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Design thinking notes with explanation i
- 1. 12-Jan-22 1 Design Thinking Source: HassoPlattner Institute of Design at Stanford Your Mission: Redesign the gift-giving experience . . . for your partner. Start by gaining empathy. Source: Hasso Plattner Institute of Design at Stanford Source: Hasso Plattner Institute of Design at Stanford 1 2 3 4
- 2. 12-Jan-22 2 Source: Hasso PlattnerInstitute of Design at Stanford Reframe the problem. Source: Hasso Plattner Institute of Design at Stanford Source: Hasso Plattner Institute of Design at Stanford Synthesize needs & insights Source: Hasso Plattner Institute of Design at Stanford 5 6 7 8
- 3. 12-Jan-22 3 Source: Hasso PlattnerInstitute of Design at Stanford Write your POV Source: Hasso Plattner Institute of Design at Stanford Ideate: generate alternatives to test. Source: Hasso Plattner Institute of Design at Stanford Source: Hasso Plattner Institute of Design at Stanford 9 10 11 12
- 4. 12-Jan-22 4 Source: Hasso PlattnerInstitute of Design at Stanford Iterate based on feedback. Source: Hasso Plattner Institute of Design at Stanford Source: Hasso Plattner Institute of Design at Stanford Revise your sketch Source: Hasso Plattner Institute of Design at Stanford 13 14 15 16
- 5. 12-Jan-22 5 Build and test. Source:Hasso Plattner Institute of Design at Stanford Source: Hasso Plattner Institute of Design at Stanford Build your solution. Source: Hasso Plattner Institute of Design at Stanford Source: Hasso Plattner Institute of Design at Stanford 17 18 19 20
- 6. 12-Jan-22 6 Source: Hasso PlattnerInstitute of Design at Stanford I have not failed. I’ve just found 10,000 ways that won’t work -Thomas Edison Every child is an artist. The problem is how to remain an artist once we grow up -Pablo Picasso 20th Century 21st Century Scale and Scope Speed and Fluidity Predictability Agility Rigid Organization Boundaries Fluid Organization Boundaries Command and Control Creative Empowerment Reactive and Risk Averse Intrapreneur Strategic Intent Profit and Purpose Competitive Advantage Comparative Advantage Data and Analytics Synthesizing Big Data Changing Management Paradigms Source: Design Thinking for Strategic Innovation by Idris Mootee 21 22 23 24
- 7. 12-Jan-22 7 DESIGN THINKING IS THESEARCH FOR a magical balance between BUSINESS AND ART; STRUCTURE AND CHAOS; INTUITION AND LOGIC; CONCEPT AND EXECUTION; Playfulness and formality; AND CONTROLAND EMPOWERMENT. Source: Design Thinking for Strategic Innovation by Idris Mootee Design thinking is an approach to designing that supports innovation and intelligent change. Design thinking is a human-centered approach which is driven by creative and analytical thinking, customer empathy and iterative learning. Who is using Design Thinking? ▪ 3M ▪ Accenture ▪ Adobe ▪ Ahold ▪ AirBnB ▪ Airbus ▪ Apple ▪ Bank of America ▪ BMW ▪ Cisco ▪ Clorox ▪ Daimler ▪ DHL ▪ Electrolux ▪ Ericsson ▪ Fraport ▪ FutureGov ▪ GE ▪ Georgia Tech ▪ Godrej: Chotu Kool ▪ Google ▪ IBM ▪ IKEA + IDEO ▪ Infosys ▪ Intuit Inc. ▪ JetBlue ▪ Kickstart ▪ Lambeth Council ▪ Marriot: 4 Seasons ▪ Mattel: Platypus ▪ Mayo Clinics ▪ Metro AG ▪ Nasdaq ▪ New York Times ▪ Panasonic: Oxyride ▪ PepsiCo ▪ Pfizer: Nicorette ▪ Philips Electronics (PHG) ▪ Ravel ▪ Samsung ▪ SAP ▪ Shimano ▪ Siemens ▪ THALES ▪ Toyota ▪ Unilever ▪ VF Corporation ▪ VW ▪ Whirlpool ▪ Xing ▪ Yanmar ▪ ZOO Hannover etc. Source: Design Thinking Process and Methods by Robert Curedale Some Public Service Organization Using Design Thinking ▪ INDIA National Innovation Council – www.innovationcouncil.gov.in/ ▪ USA Code for America – http://codeforameric.org/ Launch – www.launch.org Public Policy Lab – http://publicpolicylab.org/ ▪ Singapore Human Experience Lab ▪ Finland Helsinki Design Lab – http://helsinkidesignlab.org/ ▪ Norway Innovation Norway – www.innovasjonnorge.no/ ▪ United Kingdom Design Council – www.designcouncil.org.uk/ The Innovation Unit – www.innovationunit.org/ Nesta – www.nesta.org.uk/ Technology Strategy Board – www.innovate.org/ Policy Lab – https://twitter.com/PolicyLabUK Source: Design Thinking Process and Methods by Robert Curedale 25 26 27 28
