Wahine Forum 2017 Design Thinking: A Strategy for Innovation & Empathy

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Francine Burns
5 years ago
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2 Have you ever asked yourself...? How do I get myself unstuck and show others how to do the same? How do I find patterns and clues others don t realize be innovative? Design Thinking is a way of reframing the way you look at the world. And most importantly, it is steeped in the idea of Empathy. 2 Hitachi Vantara Corporation All Rights Reserved

3 What is Design Thinking? Design thinking is about accelerating innovation to create better solutions to the challenges facing business and society. It starts with people - what we call human centered design - and applies to the creative tools of design, like storytelling, prototyping, and experimentation to deliver new breakthrough innovations. TIM BROWN, CEO, IDEO CHANGE BY DESIGN Source: ExperiencePoint 3 Hitachi Vantara Corporation All Rights Reserved

4 Building Innovation Muscle Deep-rooted desire to know more Must be curious Be creative and courageous Be willing to be a path finder or path creator Ultimately be a problem solver 4 Hitachi Vantara Corporation All Rights Reserved

5 Design Thinking Steps 1 REFRAME See the hidden, step back and relook Are you making assumptions that prevent you from uncovering the real problem? 2 COLLABORATE Embrace differences and encourage different perspectives 3 4 UNDERSTANDING IDEA Know the person behind your customer Gain a deeper insight into your customers behavior, uncovering their real needs and values. No idea is too crazy, rapid fire brainstorm (this will feel uncomfortable at first); ideas per person in 10 minutes Ask a wacky question, What is an idea involving food? 5 PROTOTYPE Test it out, use low cost, low tech materials; role-play and seek instantaneous feedback 5 Hitachi Vantara Corporation All Rights Reserved

8 Your Innovation Muscle Creativity is a science and by following specific brainstorming workouts, you will increase both the quality and quantity of your ideas, benefitting you, business and society. You will become a Design Thinker 8 Hitachi Vantara Corporation All Rights Reserved

12 Expected Outcomes: Behavior Change Design thinking principles More of Less of Questioning Empathy Inspire New Thinking Radical Collaboration Question long held assumptions Place users at the center of work Replace proposed solutions with broad questions Acknowledge and mute assumptions about users Leave the building! Conduct direct, qualitative research Capture and report observations, not interpretations Seek extreme subjects as research candidates Conduct purposeful site visits of analogous situations Invite participation and perspectives from different profiles, departments, and backgrounds Generate many ideas quickly, building on ideas of others Generate wild ideas Incorporate visuals in brainstorms Lead with solutions in mind Protect existing solutions Consider benefit to organization only Judge user behavior Assume we know what the user wants Asking users closed questions Relying on surveys or focus groups Focusing on the average user Judge ideas of others or debate ideas as they are presented Suggest only ideas that we know will work Explore Potential Focus on and select ideas with the greatest potential to connect with user needs Focus on ideas we know will work because they have worked before Build to Think Prototype ideas quickly and seek feedback Test aspects of ideas with the generative intent to learn and grow them Test aspects of ideas by introducing changes into users environments Provide feedback to others in a generative way (I like, I like, I wonder ) Create implementation plans without prototyping or experimentation Plan what prototypes will look like through discussion Seek validation of ideas before learning and evolving them Ask and trust what people say they would do Source: ExperiencePoint 12 Hitachi Vantara Corporation All Rights Reserved

13 Successes Design thinking process Leading indicators of success Lagging indicators of success Define the Challenge Observe People Form Insights Frame Opportunities When challenges and solutions are proposed, responds with why? ; what s stopping us from doing that now? ; and who is our user? questions Identify extreme users and analogous scenarios for challenges and projects Conduct in-situation interviews to uncover user needs Divergently form many hypothetical insights about user behavior Converge around refined insights according to what is authentic; non-obvious; and revealing Explore the overlap between user insights and organizational capability and strategy Proposed solutions converted to questions Projects begin with clearly defined How might we? challenges that identify a user and the imagined benefit to them in very broad terms Documented observations of extreme user behavior Documented observations of analogous scenarios Uncovered new insight about user behavior that inspires new thinking (i.e. forces the business to approach the problem differently than current practice) Brainstorms begin with more narrowly focused, user-centered How might we? questions Brainstorm Ideas Divergently brainstorm many ideas (guideline of 11 ideas per participant every 10 minutes) Brainstorms include many ideas that are currently impossible or otherwise wild Product of 2-3 ideas that project sponsors deem to warrant testing Try Experiments Feedback sought on prototypes of ideas are produced requiring minimal investment (guideline 0$, <15 minutes) New ideas are tested with minimal investment (guideline of <$100 USD, <1 hour) New learning about user behavior New learning about what is required for a new idea to succeed New idea launched, resulting in desired outcome (e.g. new revenue; cost savings; customer acquisition; improved customer/employee engagement ratings; increased talent retention; etc) Source: ExperiencePoint 13 Hitachi Vantara Corporation All Rights Reserved

DESIGN THINKING AND THE ENTERPRISE

Renew-New DESIGN THINKING AND THE ENTERPRISE As a customer-centric organization, my telecom service provider routinely reaches out to me, as they do to other customers, to solicit my feedback on their