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Suzi Sosa
Design Thinking for Social Innovation            Associate Director
                                                       RGK Center
A Systematic Approach to           The University of Texas at Austin
Generating Ideas with Impact          suzi.sosa@austin.utexas.edu
                                             www.dellchallenge.org
An Historical Bifurcation


       Mission              Money
Organizational Consequences


      Mission                 Money


     Government


       NGO                    Business


        CBO
Early Crossovers


         Mission                        Money
                   Pub/Private
                   Partnerships
   Government

                                  CSR
     NGO                                        Business

                     Cooperatives
      CBO

                   NGO w Earned
                     Income
Disappointing Results

Failures:
NGOs         -> Few mission-based solutions able to scale
Business     -> Few business CSR programs with meaningful impact
All          -> Lack of dynamic social innovation


Consequences:
• Social problems fundamentally unsolved
• Disenchantment with “pure” business, “pure” NGO, and “pure”
  government
A Spectrum Emerges


For Profit                                             Non-Profit
                  Business                   NGO
 Traditional                                             Traditional
                  with Social   Hybrid   with Earned
  Business                                                  NGO
                    Impact                 Income


 Financial Sustainability


                                                       Social Impact
Best of Both Worlds

        Mission                      Money
      • social commitment         • focused objective
      • distributive (selfless)   • operational efficiency
        nature
                                  • access to capital
      • inspire others
                                  • easier to scale
      • collaborative
                                  • more innovation/risk-
      • inclusive                   taking
                                  • leverage the
                                    market/consumers
Social Entrepreneurship

1. Innovative idea = significant social
   impacts
2. Financially sustainable business model
   (& efficient use of resources)

3. Replicable & scalable
Why innovation?
What is Innovation?



               Innovation                  Value
“Innovation is the specific instrument of entrepreneurship. It is the act
that endows resources with a new capacity to create wealth.”
                                                             - Peter Drucker

               Private Sector : Value = Money
               Social Sector : Value = Social Impact
Innovation & Value

An innovation creates a significant increase in the marginal delivery of value
with regard to a persistent social problem


                                                          New
                                                                       New
                                                         Impact
                                                                      Impact



                                       Social Impact     Current     Current
                                                         Impact      Impact




                                                       Improvement   Innovation
How do you find value?
Creating Value


Capturing Opportunity


    New Insights


Deeper Understanding


         ?
What is Design Thinking?
What is Design Thinking?
Design for Innovation




         create          make
        choices         choices
                                     INNOVATION!




 Idea generation         Synthesis
The Innovation Cycle



                     Ideation




       Inspiration


                        Iteration   Implementation
The Design Process


Inspiration         Ideation               Iteration        Implementation

LISTENING          ANALYZING         PROTOTYPING
DREAMING            THINKING        EXPERIMENTING




       create           make
                                                       INNOVATION!
      choices          choices


 idea generation               synthesis
Key Traits of the Approach

           • Deploys both right-brain and left-brain strategies

           • Iterative, experimental

           • Interactive, collaborative

           • Interdisciplinary

           • Challenges assumptions by suspending beliefs.

           • Observes the problem with a beginner’s mindset.

           • Assumes nothing.
Find the Core of the Problem




It’s not just to find answers but to make sure that you are asking
the right questions.
Decon/Recon-Struction
Scotia-Glenville Traveling Children’s Museum
The Innovation Cycle



                     Ideation




       Inspiration


                        Iteration   Implementation
Two Key Questions:
Who is the person you are trying to serve?
What is the problem you are trying to solve?

Start with the person (that will lead you to the problem)
Phase 1: Inspiration




Listening
   &
Dreaming
Listening: Who Are They Anyway?
 The most meaningful social innovations come from deep and precise
   understanding of the circumstances and needs of the client.



 Two Types of Listening
 1 : Direct Source (external)
 2 : Empathy-based (internal)
Listening Techniques
 Individual interviews (5 why’s, think aloud, show me)

 Group interviews

 In context immersion (work alongside, home-stay, re-creation)

 Self-documentation (photos, videos, drawings)

 Community-driven discovery (engage community in research)

 Expert interviews




                                              IDEO
                                          Method Cards
Personal Interviews
Group Interviews
•   HUMAN
    CENTERED
    DESIGN
•   ETHNOGRAPHY
Empathy (Another Type of Listening)

TECHNIQUES
 • Empathy Map
 • Storytelling
A Day in the Life


Have you lived a day
in the life of your
client?
Empathy Map
Empathy Map
Storytelling
Dreaming
Dreaming, too

