SlideShare une entreprise Scribd logo
1  sur  132
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VIDEO PODCAST
                                                                 www.rotmandesignworks.ca




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Business Design Practicum
                                                                            MGT2515 Winter 2010


                                                                           Introduction to
                                                                          Business Design




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
DESIGN
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE GAME RULES ARE
                                                                 CHANGING




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE GAME RULES ARE
                                                                 CHANGING




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE CHALLENGES ARE

                                                            COMPLEX

         ECONOMIC

           SOCIAL

           ENVIRONMENTAL
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE CHALLENGE:
      TO COMPETE & PROSPER




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE CHALLENGE:
      TO COMPETE & PROSPER




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
“Business people don’t just need to understand
                              designers better; they need to become designers.”
                                                                         Roger Martin, Dean of Rotman, 2005


2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
BETTER, FASTER WAYS TO
                                                                                   CREATE




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
BETTER, FASTER WAYS TO
                                                                                   CREATE




      Customer Value                                                              Enterprise Value
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VALUE
                            OF DESIGN

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                 STYLE



                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                        FUNCTION
                                                         & FORM




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI


                                                                            PROBLEM
                                                                            SOLVING




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI
                                                                                                   STRATEGIC
                                                                                                    FRAMING




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN
                                                                                                      BUSINESS
                                                                                                      DESIGN
   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN

   ROI




                                                                                        Design Maturity

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE VALUE OF DESIGN
                                                                                                          BUSINESS
                                                                                                          DESIGN
   ROI                                                                                        STRATEGIC
                                                                                               FRAMING



                                                                            PROBLEM
                                                                            SOLVING


                                                        FUNCTION
                                                         & FORM

                                 STYLE



                                                                                        Design Maturity
Source: bplusd.org/designworks

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
BUSINESS                                BUSINESS                                           DESIGN
                                                                                                   SOLUTIONS
         SUCCESS
                                                  DESIGN



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Business Success = Great Design




         BUSINESS                                BUSINESS                                           DESIGN
                                                                                                   SOLUTIONS
         SUCCESS
                                                  DESIGN



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
BUSINESS DESIGN:
         METHODS AND MINDSETS



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMPATHY & DEEP HUMAN
                                       UNDERSTANDING




        discovering unmet needs and new markets

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMPATHY & DEEP HUMAN
                                       UNDERSTANDING




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMPATHY & DEEP HUMAN
                                       UNDERSTANDING




         MEASUREMENT

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMPATHY & DEEP HUMAN
                                       UNDERSTANDING




         MEASUREMENT                                                                         EMPATHY

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMPATHY & DEEP HUMAN
                                       UNDERSTANDING




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMPATHY & DEEP HUMAN
                                       UNDERSTANDING




                                                                                                   Nike



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
REFRAMING
                                               THE OPPORTUNITY




                                                                   seeing the ‘whitespace’

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
REFRAMING
                                               THE OPPORTUNITY




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
REFRAMING
                                               THE OPPORTUNITY




                  NARROW

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
REFRAMING
                                               THE OPPORTUNITY




                  NARROW                                                                           BROAD

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
REFRAMING
                                               THE OPPORTUNITY




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
REFRAMING
                                               THE OPPORTUNITY




      Engineering the bike                                                                 Engineering the rider



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
DIVERSITY AND MULTI-DISCIPLINARY
                                                 COLLABORATION




                 working towards more robust solutions

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
DIVERSITY AND MULTI-DISCIPLINARY
                                                 COLLABORATION




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
DIVERSITY AND MULTI-DISCIPLINARY
                                                 COLLABORATION




                      SIMPLE                                                                 COMPLEX

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
DIVERSITY AND MULTI-DISCIPLINARY
                                                 COLLABORATION




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
DIVERSITY AND MULTI-DISCIPLINARY
                                                 COLLABORATION




                                                                                                   Seaside charette



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ABILITY TO IMAGINE
                                       NEW POSSIBILITIES




                           creating new-to-the-world solutions

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ABILITY TO IMAGINE
                                       NEW POSSIBILITIES




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ABILITY TO IMAGINE
                                       NEW POSSIBILITIES




                    PROOF

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ABILITY TO IMAGINE
                                       NEW POSSIBILITIES




                    PROOF                                                                      VISION

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ABILITY TO IMAGINE
                                       NEW POSSIBILITIES




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ABILITY TO IMAGINE
                                       NEW POSSIBILITIES




                                                                                                   FedEx



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ITERATIVE PROTOTYPING
                             MAKING THE ABSTRACT CONCRETE




      thinking and communicating by visualizing

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ITERATIVE PROTOTYPING
                              MAKING THE ABSTRACT CONCRETE




 Source: Rotman DesignWorks

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ITERATIVE PROTOTYPING
                              MAKING THE ABSTRACT CONCRETE



Cost/             Explore
Risk              Big idea




                              Resolution


                  EXPERIMENT
 Source: Rotman DesignWorks

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ITERATIVE PROTOTYPING
                              MAKING THE ABSTRACT CONCRETE



Cost/             Explore                                                    Cost/
Risk              Big idea                                                   Risk


                                                                                                                  Market
                                                                                                                  Testing

