hypotheses Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 63
  • 64.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 64 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: SHALL WE CHANGE THE IDEA OF OUR PRODUCT, OR WE CAN NOW START POLISHING IT?
  • 65.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 65 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: SHALL WE CHANGE THE IDEA OF OUR PRODUCT, OR WE CAN NOW START POLISHING IT? Ask yourself and your colleagues more often…
  • 66.
    culture Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 66
  • 67.
    IDEATORS vs IMPLEMENTERS Createβ€˜i-shaped’ organizational cultures …and don’t make those people implement brilliant ideas they bring to you. Statistics say the chances are high they will leave. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 67 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 68.
    WHAT IS β€˜I-SHAPED’ORGANIZATIONAL CULTURE? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 68 IDEATORS | Moving quickly | Perfect for Fuzzy Front End, but NPD isn’t their piece of cake IMPLEMENTERS | Moving deeply | Perfect for implementing ideas, but not for the FFE (see slide #29)
  • 69.
    WHAT IS β€˜I-SHAPED’ORGANIZATIONAL CULTURE? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 69 IDEATORS | Moving quickly | Perfect for Fuzzy Front End, but NPD isn’t their piece of cake IMPLEMENTERS | Moving deeply | Perfect for implementing ideas, but not for the FFE (see slide #29) Should work in parallel universes I-shaped culture is that which is good for innovation, i.e. there are two parallel universes created – for ideators and implementers.
  • 70.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 70 Inside of companies these are the mavericks you want to fire for not getting with program. In a startup they’d be the founding CEO. These innovators want to create new and potentially disruptive business models. Here the company is essentially incubating a startup. They operate with speed and urgency to find a repeatable and scalable business model. [They] need to be physically separate from operating divisions (in a corporate incubator, or their own facility.) And they need their own plans, procedures, policies, incentives and KPI... Steve Blank, Lean Innovation Management – Making Corporate Innovation Work
  • 71.
    TODAY, WIN NOTTHOSE BIGGER AND STRONGER Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 71
  • 72.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 72 TODAY, WIN NOT THOSE BIGGER AND STRONGER, BUT THOSE WHO CAN QUICKLY CHANGE...
  • 73.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 73 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: HAVE WE MANAGED TO CREATE A REAL CULTURE FOR INNOVATION (β€˜I-SHAPED’ CULTURE), I.E. WE HAVE CREATED TWO UNIVERSES: FOR IDEATORS AND IMPLEMENTERS?
  • 74.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 74 SO, HOW OFTEN DO YOU ASK YOURSELF A β€˜GOOD QUESTION’: HAVE WE MANAGED TO CREATE A REAL CULTURE FOR INNOVATION (β€˜I-SHAPED’ CULTURE), I.E. WE HAVE CREATED TWO UNIVERSES: FOR IDEATORS AND IMPLEMENTERS? Ask yourself and your colleagues more often…
  • 75.
    Lumiknows, 2015 HOWTO MAKE DESIGN THINKING WORK 75
  • 76.
    HOW TO MAKEDESIGN THINKING WORK IN YOUR ORGANIZATION Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 76
  • 77.
    HOW TO MAKEDESIGN THINKING WORKLumiknows, 2015 77 1. MINDSET Consciously combine β€˜divergent’ and β€˜convergent’ mindsets. 2. PROCESS Follow the main principle – β€˜iteration’. 3. FOCUS Look at the bigger picture – move from narrow β€˜customer’ to total β€˜human’ experiences. 4. SKILLS Infuse your company with skills of creating cheap-and-quick prototypes – both digital and tangible. 5. CULTURE Make sure you create a powerful β€˜i-shaped’ culture, - two universes for ideators & implementers.
  • 78.
    HOW TO MAKEDESIGN THINKING WORK ? Lumiknows, 2015 78 1. MINDSET Consciously combine β€˜divergent’ and β€˜convergent’ mindsets. 2. PROCESS Follow the main principle – β€˜iteration’. 3. FOCUS Look at the bigger picture – move from narrow β€˜customer’ to total β€˜human’ experiences. 4. SKILLS Infuse your company with skills of creating cheap-and-quick prototypes – both digital and tangible. 5. CULTURE Make sure you create a powerful β€˜i-shaped’ culture, - two universes for ideators & implementers.
  • 79.
    Indeed, the gapbetween what can be imagined and what can be accomplished has never been smaller. In the age of progress, dreams were often little more than fantasies. Today, they are doorways to new realities. … But we are limited not by our tools, but by our imagination. Gary Hamel HOW TO MAKE DESIGN THINKING WORK 79Lumiknows, 2015
  • 80.
    HOW TO MAKEDESIGN THINKING WORK 80Lumiknows, 2015
  • 81.
  • 82.
    Dr Ekaterina Khramkova,Lumiknows, 2015 THANK YOU 5 THINGS TO MAKE DESIGN THINKING WORK IN YOUR ORGANIZATION