Design Thinking Workshop NLA November 2017

USING DESIGN THINKING TO RESOLVE BUSINESS PROBLEMS.

MICHAL GROMEK

RESEARCHER ON FINTECH & CROWDFUNDING

#SE.LINKEDIN.COM/IN/MGROMEK

STOCKHOLM

SCHOOL OF ECONOMICS

NLA DESIGN WORKSHOP - NOVEMBER 1ST / 2ND

#GOOD TO SEE YOU PLEASE CREATE NAMETAGS :)

PLEASE STAND UP AND COME TO THE FRONT :)

WHERE I AM REALLY FROM?

EDUCATIONAL OBJECTIVES FOR TODAY

LEARN UNDERSTAND -

APPLY TOOLKIT

IMPROVE

COMMUNICATION

UPGRADE DIAGNOSTIC

REASONING

DESIGN THINKING

BLUE OCEAN STRATEGY

LITTLE BETS

PLAN FOR THE UPCOMING TWO DAYS

REVIEW OF THE STATE OF KNOWLEDGE 15 MINUTES - KNOWLEDGE REVIEW

PRACTICAL WORKSHOP DESIGN THINKING NOW!

WHY? WHY? WHY?

MESO

MICRO

BEHIND DESIGN THINKING

/ BLUE OCEAN STRATEGY LITTLE BETS

GETTING READY FOR TOMORROW

BEFORE WE START:

15 MINUTE

REVIEW YOUR

CURRENT STATE OF

KNOWLEDGE

PLEASE VISIT:

http://bit.ly/2gVPdth

AT THE END OF THE WORKSHOP - YOU SHOULD BE ABLE TO:

- Identify key aspects of Design Thinking

- Managing and implementing of Design

Thinking processes in practice. (two

examples)

- Understand the incorporation of design

into business problem-solving processes.

- Comparing the principles of Design

Thinking with other entrepreneurship and

innovation theories: Blue Ocean strategy,

Little Bets, Pestel.

STOCKHOLM

SCHOOL OF ECONOMICS

WHAT HAVE ALL OF THOSE STATEMENTS HAVE IN COMMON:

Be a Premium customer provider

BE always the first mover

Intergrate production into world class sales?

Pursue a global strategy

Move from

the Middle East to

ASEAN?

Conquer rome!

STOCKHOLM

SCHOOL OF ECONOMICS

WHAT HAVE ALL OF THOSE STATEMENTS IN COMMON:

Be a Premium customer provider

BE always the first mover

Intergrate production into world class sales?

Pursue a global strategy

Move from

the Middle East to

ASEAN?

Conquer rome!

Tactics

Goals

Objectives

Descriptions

Not strategies!

STOCKHOLM

SCHOOL OF ECONOMICS

WHAT HAVE ALL OF THOSE STATEMENTS IN COMMON:

See the broader holistic

picture to align forces.

Greek: stratēgia - generalship

Bring hidden strengths against

the weakness of the enemy

at the point of attack.

Modern warfar

for investors

pockets

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WE WOULD LIKE TO BUILD THE BEST PRODUCT?

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ORIGIN:

Source: https://www.goodreads.com/book/show/1053

4.The_Art_of_War

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BEING THE BEST IS A MISPERCEPTION. IS BMW REALLY THE BEST CAR? AND SEB THE BEST BANK?

Picture source: https://www.bmw.in/en/index.html

STOCKHOLM

SCHOOL OF ECONOMICS

BUSINESS

SCHOOL

TEACHING

DESIGN

SCHOOL

TEACHING

ONE SOLUTION

IMPLEMENTATION TIMEPERIOD

Business School Teaching vs. Design School Teaching

STOCKHOLM

SCHOOL OF ECONOMICS

BUSINESS

SCHOOL

TEACHING

ONE SOLUTION

IMPLEMENTATION TIMEPERIOD

Business School Teaching vs. Design School Teaching

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HOW TO:

Source: Barry, Bryan W. Amherst H. Wilder Foundation, St. Paul, Minnesota. 1997

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NOT ONLY KODAK HAS CHANGED. EVERYTHING ELSE CHANGES.

AS THE CHANGES SPEED UP THE NAVIGATION IS MORE DIFFICULT:

We will never come

back to the horse car!

