Design Thinking in a Work Place.

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Design Thinking in a Work Place
MEC
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Contents

• Design Thinking.
• Design Thinking Rules.
• Lean Manufacturing.
• Agile Development Methods.
• Incorporating Lean and Agile.
• Benefits of Design Thinking.
• Case Studies.

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Design Thinking

• Progressive and user-centered.
• Puts humans first and focuses heavily on empathy.
• Will create meaningful user experiences.
• Encourages businesses and organizations to
  consider the real people who use their products
  and services.

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Design Thinking

• Fits into the overall product design process.
• For the user, design thinking means better, more
  useful products that actually improve their
  lives.
• For business, design thinking means happy and
  loyal customers and a healthier bottom line.

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Design Thinking Rules

• The human rule
• - all design activity is social in nature.
• - any social innovation will bring us back
• to the human-centric point of view.
• The ambiguity rule
• - ambiguity is inevitable, cannot remove
• or oversimplify.
• - experiment at the limits of knowledge
• and ability.
• - see things differently.

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Design Thinking Rules

• The redesign rule
• - all design is redesign.
• - technology and social circumstances
• may change and evolve.
• - basic human needs remain unchanged.
• - we only redesign the means of fulfilling
• needs or reaching desired outcomes.

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Design Thinking Rules

• The tangibility rule
• - Make ideas tangible.
• - prototypes make ideas tangible.
• - tangibility helps designers communicate
• ideas more effectively.

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Design Thinking
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Lean Manufacturing

• Two critical factors of Lean Value Added and
  Non-Value Added.
• To identify and eliminate non-value added
  activities.
• To increase operational efficiency.
• Focuses on streamlining design process.
• Minimizes waste and maximizes value.
• Works in conjunction with agile development
  methods.
• Some core tenets include collaboration, gathering
  feedback, decision making and team work.

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Core Lean Tenets

• Cross-functional collaboration between designers,
  engineers, and product managers.
• Gathering feedback quickly and continuously as
  well as ensure constant learning and adaptation.
• Deciding as late as possible and delivering fast,
  less focus on long-term deliverables.
• A strong emphasis on how the team operates as a
  whole.

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Agile Development Methods

• Agile is a software development process that
  works in iterative, incremental cycles known as
  sprints.
• Differs from traditional development methods.
• Agile is flexible and adaptive.

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Agile Principles

• Agile adheres to
• Individuals and interactions over processes and
  tools.
• Working software over comprehensive
  documentation.
• Customer collaboration over contract negotiation.
• Responding to change over following a plan.

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Design Thinking, Lean and Agile

• Design Thinking is how we explore and solve
  problems Lean is our framework for testing our
  beliefs and learning our way to the right
  outcomes Agile is how we adapt to changing
  conditions with software.
• - Jonny Schneider,
• Product Strategy and Design Principal,
• ThoughtWorks.

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Design Thinking, Lean and Agile

• Often seen as three separate approaches.
• Companies and teams ask themselves whether to use
  lean or agile or Design Thinking.
• Can (and should!) be merged for optimal results.
• Design Thinking in a lean, agile environment
  helps create a user-centric and highly efficient
  product development process from a business
  perspective.

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Design Thinking, Lean and Agile

• Each approach has its own modus operandi, there
  is also significant overlap.
• Combining principles from each to keep
  cross-functional teams on the same page.
• Combination keeps designers, developers, product
  managers, and business stakeholders all
  collaborate on one common vision.

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Design Thinking, Lean and Agile

• Design Thinking, lean, and agile together cut out
  unnecessary processes and documentation.
• Leverages the contributions of all key
  stakeholders for continuous delivery.

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Incorporating Lean and Agile to Design Thinking

• Design Thinking, a user-centered, solution-based
  approach to exploring and solving problems.
• Focuses on generating ideas with a specific
  problem in mind.
• Keeps the user at the heart of the process
  throughout.
• Establish and design a suitable solution, then
  start to incorporate lean principles.

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Incorporating Lean and Agile to Design Thinking

• Test ideas, gather quick and ongoing feedback,
  see what works.
• Emphasis on cross-team collaboration and
  overcoming departmental silos.
• Agile ties all work into short sprint cycles.
• Agile allows for adaptability in the face of
  change.

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Incorporating Lean and Agile to Design Thinking

• Agile delivers value to benefit both the end user
  and the business as a whole.
• Products improved and built upon incrementally in
  an agile environment.
• Cross-team collaboration crucial.
• When used as a combination cuts out non-value
  added processes and minimizes documentation.

