Design Thinking in the Product Development Process - Product tank oxford
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This document provides an overview of design thinking and its role in the product development process. It discusses the key aspects of design thinking, including the double diamond model and 5-step process of empathize, define, ideate, prototype, and test. Additionally, it compares design thinking to other approaches like kaizen, discusses how to apply techniques like divergent/convergent thinking. The document also provides examples of how design thinking has benefited companies and encourages readers to start incorporating its principles into their own work.
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Design Thinking in the Product Development Process - Product tank oxford
- 1. Design Thinking in the Product Development Process AJ : @world_reloader Alvaro: @AlvaroR156
- 3. ○ Substitute something ○ Combine something ○ Adapt it ○ Modify it ○ Put it to another use ○ Eliminate something ○ Reverse it.
- 4. Using SCAMPER with: Dog training service Substitute: Substitute dogs for cats. Combine: Combine training with pet hotel. Adapt: Making video documentaries of the training for subscribers. Modify: Group lessons to make it more affordable. Put it to another use: Dog owners parties or other socialising events. Eliminate: The trainer. Use an app and videos etc to help owners do the training. Reverse: Dogs training owners!
- 5. Your turn. Existing service: Delivering fast food. 1. Choose a technique from SCAMPER. 2. Apply it to the service to create a new one. 3. EG: Reverse it: Delivering slow food. High quality home-made food that most people would not cook.
- 6. Delivering fast food ○ Substitute something ○ Combine something ○ Adapt it ○ Modify it ○ Put it to another use ○ Eliminate something ○ Reverse it.
- 7. Using SCAMPER with: Delivery fast food Substitute: Delivery fast ingredients. Combine: Delivery fast food and entertainment. Adapt: Cooking lessons. Modify: Your neighbour also need to order from the same place. Put it to another use: Use drivers and bike to have a courier service. Eliminate: The delivery. Collection only. Reverse: Delivery slow food!
- 9. Design Thinking Oxford Meetup: DesignThinkingOxford.org.uk
- 10. What is Design Thinking?
- 11. A process to gather insight and turn it into innovative products and services
- 12. The 5 Step Process
- 15. Together Problem space Empathise Define Ideate Prototyp e Solution space Test
- 18. Why Design Thinking works
- 19. Design Thinking vs Kaizen
- 21. Convergent mindset Producing a single best solution for a problem. ➔ Algorithmic thinking ➔ Risk assessment ➔ Framing ➔ Facts Divergent mindset Exploring the problem and producing a variety of ideas for the solution. ➔ Reflective thinking ➔ Ambiguity tolerance ➔ Re-Framing ➔ Questions
- 22. Lateral Thinking vs Logical Thinking 1 2 3 A C B F 4 Correct at every step It is OK not to be correct G H D E
- 23. Divergent vs Convergent Thinking
- 24. Divergent vs Convergent Thinking
- 25. Divergent vs Convergent Thinking
- 26. Structure in the world, freedom in the mind.
- 27. “In theory, theory and practice are the same. In practice, they are not.“ Attributed to Albert Einstein (probably incorrectly)
- 28. Quick activity: Five “why?”
- 29. ➔ What do you like about your car? ◆ It is reliable. ➔ Why do you like a car to be reliable? ◆ I don’t want the anxiety of breaking down. ➔ Why you don’t want your car to break down? ◆ Because I can’t pay unexpected garage bills. ➔ Why can’t you pay for bills? ◆ I don’t have savings. ➔ Why you don’t have savings? ◆ Because I don’t get paid enough. ➔ Why you don’t get paid enough? ◆ Because I have a junior position.
- 30. What do you most like doing in your spare time?
- 31. What do you most like about your job?
- 32. The benefits of Design Thinking in numbers
- 33. IBM-Forrester study: ➔ROI of 301% ➔Halved time-to-market ➔75% cut on design time ➔33% cut on dev and QA time Google: ibm forrester design thinking URL: https://ibm.co/2UTjri4
- 35. Incorporate Design Thinking into your day to day
- 36. The 5 Step Process
- 37. 1 Empathise (research the problem)
- 40. Methods User research. Jobs to be Done. Extreme users. Gather the knowledge in your organisation. Ask the experts. Quick workshops to explore the problem space.
- 41. Easy start: available data ➔ Support queries, customer forums, complain tickets, social media, … ➔ Call your own support centre. How does it feel? ➔ Shadow your colleagues when they go out to see customers. ➔ Spy your audience: hang out in the places where you can observe them. ➔ Interview a handful of people from your audience at events or similar. Try to answer these questions: 1. What are the jobs that customers are trying to do? 2. What are their main pain points? 3. What gains are they looking for?
- 43. 2 Define (select a problem)
- 46. Methods Affinity maps. Boat exercise. User journey maps. Align expected outcomes for business with user needs.