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DISRUPTION HAS FORCED MANY STRATEGIES TO CHANGE:

Source: http://www.airlineprofiler.eu/2015/10/international-low-

cost-airline-market-research/

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WHAT HAPPENED BETWEEN 2005 AND 2013 THAT CHANGED THE MARKET OF FULL-SERVICE CARRIER (FSC) AND LOW-COST CARRIER (LCC)?



PLEASE TAKE YOUR PHONE: MENTI.COM 524995

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RESULTS:



WHAT EXTERNAL FACTORS IMPACT OUR DEVELOPMENT?

STOCKHOLM

SCHOOL OF ECONOMICS

WORKSHOP NLA - DESIGN THINKING

ROADMAP FOR THIS BLOCK

HOW OPPORTUNITIES EMERGE

WHAT HAPPENS IN CASE WE DON'T

ACKNOWLEDGE THE CHANGE

WHAT HAPPENS IN CASE WE STOP

INNOVATING

"100 YEARS AGO THE LIFE EXPECTANCY OF FIRMS WAS 90 YEARS. TODAY IT IS DOWN TO 10-15 YEARS "

SOURCE : HTTPS : / /WWW .YOUTUBE .COM/WATCH?V=DBRXOXJUV_C , SSE , MASTER IN BUSINESS AND MANAGEMENT , ACCESSED 15TH OF FEBRUARY 2017

STOCKHOLM

SCHOOL OF ECONOMICS

"HALF OF THE FORTUNE 500 COMPANIES HAVE DISAPPEREAD SINCE 2000"PIERRE NANTERME , CEO ACCENTURE , 2016 , BASED ON HTTP : / /WWW .SLIDESHARE .NET/ETEIGLAND/NEW- INDUSTRIAL- REVOLUTION-AND-DIGITAL-BUSINESS-MODELS?QID=61CF5C5C-CE83-4E1E-BEBF-4571B011D7C4&V=&B=&FROM_SEARCH=2

STOCKHOLM

SCHOOL OF ECONOMICS

#MISSED TO SPOT INDUSTRIAL REVOLUTION?

PLATFORM BASED BUSINESS MODEL

STOCKHOLM

SCHOOL OF ECONOMICS

ESTABLISHED: 1888

HAS SUFFERED FROM THE CHANGE FROM ANALOG TO

DIGITAL IMAGING. FILLED IN BANKRUPTCY 2011 MAKE 22M USD PROFIT IN 2016

SOURCE : BASED ON CHRISTIAN SANDSTRÖM . KODAK DISRUPTION

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SOURCE : FORBES , HTTPS : / /WWW .FORBES .COM/SITES/TENDAYIVIKI/2017/01/19/ON-THE-FIFTH-ANNIVERSARY-OF-

KODAKS-BANKRUPTCY-HOW-CAN-LARGE-COMPANIES-SUSTAIN- INNOVATION/#C46BD6862805 (ACCESSED

SEPTEMBER 11TH 2017)

AND ITS FALL

TAKE ONE MINUTE TO WRITE DOWN INDIVIDUALLY HOW BIG KODAKS US GLOBAL MARKET SHARE WAS IN 1980?

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SOURCE :FORBES , JANUARY 2017 , HTTPS : / /WWW .FORBES .COM/SITES/TENDAYIVIKI/2017/01/19/ON-THE-FIFTH-

ANNIVERSARY-OF-KODAKS-BANKRUPTCY-HOW-CAN-LARGE-COMPANIES-SUSTAIN- INNOVATION/#C46BD6862805

(ACCESSED SEPTEMBER 11TH 2017)

KODAK MOMENT

CHARACTERISTCS:

THE PHRASE “KODAK MOMENT” CAME TO EPITOMIZE THE CULTURAL RELEVANCE OF THE BRAND.

AT ITS HEIGHT, KODAK’S MARKET SHARE OF THE PHOTOGRAPHIC FILM MARKET WAS MORE THAN 80% IN THE U.S. AND ABOUT 50% GLOBALLY.

IT EMPLOYED OVER 60,000 CITIZENS OF ROCHESTER, THE MAJORITY OF WHOM BECAME UNEMPLOYED WHEN THE COMPANY COLLAPSED.