                              Resolution                                                             Resolution


                  EXPERIMENT                                                                       VALIDATE
 Source: Rotman DesignWorks

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ITERATIVE PROTOTYPING
                             MAKING THE ABSTRACT CONCRETE




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
ITERATIVE PROTOTYPING
                             MAKING THE ABSTRACT CONCRETE




                                                                                                   Google



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMBRACING CONSTRAINTS
                                                         AS A SOURCE OF CREATIVITY




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMBRACING CONSTRAINTS
                                                         AS A SOURCE OF CREATIVITY




                 inspiring smart & resourceful solutions

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMBRACING CONSTRAINTS
                                                         AS A SOURCE OF CREATIVITY




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMBRACING CONSTRAINTS
                                                         AS A SOURCE OF CREATIVITY




               ABUNDANCE                                                                           SCARCITY

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMBRACING CONSTRAINTS
                                                         AS A SOURCE OF CREATIVITY




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
EMBRACING CONSTRAINTS
                                                         AS A SOURCE OF CREATIVITY




                                                                                                   IKEA



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
SYSTEMS THINKING
                                             IN CREATING NEW MODELS




                           designing new ways to deliver value

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
SYSTEMS THINKING
                                             IN CREATING NEW MODELS




                                                         Manufacturing
         Marketing




                                 Finance
                     R&D




                                            IT




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
SYSTEMS THINKING
                                             IN CREATING NEW MODELS


                     CORPORATE STRATEGY




                                                         Manufacturing
         Marketing




                                 Finance
                      R&D




                                            IT




                     PARALLEL
                     SYSTEMS
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
SYSTEMS THINKING
                                             IN CREATING NEW MODELS


                     CORPORATE STRATEGY




                                                         Manufacturing
         Marketing




                                 Finance
                      R&D




                                            IT




                     PARALLEL                                                           NETWORK OF
                     SYSTEMS                                                             ACTIVITIES
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
SYSTEMS THINKING
                                             IN CREATING NEW MODELS




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
SYSTEMS THINKING
                                             IN CREATING NEW MODELS




                                                                                                   APPLE



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VISION AND
        PERSEVERANCE




                                                                                  staying the course

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VISION AND
        PERSEVERANCE




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VISION AND
        PERSEVERANCE




                   BIG BANG

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VISION AND
        PERSEVERANCE




                   BIG BANG                                                               SERIES OF
                                                                                         SUCCESSES
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VISION AND
        PERSEVERANCE




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VISION AND
        PERSEVERANCE




                                                                                                   APPLE


2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
reframing


                                                                                    understanding
    imagination


                                                                                collaboration




    visualization
                                                                                                          vision




         constraints                                                                               systems
                                                                                                   thinking
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
reframing


                                                                                    understanding
    imagination


                                                                                collaboration




    visualization
                                                                                                          vision




         constraints                                                                               systems
                                                                                                   thinking
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
reframing


    imagination
                 create value                                                       understanding


                                                                                collaboration




    visualization
                         accelerate                                                                       vision




         constraints
                          success                                                                  systems
                                                                                                   thinking
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
BUSINESS DESIGN:
   THE PRACTICE

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
reframing


                                                                                    understanding
    imagination


                                                                                collaboration




    visualization
                                                                                                          vision




         constraints                                                                               systems
                                                                                                   thinking
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
reframing


                                                                                    understanding
    imagination


                                                                                collaboration




    visualization
                                                                                                              vision




         constraints                                                                               systems
                                                                                                   thinking
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
3 GEARS OF BUSINESS DESIGN




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
TOOLS




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
DISCIPLINE               Learned skill

                             Frameworks guide behavior

                             Tools unlock thinking

                             Experience shapes abilities and
                             attitudes



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Empathy &
                                                                      1                     deep human
                                                                                            understanding




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Understanding
           what people

            NEED

2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Understanding
           what people

            NEED
       An unmet need is an
       untapped opportunity




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
TOOLS TO                                            User Interview                               Insight Clustering
  UNLOCK
  OPPORTUNITIES




                                                       Need Analysis                                   Personas
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2

      Visualizing new
         possibilities



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Visualizing new
        ways to deliver

     NEW VALUE




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Visualizing new
        ways to deliver

     NEW VALUE
       Iterative prototyping
       as a way to advance
      thinking and learning




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
TOOLS TO                                                    Ideation                             Prototyping
  CREATE
  POSSIBILITIES




                                                    Experience Mapping                             Co-Creation
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Strategic                                                   3
                        Business
                          Design


2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Designing and
           evolving the
       STRATEGIC
         MODEL



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Designing and
           evolving the
       STRATEGIC
         MODEL
            Business design
                creates
            enterprise value


2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
BETTER, FASTER WAYS TO
                                                                                   CREATE




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
BETTER, FASTER WAYS TO
                                                                                   CREATE




      Customer Value                                                              Enterprise Value
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
TOOLS TO                                              Activity Systems                            Value Exchange

  DESIGN
  MODELS & SYSTEMS




                                                        Operations Map                             Financial Modeling
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
The Challenge: Build the franchise




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
“I think about riding
                                                                                   faster than Lance
                                                                                   Armstrong. These
                                                                                   thoughts inspire me
                                                                                   and I try to push
                                                                                   myself further.”




