The document describes a 1-day workshop on business design thinking held in Santa Monica, CA on April 25th, 2018. The workshop brought together business people to learn tools and techniques for understanding customers, envisioning future business models, validating assumptions, and pitching new concepts. Attendees engaged in exercises focused on customer needs, designing future states, running experiments, and presenting their ideas to others. The goal was for participants to learn how to apply business design thinking in their own work.

1. “I have been impressed with the
urgency of doing. Knowing is not
enough; we must apply. Being willing
is not enough; we must do.”
- Leonardo Da Vinci
INTRODUCTION TO BUSINESS DESIGN THINKING
25th April 2018, Santa Monica, CA

2. On Wednesday 25th April 2018, against a backdrop of glorious Santa Monica sunshine,
a delightful collection of like-minded business people gathered to experience a 1 day
public Learning Lab from Do Tank – “An introduction to Business Design Thinking”.
Expert Dojo was our amazing host as we took full advantage of their inspiring space.
This Visual Report offers a snapshot of the essence of the day for us to look back on.

3. WE AGREED SOME
RULES &
ROLES

4. CENTRIC THINKING
CUSTOMER
AGREED RULES & ROLES

5. BUSINESS MODEL
IMPACT ON
AGREED RULES & ROLES

6. Reid Hoffman, Founder LinkedIn
IF YOU ARE NOT
EMBARRASED BY YOUR
FIRST PRODUCT, YOU’VE
LAUNCHED TOO LATE
6
AGREED RULES & ROLES

7. BLAH
BLAH
BLAH
www.dotankdo.com
AGREED RULES & ROLES

8. IT TOGETHER
WE ARE IN
AGREED RULES & ROLES

9. AGREED RULES & ROLES

10. WE WILL USE
VISUAL TOOLS
AGREED RULES & ROLES

11. MOVE AT PACE
AGREED RULES & ROLES

12. AGENDA
09:00 Arrivals & Coffee
10:00 Getting Started
10:30 Understanding Our Customers
11:30 Visit the Future & Design Business Model Options
12:30 LUNCH
01:15 Assumption Mapping & Experiment Design
02:00 Marketplace
02:30 Visual Story Building
03:30 Team Pitches
04:00 Bringing it Together
04:30 Hang & Mingle
An introducing to our approach to Business Design Thinking
AGREED RULES & ROLES

13. MARC MCLAUGHLIN
CEO & BUSINESS DESIGNER
Marc is the founder of Do Tank and an true entrepreneur at
heart. He gets excited by big shift thinking and purposeful
transformational change.
He supports organizations by the use of his bold
strategic thinking, creative visual design and
practical implementation skills that are ever
focused on delivering concrete results.
Marc has an impressive ability to confront the norm
and help frame and reduce complexity allowing
organizations to discuss, re-design and determine
the critical few next steps required to drive
strategic change.
With years of experience (dating back to 2001)
with corporates, start-ups, and within a wide
range of industry sectors, he enjoys realizing the
successful impact of mindset shifts and culture
change through the approach that we take.

14. JOSEPH OLIVER
BUSINESS DESIGNER
Joseph is a business designer, overseeing
the West Coast of the U.S. for Do Tank
He is a believer that the biggest threat to innovation is
internal politics and an organizational culture that does
not accept failure and/or doesn’t accept ideas from
outside, and/or cannot change.
He partners with clients, applying user-centric
methodologies and co-creation techniques, helping teams
work together in defining goals, brainstorm around key
insights, then ideate, prototype and test solutions.
With 20 years of international business and product
design experience, Joseph draws from startups that have
been acquired by: Nokia, Adobe, Apple and Virgin, and
roles aboard public-traded design and technology
consultancies, focused on transformative strategies for
Global 2000 clients.
Awards include: 5 Webbys, 2 Technical Emmys, 2016 IF Design Award, 3 Frost &
Sullivan Entrepreneurial Company of the Year, Deloitte Fast 50, Australian Prime
Ministers Business Award for Excellence & 2 CES 2015 “Best in Show” Awards.

