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MEC
Design Thinking in a
Work Place
2
Contents
• Design Thinking.
• Design Thinking Rules.
• Lean Manufacturing.
• Agile Development Methods.
• Incorporating Lean and Agile.
• Benefits of Design Thinking.
• Case Studies.
3
Design Thinking
• Progressive and user-centered.
• Puts humans first and focuses heavily on
empathy.
• Will create meaningful user experiences.
• Encourages businesses and organizations
to consider the real people who use their
products and services.
4
Design Thinking
• Fits into the overall product design
process.
• For the user, design thinking means better,
more useful products that actually improve
their lives.
• For business, design thinking means
happy and loyal customers and a healthier
bottom line.
5
Design Thinking Rules
• The human rule:
- all design activity is social in nature.
- any social innovation will bring us back
to the “human-centric point of view”.
• The ambiguity rule:
- ambiguity is inevitable, cannot remove
or oversimplify.
- experiment at the limits of knowledge
and ability.
- see things differently.
6
Design Thinking Rules
• The redesign rule:
- all design is redesign.
- technology and social circumstances
may change and evolve.
- basic human needs remain unchanged.
- we only redesign the means of fulfilling
needs or reaching desired outcomes.
7
Design Thinking Rules
• The tangibility rule:
- Make ideas tangible.
- prototypes make ideas tangible.
- tangibility helps designers communicate
ideas more effectively.
8
Design Thinking
9
Lean Manufacturing
• Two critical factors of Lean – Value Added
and Non-Value Added.
• To identify and eliminate non-value added
activities.
• To increase operational efficiency.
• Focuses on streamlining design process.
• Minimizes waste and maximizes value.
• Works in conjunction with agile
development methods.
• Some core tenets include collaboration,
gathering feedback, decision making and
team work.
10
Core Lean Tenets
• Cross-functional collaboration between
designers, engineers, and product
managers.
• Gathering feedback quickly and
continuously as well as ensure constant
learning and adaptation.
• Deciding as late as possible and delivering
fast, less focus on long-term deliverables.
• A strong emphasis on how the team
operates as a whole.
11
Agile Development Methods
• Agile is a software development process
that works in iterative, incremental cycles
known as sprints.
• Differs from traditional development
methods.
• Agile is flexible and adaptive.
12
Agile Principles
 Agile adheres to:
• Individuals and interactions over
processes and tools.
• Working software over comprehensive
documentation.
• Customer collaboration over contract
negotiation.
• Responding to change over following a
plan.
13
Design Thinking, Lean and Agile
“Design Thinking is how we explore and
solve problems; Lean is our framework
for testing our beliefs and learning our
way to the right outcomes; Agile is how
we adapt to changing conditions with
software.”
- Jonny Schneider,
Product Strategy and Design Principal,
ThoughtWorks.
14
Design Thinking, Lean and Agile
• Often seen as three separate approaches.
• Companies and teams ask themselves
whether to use lean or agile or Design
Thinking.
• Can (and should!) be merged for optimal
results.
• Design Thinking in a lean, agile
environment helps create a user-centric
and highly efficient product development
process from a business perspective.
15
Design Thinking, Lean and Agile
• Each approach has its own modus
operandi, there is also significant overlap.
• Combining principles from each to keep
cross-functional teams on the same page.
• Combination keeps designers, developers,
product managers, and business
stakeholders all collaborate on one
common vision.
16
Design Thinking, Lean and Agile
• Design Thinking, lean, and agile together
cut out unnecessary processes and
documentation.
• Leverages the contributions of all key
stakeholders for continuous delivery.
17
Incorporating Lean and Agile to
Design Thinking
• Design Thinking, a user-centered,
solution-based approach to exploring and
solving problems.
• Focuses on generating ideas with a
specific problem in mind.
• Keeps the user at the heart of the process
throughout.
• Establish and design a suitable solution,
then start to incorporate lean principles.
18
Incorporating Lean and Agile to
Design Thinking
• Test ideas, gather quick and ongoing
feedback, see what works.
