Design Thinking and Business Innovation

Design Thinking andBusiness Innovation

BBC 2015, Las Vegas

Michele MaritatoMBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP

2www.pm-progetti.it | [email protected] Maritato, MBA, PMP, PMI-RMP, CBAP, CSM, PSM I, PSPO I, PMI-ACP

About me

RIBERA

MILAN


WHAT IS DESIGN THINKING

HOW IT WORKS

REAL CASES


What is Design Thinking

� Design Thinking is a formal method for practical, creative resolution of problems and creation of solutions

� It is a form of solution-based , or solution-focused thinking - starting with a goal (a better future situation) instead of solving a specific problem

� This approach differs from the analytical scientific method , which begins with thoroughly defining all the parameters of the problem in order to create a solution

https://en.wikipedia.org/wiki/Design_thinking

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Do Designers think really different?W

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How Designers Think 4th Edition, by Bryan Lawson


WICKEDWICKED

Types of problems: “linear” vs “wicked”� Agreement on the definition of the problem� Data, either current or past� Clear cause - effects relationships� Solutions can be found via analytical, linear processes

� No definitive formulation of the problem� Discrepancies in representing the problem are explained in many

ways� Problem is essentially unique� Problem can be considered symptom of another problem� Every solution is an attempt that counts significantly� Problem solvers are held liable for the consequences of actions� Solutions are not true or false, but good or bad , is a matter of

judgment� No immediate and no ultimate test of a solution, as solutions

generate unexpected consequencesThe 10 Properties of a wicked problem - Horst W.J. Rittel, Melvin M. Webber, 1973

LINEARLINEAR

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Examples of “wicked” problems

� Many social problems(nutrition, education, health, etc.)

� Strategy: definition, implementation, execution

� Innovation (not improvement)

� Venture capital

HBR: Defining Strategy, Implementation, and Execution - Ken Favaro, March 31, 2015

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What problem do we have?

Yes, we have data, can be analyzed

No or few data, or too many data very difficult to analyze

4. Do we have data available?

No, few unknowns, we can make predictions

Yes, many unknowns, we can’t rely on past data

3. Do we have high uncertainty?

Yes, it can be clearly described

No, we need to understand and get agreement on it

2. Can the problem be clearly described?

No, or not need to understand deeply the people involved

Yes, we need to understand deeply the people involved

1. Is the problem human-centered?

LINEARWICKEDQUESTIONS

From Design Thinking, Prof. Leanne Liedtka, Darden School of Business

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How to face “wicked” problems?

� Have a try and learn mindset“Fail fast, to succeed sooner”

� Understand People , in a Context , who live an Experience (use Emotional Intelligence)“In the end People will use/buy the solution”

� Willing to give space to others, work with others“Incorporate perspectives and feedbacks, increase buy-in”

� Have a broad repertoire“Seeing things in a different way”

www.youtube.com/watch?v=XrpAveg7ZIg

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The Design Thinking process


The Design Thinking “5 stages” process

2.Research

Understand people and the

context, incorporate

different perspectives,

define patterns

1.Prepare

Describe the problem, the future state, assess risks, identify stakeholders

3.Ideate

Brainstorm solutions, describe solutions,

create “napkin pitch”

4. Assess and Experiment

Prioritize, assess assumptions, make POC

5. Launch

Execute on real

customers, learn

Elaborated on Design Thinking, Prof. Leanne Liedtka, Darden School of Business

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RESULTS


1. Prepare

� Identify the Problem/Opportunity , make sure it is a valid one for Design Thinking

� Describe the Future State , make it “high level”, to not eliminate possibility for Innovation – Determine Indicators to give you “the Holystic View”

� Assess Risks

� Identify the Stakeholders and create a Research Plan (Who, Where, When, What questions, etc.)

