DESIGN THINKING What is it?

DESIGN THINKING
What is it?
Why would you use it?
Frank Devitt, Maynooth University
©2014 Frank Devitt
Everybody has difficult problems or challenges!
Design Thinking
g
g
helps solve complex problems and challenges, and
drives radical innovation.
drives radical innovation
drives radical innovation
©2014 Frank Devitt
There are different types of problems?
Simple
Hard
What’s the problem???
lack of DATA
unknown ALGORITHM
lack of DATA
Wicked
STAKEHOLDERS’ DISAGREEMENT
INTERCONNECTED SYSTEM
UNCLEAR GOALS
UNCLEAR GOALS
POOR UNDERSTANDING
NO ALGORITHM POSSIBLE
DATA UNCERTAINTY ©2014 Frank Devitt
Where do we face difficult problems?
Strategy?
Short term vs. Long term profitability?
g
p
y
Understanding our customers needs and market trends?
Where’s the next big innovation
Wh
’ th
t bi i
ti
opportunity?
©2014 Frank Devitt
Radical innovation is a wicked problem
Revenue growth
Stock value
Risk tolerance
Management Shareholders
Customers
Supply chain
STAKEHOLDERS’ DISAGREEMENT
Preferences are not clear Preferences
are not clear
or are not easily ordered: New market?
New product?
New platform?
New platform?
Diversification?
Market share?
Revenue?
INTERCONNECTED SYSTEM
Extended Product
Business Model
Total Customer Experience
Supply chain
UNCLEAR GOALS
UNCLEAR GOALS
POOR UNDERSTANDING
POOR UNDERSTANDING
Difficulty of interpretation
Limited relevance
Customers needs
Market size
Market size
Technology
Competitive response
DATA UNCERTAINTY
These issues can’tt be resolved with These issues can
be resolved with ‘standard’
standard (deductivist
((deductivist
(deductivist/planning) frameworks
deductivist/planning)
/planning) frameworks
/planning) frameworks
A different approach is needed
©2014 Frank Devitt
Innovation:
the ‘Hill climbing’ metaphor for optimisation
How to improve present position?
probe different directions
probe different directions
& choose the best outcome
compe
etitive
differen
ntiation
Existing (market) competitive position
addressable
market
Small probes yield small (incremental) innovation
©2014 Frank Devitt
What it’s really like!
A
B
C
?
?
Impactful innovation needs wide exploration
©2014 Frank Devitt
What it’s really like
A
?
!
B
C
?
Impactful innovation comes from creative leaps
based on deep (user) research
©2014 Frank Devitt
What makes innovation really difficult?
2 things …
©2014 Frank Devitt
2 things that make innovation really difficult!
Uncertainty
People
E.G.
A bike with a flat tyre
A problem for the rider
Design thinking is a people‐centred problem solving approach
particularly suited to radical innovation
©2014 Frank Devitt
Where should we look for radical innovation opportunities?
Where are the constraints?
©2014 Frank Devitt
3 places to look for innovation opportunities!
Operations & Organisation
Technology
People
E.G.
LEAN
“Never waste any time you can spend sleeping.” Frank Knight
©2014 Frank Devitt
“How Design Thinking Transforms Organisations and Inspires Innovation” **
What is necessary to create a sustainable business model?
Business
VIABILITY
‐‐ here’s
here s the goal ‐‐
s the goal the goal ‐‐
What is functionally possible within the foreseeable future?
Technology
gy
Human
FEASIBILITY
DESIRABILITY
‐‐ starts here starts here ‐‐
‐‐
What makes sense to people and What
makes sense to people and
for people?
Design Thinking achieves a balanced solution
** Tim Brown, Change by Design, 2009
©2014 Frank Devitt
Incremental to Radical Innovation with Design Thinking
DOMAINS
©2014 Frank Devitt
Incremental to radical Innovation with Design Thinking
DOMAINS
©2014 Frank Devitt
Incremental to radical Innovation with Design Thinking
DOMAINS
©2014 Frank Devitt
Design Thinking is broadening the innovation agenda and going mainstream!