60.000 JOBS LATER

STOCKHOLM

SCHOOL OF ECONOMICS

SOURCE : HTTPS : / /WWW .YOUTUBE .COM/WATCH?V=8QPUUC6GH4G (ACCESSED 3RD .03 .2017)

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KODAK MOMENT

CHARACTERISTCS:

THE PHRASE “KODAK MOMENT” CAME TO EPITOMIZE THE CULTURAL RELEVANCE OF THE BRAND.

AT ITS HEIGHT, KODAK’S MARKET SHARE OF THE PHOTOGRAPHIC FILM MARKET WAS MORE THAN 80% IN THE U.S. AND ABOUT 50% GLOBALLY.

IT EMPLOYED OVER 60,000 CITIZENS OF ROCHESTER, THE MAJORITY OF WHOM BECAME UNEMPLOYED WHEN THE COMPANY COLLAPSED.

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C.CHRISTENSEN HARVARDDEFINES TWO CATEGORIES:

DISRUPTIVE TECHNOLOGY (STRATEGY) SUSTAINING TECHNOLOGY (STRATEGY)

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DIGITAL IMAGING REPRESENTED WHICH CATEGORY IN THE 90'S AND EARLY 2000?

#MACRO GAINS AND LOSSES

SOURCE : SANDSTRÖM , KODAKDISRUPTION PRESENTATION ,

ACCESSED 2017 , SEPTEMBER

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A SUSTAINING TECHNOLOGY IS ONE THAT IMPROVES THE PERFORMANCE OF A PRODUCT ACCORDING TO THE ATTRIBUTES THAT THE ESTABLISHED CUSTOMER BASE APPRECIATES.

IT DOESN’T MATTER IF IT IS RADICAL OR INCREMENTAL.

#TYPES OF TECHNOLOGY

SOURCE : SANDSTRÖM , KODAKDISRUPTION PRESENTATION ,

ACCESSED 2017 , SEPTEMBER

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#TYPES OF TECHNOLOGY

A DISRUPTIVE TECHNOLOGY A DISRUPTIVE TECHNOLOGY ON THE OTHER HAND OFFERS AN INITIALLY WORSE PERFORMANCE ACCORDING TO WHAT CUSTOMERS HAVE APPRECIATED. THE SAME TIME IT BRINGS NEW PERFORMANCE ATTRIBUTES SUCH AS SIMPLICITY OR PORTABILITY TO THE MARKETPLACE.

ESTABLISHED FIRMS THEREFORE MISS THE BOAT BY LISTENING TO THEIR EXISTING CUSTOMERS AND BY KEEP MOVING UP INTO INCREASINGLY SOPHISTICATED SEGMENTS.

SOURCE : BASED ON HTTP : / /WWW .DESIGNORATE .COM/WP-

CONTENT /UPLOADS/2016 /04/SUSTAINING-DISRUPTIVE- INNOVATION .JPG?

X20015 (ACCESSED SEPTEMBER 2017)

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1888

Kodak develops

a film roll

disrupted previous technology

quality was lower + portability + simplicity + affordability

TIMEKodak was targeting non-photographers




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SOURCE : HTTP : / /WWW .KODAK .COM/CORP/ABOUTUS/HERITAGE/MILESTONES/

DEFAULT .HTM (ACCESSED SEPTEMBER 11TH 2017)

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1935

Kodak develops

a 35mm chrome roll

quality goes up

+convienience

TIME




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SOURCE . KODAK FIRST DIGITAL MOMENT ,

NYT , HTTPS : / /LENS .BLOGS .NYTIMES .COM/2015/08/12 /KODAKS-FIRST-DIGITAL-

MOMENT /?MCUBZ=0 (ACCESSED 2017)

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1973

Kodak develops

first digital camera 100x100px

quality goes up

+convienience

TIME

"They were convinced that no one

would ever want to look at their pictures on a television set," Print had

been with us for over 100 years, no one

was complaining about prints, they

were very inexpensive, and so whywould anyone want to look at their picture on a television set?”

SOURCE : HTTPS : / /WWW .SLIDESHARE .NET /CHRISTIANSANDSTR

OM/CAMERA-DISRUPTION (ACCESSED 11TH 2017)

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WHAT DOES THIS GRAPH DISPLAY?