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Why Design Thinking at Work?

• Designer has a pivotal role in shaping the
  products and experiences that the company puts to
  market.
• Integrating Design Thinking into the process can
  add huge business value.
• Ensures that the products designed are desirable
  for customers, viable in terms of company budget
  and resources.

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Benefits of Design Thinking

• Reduction in time to market
• - In combination with lean and agile to
• reduce the amount of time spent on
• design and development.
• - Emphasis on problem-solving and
• finding viable solutions.
• - User-centric.

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Benefits of Design Thinking

• Cost savings and ROI
• - Getting successful products to market
• faster.
• - Savings in the business money.
• - Significant return on investment.
• Customer retention and loyalty
• - Ensures a user-centric approach.
• - Boosts user engagement and customer
• retention in the long term.

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Benefits of Design Thinking

• Fosters innovation
• - Challenges assumptions, established
• beliefs.
• - Encourages all stakeholders to think
• outside the box.
• - Fosters a culture of innovation, extends
• it well beyond the design team.

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Case Studies
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Case Study 1- Design Thinking in an Eye Hospital

• Executive Aim
• to transform the patient experience from the
  typically grim, anxiety-riddled affair into
  something much more pleasant and personal.
• Action
• implementing Design Thinking and design
  principles into the planning process.

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Case Study 1

• Empathize
• set out to understand their target user first
  ie patients coming to the hospital for
  treatment.
• hospital administrators, staff and doctors
  found that most patients came into hospital with
  the fear of going blind.

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Case Study 1

• Define
• empathize stage revealed the need to
  prioritize fear reduction among patients.
• Problem statement
• Patients coming into our hospital need to feel
  comfortable and at ease.

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Case Study 1

• Ideate
• had a deep understanding of their patients and
  a clear mission statement.
• started to brainstorm potential solutions.
• inspiration from both likely and unlikely
  sources.
• looked to flagship airline and supermarket
  chain to learn about scheduling.
• turned to other medical organizations for
  inspiration on operational excellence.

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Case Study 1

• Prototype
• the team presented the most promising ideas
  they had come up to those in charge of
  care-giving at the hospital.
• teams of care-givers used the insights to
  design informal, small-scale experiments that
  could test a potential solution, and see its
  worthiness for wide-scale adoption.

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Case Study 1

• Test
• ran the experiments to see if they took off.
• transition to formal adoption of ideas tended
  to be more gradual.
• If an idea worked, sooner or later other
  groups would ask if they may also try. best
  ideas spread organically.

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Case Study 1

• Outcome
• able to get to the heart of the users needs
  and find effective solutions to fulfill them.
• improved user experience.
• patient intake rose by 47.
• hospital won several awards for safety,
  quality and design.

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Case Study 2- A Financial Service Provider

• Findings
• an all-time low consumer trust.
• Executive Aim
• re-engage with their target users.
• come up with new ways of building trust.
• Action
• test out a Design Thinking approach.

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Case Study 2

• Empathize
• focused on users, made conscious effort to
  understand user needs first-hand.
• learned that user assumptions were not so
  accurate.
• spoke to them about goals they want to
  achieve, uses do not want to commit to a certain
  goal.
• found users do not know what the goal is.
• users keen to reveal their ideas regarding
• financial planning.

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Case Study 2

• Define
• were able to reframe their mission statement.
• they needed to rebuild consumer trust.
• the way to do this would be to speak to the
  customer in their own language and become a more
  relatable brand.

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Case Study 2

• Ideate and Prototype
• decided to experiment with a completely new
  image.
• team members went out in casual clothing.
• tested some prototypes and homemade posters in
  designated hotspots including a university campus
  and selected railway stations.

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Case Study 2

• Test
• learnt valuable lessons about the users and
  how to communicate with them.
• found that even something as simple as
  dressing more casually helped to reduce the
  negative connotations associated with financial
  services.
• learnt the value of asking open questions
  than trying to sell the prototype.
• Design Thinking taught them to ask questions
  that focus on the users needs.

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Case Study 2

• Outcome
• was a huge learning curve.
• taking time to speak to the users gave them
  the insights needed to redesign their messaging.
• allowed them to start marketing much more
  effectively.
• opened up a new office space in a student
  district.
• put their editorial and social media teams in
  close proximity to their customer base.

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References

• Christian Muller Roterberg, Handbook of Design
  Thinking Tips Tools for How to Design
  Thinking, 2018.
• Your prescribed textbooks.
• https//careerfoundry.com

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