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
The Need
                                                                                   ‘Push me further.’




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
The Idea: Engineer the Rider


                                                                                                               engineer
                                                                                                               the rider




                                                      Value Creation
                                                                                                               engineer
                                                                                                               the bike




                                                                                               Time & Development




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Prototyping the Possibilities




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Adding value to the
                                                                                    EXPERIENCE




                        Expeditions




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Adding value to the

                                                                                 BUSINESS



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
THE PRACTICE OF BUSINESS DESIGN

                                     Identify unmet customer needs
                          Discover a broader scope of opportunity
                          Generate integrated, high-value solutions
          Develop deeper, stronger customer relations and value
                  Create a more distinctive and competitive model

                 Get to bigger breakthroughs faster



2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
reframing


                                                                                    understanding
    imagination


                                                                                collaboration




    visualization
                                                                                                              vision




         constraints                                                                               systems
                                                                                                   thinking
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Ready to get into gear?




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
Things to think about for class…

               Other examples along the Design
               Maturity Continuum?
               Other examples of good Business
               Design?
               Examples of bad Business Design?




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
On January 19th, we’ll get ready to:

             Learn and apply Business Design
             methodologies and tools,




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
On January 19th, we’ll get ready to:

             Learn and and apply Business Design
             methodologies and tools,
             Tackle one big challenge from many angles,




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
On January 19th, we’ll get ready to:

             Learn and and apply Business Design
             methodologies and tools,
             Tackle one big challenge from many angles,
             Embark on a learning journey that will
             enhance your design and integrative
             thinking skills,




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
On January 19th, we’ll get ready to:

             Learn and and apply Business Design
             methodologies and tools,
             Tackle one big challenge from many angles,
             Embark on a learning journey that will
             enhance your design and integrative
             thinking skills,
             Have fun.


2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
VIDEO PODCAST
                                                                 www.rotmandesignworks.ca




2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD

Contenu connexe

Dernier

A Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy ReformA Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy ReformChameera Dedduwage
 
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxPOINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxSayali Powar
 
Beyond the EU: DORA and NIS 2 Directive's Global Impact
Beyond the EU: DORA and NIS 2 Directive's Global ImpactBeyond the EU: DORA and NIS 2 Directive's Global Impact
Beyond the EU: DORA and NIS 2 Directive's Global ImpactPECB
 
Z Score,T Score, Percential Rank and Box Plot Graph
Z Score,T Score, Percential Rank and Box Plot GraphZ Score,T Score, Percential Rank and Box Plot Graph
Z Score,T Score, Percential Rank and Box Plot GraphThiyagu K
 
The Most Excellent Way | 1 Corinthians 13
The Most Excellent Way | 1 Corinthians 13The Most Excellent Way | 1 Corinthians 13
The Most Excellent Way | 1 Corinthians 13Steve Thomason
 
Q4-W6-Restating Informational Text Grade 3
Q4-W6-Restating Informational Text Grade 3Q4-W6-Restating Informational Text Grade 3
Q4-W6-Restating Informational Text Grade 3JemimahLaneBuaron
 
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...EduSkills OECD
 
Measures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and ModeMeasures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and ModeThiyagu K
 
Hybridoma Technology ( Production , Purification , and Application )
Hybridoma Technology  ( Production , Purification , and Application  ) Hybridoma Technology  ( Production , Purification , and Application  )
Hybridoma Technology ( Production , Purification , and Application ) Sakshi Ghasle
 
Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...
Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...
Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...RKavithamani
 
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...Krashi Coaching
 
mini mental status format.docx
mini    mental       status     format.docxmini    mental       status     format.docx
mini mental status format.docxPoojaSen20
 
URLs and Routing in the Odoo 17 Website App
URLs and Routing in the Odoo 17 Website AppURLs and Routing in the Odoo 17 Website App
URLs and Routing in the Odoo 17 Website AppCeline George
 
Introduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher EducationIntroduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher Educationpboyjonauth
 
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...Marc Dusseiller Dusjagr
 
Advanced Views - Calendar View in Odoo 17
Advanced Views - Calendar View in Odoo 17Advanced Views - Calendar View in Odoo 17
Advanced Views - Calendar View in Odoo 17Celine George
 
Software Engineering Methodologies (overview)
Software Engineering Methodologies (overview)Software Engineering Methodologies (overview)
Software Engineering Methodologies (overview)eniolaolutunde
 

Dernier (20)

A Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy ReformA Critique of the Proposed National Education Policy Reform
A Critique of the Proposed National Education Policy Reform
 
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxPOINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
 
Beyond the EU: DORA and NIS 2 Directive's Global Impact
Beyond the EU: DORA and NIS 2 Directive's Global ImpactBeyond the EU: DORA and NIS 2 Directive's Global Impact
Beyond the EU: DORA and NIS 2 Directive's Global Impact
 
Staff of Color (SOC) Retention Efforts DDSD
Staff of Color (SOC) Retention Efforts DDSDStaff of Color (SOC) Retention Efforts DDSD
Staff of Color (SOC) Retention Efforts DDSD
 
INDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptx
INDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptxINDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptx
INDIA QUIZ 2024 RLAC DELHI UNIVERSITY.pptx
 
Z Score,T Score, Percential Rank and Box Plot Graph
Z Score,T Score, Percential Rank and Box Plot GraphZ Score,T Score, Percential Rank and Box Plot Graph
Z Score,T Score, Percential Rank and Box Plot Graph
 
The Most Excellent Way | 1 Corinthians 13
The Most Excellent Way | 1 Corinthians 13The Most Excellent Way | 1 Corinthians 13
The Most Excellent Way | 1 Corinthians 13
 
TataKelola dan KamSiber Kecerdasan Buatan v022.pdf
TataKelola dan KamSiber Kecerdasan Buatan v022.pdfTataKelola dan KamSiber Kecerdasan Buatan v022.pdf
TataKelola dan KamSiber Kecerdasan Buatan v022.pdf
 
Q4-W6-Restating Informational Text Grade 3
Q4-W6-Restating Informational Text Grade 3Q4-W6-Restating Informational Text Grade 3
Q4-W6-Restating Informational Text Grade 3
 
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
 
Measures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and ModeMeasures of Central Tendency: Mean, Median and Mode
Measures of Central Tendency: Mean, Median and Mode
 
Hybridoma Technology ( Production , Purification , and Application )
Hybridoma Technology  ( Production , Purification , and Application  ) Hybridoma Technology  ( Production , Purification , and Application  )
Hybridoma Technology ( Production , Purification , and Application )
 
Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...
Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...
Privatization and Disinvestment - Meaning, Objectives, Advantages and Disadva...
 
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
 
mini mental status format.docx
mini    mental       status     format.docxmini    mental       status     format.docx
mini mental status format.docx
 
URLs and Routing in the Odoo 17 Website App
URLs and Routing in the Odoo 17 Website AppURLs and Routing in the Odoo 17 Website App
URLs and Routing in the Odoo 17 Website App
 
Introduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher EducationIntroduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher Education
 
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
 
Advanced Views - Calendar View in Odoo 17
Advanced Views - Calendar View in Odoo 17Advanced Views - Calendar View in Odoo 17
Advanced Views - Calendar View in Odoo 17
 
Software Engineering Methodologies (overview)
Software Engineering Methodologies (overview)Software Engineering Methodologies (overview)
Software Engineering Methodologies (overview)
 

En vedette

AI Trends in Creative Operations 2024 by Artwork Flow.pdf
AI Trends in Creative Operations 2024 by Artwork Flow.pdfAI Trends in Creative Operations 2024 by Artwork Flow.pdf
AI Trends in Creative Operations 2024 by Artwork Flow.pdfmarketingartwork
 
PEPSICO Presentation to CAGNY Conference Feb 2024
PEPSICO Presentation to CAGNY Conference Feb 2024PEPSICO Presentation to CAGNY Conference Feb 2024
PEPSICO Presentation to CAGNY Conference Feb 2024Neil Kimberley
 
Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)contently
 
How to Prepare For a Successful Job Search for 2024
How to Prepare For a Successful Job Search for 2024How to Prepare For a Successful Job Search for 2024
How to Prepare For a Successful Job Search for 2024Albert Qian
 
Social Media Marketing Trends 2024 // The Global Indie Insights
Social Media Marketing Trends 2024 // The Global Indie InsightsSocial Media Marketing Trends 2024 // The Global Indie Insights
Social Media Marketing Trends 2024 // The Global Indie InsightsKurio // The Social Media Age(ncy)
 
Trends In Paid Search: Navigating The Digital Landscape In 2024
Trends In Paid Search: Navigating The Digital Landscape In 2024Trends In Paid Search: Navigating The Digital Landscape In 2024
Trends In Paid Search: Navigating The Digital Landscape In 2024Search Engine Journal
 
5 Public speaking tips from TED - Visualized summary
5 Public speaking tips from TED - Visualized summary5 Public speaking tips from TED - Visualized summary
5 Public speaking tips from TED - Visualized summarySpeakerHub
 
ChatGPT and the Future of Work - Clark Boyd
ChatGPT and the Future of Work - Clark Boyd ChatGPT and the Future of Work - Clark Boyd
ChatGPT and the Future of Work - Clark Boyd Clark Boyd
 
Getting into the tech field. what next
Getting into the tech field. what next Getting into the tech field. what next
Getting into the tech field. what next Tessa Mero
 
Google's Just Not That Into You: Understanding Core Updates & Search Intent
Google's Just Not That Into You: Understanding Core Updates & Search IntentGoogle's Just Not That Into You: Understanding Core Updates & Search Intent
Google's Just Not That Into You: Understanding Core Updates & Search IntentLily Ray
 
Time Management & Productivity - Best Practices
Time Management & Productivity -  Best PracticesTime Management & Productivity -  Best Practices
Time Management & Productivity - Best PracticesVit Horky
 
The six step guide to practical project management
The six step guide to practical project managementThe six step guide to practical project management
The six step guide to practical project managementMindGenius
 
Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...
Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...
Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...RachelPearson36
 