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BLUE OCEAN STRATEGY: Prof. Chan Kim, Rene Maubourgne

Core message: Instead of beating the

competition, there are alternative structures

to find a niche market instead of an

established market.

Source: https://www.slideshare.net/usepmpa/effective-strategic-planning-workshop


RED OCEAN STRATEGY

Source: https://www.slideshare.net/usepmpa/effective-strategic-planning-workshop

ESTABLISHED

AND SATURATED

FAST FOOD

MARKET


RED OCEAN STRATEGY

INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8

ESTABLISHED

AND SATURATED

FAST FOOD

MARKET

BATTLE FOR

MARKET SHARE

AGAINST ECONOMY

OF SCALE, BRAND

TRUST ETC.


UNTAPPED MARKET

POTENTIAL


ESTABLISHED

AND SATURATED

FAST FOOD

MARKET

BATTLE FOR

MARKET SHARE

BLUE OCEAN


UNTAPPED MARKET

POTENTIAL


BLUE OCEAN

108 studied new businesses

92 adopted - red ocean strategies

16 adopted - blue ocean strategies

What do you think the

monetary

results has been?



BLUE OCEAN COMPANIES

ACCOUNTED FOR

61% 39%

RED OCEAN COMPANIES

ACCOUNTED FOR

+ DOMINATION OF THE MARKET FOR 10-15 YEAR


INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 / Picture : https://www.yellowtailwine.com/our-story/

EXAMPLE: CASSELLA WINE

Competing in

traditional wine

market would be

very difficult




When nothing goes

right, go left.

BEER

COCTAIL




NON CUSTOMERS

OF WINE, WHY?

DIFFICULT TO CHOSE

TO FANCY

NOT FUN ENOUGH

DIFFICULT LANGUAGE

VARIETY TO LARGE

BITTER



EXAMPLE: CASSELLA WINE - NEW TYPE OF WINE

QUALITY INNOVATION

PRICE

= VALUE INNOVATION

HIGH QUALITY WINE

NO FANCY LANGUAGE

NOT TO SWEET

VERY GOOD PRICE



FOUR LEVERAGES DURING THE DEVELOPMENT OF

YELLOW TALE

ELIMINATE

REDUCE

RAISE

CREATE

OAK BARRELS

AGING PROCESS OF

THE WINE

REDUCED THE INVENTORY

TWO JUST "TWO" WINES

AND ONE BOTTLE

REDUCE COST,

INCREASED APPEAL

FRESHNESS AND

DRINKABILITY

OF WINES

INCORPORATE

LABELS SIMILAR

TO BEER

INDUSTRY,

SIMPLE:



PICTURE: https://5hourenergy.com/

PATH TOWARDS

BLUE OCEAN:

4 LEVERS

NEW PRODUCT

CATEGORY

EXPAND

THE

MARKET

DOMINATE A

NEW CATEGORY

OTHER EXAMPLE:




SUMMARY OF BLUE OCEAN

REVIEW THE PAIN OF THE CUSTOMERS

OUTSIDE OF YOUR CORE MARKET

REVIEW: WHAT YOU CAN ELIMINATE;

RAISE, REDUCE AND CREATE.

CREATE YOUR OWN MARKET

CATEGORY

DOMINATE IN IT




FOLLOW UP QUESTIONS:

IS BETTER SHELTER EXECUTING

CURRENTLY A BLUE MARKET

STRATEGY?

CAN LEAN STARTUP, PESTEL AND BLUE

OCEAN STRATEGY BE USED AT THE

SAME TIME (PLEASE EXPLAIN WHY)

WHAT IS YOUR KEY TAKEAWAY FROM

THE SESSION ON BLUE OCEAN

STRATEGY

THREE MINUTES

LITTLE BETS: PETER SIMS

CORE MESSAGE: DIVIDE YOUR PRODUCT

INTO 150 DIFFERENT PIECES AND PITCH

THEM AS SOON AS POSSIBLE:

INSPRITED: https://www.youtube.com/watch?v=5Xd5lvyWMe8 Picture: http://99u.com/workbook/28939/pixar-how-to-create-a-creative-

culture

EXPERIMENTAL APPROACH TO PRODUCTS.

