What is it? Why would you use it?

Transcription

1 DESIGN THINKING Frank Devitt, Maynooth University What is it? Why would you use it?

2 Everybody has difficult problems or challenges! Design Thinking helps solve complex problems and challenges, and drivesradical radical innovation.

3 There are different types of problems? Simple Hard Wicked What s the problem??? lack of DATA unknown ALGORITHM lack of DATA STAKEHOLDERS DISAGREEMENT INTERCONNECTED SYSTEM UNCLEAR GOALS POOR UNDERSTANDING NO ALGORITHM POSSIBLE DATA UNCERTAINTY

4 Where do we face difficult problems? Strategy? Short term vs. Long term profitability? Understanding our customers needs and market trends? Where s the next big innovation opportunity?

5 Radical innovation is a wicked problem Revenue growth Stock value Risk tolerance STAKEHOLDERS DISAGREEMENT Management Shareholders Customers Supply chain Preferences arenot clear or are not easily ordered: New market? New product? New platform? Diversification? Market share? Revenue? Difficulty of interpretation Limited relevance INTERCONNECTED SYSTEM UNCLEAR GOALS POOR UNDERSTANDING DATA UNCERTAINTY Extended Product Business Model Total Customer Experience Supply chain Customers needs Market size Technology Competitive response These issues can t be resolved with standard (deductivist deductivist/planning) frameworks A different approach is needed

6 Innovation: the Hill climbing metaphor for optimisation Existing (market) competitive position How to improve present position? probe different directions & choose the best outcome compe etitive differen ntiation addressable market Small probes yield small (incremental) innovation

7 What it s really like! A?? B C Impactful innovation needs wide exploration

8 What it s really like A?!? B C Impactful innovation comes from creative leaps based on deep (user) research

9 What makes innovation really difficult? 2 things

10 2 things that make innovation really difficult! E.G. People A bike with a flat tyre Uncertainty A problem for the rider Design thinking is a people centred problem solving approach particularly suited to radical innovation

11 Where should we look for radical innovation opportunities? Where are the constraints?

12 3 places to look for innovation opportunities! Operations & Organisation Technology People E.G. LEAN Never waste any time you can spend sleeping. Frank Knight

13 How Design Thinking Transforms Organisations and Inspires Innovation ** What is necessary to create a sustainable business model? What is functionally possible within the foreseeable future? Business VIABILITY here s the goal Technology FEASIBILITY Human DESIRABILITY starts here ** Tim Brown, Change by Design, 2009 What makes sense to people and for people? Design Thinking achieves a balanced solution

14 Incremental to Radical Innovation with Design Thinking DOMAINS

15 Incremental to radical Innovation with Design Thinking DOMAINS

16 Incremental to radical Innovation with Design Thinking DOMAINS

17 Design Thinking is broadening the innovation agenda and going mainstream!

18 Doblin s Ten Types of Innovation DESIGN THINKING focus Organisation/Operations Design thinking provides balance to traditional approaches

19 New European standard on Innovation Management CEN TS :20131:2013 (TC 389) Innovation Management Part 1: Innovation Management System Part 1: Innovation management system. Part 2: Strategic intelligence management. Part 3: Innovation thinking. Part t4: Intellectual t lproperty management. Part 5: Collaboration management. Part 6: Creativity management. Part 7: Innovation management assessment.

20 Let s look inside!..

21 Defining Design Thinking The components of design thinking are well understood Conceptions of Design Thinking in the Design and Management Discourse L. Hassi & M. Laakso; Proceedings of IASDR2011

22 How does it work? Start withthepeople! the (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 challenge the status quo design attitude vs. decision attitude) Learn throughaction! Get it out of your head!

23 d.school process (Stanford)

24 Darden (Univ. of Virginia) Designing for Growth: A Design Thinking Tool Kit for Managers, Jeanne Liedtka and Tim Ogilvie (Columbia Business Press), 2011.

25 Darden (Univ. of Virginia) Designing for Growth: A Design Thinking Tool Kit for Managers, Jeanne Liedtka and Tim Ogilvie (Columbia Business Press), 2011.

26 Design Thinking as workflow Is There a Need for a Design Thinking Process?; Lindberg, Gumienny, Jobst, Meinel, DTRS 8, 2010

27 Aside Design Thinking, Lean Startup, Design Science, and others

28 Aside: Design Thinking, Lean Startup, Design Science commonto all!

29 Is it worth it?

30 Top 20 global R&D spenders (Booz & Co., Winter 2010) Is it enough?

31 Innova on R&D spending (Booz & Co., Winter 2010)

32 Innova on R&D spending (Booz & Co., Winter 2010)

33 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 be connected (if one goes off, they all go off) Safety shouldn t be annoying. Be informed, not alarmed. We made a smoke and CO alarm you ll love, because hating it is dangerous. Founded d2010 Sold to Google $3.2billion

34 DESIGN THINKING QUESTIONS? COMMENTS? Frank Devitt Maynooth University / frank.devitt@nuim.ie design.nuim.ie