- 8. 12-Jan-22 8 Year Design MovementDesign Approaches People 2010s Design Thinking Experience Design Creative class David Kelly Tim Brown Roger Martin Bruce Nussbaum Rolf Faste 2000s Service Design Human CenteredDesign Lucy Kimbell 1990s Process Methods Meta Design Ezio Manzini William Rause Richard Buchanan 1980s Cognitive Reflections User CenteredDesign Don Norman Donal Schon Nigel Cross Peter Rowe Bryan Lawson 1970s Robert McKim 1960s Design Science Participatory Design Design Methods Horst Rittel Herbet Simon Bruce Archer 1950s Creativity Methods Brainstorming Alex Osborn History of Design Thinking Source: Design Thinking Process and Methods by Robert Curedale The growth of Design Thinking is closely linked to the growing economic importance of service industry. Design Thinking with its emphasis on team collaboration and user experience is the best approach for designing services and product service systems. Manufacturing Solution Service Customer-centered Solution Underlying business logic Products Solutions Customization Standard product Customizable Integration Low High Scope Narrow Wide Delivery process Transactional Relationship Outcome Functioning product Value for customers Design driven From manufacturer forward From customer backward Physicality Tangible Intangible Output Goods An experience Production Produced Co-produced Consumption Transferred and used Consumed as produced Dimensions Length breadth height Experience and time Implementing Servitization from goods-centered to customer-centered solution Source: Design Thinking Process and Methods by Robert Curedale COMPLEXITY IS THE PRODIGY OF THE WORLD. SIMPLICITY IS THE SENSATION OF THE UNIVERSE. BEHIND COMPLEXITY, THERE IS ALWAYS SIMPLICITY TO BE REVEALED. INSIDE SIMPLICITY, THERE IS ALWAYS COMPLEXITY TO BE DISCOVERED. -GANG YU Source: Design Thinking for Strategic Innovation by Idris Mootee 29 30 31 32
- 9. 12-Jan-22 9 10 Design ThinkingPrinciples That Redefine Business Management Design Thinking: 1. Is Action-Oriented ( it proposes a cross-disciplinary learning by doing approach, instead of being an armchair strategist) 2. Is Comfortable with Change 3. Is Human-Centric (focused on the customer or end user’s needs including unarticulated, unmet, and unknown needs) 4. Integrates Foresight 5. Is A Dynamic Constructive Process (It is iterative. It requires ongoing definition, redefinition, representation, assessment, and visualization) 6. Promotes Empathy 7. Reduces Risks (There are many benefits in learning from small and smart failures) 8. Can Create Meaning 9. Can bring Enterprise Creativity to Next Level 10. Is the New “Competitive Logic of Business Strategy” Source: Design Thinking for Strategic Innovation by Idris Mootee Linking Design Thinking Solutions to Business Challenges Business Challenges Design Thinking Solutions Growth Storytelling Predictability Strategic Foresight Change Sensing Relevance Value Redefinition Extreme Competition Experience Design Standardization Humanization Creative Culture Prototyping Strategy and Organization Business Model Design Source: Design Thinking for Strategic Innovation by Idris Mootee Learn from Failure Don’t think of it as failure, think of it as designing experiments through which you’re going to learn -Tim Brown, CEO, IDEO Source: The Field Guide to Human Centered Design by IDEO.org Make it You’re taking risk out of the process by making something simple first. And you always learn lessons from it. -Krista Donaldson, CEO, D-Rev Source: The Field Guide to Human Centered Design by IDEO.org 33 34 35 36
- 10. 12-Jan-22 10 Creative Confidence Creative confidenceis the notion that you have big ideas, and that you have the ability to act on them. -David Kelley, Founder, IDEO Source: The Field Guide to Human Centered Design by IDEO.org Empathy In order to get to new solutions, you have to get to know different people, different scenarios, different places. -Emi Kolawole Editor-in-Residence, Stanford University d.school Source: The Field Guide to Human Centered Design by IDEO.org Embrace Ambiguity We want to give ourselves the permission to explore lots of different possibilities so that the right answer can reveal itself. -Patrice Martin, Co-Lead and Creative Director IDEO.org Source: The Field Guide to Human Centered Design by IDEO.org Optimism Optimism is the thing that drives you forward. -John Bielenberg, Founder, Future Partners Source: The Field Guide to Human Centered Design by IDEO.org 37 38 39 40
- 11. 12-Jan-22 11 Iterate, Iterate, Iterate Byiterating, we validate our ideas along the way because we’re hearing from the people we’re actually designing for. -Gaby Brink, Founder, Tomorrow Partners Source: The Field Guide to Human Centered Design by IDEO.org The Challenge Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Ready? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Good or Bad Design? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 41 42 43 44
- 12. 12-Jan-22 12 Source: Engineering Innovationand Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare © BOBLBEE AB Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 45 46 47 48
- 13. 12-Jan-22 13 © BOBLBEE AB Source:Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare © Apple Inc. Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Design Challenge 2 Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 49 50 51 52