BRINGING OUR MOVIES FROM "SUCK" TO

NON"SUCK"

> DISCOVER

> TEST

> DEVELOP

= AFFORTABLE FEILURE


“Ingenious ideas almost never

spring into people’s minds fully

formed; They emerge through a

rigorous experimental discovery

process”

- Peter Sims


culture

Plan in affordable loss



culture, http://pixar.wikia.com/wiki/File:Wall_e_ver2.jpg, http://disney.wikia.com/wiki/Nemo

Plan in affordable loss

45.000 bad story boards

nearly 100.000 bad

story boardPlussing ideas: I like this, why don't you... ...

LITTLE BETS: PETER SIMS Plan in affordable loss

Novelists have to write up

to four drafts of a novel.

1. Initial work will

"suck" and it is okay.

2. Failure is okay, so far

it is internal and

affordable.

WHERE ARE WE IN THE WORKSHOP:

RESULTS OF BAD STRATEGY EXAMPLE OF KODAK / DIGITALISATION / DISRUPTION

PESTEL ANALYSIS (LOW COST CARRIERS)HOW DID IT HAPPEN

MACRO STRATEGY

MESO

MICRO

DEFINITIONS / NETWORK & COMPETITIVENESS / TRAIN TRACKS

LEAN STARTUP / BLUE OCEAN STRATEGY / LITTLE BETS

DESIGN THINKING

DESIGN THINKING

SOURCE: https://www.decisionanalyst.com/blog/designthinking/

DESIGN THINKING


HUMAN CENTRIC APPROACH TO TAKE THE CUSTOMERS PERSPECTIVE AND NOT ONLY FIND THE CORRECT ANSWERS. BUT ADDITIONALLY TO FIND CORRECT QUESTIONS TO ASK.

E - is speaking to the customers directly, very hands-on experience D - defining a problem statement from that empathy work I - brainstorming, getting new ideas, review potential solutions to solve the problems. P - building, producing prototypes for test. T - testing with actual users

DESIGN THINKING - CHANGING PERSPECTIVE


BASED ON: https://dschool.stanford.edu/resources-collections/a-virtual-crash-course-in-design-thinking (ACCESSED NOVEMBER 1ST

2017)

STEPS: 1. Interview2. Dig deeper 3. Capture findings 4. Define problem statement 5. Sketch 3-5 solutions 6. Give feedback on sketches 7. Reflect and generate a new solution 8. Build your solution 9. Share your solution and get feedback

YOU WILL NEED A PARTNER A-B

DESIGN THINKING


A INTERVIEWS B

6 MINUTES

EMPATHIZE

DESIGN THINKING


B INTERVIEWS A

6 MINUTES

EMPATHIZE

DESIGN THINKING


A INTERVIEWS B

6 MINUTES

DIG DEEPER

DESIGN THINKING


B INTERVIEWS A

6 MINUTES

DIG DEEPER

DESIGN THINKING


CAPTURE

FINDINGS

USE VERBS

(6 MINUTES)

DEFINE

loading..

DESIGN THINKING


SYNTHESIZE

NEEDS AND

INSIGHTS

6 MINUTES

DEFINE

loading..

DESIGN THINKING


WRITE

YOUR

POV (5 MIN)

DEFINE

loading..

DESIGN THINKING


SKETCH

8 SOLUTIONS

8 MINUTES

DESIGN THINKING


EXCHANGE

SKETCHES

WITH PARTNER

BOUNDARIES OF DESIGN THINKING

MICHAL GROMEK

RESEARCHER ON FINTECH & CROWDFUNDING

#SE.LINKEDIN.COM/IN/MGROMEK

STOCKHOLM

SCHOOL OF ECONOMICS

NLA DESIGN WORKSHOP - NOVEMBER 1ST / 2ND

OFFERS NEW WAYS TO RESOLVE AN OLD PROBLEMS WITH NEW METHODS.

SKYPE vs. Freemium based business model

Telecommunication: Big companies might fail

to see to change the perspective.

From a perspective of a company that owns

landline phones. ”Skype will never be able to

offer free international calls.” It has a market

share of 13% of international calls today.

