Heartlight

The Design Leadership Programme gave us the mechanism to refocus our team and develop new application ideas. The brainstorm was the catalyst for this – everyone still refers back to it.” Workshop Participant

“This should be done for a lot of the projects we see.” Penny Attridge – VC Investment Director

“1

Key Points: Divergence & Convergence

Explore the WHAT before the HOW

Exploring the WHAT ensures you focus on the real problem / need

You can diverge fast – it needn’t take much time

Get multifunctional teams to work together through the process

03 Collaborative Systems Thinking

3

Systems thinking

4Model courtesy of Viadynamics

You need to understand the opportunities and challenges in respect of the whole solution space…

Consumers, customers, users Political, regulatory

& environmental

Propositions& brands

Business models

& value drivers

Markets,

channels

& in

termediar

ies

InnovationSpaceTM

Competitors

& competing

technologie

s

Manufacturing &

Supply chain

Pro

duct

, sys

tem

, te

chno

logy

& IP

Systems thinking

5

– Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away?

– Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape?

– Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy?

– Product/supply chain: what is out product system and how do we get it to market?

InnovationSpaceTM

Consumers, customers, users Political, regulatory

& environmental

Propositions& brands

Business models

& value drivers

Markets,

channels

& in

termediar

ies

Competitors

& competing

technologie

s

Manufacturing &

Supply chain

Pro

duct

, sys

tem

, te

chno

logy

& IP

Systems thinking

6

– Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away?

– Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape?

– Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy?

– Product/supply chain: what is out product system and how do we get it to market?

InnovationSpaceTM

Consumers, customers, users Political, regulatory

& environmental

Propositions& brands

Business models

& value drivers

Markets,

channels

& in

termediar

ies

Competitors

& competing

technologie

s

Manufacturing &

Supply chain

Pro

duct

, sys

tem

, te

chno

logy

& IP

Systems thinking

7

– Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away?

– Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape?

– Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy?

– Product/supply chain: what is out product system and how do we get it to market?

InnovationSpaceTM

Consumers, customers, users Political, regulatory

& environmental

Propositions& brands

Business models

& value drivers

Markets,

channels

& in

termediar

ies

Competitors

& competing

technologie

s

Manufacturing &

Supply chain

Pro

duct

, sys

tem

, te

chno

logy

& IP

Systems thinking

8

– Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away?

– Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape?

– Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy?

– Product/supply chain: what is our product system and how do we get it to market?

InnovationSpaceTM

Consumers, customers, users Political, regulatory

& environmental

Propositions& brands

Business models

& value drivers

Markets,

channels

& in

termediar

ies

Competitors

& competing

technologie

s

Manufacturing &

Supply chain

Pro

duct

, sys

tem

, te

chno

logy

& IP

Systems thinking

9

Open Innovation

Key Points: Systems thinking

A solution is only as strong as its weakest link in the system

Consider opportunities and challenges across the system

Identifying constraints can focus and drive creativity

Try to work with multifunctional teams representing the system.

04 Iteration & Experimentation

11

Products

Digital / interactive

Services / environments

Key Points: Iteration & Experimentation

– Fail early to succeed quicker: ‘Smart Failure”

– Fail often – quick, cheap, early, not slow, perfect and late

– Seek perspective – end users and multi-disciplinary team work

– Work in context where possible

05 Use a Common Language

Why visualisation?

17

From the book Total Quality Management, J Oakland, 1989.

How the technology works

18

Information

Business models

Google ‘Business Model Canvas’ for more info.

Storyboarding

21

A vision

Future vision

Navetas

24

Navetas

We thought we would get support developing a prototype” “…but we got something much more valuable – a lot of customer and investor interest for a very small amount of money.”

The design work was instrumental in the team securing £900,000 of seed funding to set up a spin-out company.

25

David Baghurst, Isis Enterprise

Key Points: Common Language

Visualisation can fuel collaboration

Use it to simplify complex things Employ visuals as early

prototypes to gain feedback on ideas

Share your vision through visuals – it can help you win hearts & minds…and sometimes £!!

Summary

27

5 useful principles

People Centred- What are peoples real needs, where is the value?Divergence & Convergence- Diverge fast, explore needs before solutions Collaborative systems thinking - Think and work in systemsIteration & experimentation- Fail fast, test early & often with users (in context)Use a common language- Being visual helps collaboration.

28

Design LeadershipProgramme

29

Design Leadership Programme

Harnessing design to drive growth and improve service efficiency

We work at a senior level with organisations to help them realise the ambitions of the organisation by identifying practical ways that design can deliver tangible long term results.

30

Design Leadership Programme

Start-upsScience & Tech focus

Pre-Start ups(Universities)Science & Tech focus

Public ServicesCivil serviceLocal authoritiesThird sector

31

SMEsManufacturing Service businesses

Programme levels (Universities)

60 min introPraxisUnico FundamentalsOne day courseDesign for Technology Transfer (D4TT)Embed skills in sector6 Month support programmeHands on support - projects32 universities to date

32

Feedback

“Course was excellent and informative…”

“Very good concise course, will recommend to others.”

“Case studies really useful in helping to explain things! And real experience from presenters too.”

6 month support programme Science & Technology 2009 to 2014

Investments of £10K - £25M

New licensees and customers

New routes to market

Well defined products / brands

www.designcouncil.org.uk/leadership

34

ImpactEconomic evaluation of the impact on the businesses… direct return for every £1 spent on design:

35

Feedback

said design was integral or important to their businesses

36

Design Associate Network

A clear and proven processUsing strategic design methods

Helping de-risk projects to ensure they deliver

Introducing innovative ways of workingwithin yourorganisation

Ensuring your investment leaves a lasting legacy, equipping you with design management skills for the future

Helping you find the right design team to deliver returns

Clarifying the scope of the design projects and setting realistic goals

Building capability within your organisation to manage design effectively

Identifying challenges and opportunities where design can make a difference

Bringing a new perspective so you view your business afresh

Total immersionin your business or projects

How we workBuilding awareness and capability….

“The support we received from the Design Council gave us the confidence to apply the same thinking we use in product design to designing the business – develping a concept, testing it with users, refining it and staying flexible enough to keep modifying it as the market develops”

“Introducing a Strategic Design approach is having a significant impact across a growing number of projects and we move forward”Dr George Rice, Tech Transfer Manager, The University of Nottingham

“What we learned continues to benefit the business, it enabled Owlstone to communicate the value and potential of its technology and clarify the best route to market. It reduced risk and accelerated revenue generation, so boosting investors’ confidence.” Billy Boyle, CEO, Owlstone Nanotech

“Design is not just about aesthetics. It’s the creative process within the business. Design is fundamental, creating brands, products and an environment for businesses to move forward” Ed Naylor, Chief Executive, Naylor Industries

Design Leadership Programme More information:

Pauline Shakespere

Contact: leadership@designcouncil.org.uk

Tel: 020 7420 5275

www.designcouncil.org.uk

Thank youwww.designcouncil.org.uk