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Design thinking vs Lean start-up

Design thinking vs Lean start-up

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My deck for a talk I gave at the Design Thinking for Digital Transformation event at Warwick Business School at The Shard, 10 September 2018

My deck for a talk I gave at the Design Thinking for Digital Transformation event at Warwick Business School at The Shard, 10 September 2018

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Design thinking vs Lean start-up

  1. 1. Design thinking and Lean start-up 10 September 2018
  2. 2. My journey Mechanical Engineering Industrial design Product strategy Forecasting
  3. 3. Shifts Software/servicesHardware
  4. 4. Shifts Software/services Innovation Hardware Design
  5. 5. Shifts Software/services Innovation Lean start-up Hardware Design Design thinking
  6. 6. Cultural Business Technology
  7. 7. Meaning Growth Usability
  8. 8. Upstream Organisation and culture Tools and processes Capability development Design research Market analysis Industry foresight Vision and values Proposition and concept design Portfolio planning Opportunity scoping Strategy development Innovation management
  9. 9. Headline 30pt ‘You can use an eraser on the drafting table or a sledge hammer on the construction site.’ Frank Lloyd Wright
  10. 10. Mobility Tech
  11. 11. Intro Design thinking vs Lean start-up Blended approach
  12. 12. Wicked problems / user-driven / inter-disciplinary iterative / prototyping / failing early
  13. 13. Evangelists Roger Martin A way of thinking Tim Brown Designer’s sensibility and methods
  14. 14. A fluffy concept
  15. 15. Confused distinction Design thinking Design doing
  16. 16. Confused distinction Design thinking Design doing 2008
  17. 17. Confused distinction Design thinking Design doing 2009
  18. 18. New story, old process Design thinking = Design process ‘design thinking is a new story, not a new process.’ Bill Moggridge, Designerly Thinking: In conversation with Bill Moggridge, NESTA, 12 June 2007
  19. 19. Roger Martin Analytical thinking Intuitive thinking 50/50 mix ‘The most successful companies in the years to come will balance analytical mastery and intuitive originality in a dynamic interplay.’ Roger Martin, ‘The Design of business’, 2009
  20. 20. Analytical Intuitive Balanced left and right brain thinking
  21. 21. Headline 30pt
  22. 22. Designers’ brain
  23. 23. Designers tend lack analytical rigour
  24. 24. An ill-defined process Roger Martin A way of thinking Tim Brown Design for non-designers or Designers tacking bigger problems
  25. 25. Headline 30pt ‘Design thinking is a nonsensical phrase that deserves to die’ Don Norman, ‘The Research-Practice Gulf’, Design Research Conference, 11 May 2010
  26. 26. ‘Design Thinking is a failed experiment ... The success rate for design thinking processes was very low’ Bruce Nussbaum, former assistant managing editor, BusinessWeek in Fastcodesign.com, June 2011
  27. 27. The Big Re-Think ‘Business leaders are casting around for new ideas... ...design thinking is offering itself up as one of the new ideas’ Vijay V Vaitheeswaran, ‘The Big Re-Think: redesigning business summit’, 11-12 March 2010 Vijay V Vaitheeswaran, Global Correspondent, The Economist
  28. 28. Headline 30pt 1997–2011
  29. 29. Headline 30pt WEF 2007–2017
  30. 30. The power of a fluffy idea
  31. 31. Design Strategy
  32. 32. Rise of the CDOs Jonathan IveErnesto QuinterosEric QuintSean CarneyPeter Schreyer Mauro Porcini 2006 11 12 13 14 15
  33. 33. Designer founders Bachelor of Fine Arts in industrial design Dual degree of Graphic Design and Industrial Design at RISD. Nathan BlecharczykBrian Chesky Trained as an Architect, then worked in the design industry. Bachelor of Architecture and Industrial Design Evan Sharp Graham Hill Bachelor of Arts communications Eric Ryan ‘Great companies are built with a design ethos at the core, ... Understanding that design isn’t just pixels and paint but an experience that has been thought through end-to-end is really important.’ Megan Quinn, a Silicon Valley venture capitalist, in Tim Bradshaw, ‘Designers on the ascendant in Silicon Valley’, Financial Times, 7 July 2013
  34. 34. Designers are being asked to tackle higher-level problems
  35. 35. Cultural Ambiguous Cross-functional These problems are:
  36. 36. Intro Design thinking vs Lean start-up Blended approach
  37. 37. ‘Remember, if we’re building something that nobody wants, it doesn’t matter if we’re doing it on time and on budget’ Eric Ries,
  38. 38. Shared origins User centred design Lean manufacturing Agile software development
  39. 39. Iterative learning Experiment MeasureLearn
  40. 40. Learn early and often Time Experiment Measure Learn Early Alpha Beta Test market Launch market Object Object Object Object Object Experiment Measure Learn Experiment Measure Learn Experiment Measure Learn Experiment Measure Learn
  41. 41. Common ground Design thinking and Lean start-up + Cross-functional teams + User-focused + Prototype early and often + Failing early to de-risk innovation
  42. 42. Common ground Design thinking and Lean start-up + Cross-functional teams + User-focused + Prototype early and often + Failing early to de-risk innovation – Lack rigorous foresight processes – Neither emphasise big idea envisioning
  43. 43. Design thinking Strengths – Has created a shared space for designers and other functions to collaborate in – Has useful approaches to framing ‘wicked’ or fuzzy problems – Produces tangible visualisation/artefacts early in process – Takes a holistic experiential view – beyond code
  44. 44. Design thinking Strengths – Has created a shared space for designers and other functions to collaborate in – Has useful approaches to framing ‘wicked’ or fuzzy problems – Produces tangible visualisation/artefacts early in process – Takes a holistic experiential view – beyond code Weaknesses – Ill-defined process – Generalises ID process to all problems – Overemphasis on process – Strong on Desirability, weak Viability and Feasibility – Can become an cross-functional engagement process, more than a motor of innovation
  45. 45. Lean start-up Strengths – Robust process (including its emphasis on hypotheses, experiments, and metrics) – Emphasise on driving business velocity – Business modelling is central to the process
  46. 46. Lean start-up Strengths – Robust process (including its emphasis on hypotheses, experiments, and metrics) – Emphasise on driving business velocity – Business modelling is central to the process Weaknesses – Focus on making over thinking, best suited to incremental innovation in well-framed problem spaces – While more robust that Design thinking, there’s still lots of debate over process – Assumes core hypothesis exists, bigger companies need to generate a pipeline of growth hypotheses
  47. 47. Tailored blended approach Design thinking Lean start-up Time Problem Fuzzy Framed Solution Multi-touch point Software only
  48. 48. Leadership challenge Process Context Talent
  49. 49. Process and tools are only part of the picture Design thinking + Lean start-up Process Context Talent
  50. 50. Get the right people on the bus Process Talent Cross-functional Creative and analytical Domain knowledge Collaborative
  51. 51. Leaders setting the context and vision Knowledge Perspective Analysis Foresight Vision Process Context Talent
  52. 52. Principles For early stage innovation Mix rigour with creativity Frame the challenge … frankly Walk around the problem Envision in the round Prototype and learn 1 2 3 4 5
  53. 53. www.plan.london We join the dots

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