  Journaling

  Drawing

  Building

  Exercise

  Music
Observation   Empathy   Insight
Creating Value


Capturing Opportunity


    New Insights


Deeper Understanding


         ?
The Innovation Cycle



                     Ideation




       Inspiration


                        Iteration   Implementation
Phase 2: Ideation
Seeing Patterns
Ideation Process

Goal: Identify Potential Opportunities

• Extract Key Insights (few and powerful)

• Organize Ideas (by level or magnitude)

• Find Themes (linkages)

• Create Frameworks
 (visual representation of the system)
Frameworks




TIP: Push them to
extremes to find insights
Mind Maps
Creating Value


Capturing Opportunity


    New Insights


Deeper Understanding


         ?
The Innovation Cycle



                     Ideation




       Inspiration


                        Iteration   Implementation
Modern Prototyping : The Miracle Brace




                                         1:25
Prototyping for Services




The Pilot Project
The Innovation Cycle



                     Ideation




       Inspiration


                        Iteration   Implementation
Creating Value


Capturing Opportunity


    New Insights


Deeper Understanding


         ?
Why is design thinking important
 for social entrepreneurship?
Reduces Risk

• Unlike traditional businesses, social enterprises often cannot “afford”
  to push a partially-developed product or service and wait for market
  feedback

  • costs may be too high
  • potential negative social
      impacts may be too large




Design thinking improves the quality of a product or
service from the start.
A Fresh Look

 Social problems are extremely complex and many of them are
 affiliated with a lot of “baggage” about how they ought to be
 solved.

 Design thinking allows entrepreneur to shed much (or all) of that
 baggage, leading to an innovation.
Innovate Everything

 Social problems are extremely entrenched and require new,
 innovative methods to solve them in financially sustainable ways.
 Require innovation not just in the product or service but also often in
 the delivery, financial model, partnerships, etc.
Doing the Impossible

Designers have a lot of places to hide
behind, a lot of excuses.
“The client made me do this.” “The
city made me do this.”
I don’t believe that anymore.

“In the end, you have to rise
above them. You have to say
you solved all that.”

Frank Gehry | Architect




                                         WALT DISNEY CONCERT HALL | LOS ANGELES
Summary: the Path to Innovation

Innovation Comes From:
• challenging or abandoning previously held assumptions;
• uncovering hidden truths;
• discovering opportunities for significant improvement;
• vigorous disassembly followed by methodical reassembly incorporating
  new information;

• an iterative, ongoing process that takes nothing for granted and
  is obsessive in its pursuit of perfection.
Suzi Sosa
Design Thinking for Social Innovation            Associate Director
                                                       RGK Center
A Systematic Approach to           The University of Texas at Austin
Generating Ideas with Impact          suzi.sosa@austin.utexas.edu
                                             www.dellchallenge.org

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Design Thinking for Social Innovation