- 48. Easy start: Simpler User Journey Map
- 49. 3 Ideate (look for a solution)
- 52. Methods We want quantity, not quality. Crazy 8s, SCAMPER, Reversals, Analogies, Role play, Diagrams, ...
- 53. Easy start: Dot voting
- 55. 4 Prototype (give shape to your solution) 5 Test (what works and what does not)
- 59. Simone Giertz When I build something, there isn’t necessarily an end goal. I have an idea of how I want a thing to work, but if it doesn’t work that way, I can always adapt the story.
- 60. Quick activity: Making connections
- 61. Relationship between words How can these be connected? ➔ Spices ➔ Boat ➔ City E.g.: A spices shop in a boat house in the city. E.g.: A restaurant in a city that resembles a boat used in the 16th century to carry spices from Asia.
- 62. Your turn: How can these words be connected? ➔House ➔Teens ➔Techno music
- 63. Teens learning to create techno music in their houses to with the help of parents. Teens making techno music versions of old popular songs to entertain guests in old people’s homes. A techno music “festival” for teens connected via video call so they can attend the “festival” from their homes.
- 64. Design Thinking in the real world: A few problems
- 65. 1. Fear of failure 2. Unfamiliarity with process 3. Lack of social trust between members Barriers to implementing Design Thinking:
- 66. Barriers to doing user research ➔ No access to users. ➔ No budget.
- 68. Start using Design Thinking today
- 71. You are our user! Please give us your feedback. http://bit.ly/2OQ9a2e
Hinweis der Redaktion
- Our aim is to inspire you. Bring pasion. Secrets and what makes dt work
- Generate ideas
- Technique. Used to generate ideas. Use to expand and grow the business in new ways. Ideas need to be just that, ideas, there are not bad ideas.
- Time boxed. Only a few.
- Design thinking is about sharing. It is about to overcome fighting the fear of failure
- Technique. Used to generate ideas. Not all techniques apply the same way.
- AJ: I have been helping to develop digital products in one way or another for the past 2 decades. I am now working as User Researcher at UserZoom in London. Alvaro: I have moved in my career laterally looking for the why. I am now working at Innovyze.
- Every last thursday of every month, following a theme. Current Theme is Suistanability.
- Definition and history. We are talking about a process with Design thinking is a process that gives you structure when you are looking to solve big and complex problems. There are many definitions and an infinity number of implementations This one is from IDEO, the ones that came up with the name.
- Provide structure, not only creativity. A characteristic of Design Thinking is that it introduces structure into the process of innovation There is iteration build inside each of this steps and between them. There are two key areas where this steps are grouped. Definition and execution, Learn and Create.
- More of a theoretical model, but it helps to visualise what should happen during the process. You have the learning phase, or problem space, and the creation phase, or solution space. In both phases, you have to first diverge, to explore, and then converge into a problem and solution Direction of the study. Need to work backwards from the solution to the problem. The more that you do diverge thinking, the more that you increase the your confidence that you are solving the right problem.
- This is a quick slide just to support the previous double diamond slide. It is a balance between the two areas. Problem and Solution.
- Empathising (researching) + Defining the problem, are part of the problem space, or the learning phase. Ideation, prototyping and testing are part of the solution space, or the creation phase.
- Lean method. The process is not new. You are using the same lean process and it is more or less the same. Also it use similar concepts and steps, we are going to see the main differences.
- We recommend this book. From the Director of IDEO agency. 1980 IDEO. It helped to develop large companies like Nike, Apple, IBM.
- The process is not original. It is different in the way that you adopt that process. Main characteristic of DT.
- Make marginal changes to improve the system, but you will not get new things.If you focus on improving what you currently have, it will not give you innovation.
- Use both, they are not exclusive
- Divergent thinking, exploring and asking questions. Marketing and design. Convergent thinking, arriving to a solution, based on fact. Engineer are example. Most of the companies are composed of convergent thinking people as what it is being value are results.
- Our brain is designed for vertical thinking. It creates patterns with every new piece of information. In fact, information, for our brain, is just patterns. So it is hard for us not to follow the logical path, the way that we learned to do something. You have to use special techniques in order to do be able to do it. Steps but explore the unknown. Logical thinking is making sure that you are correct at every step. Lateral thinking allow you to be wrong and get to a conclusion
- Design Sprint steps and guidance. Brainstorming only a few people participate. Design Thinking needs organisation and structure. Traditional Brainstorming is a good example of lack of structure. Structure allows everyone to have a say. Structure allows participants to be in the right frame of mind.
- Design Thinking is not about having big ideas and working on them in minute detail for months or years on your own. In DT you need to get out of the building and meet your audience, then collaborate with colleagues to analyse your insight, work on prototypes and got out of the building again to test them. Design thinking is a hands-on practise and a collaborative one.
- It is another exercise. Asking why like a 3 years old. To get to the bottom of what do you want to know. You may have used this to solve problems, but today we are going to show you that it can also be used to know more from your user, and get valuable insights. Diverge exercise
- Five why to solve problems or to get insights from your user.
