1. A global education design and innovation firm
Quantum Thinking takes a human-centered, design-based approach to
helping institutions innovate and transform teaching and learning

2. Current Market Solutions
POINT SOLUTION SERVICES PRIVATE SECTOR PBR
• Single instance/single • Non-replicable processes
problem intervention
• Expensive macro
• Fails to cure dependent, Design approach with limited
adjacent root cause Thinking sustainable results
• Unique non-replicable
Approach: • “Walk away” no leave-
process behind processes
“Transferrable
• Micro vs. macro Practice” • Limited strategic cultural
change
• Tactical vs. Strategic
• Top down executive level
• Vendor vs. Institution focus
serving
• Transaction vs. investment

3. Complex
Problems
Design
Consulting
Practice
Model
Single Multiple
Discipline Disciplines
Traditional
Consulting
Practice
Model
Simple Focus
Problems

4. Supply Chain Systems

5. Institutional Systems
Anne’s Graphic)

6. Recreate for PESTE
2tor, embanet,
outdourcing
MOOC OER,
digital publishing

7. The PESTE Factor
Political Social Economic
Environmental Technological
• Federal and
state regulatory
• Administration • Workforce
• Faculty
• Staff • Deans 2tor, embanet,
• Students • Provosts outdourcing
MOOC OER,
digital publishing
Recreate for PESTE

8. + =

9. Elements of Quantum Thinking Design Process
“Fuzzy” Front End Front Ended innovation process
Research Qualitative, activity based research
Collaboration Collaborative cross function co-developing w/ end users
Open Teams Embracing open innovation and open co-development
Visualization Visualization and demonstration of early, iterative concepts
Filter Rapid concept mock-up and test drive
Test Fail fast & cheap to bring forward strongest ideas and models
Design Design process collaborative, cross functional execution

10. Elements of Quantum Thinking Design Process
Design Model Approach
Traditional “Big 6” BPR
• Single Discipline • Single discipline, • Interconnected disciplines
• Isolated problem • Executive team • Cross discipline teamwork
• Single solution • Isolated problem • Complex, interdependent,
connected problems

11. Principles
ANALYSIS SYTNTHESIS Explore
Frame CONCEPTS
Real
INSIGHTS 5
4 Frame
SOLUTIONS
Observations
Sense 6
INTENT
Plans
Understand 1 Design
Know
PEOPLE
3
Realize
Know
OFFERINGS
CONTEXT
Abstract
2 7
RESEARCH REALIZATION
Tests

12. Closing the Culture Gap
Institutional BPR Design Thinking
Quantum
Thinking
Approach
100% Reliability 100% Validity

13. QT Core Focus- Design Approach/Research Informed
1. Student success
• Understanding student experiences/gen Y
• Xxxx
2. Education delivery designing new education spaces
• Credentialing
• Developing new economic models around education delivery
3. Redesigning the culture of the institution
• Design Thinking practice management & knowledge transfer
3. Contextual analytics
• Analytics systems design
• Interpretation and action planning
5. Technology 3.0
• Navigating and optimizing the supply chain maze
6. Revenue streams

14. Design Thinking Applied
Design Thinking principles and how it is applied in the QT Practice:
• Design is most often used to describe an object or end result,
• Design in its most effective form is a process, an action, a verb not a
noun
• Not a “thing” but a way
• A protocol for solving problems and discovering new opportunities
• Provides long term results and repeatable processes for culture change
Traditional Design
• „Techniques & Tools‟ “Product vs. Experience”
• Core Processes stay the same Processes as a System-Systems
• Unsustainable results are Different

15. Quantum Thinking‟s Practice is not only about developing a culture of
design thinking. It‟s also about “transformational design”
The concept of ‘transformational design’ is
about developing methods and culture that
ensures all tools, structures, and processes are
optimized for continually meeting the user
communities evolving learning needs and
aspirations”
Not a static engagement
This is a continuous evolving process of designing, shaping and
reiterating to the changing needs of a learning community

17. Questions
• What is the opportunity gap? (product opportunity gap)
o Political, Environment, Social, Technology and Economic factors?
• What‟s missing from current institutional consulting services
landscape? (Bain north texas)
• What institutional change is needed ?
• Does a Design Thinking approach make sense?
• Is Design Thinking a framework that can change institutional culture
• Can this approach be effectively adopted?
• Are the product offerings that provide services/product revenue
contribution as a scalable business?