- 14. 12-Jan-22 14 Olympics If you coulddo anything to break existing records in a sport (e.g., swimming, cycling, running etc.), what might you do? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Olympics - New World Records Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare The 10-Step Design Process Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Research (steps 1-6) 1) Identify Needs –What's the problem? 2) Information Phase –What exists? 3) Stakeholder Phase – What's wanted? And who wants it? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 53 54 55 56
- 15. 12-Jan-22 15 Napoleon Toothbrush http://en.wikipedia.org/wiki/File:NapoleonToothbrush.jpg Source: EngineeringInnovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Research (cont.) 4) Planning/Operational Research – What's realistic? What limits us? 5) Hazard Analyses – What's safe? (What can go wrong?) 6) Specifications – What's required? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Design (steps 7-9) 7) Creative Design – Ideation 8) Conceptual Design – Potential solutions 9) Prototype Design – Create a version of the preferred design Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 57 58 59 60
- 16. 12-Jan-22 16 Verification (step 10) 10)Verification – Does it work? If not, redesign End Solution.......................................? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Design Process Exercise – Map steps to cooking dinner 1) Identify Needs 2) Information Phase 3) Stakeholder Phase 4) Planned Research 5) Hazard Analyses 6) Specifications 7) Creative Design 8) Conceptual Design 9) Prototype Design 10) Verification Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Design Process Exercise – Map steps to throwing a surprise party for your best friend! 1) Identify Needs 2) Information Phase 3) Stakeholder Phase 4) Planned Research 5) Hazard Analyses 6) Specifications 7) Creative Design 8) Conceptual Design 9) Prototype Design 10) Verification Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Design Process Exercise – Map steps to making a car fueled a nuclear reactor 1) Identify Needs 2) Information Phase 3) Stakeholder Phase 4) Planned Research 5) Hazard Analyses 6) Specifications 7) Creative Design 8) Conceptual Design 9) Prototype Design 10) Verification Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 61 62 63 64
- 17. 12-Jan-22 17 On Innovation Source: EngineeringInnovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Innovation: a design-consultant’s view Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare The Reality of Innovation Innovation is the result of resolving... Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare The Reality of Innovation A designer reconciles the seemingly irreconcilable Desire & Require Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 65 66 67 68
- 18. 12-Jan-22 18 In-class assignment and/orHomework 1) Design a 2-player game 2) Maximum cost of materials < Rs. 400/- 3) Must include an element of chance 4) Must be able to be taught within 3 minutes Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Who are these 2 people? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Dieter Rams (born May 20, 1932 in Wiesbaden) is a German industrial designer closely associated with the consumer products company Braun and the Functionalist school of industrial design. Jonathan Paul Ive, (born February, 1967) is a British designer and the Senior Vice President of Industrial Design at Apple Inc. He is internationally renowned as the principal designer of the iMac, aluminum and titanium PowerBook G4, MacBook, unibody MacBook Pro, iPod and iPhone. Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Dieter Rams 10 principles for good design 1. Good design is innovative. 2. Good design makes a product useful. 3. Good design is aesthetic. 4. Good design helps us to understand a product. 5. Good design is unobtrusive. 6. Good design is honest. 7. Good design is durable. 8. Good design is consequent to the last detail. 9. Good design is concerned with the environment. 10. Good design is as little design as possible. Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 69 70 71 72
- 19. 12-Jan-22 19 Challenge! Source: Engineering Innovationand Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare What you know: The Music Stops, A Man Is Dead. You need to solve: What happened? Why did it happen? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Research ▪ Asking questions is important, but answers can be misleading Academic/Scientific research is often wrong ▪ Research results may be good but conclusions can be wrong ▪ Designing products for people? People don’t know what they want ▪ People know what they want? Often can’t articulate it Fitts’ Law Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Ways to research these problems? 1. In 1960: how to cook like a French chef 2. In 1848: The best way to conduct a defensive military retaliation 3. In 1990s: The best way to clean a kitchen 4. In 2013: Saving money in a call-center that handles technical issues/ customer complaints for satellite TV 5. In 2015: The decision to develop an extremely new type of consumer product (think: iPad) Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 73 74 75 76