15. A massive thank you to these wonderful organizations who helped to make this event
happen, from sponsorship to marketing, attendance and a sprinkling of joy.

16. LET’S
GO!

17. WHO’S AT OUR
TABLE?

18. Every attendee was armed with a single sheet of paper and a sharpie pen and asked to
spend 3 minutes to draw themselves and then share with their new team members.

19. YOURSELF
DRAW 3MINUTES

22. Learning by doing is great. But first taking time to understand who you are working
with, what motivates them, what they like and perhaps what they don’t like.

23. WHY DID WE
DO THAT?

24. WE’VE BEEN VISUALIZING
FOR A WHILE
Visual thinking is a way to organize your thoughts and improve your ability to think
and communicate. It’s a great way to convey complex or potentially confusing
information.
It’s also about using tools to externalize your internal thinking processes, making
them more clear, explicit and actionable.

25. TODAY
YOU’VE QUIT YOUR JOB FOR THE DAY

26. YOU ARE
COPORATE
INNOVATION
TEAMS

29. YOUR
MISSION IS
TO DREAM

31. APPLY
BUSINESS
DESIGN
THINKING

32. DESIGN A
PITCH FOR
INVESTMENT

33. YOU WILL
PITCH TO
THE EXEC
TODAY

34. WHAT IS
BUSINESS
DESIGN
THINKING?

35. DESIGN
THINKING
VISUAL
THINKING
PACE
BUSINESS
RIGOR

36. 1UNDERSTANDING
OUR CUSTOMERS

37. CENTRIC THINKING
CUSTOMER

38. Before jumping to crazy ideas every team was immediately challenged to answer the
question about who their #1 customer is for the team they are now part of. How well
do we really understand our customers? Are we looking to solve a pain and/or are we
looking to help fulfill their dreams? How often do we think about them?

39. CUSTOMER
DRAW YOUR 3MINUTES

40. SOME
VISUAL
TOOLS

41. SEE
SAY
DODO
HEAR
WHO? WHY?
HEAR
EXAMPLE VISUAL TOOL

42. © BUSINESS MODEL FOUNDRY AG
strategyzer.com
PRODUCTS & SERVICES
What are the products and ser-
vices you can offer your customer
so they can get their job done?
JOB-TO-BE-DONE
What is the job the customer
wants to get done in their
work or life??
GAIN CREATORS
What can you offer your customer
to help them achieve their gains?
PAIN RELIEVERS
How can you help your customer
to relieve their pains? What problems
can you eradicate?
GAINS
What would make your customer
happy? What would make their life
and the job-to-be-done easier?
PAINS
What is annoying or troubling your cus-
tomer? What is preventing them from
getting the job done?
VALUE PROPOSITION CANVAS
#1 JTBD?
#1 PAIN?
#1 GAIN?
PRODUCT/
SERVICE
PAIN
RELIEF?
GAIN
CREATOR?
PERSONA
EXAMPLE VISUAL TOOL

43. J
L
NEED
? ? ? ? ?
NEED NEED
NEED
L L
EXAMPLE VISUAL TOOL

44. #1
CUSTOMER

45. For the purposes of this customer mapping exercise we made use of the PERSONA
CANVAS which allows us to not only highlight the Jobs-to-be-done, pains and gains of
the persona but also a view of the world around them.

46. WHO?
TRENDS
NEEDS?
NEEDS?
NEEDS?
TRENDS
OPPORTUNITIES
OPPORTUNITIES
HOPESFEARS
TRENDS
TRENDS
HEADACHES

47. 2VISITING THE
FUTURE AND
DESIGNING
OPTIONS

48. OF THE FUTURE?
VISION

49. UGLY ABOUT TODAY?
WHAT IS GOOD, BAD &

50. Now that the teams had a clean and aligned point of view of their #1 Customer, their
next job was to align on their understanding of how the current state business model
actually works. We used the Business Model Canvas tool to discuss and map this.

