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First, Let's Kill All the Designers
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Transcript of First, Let's Kill All the Designers
First, Let’s Kill All the Designers
MICHAEL DILA@michaeldila
Taking innovation from black box to toolbox
WARNING!
OUR PROBLEM
HOW DOES IT SCALE?
A little less conversation, a little more action, please
CONVERSATION IS A TECHNOLOGY
CONVERSATION = SOCIAL THINKING
SOCIAL THINKING
What brought you here?
SOCIAL BUSINESS INNOVATION
What do you want to know?
SOCIAL + BUSINESS = INNOVATION
THE 3 ELEMENTS
INNOVATION
BUSINESS
$ + $ + $ = $
SOCIAL
What do we want from social?
1. CHANGE2. MEANING3. EMPOWERMENT
DANGER!
Is Design Thinking a Conversation?
Too many talking with nothing to say...
SUPERIORITY
3 POISONS
1. MASSIVE CHANGE2. DESIGN THINKING3. LADDER OF MATTERING
MASSIVE CHANGE IT’S NOT ABOUT THE WORLD OF DESIGN. IT’S ABOUT THE DESIGN OF THE WORLD.
DESIGN THINKING HUMAN CENTEREDMINDFUL OF PROCESSPROTOTYPE DRIVEN
LADDER OF MATTERING SHAREHOLDERSCUSTOMERSSOCIETYHUMANITY
A PARADIGM SHIFT
1. CRISIS2. LOSS OF EXPLANATORY POWER3. STUFF STOPS WORKING
3 CONTRIBUTIONS TO THE CONVERSATION
1. INNOVATION HAS PATTERNS2. SHIFT FROM RHETORIC TO TOOLMAKING3. FROM COMPETITION TO INNOVATION
THE UNDERLYING BASIS OF ALL INNOVATION IS A COLLECTION OF PATTERNS
CREATING A NEW LANGUAGE IS ONLY THE BEGINNING. PEOPLE NEED TOOLS THAT HELP THEM WORK TOGETHER TO BUILD WHAT COMES NEXT.
WE NEED TO MOVE AWAY FROM RIVALRY, TOWARDS PROGRESS.
The Master, the Surfer,et le Traceur
PATTERNS
YOGA AS A MODEL OF DISCIPLINE
Discrete patterns (“poses”)Multiple configurations (“styles”)Ladder to Mastery (fitness to Enlightenment)
TOOLS
SURFING AS A MODEL OF PRACTICE
Crew (social unit/”software”)Line Up (ethos)Skis & Sleds (hardware)
DISCIPLINE + PRACTICE = MASTERY
FLOW
PARKOUR AS AN EXEMPLAR
Parkour isn’t about running & climbing.
It is about navigating uncertainty in real-time.
PATTERNS AS TOOLS
BUSINESS MODEL CANVAS
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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DESIGNING FOR GROWTH
3 6 D E S I G N I N G F O R G R O W T H
!e bottom row of our design thinking model (below) shows where each PMA "ts in the process.
6
Conc
ept
Dev
elop
men
t
2
Jour
ney
Map
ping
3Va
lue
Chai
nAn
alys
is5
Brai
nsto
rmin
g
4
Min
dM
appi
ng
7
Assu
mpt
ion
Test
ing
8
Rapi
d Pr
otot
ypin
g
9
Cust
omer
Co
-Cre
atio
n
10
Lear
ning
La
unch
1Visualization
What is? What if? What wows? What works?
DESIGN BRIEFProject Description
Intent / Scope
Exploration Questions
Target Users
Research Plan
Expected Outcomes
Success Metrics
Project Planning
DESIGN CRITERIA
Design Goal
User Perceptions
Physical Attributes
Functional Attributes
Constraints
NAPKIN PITCHCONCEPT NAME
NEED APPROACH
BENEFIT COMPETITION
LEARNING GUIDEStrategic Intent
Remaining Key Assumptions to Be Tested
12345
In-Market Test Plan
Untested Assumptions Success Metrics
12345
Financial Capital to Be Expended
GAMESTORMING
WEAPON OF CHOICE?
THANK YOU