- 20. 12-Jan-22 20 Ways to researchthese problems? 1. In 1960: how to cook like a french chef Expert education 2. In 1848: The best way to conduct a defensive military retaliation Historical/ Cultural 3. In 1990s: The best way to clean a kitchen Ethnographic 4. In 2013: Saving money in a call-center that handles technical issues/ customer complaints for satellite TV Direct observation 5. In 2015: The decision to develop an extremely new type of consumer product (think: iPad) Deep understanding of humans, technology, culture, manufacturing, philosophy, art, design... Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Stakeholder “A person or group that has an investment, share, or interest in something” Stakeholders in your education? You Family Teachers School .... who else? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Stakeholder - quick sketch ▪ Draw up the Ravi’s Bakery Stakeholder Sketch ▪ If you want, label lines to clarify (e.g., “pays”, “receives payment”) Ravi’s Bakery Owner: Ravi Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Stakeholder - quick sketch Ravi’s Bakery Owner: Ravi Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 77 78 79 80
- 21. 12-Jan-22 21 Stakeholder Analysis ▪ SystemsThinking - Establishing a global perspective ▪ Understand how to make good decisions & tradeoffs, establish priorities and communicate effectively – Not all stakeholder hold the same value – Which stakeholders do we benefit more? – Which stakeholders benefit us more? – (e.g., Angel Investor vs. Venture Capitalist) – Easier to align team ▪ Reveals hidden costs and opportunities – Cost: A student can get an easy-A or a difficult-C (From parent’s perspective, which is better?) – Opportunity: If a company has enough employees, the company can get better buying power with vendors, gyms, etc. Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Stakeholder Homework ▪ Map out primary and secondary stakeholders for an art-museum ▪ Map out primary and secondary stakeholders for a new kind of battery technology Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Articulating The Design Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare How to Articulate the Design 1.Sketch it out ▪ Refine ideas ▪ Refine expression of the ideas 2.Draw out the connections ▪ Refine the logic ▪ Refine the sketch 3.Articulate the details ▪ Define the specifics ▪ Refine the connections ▪ Refine the sketch Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 81 82 83 84
- 22. 12-Jan-22 22 What’s a Sketch? Source:Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Sketch out a house Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare How do we sketch out solutions in... ▪ Physical Objects: bottles, cans, boxes….. ▪ Process: Line at Disney World, manufacturing process for printed IC ▪ Other things...? Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare K-Scripts: Translating Research into Design ▪ K-Scripts are scripts that show user interactions ▪ K-Scripts are easy to edit ▪ Quick to generate ▪ Allow a group to work collaboratively Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 85 86 87 88
- 23. 12-Jan-22 23 About K-Scripts ▪ UsingK-Scripts – Good K-Scripts start by showing a typical interaction – When a group is satisfied with the K-Scripts then robust artifacts to express the idea (e.g., a story board) ▪ When to use them – At the very beginning, then later on as ideas are refined – To align a diverse team and educate new members Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 89 90 91 92
- 24. 12-Jan-22 24 In Class Exercise-Makea K-Script for the Siri/Alexa/Google Interaction ▪ Use 3 column method ▪ Add notes where needed – iPhone User: “Siri, remind me” – Siri: “Ok just tell me what you wanted to be reminded About” – iPhone user:” Meet with Ravi on Tuesday” – Siri “What time your event” – iPhone user: “10 am” – Siri: “Ok, here’s your meeting, Note that you already have 2 events that overlap with this. Shall I schedule it anyway?” Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare In Class: K-Script Writing ▪ Write out a K-Script showing the interaction between you and Vistara Airline agent (on phone) to book a ticket Source: Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare Sources 1. Hasso Plattner Institute of Design at Stanford 2. Design Thinking Process and Methods by Robert Curedale 3. Engineering Innovation and Design by Blade Kotelly and Joel Schindall on MIT OpenCourseWare 4. The Field Guide to Human Centered Design by IDEO.org 5. Design Thinking for Strategic Innovation by Idris Mootee; and others Thank You 94 95 96