thomas lockwood danish slidedeck designthinking
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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
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