- Ask the person besides you this question: what do you most like doing in your spare time? Ask why after that as many times as necessary until you think you can ask it no more. Compare the first answer you had with the last one.
- Ask the person besides you this question: what do you most like doing in your spare time? Ask why after that as many times as necessary until you think you can ask it no more. Compare the first answer you had with the last one. The type of question that you ask will provide insights about the persona or the problem. You may need to stop earlier,
- Research to measure the benefits of Design Thinking. Complex relationship in a project.
- Forbes, median ROI 219% on a number of projects examined. How will you measure success in your company Case study with many clients. This is a referent a current one
- Automation is forecasted to take 20% of current jobs by 2030. 800 million job positions worldwide will be gone. (McKinsey Global Institute ) Creativity and innovation are one of the things that machines cannot do... yet. Innovation, make your users look smart.
- Implement Design Thinking Tomorrow to avoid
- Provide structure, not only creativity. A characteristic of Design Thinking is that it introduces structure into the process of innovation
- First step to explore Active listening. The goal is to find the trigger of the problem. Connect with the user and make them more relatable. The problem is not the content that you find but making others in your organisation to consume it. I think we should mention here that many teams jump straight into solutionasing. We have to explore the problem first.
- Provide structure, not only creativity. A characteristic of Design Thinking is that it introduces structure into the process of innovation
- We diverge. We want quantity, not quality. We need to explore paths and problems that are not obvious. Step that it is usually missed, or not broad enough. Exploration is not a waste of time. It is part of the process. Like hunting.
- Discovery research: interviews, contextual observation, diary studies, surveys but also data already in the business: support queries, knowledge from AMs, Sales, etc It is important that the workshops are done with people from multiple teams. Turn problems into questions, e.g.: Our customers do not want to go digital > How might we help our customers to go digital? User personas as part of the techniques.
- The point here is to get data already available or that it is easy to get But be sure to try to answer those questions: gains, pains and jobs to be done Support queries, customer forums, complain tickets, social media, … Call your own support centre. How does it feel? Shadow your colleagues when they go out to see customers. Spy your audience: hang out in the places where you can observe them. Interview a handful of people from your audience at events or similar. Try to answer these questions: What are the jobs that customers are trying to do? What are their main pain points? What gains are they looking for?
- Theory and practice about expanding the way of thinking
- Provide structure, not only creativity. A characteristic of Design Thinking is that it introduces structure into the process of innovation
- We now have a large set of problems and interesting information. We need to converge into one problem or problems that we will tackle later.
- Here we are trying to synthesize: to see the forest where we saw only trees. At this step we need to start to take into account both needs of business and needs of users.
- Create a simple map to help you understand the journey from the point of view of the user. Use assumptions when no data is available, but be aware of it.
- Create a simple map to help you understand the journey from the point of view of the user. Use assumptions when no data is available, but be aware of it.
- Provide structure, not only creativity. A characteristic of Design Thinking is that it introduces structure into the process of innovation Highest fear of failure
- We diverge again. Like we did for the problem space, we are interested in quantity at this step, not quality. We want to explore solutions, without getting into any detail or whether they are viable. Type of risk is ambiguity. When the outcomes are unknown. Wicked problems. It refers to an idea or problem that can not be fixed, where there is no single solution
- Again we need to stop the urge to select one solution that looks obvious. SCAMPER: Decision making people are against this step because they want to focus and feel that this exploration is a waste of time. The more that you explore, the less chance that you to miss an opportunity when you select the solution
- Once an idea is selected
- 150 design thinking methods - a reference book
- Provide structure, not only creativity. A characteristic of Design Thinking is that it introduces structure into the process of innovation
- Now we converge again. We try to find a solution that is good for users and for the business. We work iteratively prototyping and testing in a collaborative way.
- Prototyping is NOT about quality. A prototype in DT is not a model. Very minimum required for learning, nothing else.
- Technique goal is to generated ideas
- Some of the known one. People don’t want to fail, or companies don’t make failure part of the process Practise! Start with small group, gather feedback, improve Need to get well with each other. Need to see the benefits from day one, and make it fun. Allow people to share not good ideas.
- Gather insight in-house (support tickets, AMs, sales, …) Take any opportunities to talk to users (events, shadowing other teams, …) There are very cheap tools out there to do remote research. Generally speaking, businesses have the budget, you need to convince decision makers of value. Structure! Doesn’t make sense to have decision just by one. Challenge senior people to support with. Highest paid person in the office Jared Spool is of the opinion that is better not to fight against organisations that do not see the value of UX and collaboration.
- Another book, on similar lines as the Lateral Thinking one by De Bono, but more of a reference for creative excercises to do in workshops, mainly at the ideation stage, but also for the states of discovery and defining the problem.
- Reminder that it is easy to do and they should be able to go back to the office and do it. It is a range, not a
- Exciting and Enjoyable