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Example how to Improve …

� Unemployment rate

� Waste differentiation

� People health

� Young education systems

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2. Research (Co-research)

� Understand the reality , deeply understand

� “5 dimensions” stakeholder analysis: 1) People, 2) In a Context, 3) Live an Experience, 4) Have Needs, 5) and Motivations

� Involve different stakeholders , quality more than quantity(20 is a right number to start with)

� Not only the stakeholders directly involved/affected , also indirect stakeholders

� Do researches, data analysis , get different perspectives

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Some Research tools (1)

Improve Education Systems

StudentDescribe him/her

Context ExperienceObjectives,Needs

Motivations

Other stakeholders

How do I learn

Internet (30%)

School (40%)

TV (20%)

E-Books

Books

Museums

Other people

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Some Research tools (2)W

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www.vsb.bc.ca/sites/default/files/images/Lets%20Talk%20About%20Learning%20poster%20%281%29.pdf


Some Research tools (3)

Do not want help from others

43Difficult to

achieve

21

Easy to achieve

Want help from others

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The map of our relationships

You can make yours !

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Studies

Learning systems that recognize the

power of im

itation can use orchestrated

imitation, also called apprenticeship and

mentorship, to purposefully accelerate the

learning process

The more comfortable the learning

system, the more people will feel

engaged, and the easier they learn

A friendly relationship teacher-student,

improve learning, but has some risks

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Gaming is a great discipline to leverage

intrinsic motivation

Learning requires a continuous effort,

and keeping a constant pace is

essential


Improve Education Systems

StudentDescribe him/her

Context ExperienceObjectives,Needs

Motivations

Other stakeholders

Create Patterns

http://www.buzzfeed.com/hannahcgregg/types-of-student-in-every-college-class#.ijvQLbgX7

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3. Ideate (Co-create)

� What are the ideas, the possible solutions, IF EVERITHING WAS POSSIBLE?� Pure brainstorming� Creative, divergent techniques� Think outside the box

� Co-create these ideas with people� Focus Group on ideas (strengths, weaknesses, etc.)

� Create a portfolio of “napkin pitches”

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Build user stories

� As a <stakeholder> I want <solution> so that <benefit/experience/motivation>

� As a student I want to have access to study groups so I have more fun in learning and is easier to keep the pace

� As a student I want to have free internet so that I can easily study and retrieve information from my tablet

� As a student I want to share my learning with other people as this stimulates my creativity

� Focus on the Experience and Visualize

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Brainstorming the solutions

� Creating a journal where students share on a daily base what they have learnt with other students

� Make learning more fun, introduce gaming� Make content more practical , enforce the link with

companies� Invite students to think of systems for improving

learning� Reduce fright to fail by creating real simulations

environments� Leverage learning on spare time (flight, metro, etc.)� …

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The Napkin Pitch

� The napkin pitchprovides a simple, consistent format for summarizing and communicating new concepts

� A good idea can be communicated simply, often on the back of a napkin

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Other Service Providers•What other entities are providing a similar service?•Is there any other provider that does or could serve the same customer?•What other partners are essential to the concept’s success

Benefit / Experience/ Motivation•How will our customers benefit?•How will our community benefit?•What other parties will benefit?

Approach•What are the key features of the approach?•What are the different ways that the service could meet the need?•What exists already in the community (assets, capabilities) that we can leverage in our project?

Need•What unmet need(s) does the concept serve?•For what customers?

Napkin Pitch: Concept Name


4. Assess & Experiment (Co-experiment)

� Prioritize� Customers want it? AND� Do we have the capabilities to do it, or can we find partners to

help? AND� Is it worth ? - not everything can be measured, describe qualitative

benefits

� Surface assumptions: why we think our ideas are good, and better than the ones in the market?

� Search for confirming and disconfirming facts� POC (in a safe environment)� Assess Customer Readiness / Define Transition

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PrioritizeW

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User importance / Benefit

Cos

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POCW

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Time

Risk-Based spikes

Late failureEarly failure


5. Launch

� Launch the prototype with real users� Create a fast feedback processing environment

� If it works , plan the launch to a bigger scale� If it does not work , do not cancel the idea, it might work

another time

� Learn from the launch

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Best Innovation Practices

� Constantly ask these questions:

� What do we know?

� What do we do not know?

� What do we need to know?

� How do we learn what we need to know?

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An exampleW

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https://en.wikipedia.org/wiki/Design_thinking



Contacts

☺ Michele Maritato

� +39-335-5468934

� [email protected]

www.pm-progetti.it

michele.maritato

michelemaritato