Freemium business model > marginal costs of

adding a new customer is zero or nearly to

zero.

Great Design is a multi-layered relationship

between human life and its environment.

Naoto Fukusawa

Example:

MailChimp -

Highfive

response

from the

crowd:

Source: Mailchimp.com

ONE PROBLEM AT THE TIME.

DESIGN THINKING MIGHT

RESOLVE ONE QUESTION AT

THE TIME. SOME QUESTIONS

NEED A MULTILAYER DATA

INPUT, WHICH CAN NOT BE

SOLVED BY JUST "DESIGNING"

FOR EXAMPLE: HEALTH CARE

SURGERIES:

REMOVING PATHWAYS. IS AS IMPORTANT AS ADDING

DESIGN THINKING IS NOT

ONLY ABOUT ADDING NEW

PATHWAYS AND CONTENT

BUT ADDITIONALLY ABOUT

TAKING CONTENT AWAY. TO

PROTECT THE ATTENTION OF

THE USER.

CRUCIAL TO MEASURE THE RESULTS FOR EXAMPLE: BALANCED SCORE CARD SYSTEM

DESIGN THINKING


A GIVES FEEDBACK

TO B

WHY? WHY NOT?

WHAT IS GOOD?

WHAT IS NOT?

TEST

DESIGN THINKING


B GIVES FEEDBACK

TO A

WHY? WHY NOT?

WHAT IS GOOD?

WHAT IS NOT?

TEST

DESIGN THINKING


REVISE YOUR SKETCH.

CHOOSE ONE.

6 minutes

ITERATE

DESIGN THINKING


GET FEEDBACK TO

THE FINAL SKETCH

A > B (3 MIN)

ITERATE

DESIGN THINKING


GET FEEDBACK TO

THE FINAL SKETCH

B > A (3 MIN)

ITERATE

DESIGN THINKING


YOUR PROTOTYPE

IN 20 MINUTES

BUILD

DESIGN THINKING


B GIVES A FEEDBACK

ON PROTOTYPE

(5 MINUTES)

DESIGN THINKING


A GIVES B FEEDBACK

ON PROTOTYPE

(5 MINUTES)

DESIGN THINKING


TAKE

A BREAK :)

DESIGN THINKING


DESIGN THINKING


FILL OUT THE FEEDBACK SECTION

AT THE LAST PAGE OF THE

ASSIGNMENT.

(THREE MINUTES)

So now few questions that you can work on in groups:

DESIGN THINKING


PLEASE PREPARE A TWO MINUTE

PRESENTATION TO THE GROUP.

- WHICH PRESENT HAVE YOU

SUGGESTED, WHY?

- HOW WAS THE PROCESS?

- WHAT SURPRISED YOU?


DESIGN THINKING


1. HOW DID ENGAGING IN THIS TASK WITH

A REAL PERSON AND ENGAGING IN REAL

PROTOTYPE CHANGE THE DIRECTION

THAT YOUR PROTOTYPE TOOK?

2. WHAT WOULD YOU LIKE DONE

DIFFERENTLY?

So now few questions that you can work on in groups: (5

MINUTES)

DESIGN THINKING


REVIEW WITH YOUR PARTNER.

AGREE ON ONE CONCLUSION THAT YOU

WOULD LIKE TO PRESENT TO THE GROUP

:)


(5 MINUTES)

DESIGN THINKING


What was it like to show an unfinished

work to another human being?

Time for reflections and discussions,

(2 minutes.)

Discuss with partner:

DESIGN THINKING


1. Be human-centered in the way you work.

2. Prototype everything!

3. Be more collaborative.

4. Have a bias towards ACTION.

YOU HAVE LEARNT TO WORK IN A DIFFERENT

WAY. AS INNOVATION WORKS IN A DIFFERENT

WAY - THAT ONCE YOU GET STUCK YOU HAVE TO

USE DIFFERENT INSTINCTS:

C R A S H C O U R S ED E S I G N T H I N K I N G

S O U R C E : H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E

S O U R C E S / V I R T U A L - C R A S H - C O U R S E - V I D E O

R E D E S I G N T H E G I F T - G I V I N G E X P E R I E N C E F O R Y O U R P A R T N E R . S T A R T B Y G A I N I N G E M P A T H Y : )

01

L E T S S T A R T - N O T E S F R O M Y O U R

F I R S T I N T E R V I E W ( S I X M I N U T E )

T R Y T O F I N D A S M U C H A S P O S S I B L E A B O U T W H A T , W H E N , F O R

W H O M , F O R W H A T O C C A S I O N , W H A T W A S T H E P U R C H A S E

P R O C E S S .