©2014 Frank Devitt
Doblin’s Ten Types of Innovation
DESIGN THINKING focus
DESIGN THINKING focus
DESIGN THINKING Organisation/Operations
Design thinking provides balance to traditional approaches
©2014 Frank Devitt
New European standard on Innovation Management
CEN TS 16555‐‐1:2013 CEN TS 16555
((TC 389))
Innovation Management ‐ Part 1: Innovation Management System
Part 1: Innovation management system. P
1 I
i
Part 2: Strategic intelligence management. Part 3: Innovation thinking. P t 4 I t ll t l
Part 4: Intellectual property management. t
t
Part 5: Collaboration management. Part 6: Creativity management. Part 7: Innovation management assessment
Part 7: Innovation management assessment. ©2014 Frank Devitt
Let’s look inside! …..
©2014 Frank Devitt
Defining Design Thinking … The
The components of design thinking are well understood
components of design thinking are well understood
“Conceptions of Design Thinking in the Design and Management Discourse”
L. Hassi & M. Laakso; Proceedings of IASDR2011
©2014 Frank Devitt
How does it work?
Start with the people!
Start with the people!
(get to know them intimately ‐ empathise)
Make tangible
(ideas, concepts, insights ‐ visualise, prototype, model, enact)
Take Action
(experiment, probe, increment)
Accumulate learning
(experiment, feedback, discuss)
Seek new options
((be creative, persist ‐
,p
challenge the status quo g
q
design attitude vs. decision attitude
design attitude decision attitude)
Learn through action!
Learn through action!
Get it Get it ou
out of your head!
t of your head!
©2014 Frank Devitt
d.school process (Stanford)
©2014 Frank Devitt
Darden (Univ. of Virginia)
Designing for Growth: A Design Thinking Tool Kit for Managers,
Jeanne Liedtka and Tim Ogilvie (Columbia Business Press), 2011.
©2014 Frank Devitt
Darden (Univ. of Virginia)
Designing for Growth: A Design Thinking Tool Kit for Managers,
Jeanne Liedtka and Tim Ogilvie (Columbia Business Press), 2011.
©2014 Frank Devitt
Design Thinking as workflow
Is There a Need for a Design Thinking Process?; Lindberg, Gumienny, Jobst, Meinel, DTRS 8, 2010
©2014 Frank Devitt
Aside
Design Thinking,
Design Thinking
g
g
g,
Lean Startup,
Lean Startup
Lean Startup
Design Science
Design Science,
and others
and others …
and others ©2014 Frank Devitt
Aside: Design Thinking
Design Thinking, Lean Lean Startup
Startup, Design Science Design Science …
common to
common to all!
©2014 Frank Devitt
Is it worth it?
©2014 Frank Devitt
Top 20 global R&D spenders
(Booz & Co., Winter 2010)
Is it enough?
©2014 Frank Devitt
Innova on ≠ R&D spending
(Booz & Co., Winter 2010)
©2014 Frank Devitt
Innova on ≠ R&D spending
(Booz & Co., Winter 2010)
©2014 Frank Devitt
The €€€ value of Design Thinking
E.G. What does a fire alarm do?
• It detects smoke
• It alarms when it detects smoke
• New building regulations: All fire alarms in the building must b
be connected (if one goes off, they all go off)
d (if
ff h
ll
ff)
“Safety shouldn’t be annoying.”
“Be informed, not alarmed.”
“We made a smoke and CO alarm you’ll love, because hating it is dangerous.”
F
Founded 2010
d d 2010
Sold 2014 …. to Google
$3 2billi
$3.2billion
©2014 Frank Devitt
DESIGN THINKING
QUESTIONS? COMMENTS?
Frank Devitt
Maynooth University
01‐7086334 / 086‐8280386
/
[email protected]
design.nuim .ie
©2014 Frank Devitt