1. Design thinking has been misperceived as only involving designers when it actually requires interdisciplinary teams across design, business, and technology disciplines. 2. Effective product teams have design, business, and technology leads working together, with the design discipline playing a transversal role rather than being dissolved into other areas. 3. Experience metrics are now part of product key performance indicators to measure user behavior and experience, alongside traditional business and technology metrics.

1. HOW DESIGN
THINKING WILL
FIX DESIGN
THINKING
1

2. The Funky Design Iceberg 2
The typical perception
of Design Thinking

3. The Design Thinking Iceberg 3
Holistic Design
Thinking
The typical perception
of Design Thinking

4. THE
MISPERCEPTION
OF DESIGN
THINKING
4

5. The Misperception of Design Thinking 5
Design
Thinking
Design
Business
Tech

6. The Misperception of Design Thinking 6
Design
Thinking
Design
Business
Tech

7. DESIGN
THINKING
7

8. Design Thinking context 8
Human
Business Tech

9. Design Thinking context 9
“Design Thinking is a method of
meeting humans' needs and desires
in a technologically feasible and
strategically viable way.”
Tim Brown

10. Design Thinking context 10
Business
viable
Technology
feasible
Human
desirable
Tim Brown, Liz Sanders

11. The Product Rationale Dependencies 11
Human
Business
and that
generates
value for can
generate
revenue
for
Product
that
works

12. Human-centrism across disciplines 12
User
HumanDesign layer
Business layer
Tech layer
Consumer

13. Human-centrism across disciplines 13
User
Human
Consumer
Design layer
Business layer
Tech layer
“Needs to generate
revenue”
“Needs to solve
human problems”
“Needs to function
flawlessly”
ProductProductProduct

14. Human-centrism across disciplines 14
User
Human
Consumer
Product
Design layer
Business layer
Tech layer
“Meets human needs
and desires, is
technologically feasible,
and strategically viable”
“Needs to generate
revenue”
“Needs to solve
human problems”
“Needs to function
flawlessly”

15. INTER-
DISCIPLINARY
PRODUCT
TEAMS
15

16. Cross-discipline empathy 16
Design
Thinking
Design
Business
Tech

17. Roles in product teams 17
Design
Tech
Tech
Lead
Business
Lead
Design team
Developers
Business team
Creative Technologist
/ Design Engineer
Business Designer /
Design Strategist
Technical Product
Manager
Business
The core product
team is
interdisciplinary.
Design
Lead Product
Mgr.

18. Product–discipline gravitational power dynamics 18
Design
Business
Tech
Business discipline core
competency
Tech discipline core
competency
Design discipline core
competency
Interdisciplinary
product discipline

19. THE
TRANSVERSAL
DESIGN
DISCIPLINE
19

20. The danger of Design "dissolving" inside product teams 20
Design
Business
Tech
Business
Tech
Design

21. Roles in transversal Design teams 21
Insights
Head of Research
and Insights
IXD Visual Design
CDO / Design
Director
Head of
IXD
Head of Visual Design /
Creative Director
User Researchers /
Trend Researchers /
Service Designers
Interaction Designers Visual Designers,
Visual Production
Designers
Creative
Technologists,
Design Strategists
Hybrids
(Service) Design
Leads
Design Discipline Leads Design Leads
Product verticals
Other roles are: Design
Resource Manager, Design
Program Manager

22. Roles in transversal Design teams 22
Product
vertical
Product
vertical
Product
vertical
Transversal Design

23. Roles in transversal Design teams 23
Product
vertical
Product
vertical
Product
vertical
Design
Discipline Lead
(Service)
Design Lead
Transversal Design

24. ROLE OF
DESIGN
CONSULTANCIES
24

25. Organization with internal design discipline 25
Design
Business
Tech
Internal design
discipline
Design
Thinking

26. Organization with external Design consultants 26
External design
consultancy as acting
design discipline
Business
Tech
Design
Thinking
Design

27. Organization with external Design consultants 27
Business
Tech
Design
Thinking
Design External design
consultancy as acting
design discipline with
ex-design discipline
“clones”

28. EXPERIENCE
METRICS
28

29. Experience metrics are part of product KPIs 29
Business metrics
Market performance of a
product
Technology metrics
Technical performance and
maturity of a product
Experience metrics
User behavior when interacting
with product
KPIs
{ Quantitative data

30. Experience metrics example 30
Engagement
Intimacy, passion, and
commitment
Effectiveness
Being able to perform a
task or not
Efficiency
Time to perform a task
Intuitivness
Number of errors while
performing a task
Ergonomics
Number of interactions while
performing a task
Ease of use
High
granularity
of action
Low
granularity
of action
Pace of use

31. MINIMUM
VIABLE
EXPERIENCE
31

32. Minimum Viable Experience 32
Discovery Design
DevelopmentDeployment
Test
Concept
Interactive
prototype
Product
Working
prototype
Product
MVP to
full-scale
product
Idea
Paper
prototype
Problem validation
Idea validation
Concept validation
Product validation
Business
hypothesis
validation

33. EVOLUTION OF
THE DESIGN
DISCIPLINE
33

34. The evolution of the design discipline 34
Human
Human perceivable
Sub-perceptive
Value
Technology
Design

35. 35
Thank you