51. THE BUSINESS
MODEL CANVAS

52. A BUSINESS MODEL
DESCRIBES THE
RATIONALE
OF HOW AN ORGANIZATION
CREATES, DELIVERS, AND
CAPTURES VALUE

53. CUSTOMER
SEGMENTS
KEY
PARTNERS
COST
STRUCTURE
REVENUE
STREAMS
CHANNELS
CUSTOMER
RELATIONSHIPS
KEY
RESOURCES
VALUE
PROPOSITIONS
KEY
ACTIVITIES

54. DESIRABILITYFEASIBILITY
VIABILITY

55. EXAMPLE

57. VERSION LOOK LIKE?
WHAT DOES YOUR

59. IT’S THE
YEAR 2030

60. DESIGN
CRITERIA?

61. ATTACK
CURRENT STATE
WEAKNESSES
FEEL BOLD
BUT REAL
FEEL DISRUPTIVE TO
THE CURRENT STATE
PUT THE CURRENT
STATE BUSINESS AT
IMMEDIATE RISK
BUILD ON
CURRENT STATESTRENGTHS
STRONG FOCUS ON #1
CUSTOMER SEGMENT’S
PAINS & GAINS
HAVE A 10X
MINDSET
CONSIDER NEW
CUSTOMER
SEGMENTS
CONSIDER NEW
PRODUCTS /
SERVICES

62. With our minds firmly visiting the future the teams ideated by way of some innovation
meditation techniques and flushed out a gallery of ideas and discussed as a team
what to focus their concept on. This thinking was the fuel for the remaining exercises.

63. BOLD STEPS?

64. 64
GRAB A PEN

65. GALLERY OF OPTIONS

67. DO YOU SEE?
WHAT 3MINUTES
VISIT THE FUTURE

69. WELCOME TO THE
BUSINESS MODEL
GENERATION

70. THERE IS
NOT A SINGLE
BUSINESS MODEL
SOLUTION

71. USE THE
BUSINESS MODEL
CANVAS AS A
DESIGN TOOL

72. #1 BIG
CHANGE
#3 BIG
CHANGE
#2 BIG
CHANGE
So what impact does your BIG idea(s) have on your current state business model?
Does it play to your strengths? Does it attack your weaknesses?

79. 3VALIDATING
RISKIEST
ASSUMPTIONS

80. #1 BIG
CHANGE
#3 BIG
CHANGE
#2 BIG
CHANGE
#1 RISK?
#2 RISK?
#3 RISK?
OK we understand how it impacts the current state business model, but where are the
riskiest assumptions? What would make it fail? This is where we need to focus our
validation and testing first.

81. GAMEPLANNING
SOME
EXPERIMENTS

82. 30 DAY
SPRINT

83. Part of the sprinting techniques was a pressure testing experiment to design a 30 day
sprint that is focused on validating the riskiest assumptions that were flushed out in
the analysis of our future state business model design.

84. BUDGET:
$1k
4 People @50%
= 40 days

85. 30 DAY SPRINT
OBJECTIVES
FOR THE
EXPERIMENT
WK1
WK2 WK3
WK4
WHO
WHAT
WHO
WHAT
WHO
WHAT
WHO
WHAT
EXPERIMENT
CHALLENGE
EXPERIMENT
CHALLENGE
EXPERIMENT
CHALLENGE

86. ROADTESTING?

87. THE 10
MINUTE
EXPERIMENT

88. After designing a 30 Day Gameplan, the teams were immediately challenged with
designing a 10 minute experiment (that would be executed in the room using the other
teams) and focused on the same riskiest assumption. What can we learn in 10mins?

89. BUILD.
MEASURE.
LEARN.

90. DESCRIBE THE
HYPOTHESIS OF
THE EXPERIMENT
DESCRIBE THE
SETUP OF THE
EXPERIMENT
CAPTURE THE
RESULTS OF THE
EXPERIMENT
ASSESS THE
RESULTS
RISKIEST ASSUPTION
WHAT BAD LOOKS LIKE
WHAT GOOD LOOKS LIKE
NEXT STEPS…

91. 4MARKETPLACE
TESTING

92. MARKETPLACE

93. Once the 10 minute experiments were designed it was time to actually run them! Each
team left their “best sales person” at the table while the other wandered around to
listen to other teams experiments. This is “getting out of the building”.