S O U R C E :

H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S / V I R T U A L -

C R A S H - C O U R S E - V I D E O

R E D E S I G N T H E G I F T - G I V I N G E X P E R I E N C E F O R Y O U R P A R T N E R . S T A R T B Y G A I N I N G E M P A T H Y : )

02

D I G D E E P E R - N O T E S F R O M

S E C O N D I N T E R V I E W ( 6 M I N )

P U S H O N T H E E M O T I O N A L S I D E , T H I S I S T H E L A S T T I M E Y O U W I L L

B E A B L E T O S P E A K T O Y O U R F U T U R E C L I E N T D O Y O U R E A L L Y K N O W

E V E R Y T H I N G ?


C A P T U R E F I N D I N G S

03

N E E D S T H A T T H E Y A R E

T R Y I N G T O S O L V E ( 6 M I N )

S O U R C E :

H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S / V I R T U A L -

C R A S H - C O U R S E - V I D E O

U S E V E R B S

O R G A N I S E F R O M T H E M O S T T O L E A S T

I M P O R T A N T ( 2 M I N U T E S )


C A P T U R E F I N D I N G S

04

I N S I G H T S A B O U T Y O U R P A R T N E R F E E L I N G S

T O L E V E R A G E I N Y O U R D E S I G N

S O U R C E : S O U R C E :

H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S /

V I R T U A L - C R A S H - C O U R S E - V I D E O

S Y N T H E S I Z E W H A T Y O U

H A V E H E A R D , W H A T I S T H E

M O S T I M P O R T A N T W H A T I S

T H E L E A S T ?


D E F I N E T H E P R O B L E M S T A T E M E N T

05

S O U R C E :



N E E D S A W A Y T O . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . .

U N E X P E C T E D L Y I N H E R / H I S

W O R L D V I E W ( G I V E

I N S I G H T ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

C R E A T E A

N I C K N A M E F O R

Y O U R P A R T N E R


G E N E R A T E A L T E R N A T I V E S T O T E S T

06

W R I T E Y O U R P R O B L E M

S T A T E M E N T A B O V E

S O U R C E :



E X A M P L E : S P E N D I N G T I M E

W I T H F R I E N D S W H I L E

D O W N L O A D I N G P I E F R O M

T H E I N T E R N E T

W I F I P I E

EXAMPLE


G E N E R A T E A L T E R N A T I V E S T O T E S T ( S E C O N D

P A G E )

06

S O U R C E :




G I V E F E E D B A C K / R E C E I V E F E E D B A C K

I T E R A T E B A S E D O N F E E D B A C K

07

S O U R C E :



R E F L E C T A N D G E N E R A T E A N E W S O L U T I O N

( S K E T C H Y O U R B I G I D E , N O T E D E T A I L S I F

N E C E S S A R Y )


W H A T W O U L D Y O U N E E D F O R A P R O T O T Y P E .

S H A R E Y O U R R E S U L T S A N D G E T F E E D B A C K :

08

B U I L D Y O U R S O L U T I O N ( 2 5 M I N U T E S )

S O U R C E :



B U I L D Y O U R P R O T O T Y P E :

D O N ' T D R A W !


W H A T W O U L D Y O U N E E D F O R A P R O T O T Y P E .

S H A R E Y O U R R E S U L T S A N D G E T F E E D B A C K :

09

S O U R C E :



W H Y H A V E Y O U B U I L D

T H A T ? W H Y D O Y O U T H I N K

T H I S M A K E S S E N S E ?

W H A T W O R K E D +

W H A T C O U L D B E

I M P R O V E D . I N C A S E Y O U

C O U L D D O T H I S E X E R C I S E

A G A I N ?

I D E A S / Q U E S T I O N S

Design Thinking Workshop NLA November 2017

Business

Transcript of Design Thinking Workshop NLA November 2017