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...Applitools
 
12 Ways to Increase Your Influence at Work
12 Ways to Increase Your Influence at Work12 Ways to Increase Your Influence at Work
12 Ways to Increase Your Influence at WorkGetSmarter
 

En vedette (20)

AI Trends in Creative Operations 2024 by Artwork Flow.pdf
AI Trends in Creative Operations 2024 by Artwork Flow.pdfAI Trends in Creative Operations 2024 by Artwork Flow.pdf
AI Trends in Creative Operations 2024 by Artwork Flow.pdf
 
Skeleton Culture Code
Skeleton Culture CodeSkeleton Culture Code
Skeleton Culture Code
 
PEPSICO Presentation to CAGNY Conference Feb 2024
PEPSICO Presentation to CAGNY Conference Feb 2024PEPSICO Presentation to CAGNY Conference Feb 2024
PEPSICO Presentation to CAGNY Conference Feb 2024
 
Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)Content Methodology: A Best Practices Report (Webinar)
Content Methodology: A Best Practices Report (Webinar)
 
How to Prepare For a Successful Job Search for 2024
How to Prepare For a Successful Job Search for 2024How to Prepare For a Successful Job Search for 2024
How to Prepare For a Successful Job Search for 2024
 
Social Media Marketing Trends 2024 // The Global Indie Insights
Social Media Marketing Trends 2024 // The Global Indie InsightsSocial Media Marketing Trends 2024 // The Global Indie Insights
Social Media Marketing Trends 2024 // The Global Indie Insights
 
Trends In Paid Search: Navigating The Digital Landscape In 2024
Trends In Paid Search: Navigating The Digital Landscape In 2024Trends In Paid Search: Navigating The Digital Landscape In 2024
Trends In Paid Search: Navigating The Digital Landscape In 2024
 
5 Public speaking tips from TED - Visualized summary
5 Public speaking tips from TED - Visualized summary5 Public speaking tips from TED - Visualized summary
5 Public speaking tips from TED - Visualized summary
 
ChatGPT and the Future of Work - Clark Boyd
ChatGPT and the Future of Work - Clark Boyd ChatGPT and the Future of Work - Clark Boyd
ChatGPT and the Future of Work - Clark Boyd
 
Getting into the tech field. what next
Getting into the tech field. what next Getting into the tech field. what next
Getting into the tech field. what next
 
Google's Just Not That Into You: Understanding Core Updates & Search Intent
Google's Just Not That Into You: Understanding Core Updates & Search IntentGoogle's Just Not That Into You: Understanding Core Updates & Search Intent
Google's Just Not That Into You: Understanding Core Updates & Search Intent
 
How to have difficult conversations
How to have difficult conversations How to have difficult conversations
How to have difficult conversations
 
Introduction to Data Science
Introduction to Data ScienceIntroduction to Data Science
Introduction to Data Science
 
Time Management & Productivity - Best Practices
Time Management & Productivity -  Best PracticesTime Management & Productivity -  Best Practices
Time Management & Productivity - Best Practices
 
The six step guide to practical project management
The six step guide to practical project managementThe six step guide to practical project management
The six step guide to practical project management
 
Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...
Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...
Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...
 
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...
 
12 Ways to Increase Your Influence at Work
12 Ways to Increase Your Influence at Work12 Ways to Increase Your Influence at Work
12 Ways to Increase Your Influence at Work
 
ChatGPT webinar slides
ChatGPT webinar slidesChatGPT webinar slides
ChatGPT webinar slides
 
More than Just Lines on a Map: Best Practices for U.S Bike Routes
More than Just Lines on a Map: Best Practices for U.S Bike RoutesMore than Just Lines on a Map: Best Practices for U.S Bike Routes
More than Just Lines on a Map: Best Practices for U.S Bike Routes
 

