thomas lockwood danish slidedeck designthinking

Hi :)

Thomas Lockwood, PhD

WHY?

Design thinking is an efective way to find, and solve, the right problems

Copenhagen, 1960

Solving the right problems

Who What How When Where Why

discovering unrealized needs, and

learning from what people can’t say

Home cleaning - where and why?

On Average (in the US): •  The kitchen floor is cleaned

about once a week for up to 45 minutes

•  Kitchen floor is swept daily

•  Counter tops cleaned twice a day

Typically used: •  Sponge mop 42% ; string mop

26% ; cloth 17%

30% of households buy 1.5 mops or brooms each year

No brand recognition

$300 million/year in sales of mops and brooms

Reference Continuum

insights:

•  People clean the floor, and then

they clean the thing that they

use to clean the floor.

•  This involves water, actually

making mud.

•  Cleaning implements clean

through entrainment of dirt.

•  The better the thing is at

cleaning the floor, the more

difficult it is to clean.

Reference Continuum

the discovery of… dirt

Reference Continuum

Reference Continuum

platform & brand extension ideas:

Reference Continuum

“experiential” evaluation: testing the experience

Reference Continuum

Reference Continuum

an almost “self-cleaning” floor & + $1 billion/year new business!

An innovation process

"  A front end innovation process

"  qualitative research, activity based, or ethnography

"  collaborative cross-functional teams working in co-development with users

"  Embracing “open innovation” and “co-development”

"  visualization and/or demonstration of early and concepts

"  rapid mock up of concepts

"  encouraging failure as a means to quickly sort out the strongest ideas

"  for developing new products, services and business models.

Who What How When Where Why

An innovation process

“We believe ‘design thinking’ is a catalyst for innovation and bringing new things into the world”

- Stanford University, D-School at Institute of Design

Who What How When Where Why

Design thinking wikipedia:

Design thinking is a process for practical, creative resolution of problems or issues that looks for an improved future result. It is the essential ability to combine empathy, creativity and rationality to meet user needs and drive business success.

Closing a fundamental gap

Reference: Roger Martin, Rotman, University of Toronto 2008

Who What How When Where Why

T shape people

- First proposed by Insanti, 1993

- T-shaped people are experts in specific areas (T vertical stroke) and know how their discipline interacts with others (horizontal stroke)

- In addition to specific disciplinary knowledge they are thus exposed to experience and knowledge in other disciplines

Who What How When Where Why

Personal development,

skills needed for ID 2.0:

-  design (vertical skills)

-  technical (horizontal

skills)

-  business & management

(horizontal skills)

Reference: Iansiti, 1993

DESIGN STRATEGY - 30TH June 2010

The curriculum for MBA and other general management master’s programs should include instruction in the following core areas

- “Financial reporting, analysis and markets - Domestic and global economic environments of organizations - Creation and distribution of goods and services, and - Human behavior in organizations.

- The MBA curriculum normally should require a minimum of 30 semester hours beyond the MBA core areas. A minimum of 18 hours is required in courses outside the area of specialization, if any. Basic skills in written and oral communication, quantitative analysis, and computer usage should be achieved either by prior experience and education, or as part of the MBA curriculum”.

MBA requirements, by AACSB

Source: AACSB curriculum guidelines

DESIGN STRATEGY - 30TH June 2010

The curriculum for MBA and other general management master’s programs should include instruction in the following core areas

- “Financial reporting, analysis and markets - Domestic and global economic environments of organizations - Creation and distribution of goods and services, and - Human behavior in organizations.

- The MBA curriculum normally should require a minimum of 30 semester hours beyond the MBA core areas. A minimum of 18 hours is required in courses outside the area of specialization, if any. Basic skills in written and oral communication, quantitative analysis, and computer usage should be achieved either by prior experience and education, or as part of the MBA curriculum”.

MBA requirements, by AACSB

Source: AACSB curriculum guidelines

The Harvard Business Review May 2008

The Harvard Business Review May 2008

The Rise of the Creative Class by Richard Florida, 2002

  The Creative Age

  The Creative Economy

  The Creative Class

A Whole New Mind by Daniel Pink, 2005

  Why right-brainers will rule the future

  Six senses:

  1. Design

  2. Store

  3. Symphony

  4. Empathy

  5. Play

  6. Meaning

a “design thinker’s” personality profile

  Empathy

  Integrative thinking

  Optimism

  Experimentation

  Collaboration

Reference: Tim Brown

At the front end of innovation

Who What How When Where Why

here

Also during continuous improvement

Who What How When Where Why

here here here

here

Well, actually, most anytime

Who What How When Where Why

here here here

here

here here

here here

here

here

Designers, researchers, product mgrs, brand mgrs, end users, the mail clerk, administrators, executives; most anyone

"  Designer led

"  Business led

"  People interested in discovering unarticulated needs

"  To solve problems. The right problems.

Who What How When Where Why

Traditional context: company, brandexisting products and services perceived mission, culture, and brand values brand character, VBL, etc

Briefing point

by stage gate

Design strategy

Design management

Focus on efficiency, coherency

ideas

New context: no brief, just problems

ideas

First, looking to solve the right problems

“the architecture of the problem”

This may be products or services or integrated design solutions

“Adventure phase” ”Develop phase” TQM/ISO/DM/ other

Discover Define, Design and Deliver

ideas

Design thinking is not a substitute for

"  Design strategy,

"  Visual brand language,

"  Building a design organization and operations,

"  Design management, or

"  Design leadership.

"  Rather, is it a complementary discipline

A way to discover and solve the right problems

"  Simple to complex innovation ideas

"  New products or services

"  “Wicked problems”

"  Systems complexity

"  The things we are forced to deal with today!

Who What How When Where Why

Who What How When Where Why

“Businesspeople are from Mars, and designers are from Venus”Hartmut Esslinger, 2007

Who What How When Where Why

“Businesspeople are from Mars, and designers are from Venus”Hartmut Esslinger, 2007

Design Thinking brings them closer together

Who What How When Where Why

Reference Gary Van Patter

Who What How When Where Why

Reference Gary Van Patter

Who What How When Where Why

Reference Gary Van Patter

Who What How When Where Why

Reference Gary Van Patter

Business strategy

Business alliances

Software engineering

Hardware engineering

Industrial design

Interface design

Legal / IP

E-commerce

Marketing strategy

Marketing comm

Money

A visionary leader

Business strategy

Business alliances

Software engineering

Hardware engineering

Industrial design

Interface design

Legal / IP

E-commerce

Marketing strategy

Marketing comm

Money

A visionary leader

Reference: Rotman, University of Toronto 2008

Red dot design index; stock performance of the winners of red dot design team of the year, 2003-2007. (Adidas, Apple, Audi, BMW, Daimler, LG Electronics, Nokia, Philips, Siemens, Sony and Tupperware)

Shares in design-led businesses outperform key stock market indices by 200%.

Source: Design Council

Charles and Ray Eames

WHY?

WHY NOT?

Connect and Transform

DMI connects you (design leaders) to the inspiration, knowledge and community you need to succeed.

Thank you !

dmi.org

lockwood@dmi.org