  • 1. Suzi Sosa Design Thinking for Social Innovation Associate Director RGK Center A Systematic Approach to The University of Texas at Austin Generating Ideas with Impact suzi.sosa@austin.utexas.edu www.dellchallenge.org
  • 3. Organizational Consequences Mission Money Government NGO Business CBO
  • 4. Early Crossovers Mission Money Pub/Private Partnerships Government CSR NGO Business Cooperatives CBO NGO w Earned Income
  • 5. Disappointing Results Failures: NGOs -> Few mission-based solutions able to scale Business -> Few business CSR programs with meaningful impact All -> Lack of dynamic social innovation Consequences: • Social problems fundamentally unsolved • Disenchantment with “pure” business, “pure” NGO, and “pure” government
  • 6. A Spectrum Emerges For Profit Non-Profit Business NGO Traditional Traditional with Social Hybrid with Earned Business NGO Impact Income Financial Sustainability Social Impact
  • 7. Best of Both Worlds Mission Money • social commitment • focused objective • distributive (selfless) • operational efficiency nature • access to capital • inspire others • easier to scale • collaborative • more innovation/risk- • inclusive taking • leverage the market/consumers
  • 8. Social Entrepreneurship 1. Innovative idea = significant social impacts 2. Financially sustainable business model (& efficient use of resources) 3. Replicable & scalable
  • 9.
  • 10.
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  • 22. What is Innovation? Innovation Value “Innovation is the specific instrument of entrepreneurship. It is the act that endows resources with a new capacity to create wealth.” - Peter Drucker Private Sector : Value = Money Social Sector : Value = Social Impact
  • 23. Innovation & Value An innovation creates a significant increase in the marginal delivery of value with regard to a persistent social problem New New Impact Impact Social Impact Current Current Impact Impact Improvement Innovation
  • 24. How do you find value?
  • 25. Creating Value Capturing Opportunity New Insights Deeper Understanding ?
  • 26. What is Design Thinking?
  • 27. What is Design Thinking?
  • 28. Design for Innovation create make choices choices INNOVATION! Idea generation Synthesis
  • 29. The Innovation Cycle Ideation Inspiration Iteration Implementation
  • 30. The Design Process Inspiration Ideation Iteration Implementation LISTENING ANALYZING PROTOTYPING DREAMING THINKING EXPERIMENTING create make INNOVATION! choices choices idea generation synthesis
  • 31. Key Traits of the Approach • Deploys both right-brain and left-brain strategies • Iterative, experimental • Interactive, collaborative • Interdisciplinary • Challenges assumptions by suspending beliefs. • Observes the problem with a beginner’s mindset. • Assumes nothing.
  • 32. Find the Core of the Problem It’s not just to find answers but to make sure that you are asking the right questions.
  • 33.
  • 36. The Innovation Cycle Ideation Inspiration Iteration Implementation
  • 37. Two Key Questions: Who is the person you are trying to serve? What is the problem you are trying to solve? Start with the person (that will lead you to the problem)
  • 39. Listening: Who Are They Anyway? The most meaningful social innovations come from deep and precise understanding of the circumstances and needs of the client. Two Types of Listening 1 : Direct Source (external) 2 : Empathy-based (internal)
  • 40. Listening Techniques Individual interviews (5 why’s, think aloud, show me) Group interviews In context immersion (work alongside, home-stay, re-creation) Self-documentation (photos, videos, drawings) Community-driven discovery (engage community in research) Expert interviews IDEO Method Cards
  • 41.
  • 44.
  • 45.
  • 46.
  • 47. HUMAN CENTERED DESIGN • ETHNOGRAPHY
  • 48.
  • 49. Empathy (Another Type of Listening) TECHNIQUES • Empathy Map • Storytelling
  • 50. A Day in the Life Have you lived a day in the life of your client?
  • 55. Dreaming, too Journaling Drawing Building Exercise Music
  • 56. Observation Empathy Insight
  • 57. Creating Value Capturing Opportunity New Insights Deeper Understanding ?
  • 58. The Innovation Cycle Ideation Inspiration Iteration Implementation
  • 61. Ideation Process Goal: Identify Potential Opportunities • Extract Key Insights (few and powerful) • Organize Ideas (by level or magnitude) • Find Themes (linkages) • Create Frameworks (visual representation of the system)
  • 62. Frameworks TIP: Push them to extremes to find insights
  • 64. Creating Value Capturing Opportunity New Insights Deeper Understanding ?
  • 65. The Innovation Cycle Ideation Inspiration Iteration Implementation
  • 66.
  • 67.
  • 68. Modern Prototyping : The Miracle Brace 1:25
  • 70. The Innovation Cycle Ideation Inspiration Iteration Implementation
  • 71. Creating Value Capturing Opportunity New Insights Deeper Understanding ?
  • 72. Why is design thinking important for social entrepreneurship?
  • 73. Reduces Risk • Unlike traditional businesses, social enterprises often cannot “afford” to push a partially-developed product or service and wait for market feedback • costs may be too high • potential negative social impacts may be too large Design thinking improves the quality of a product or service from the start.
  • 74. A Fresh Look Social problems are extremely complex and many of them are affiliated with a lot of “baggage” about how they ought to be solved. Design thinking allows entrepreneur to shed much (or all) of that baggage, leading to an innovation.
  • 75.
  • 76. Innovate Everything Social problems are extremely entrenched and require new, innovative methods to solve them in financially sustainable ways. Require innovation not just in the product or service but also often in the delivery, financial model, partnerships, etc.
  • 77.
  • 78. Doing the Impossible Designers have a lot of places to hide behind, a lot of excuses. “The client made me do this.” “The city made me do this.” I don’t believe that anymore. “In the end, you have to rise above them. You have to say you solved all that.” Frank Gehry | Architect WALT DISNEY CONCERT HALL | LOS ANGELES
  • 79. Summary: the Path to Innovation Innovation Comes From: • challenging or abandoning previously held assumptions; • uncovering hidden truths; • discovering opportunities for significant improvement; • vigorous disassembly followed by methodical reassembly incorporating new information; • an iterative, ongoing process that takes nothing for granted and is obsessive in its pursuit of perfection.
  • 80. Suzi Sosa Design Thinking for Social Innovation Associate Director RGK Center A Systematic Approach to The University of Texas at Austin Generating Ideas with Impact suzi.sosa@austin.utexas.edu www.dellchallenge.org