Introduction to Business Design - Rotman DesignWorks

  • 1. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 2. VIDEO PODCAST www.rotmandesignworks.ca 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 3. Business Design Practicum MGT2515 Winter 2010 Introduction to Business Design 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 4. DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 5. THE GAME RULES ARE CHANGING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 6. THE GAME RULES ARE CHANGING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 7. THE CHALLENGES ARE COMPLEX ECONOMIC SOCIAL ENVIRONMENTAL 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 8. THE CHALLENGE: TO COMPETE & PROSPER 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 9. THE CHALLENGE: TO COMPETE & PROSPER 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 10. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 11. “Business people don’t just need to understand designers better; they need to become designers.” Roger Martin, Dean of Rotman, 2005 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 12. BETTER, FASTER WAYS TO CREATE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 13. BETTER, FASTER WAYS TO CREATE Customer Value Enterprise Value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 14. VALUE OF DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 15. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 16. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 17. THE VALUE OF DESIGN ROI STYLE Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 18. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 19. THE VALUE OF DESIGN ROI FUNCTION & FORM Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 20. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 21. THE VALUE OF DESIGN ROI PROBLEM SOLVING Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 22. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 23. THE VALUE OF DESIGN ROI STRATEGIC FRAMING Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 24. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 25. THE VALUE OF DESIGN BUSINESS DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 26. THE VALUE OF DESIGN ROI Design Maturity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 27. THE VALUE OF DESIGN BUSINESS DESIGN ROI STRATEGIC FRAMING PROBLEM SOLVING FUNCTION & FORM STYLE Design Maturity Source: bplusd.org/designworks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 28. BUSINESS BUSINESS DESIGN SOLUTIONS SUCCESS DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 29. Business Success = Great Design BUSINESS BUSINESS DESIGN SOLUTIONS SUCCESS DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 30. BUSINESS DESIGN: METHODS AND MINDSETS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 31. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 32. EMPATHY & DEEP HUMAN UNDERSTANDING discovering unmet needs and new markets 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 33. EMPATHY & DEEP HUMAN UNDERSTANDING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 34. EMPATHY & DEEP HUMAN UNDERSTANDING MEASUREMENT 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 35. EMPATHY & DEEP HUMAN UNDERSTANDING MEASUREMENT EMPATHY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 36. EMPATHY & DEEP HUMAN UNDERSTANDING 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 37. EMPATHY & DEEP HUMAN UNDERSTANDING Nike 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 38. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 39. REFRAMING THE OPPORTUNITY seeing the ‘whitespace’ 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 40. REFRAMING THE OPPORTUNITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 41. REFRAMING THE OPPORTUNITY NARROW 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 42. REFRAMING THE OPPORTUNITY NARROW BROAD 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 43. REFRAMING THE OPPORTUNITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 44. REFRAMING THE OPPORTUNITY Engineering the bike Engineering the rider 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 45. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 46. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION working towards more robust solutions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 47. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 48. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION SIMPLE COMPLEX 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 49. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 50. DIVERSITY AND MULTI-DISCIPLINARY COLLABORATION Seaside charette 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 51. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 52. ABILITY TO IMAGINE NEW POSSIBILITIES creating new-to-the-world solutions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 53. ABILITY TO IMAGINE NEW POSSIBILITIES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 54. ABILITY TO IMAGINE NEW POSSIBILITIES PROOF 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 55. ABILITY TO IMAGINE NEW POSSIBILITIES PROOF VISION 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 56. ABILITY TO IMAGINE NEW POSSIBILITIES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 57. ABILITY TO IMAGINE NEW POSSIBILITIES FedEx 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 58. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 59. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE thinking and communicating by visualizing 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 60. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Source: Rotman DesignWorks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 61. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Cost/ Explore Risk Big idea Resolution EXPERIMENT Source: Rotman DesignWorks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 62. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Cost/ Explore Cost/ Risk Big idea Risk Market Testing Resolution Resolution EXPERIMENT VALIDATE Source: Rotman DesignWorks 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 63. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 64. ITERATIVE PROTOTYPING MAKING THE ABSTRACT CONCRETE Google 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 65. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 66. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY inspiring smart & resourceful solutions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 67. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 68. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY ABUNDANCE SCARCITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 69. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 70. EMBRACING CONSTRAINTS AS A SOURCE OF CREATIVITY IKEA 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 71. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 72. SYSTEMS THINKING IN CREATING NEW MODELS designing new ways to deliver value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 73. SYSTEMS THINKING IN CREATING NEW MODELS Manufacturing Marketing Finance R&D IT 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 74. SYSTEMS THINKING IN CREATING NEW MODELS CORPORATE STRATEGY Manufacturing Marketing Finance R&D IT PARALLEL SYSTEMS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 75. SYSTEMS THINKING IN CREATING NEW MODELS CORPORATE STRATEGY Manufacturing Marketing Finance R&D IT PARALLEL NETWORK OF SYSTEMS ACTIVITIES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 76. SYSTEMS THINKING IN CREATING NEW MODELS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 77. SYSTEMS THINKING IN CREATING NEW MODELS APPLE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 78. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 79. VISION AND PERSEVERANCE staying the course 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 80. VISION AND PERSEVERANCE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 81. VISION AND PERSEVERANCE BIG BANG 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 82. VISION AND PERSEVERANCE BIG BANG SERIES OF SUCCESSES 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 83. VISION AND PERSEVERANCE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 84. VISION AND PERSEVERANCE APPLE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 85. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 86. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 87. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 88. reframing imagination create value understanding collaboration visualization accelerate vision constraints success systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 89. BUSINESS DESIGN: THE PRACTICE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 90. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 91. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 92. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 93. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 94. 3 GEARS OF BUSINESS DESIGN 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 95. TOOLS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 96. DISCIPLINE Learned skill Frameworks guide behavior Tools unlock thinking Experience shapes abilities and attitudes 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 97. Empathy & 1 deep human understanding 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 98. Understanding what people NEED 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 99. Understanding what people NEED An unmet need is an untapped opportunity 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 100. TOOLS TO User Interview Insight Clustering UNLOCK OPPORTUNITIES Need Analysis Personas 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 101. 2 Visualizing new possibilities 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 102. Visualizing new ways to deliver NEW VALUE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 103. Visualizing new ways to deliver NEW VALUE Iterative prototyping as a way to advance thinking and learning 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 104. TOOLS TO Ideation Prototyping CREATE POSSIBILITIES Experience Mapping Co-Creation 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 105. Strategic 3 Business Design 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 106. Designing and evolving the STRATEGIC MODEL 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 107. Designing and evolving the STRATEGIC MODEL Business design creates enterprise value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 108. BETTER, FASTER WAYS TO CREATE 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 109. BETTER, FASTER WAYS TO CREATE Customer Value Enterprise Value 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 110. TOOLS TO Activity Systems Value Exchange DESIGN MODELS & SYSTEMS Operations Map Financial Modeling 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 111. The Challenge: Build the franchise 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 112. “I think about riding faster than Lance Armstrong. These thoughts inspire me and I try to push myself further.” 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 113. The Need ‘Push me further.’ 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 114. The Idea: Engineer the Rider engineer the rider Value Creation engineer the bike Time & Development 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 115. Prototyping the Possibilities 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 116. Adding value to the EXPERIENCE Expeditions 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 117. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 118. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 119. Adding value to the BUSINESS 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 120. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 121. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 122. THE PRACTICE OF BUSINESS DESIGN Identify unmet customer needs Discover a broader scope of opportunity Generate integrated, high-value solutions Develop deeper, stronger customer relations and value Create a more distinctive and competitive model Get to bigger breakthroughs faster 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 123. reframing understanding imagination collaboration visualization vision constraints systems thinking 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 124. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 125. Ready to get into gear? 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 126. Things to think about for class… Other examples along the Design Maturity Continuum? Other examples of good Business Design? Examples of bad Business Design? 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 127. On January 19th, we’ll get ready to: Learn and apply Business Design methodologies and tools, 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 128. On January 19th, we’ll get ready to: Learn and and apply Business Design methodologies and tools, Tackle one big challenge from many angles, 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 129. On January 19th, we’ll get ready to: Learn and and apply Business Design methodologies and tools, Tackle one big challenge from many angles, Embark on a learning journey that will enhance your design and integrative thinking skills, 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 130. On January 19th, we’ll get ready to: Learn and and apply Business Design methodologies and tools, Tackle one big challenge from many angles, Embark on a learning journey that will enhance your design and integrative thinking skills, Have fun. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 131. 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD
  • 132. VIDEO PODCAST www.rotmandesignworks.ca 2010 Business Design Practicum © Heather Fraser, Rotman School of Management / Job Rutgers, OCAD

