Design Thinking Design Thinking Is Innovation magic? Asked to - - PDF document

Design Thinking Design Thinking

Is Innovation magic? Asked to describe innovation processes, Tim Brennan of Apple’s Creative Services drew the following picture:

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The Growth Leader Field Research

Survey Database 70+ leaders from the U.S. and Europe operating in the for profit and not for profit sectors not-for-profit sectors Criteria for Selection Mid-line or business unit managers responsible for significant organic Mid-line or business unit managers responsible for significant organic growth and innovation Methodology Methodology

• Personal interviews
• DiSC Assessments
• Peer surveys

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y

Organizations included

ON

CORNING INC

DISCOVERY COMMUNICATIONS

IBM

MASO

MASTERFOODS/M&M MARS

MERRILL LYNCH

EON

GENERAL ELECTRIC. CAPITAL ONE

DHL INTERNATIONAL

HEWLETT-PACKARD COMPANY

IBM

A

EGG

MASTERFOODS/M&M MARS

NBC UNIVERSAL

DANAHER

PROCTER & GAMBLE

RAYTHE

ROYAL PHILIPS ELECTRONICS

STONYFIELD FARMS

SULLAIR

BEST BUY

PP INTL

DELL

DHL INTERNATIONAL

GE VENDOR FINANCIAL SERVICES

HAMILTON SUNDSTRAND CT USA

LE

NORTHWESTERN MUTUAL

HEWLETT-PACKARD COMPANY

PROCTER & GAMBLESULLAIR

TARGET

CPP INTLCP

G DIREC PFIZER

TARGET

ING

George’s Cycle

Stable Environment

A story about 2 managers…

I do the job right, so I usually get an “A” and …

OUTLOOK M k i t t This confirms … Make calculated

Limit

UNCERTAINTY Make consistent progress Make calculated investments

Select progressive

NEW EXPERIENCES Reduce risk with research and data REPERTOIRE

Develop expert

research and data Focus on a few clear ideas Consider customers

• bjectively

George’s Cycle

Unstable Environment

Life is a test, 7

George’s Cycle

Stable Environment Unstable Environment

Life is a test, therefore avoid looking foolish and …

Stable Environment

I do the job right, so I usually get an “A” and …

OUTLOOK This confirms … This confirms … Place big bets

Fear

Fail more often in new situations Make calculated

Limit

UNCERTAINTY Make consistent progress

Avoid new

Place big bets, slowly Manage risk through analysis Make calculated investments

Select progressive

NEW EXPERIENCES Reduce risk with research and data

Have narrow

through analysis Find only a few incremental ideas REPERTOIRE

Develop expert

research and data Focus on a few clear ideas

Understand customers

• nly as data

Consider customers

• bjectively

Choosing a Mindset

Geoff’s Cycle

Life is a journey

George’s Cycle

Fi d Mi d t

Life is a test,

Growth Mindset

Life is a journey

• f learning,

therefore …

This confirms … OUTLOOK Fixed Mindset

therefore avoid looking foolish and …

This confirms … Place small bets

Accept

Succeed more often in new situations Place big bets UNCERTAINTY

Fear

Fail more often in new situations Place small bets, quickly

Seek new

Manage risk th h ti NEW EXPERIENCES

Avoid new

Place big bets, slowly Manage risk th h l i

Build broad

through action Detect multiple hidden growth opportunities REPERTOIRE

Have narrow

through analysis Find only a few incremental ideas Develop customer empathy Understand customer data

How can you create an create an environment that h l G fi d helps George find the innovator inside?

How can you create an create an environment that h l G ff d helps Geoff and George work together?

What is Design Thinking?

Design as a Problem Solving Approach Better Reflecting the Reality of What Growth Leaders Actually Do

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Case Study | The Good Kitchen

What is?

[Design Tool]

Journey Mapping

Traces the journey of a customer as they experience a product or service.

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Case Study | The Good Kitchen

Key Insights

• Seniors were embarrassed to

accept government assistance

• Loss of control over food choices was painful
• They were lonely eating alone and missed the

seasonal food of their youth.

• Workers were bored and unmotivated

creating the same meals day after day

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What if ?

[Design Tool]

Co-Creation

Inviting key stakeholders into the design process.

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Employees of Municipality Employees of residential care centers Municipality

• fficials

Workshop

Experts in

Workshop Participants

Experts in elderly issues Volunteers Kitchen workers

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What if this public-service food-delivery

• rganization were a restaurant?
• rganization were a restaurant?

Trigger Questions

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kitchen restaurant  cooks chefs  vehicles waiters  description menu   description menu 

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What wows?

The Wow Zone

What wows?

Stakeholders want it We can do it

WOW WOW

The economics can sustain it

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[Design Tool]

Prototyping

Make it tangible and concrete. Draw a picture, tell a story, take a photo, make a map . . .

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What works?

[Design Tool]

Learning Launch

A small experiment that tests your new idea in the real marketplace.

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“If you have professional If you have professional pride, you’ll also cook good

• food. Good food has to come

f th h t!” from the heart!”

– Anne Marie Nielsen, Director of The Good Kitchen

What are the opportunities associated with design thinking?

• Produces higher order solutions
• Introduces hypothesis-driven thinking in a user-

friendly way

• Facilitates team learning and collaboration
• Helps George navigate uncertainty and

messiness with reduced anxiety

• Project-based learning is ideal for managers
• Readily scalable thru toolkits and online learning

Specialization in Design Thinking and Innovation Design Thinking 1: Insights to Inspiration Design Thinking 2: Ideas to Action The Innovative Workplace Advanced Discovery Tools http://bit.ly/darden-innovation Workplace Discovery Tools