98. Once the 10 minute experiments had been conducted each team re-grouped to asses
the “results” of the experiment. Some were “validated”, some were “inconclusive” and
one “failed”. This is real life in action.

99. 5VISUAL STORY
BUILDING

100. So from focusing on their #1 customer, understanding their current state business
model, designing a potential future state business model, running a 10 minute
experiment and assessing the results, it was time for the team to design their “pitch”
using the fundamentals of business design thinking to power the story.

107. 6TEAM PITCHES

108. Each team was given 3 minutes to pitch their new concept and had 2 minutes of
questions and feedback.

110. THE STARBUCKS INNOVATION
TEAM PITCHING

111. THE TESLA INNOVATION
TEAM PITCHING

112. THE FITBIT INNOVATION
TEAM PITCHING

113. THE UBER INNOVATION TEAM
PITCHING

114. THE LEGO INNOVATION TEAM
PITCHING

115. At the end of the pitches we had a quick talk and overview from Brian MacMahon, the
founder of Expert Dojo on what they do and how they are changing the game for early
stage startups. A very inspiring guy!

116. 7BRINGING IT
TOGETHER

117. Our final block of the day was to reflect on what we had learned, and discuss in our
teams how we can actually apply this thinking and these tools tomorrow in our every
day work life. We also walked through some real case studies from Do Tank.

119. Part of our engagement journey with Wrigley was
the joy of helping them bring together 4 corporate
mindsets with the aim of co-creating the “office of
the future” and what value and part they each
played. This was an intensive challenge with the
smashing of 4 very different cultures. This has
resulted in a blossoming relationship between
Wrigley & JLL.
THINKING
AND ACTING
DIFFERENT

120. Josh Kubicki, Chief Strategy Officer for Seyfarth
Shaw LLP, is a man on a mission to further enable
a culture of innovation within a global law firm.
With our help, he has embarked upon building
Business Design thinking tools, skills & process
into the organization at all levels.
DESIGN
AND DOING
IN THE
THINKING
LEGAL WORLD

121. In March of 2018, over 600 people gathered in Atlanta to
explore different types of partnerships that can enable all
of us to “Be The Bridge” and enhance Health & Well-Being
in our communities. Through interactive plenary exercises,
insightful keynotes, panel discussions, stories from
colleagues, breakout sessions, and site visits, we forged
deeper connections with each other and sparked thinking
on how we can increase engagement and outcomes.

122. Part of our growing relationship with MARS was
to support them with an OPEN INNOVATION
CHALLENGE. We helped them engage a local
ecosystem (Chicago) and attract small teams to
a 1 day hackathon event aimed at flushing out
extreme technical ideas to capture more
impulse purchases of their products. This was in
conjunction with 1871 (one of the larget tech
startup accelerators in the World)
THE
INNOVATION
CHALLENGE
OPEN
FOR CPG
HACKATHON

123. The Chicago Mercantile Exchange has existed
since 1898 and even thought it’s an incredibly
successful business it continues to search for new
ways to create, deliver and capture value with
customers. With our help, the CME Group have
been exploring alternative revenues streams and
the impact on their business model, culture and,
planning process using both sprint and prototyping
techniques.
NEW
GROWTH
STREAMS
FINDING

124. THE
LEADER IN
EMPATHETIC
HEALTHCARE
In 2015, enter the new CMO of the American
Hospital Association and President of the
HRET. Jay Bhatt’s main challenge? Culture
change. With our help Jay crafted a new vision
for HRET with the customer firmly in the
middle and complemented by his team. This is
a journey, but a journey that requires focus,
discipline and a will to make it happen within a
complex space

125. (INTRO)
TODAY WAS AN

126. SO WHAT ABOUT YOUR
KEY TAKEAWAYS?

127. 183

129. if you can
dream it
you can
do it