Notes de l'éditeur

  1. Why is now the time to leverage design thinking to its fullest potential? There is no question that we are collectively facing some of the greatest challenges of all times. We have just come out of the worst economic downturn in a generation. We are facing an array of social issues : health care, education, poverty, aging. And we are astutely aware that we have to weigh every decision and action against the impact it will have on our environmen t. All of these are highly complex, urgent and critical issues to be resolved. We need to prepare ourselves to tackle these complex issues.
  2. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  3. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  4. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  5. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  6. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  7. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  8. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  9. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  10. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  11. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  12. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  13. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  14. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  15. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  16. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  17. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  18. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  19. Does it create value for the end user? Does it help strengthen a company’s competitive advantage? Is this a sustainable advantage? Let’s also think about how broadly we think of the practice of design – across disciplines and up the ‘application development curve’. How does that relate back to ROI? How does that relate to Business Design? To illustrate the point, I am going to use Apple as an example, because most people would agree that it is an innovative company that pushes design to its fullest potential.
  20. Here is what we find: When we study the mindsets and methods behind successful business, and then study what’s behind great design, we find that business success is very much correlated with mindsets and methods similar to those characteristic of designers. Leveraging those ‘design mindsets and methods’ more consistently into the world of business is what we define as Business Design. 5 years ago, we asked ourselves: If we leverage design practices in a more rigorous and consistent manner in business, can we expand and accelerate innovation ? After 5 years of developing and applying this approach, we are convinced the answer is YES. When we do these things more often, more consistently and more broadly across the enterprise, we get to bigger ideas faster, and help teams to be more productive and efficient in harnessing the human capital of the enterprise. Let me now go on to explain more about the value of business design.
  21. Prototype and iterate in the lab and in the market
  22. Prototype and iterate in the lab and in the market
  23. Prototype and iterate in the lab and in the market
  24. Prototype and iterate in the lab and in the market
  25. Prototype and iterate in the lab and in the market
  26. Prototype and iterate in the lab and in the market
  27. Nintendo: Building market share through customer collaboration In the early 1990s, Nintendo’s share of the game console market was 61 percent, but by the mid-2000s, it had fallen to 22 percent.12 To regain its leadership position, Nintendo needed to find new ways to delight gamers — and to bring gaming to new audiences. To do that, Nintendo went straight to the source — gamers themselves. The company established an online community by offering incentives in return for customer information. The company also selected a group of experienced gamers based on the value and frequency of their community contributions. These “Sages” were given exclusive rewards, like previews of new games, in exchange for helping new users and providing community support.13 Through this community, Nintendo has gained valuable insights into market needs and preferences. This has influenced everything from game offerings — like an online library of “nostalgic” games that appeal to older gamers — to new product design — for example, the intuitive controls of the popular Nintendo Wii system, which have helped attract new, casual gamers.14 By leveraging the loyalty and expertise of its core customer segment, Nintendo has successfully connected with two new ones — women and older men. This collaboration seems to have paid off: Nintendo is once again ahead of its competitors, with 44 percent market share.15 Source: IBM 2008 Global CEO Survey – Enterprise of the Future.
  28. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  29. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  30. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  31. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  32. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  33. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  34. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  35. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  36. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  37. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  38. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  39. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  40. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  41. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  42. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  43. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  44. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  45. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  46. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  47. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  48. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  49. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  50. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  51. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  52. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  53. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  54. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  55. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  56. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  57. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  58. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  59. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  60. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  61. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  62. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  63. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  64. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  65. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  66. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  67. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  68. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  69. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  70. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  71. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  72. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  73. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  74. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  75. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  76. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  77. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  78. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  79. With this as an overall framework, we use a large repertoire of task-based ‘tools’ to unlock thinking. In fact, today we have HUNDREDS of frameworks and tools in our ‘wiki’. I will now go through each of the 3 gears and give you examples of ‘tools’, and an example of where we had some surprising outcomes that altered corporate developments.
  80. We believe Business Design, like all great design, is a discipline . It is a learned skill . Everyone has the capacity for design thinking. By practicing our methodology, we modify behavior . We fortify that practice with tools , because we find tools help unlock new thinking . That experience shapes both abilities and attitudes about: team work, tackling wicked problems, conviction and perseverance in the pursuit of real innovation and progress . All of that supports beliefs in the importance of innovation and the notion that anything is possible if you set your mind to it, work hard as a team, and think creatively about business. Let me now take you through our overall approach, and then illustrate how it works.
  81. The first gear is clearly the foundation for ‘human centered design’. In this gear, we focus on gaining a BROAD view of people’s lives (i.e., not just their interaction with specific products or services) and DEEP understanding of their needs.
  82. The key question we are seeking to answer is: What do people NEED? We aim to understand this on many levels, not just functionally, but also what they need emotionally, and in terms of communications, information and relationships with others. This is not just ‘an exploration’, this is a deep and rigorous process that sets the foundation for everything we do thereafter. It helps define what people value and what they need – in some cases needs they don’t openly express. This will reveal new opportunities .
  83. In order to conceive and build out that vision, we have an array of frameworks and tools to create new possibilities. The exploration begins with ideation . Concepts are translated from the ‘abstract’ to the concrete through rapid prototyping . We map the full experience , building out every dimension to create a seamless experience. And we engage users in co-creation throughout the development process to make solutions better.
  84. With needs defining the opportunity and criteria for innovation, we move into development and Gear 2 – Visualizing new possibilities. Great designers, like great visionary business leaders, see the future long before it becomes a reality.
  85. The question here is: What could bring new VALUE? This should be an open exploration of ideas by the development team – thinking about all of the elements of a high-value experience – products, services, communications, places and environments. This is the opportunity to look at things both inside an organization’s abilities and outside as well – it is the time to use the collective imagination of the team to dream a new future . The goal is to design an integrated experience that will create new value for the marketplace. Let’s pretend, for just a few minutes, that it is around 1990. We are collectively Apple. We make great computers, but we know there is so much work we can to to change the way people work and play. Let’s paint a picture of our customer, and how we could help them get the most out of life and unleash their creativity. We know him well, and understand his deepest needs. Let’s create a story that could change the world…
  86. In order to conceive and build out that vision, we have an array of frameworks and tools to create new possibilities. The exploration begins with ideation . Concepts are translated from the ‘abstract’ to the concrete through rapid prototyping . We map the full experience , building out every dimension to create a seamless experience. And we engage users in co-creation throughout the development process to make solutions better.
  87. Now comes the best part – designing new models and systems to deliver innovation to the marketplace.
  88. The question at this point is: What is the NEW MODEL that will enable us to deliver the innovation, compete within the market and prosper? This is a matter of creating value for BOTH the market and the ENTERPRISE. The model must: Create VALUE for every stakeholder: the market, the enterprise, and all partners in the mix, Be UNIQUE versus other models in the marketplace, truly representing a breakthrough solution, Be difficult to REPLICATE – so the window of advantage is longer and the ROI higher. It must create enterprise value…and a sustainable competitive advantage.
  89. Once again, we have frameworks and tools for this too. Activity Systems are used to map what an enterprise must DO realize its innovation. Operations mapping helps design the flow and organizational touch points. Value exchange mapping helps ensure that ever stakeholder – the user, the enterprise, partners – is part of a fair value exchange. Financial modelling tools help us test how the enterprise will make money and keep on making money, and how to mitigate risk through business design. Development roadmaps help turn visions into reality, and manage investments, developments and decision-making along the way.
  90. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  91. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  92. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  93. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  94. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  95. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  96. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  97. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  98. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  99. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  100. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  101. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  102. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  103. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  104. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.
  105. Great business people and great designers have much in common, including: A strong understanding of people & their needs An open mind that allows them to solve problems more creatively A willingness to collaborate with others in order to achieve bigger, better outcomes An ability to use their imagination to create and visualize new possibilities A willingness to experiment Making ‘strategies’ more concrete by building out new ideas and prototyping Having the courage to try new things and risk failure on the path to success Co-creation with users throughout the development process Using systems thinking to create robust solutions Embracing constraints as a source of creativity in designing new ways to bring value to the marketplace These are things familiar to great designers. They are also familiar to many great business innovators.