• Emphasis on cross-team collaboration and
overcoming departmental silos.
• Agile ties all work into short sprint cycles.
• Agile allows for adaptability in the face of
change.
19
Incorporating Lean and Agile to
Design Thinking
• Agile delivers value to benefit both the end
user and the business as a whole.
• Products improved and built upon
incrementally in an agile environment.
• Cross-team collaboration crucial.
• When used as a combination cuts out non-
value added processes and minimizes
documentation.
20
Why Design Thinking at Work?
• Designer has a pivotal role in shaping the
products and experiences that the
company puts to market.
• Integrating Design Thinking into the
process can add huge business value.
• Ensures that the products designed are
desirable for customers, viable in terms of
company budget and resources.
21
Benefits of Design Thinking
• Reduction in time to market:
- In combination with lean and agile to
reduce the amount of time spent on
design and development.
- Emphasis on problem-solving and
finding viable solutions.
- User-centric.
22
Benefits of Design Thinking
• Cost savings and ROI:
- Getting successful products to market
faster.
- Savings in the business money.
- Significant return on investment.
• Customer retention and loyalty:
- Ensures a user-centric approach.
- Boosts user engagement and customer
retention in the long term.
23
Benefits of Design Thinking
• Fosters innovation:
- Challenges assumptions, established
beliefs.
- Encourages all stakeholders to think
outside the box.
- Fosters a culture of innovation, extends
it well beyond the design team.
24
Case Studies
25
26
Case Study 1
- Design Thinking in an Eye
Hospital
• Executive Aim :
to transform the patient experience from
the typically grim, anxiety-riddled affair into
something much more pleasant and
personal.
• Action :
implementing Design Thinking and design
principles into the planning process.
27
Case Study 1
 Empathize:
set out to understand their target user first
ie; patients coming to the hospital for
treatment.
hospital administrators, staff and doctors
found that most patients came into
hospital with the fear of going blind.
28
Case Study 1
 Define:
empathize stage revealed the need to
prioritize fear reduction among patients.
• Problem statement:
“Patients coming into our hospital need to
feel comfortable and at ease.”
29
Case Study 1
 Ideate:
had a deep understanding of their patients
and a clear mission statement.
started to brainstorm potential solutions.
inspiration from both likely and unlikely
sources.
looked to flagship airline and supermarket
chain to learn about scheduling.
turned to other medical organizations for
inspiration on operational excellence.
30
Case Study 1
 Prototype:
the team presented the most promising
ideas they had come up to those in charge
of care-giving at the hospital.
teams of care-givers used the insights to
design informal, small-scale experiments
that could test a potential solution, and see
its worthiness for wide-scale adoption.
31
Case Study 1
 Test
ran the experiments to see if they took off.
transition to formal adoption of ideas
tended to be more gradual.
If an idea worked, sooner or later other
groups would ask if they may also try.
best ideas spread organically.
32
Case Study 1
• Outcome:
able to get to the heart of the users’ needs
and find effective solutions to fulfill them.
improved user experience.
patient intake rose by 47%.
hospital won several awards for safety,
quality and design.
33
Case Study 2
- A Financial Service Provider
• Findings:
an all-time low consumer trust.
• Executive Aim:
re-engage with their target users.
come up with new ways of building trust.
• Action:
test out a Design Thinking approach.
34
Case Study 2
 Empathize:
focused on users, made conscious effort
to understand user needs first-hand.
learned that user assumptions were not so
accurate.
spoke to them about goals they want to
achieve, uses do not want to commit to a
certain goal.
found users do not know what the goal is.
users keen to reveal their ideas regarding
financial planning.
35
Case Study 2
 Define:
were able to reframe their mission
statement.
they needed to rebuild consumer trust.
the way to do this would be to speak to the
customer in their own language and
become a more relatable brand.
36
Case Study 2
 Ideate and Prototype:
decided to experiment with a completely
new image.
team members went out in casual
clothing.
tested some prototypes and homemade
posters in designated hotspots including a
university campus and selected railway
stations.
37
Case Study 2
 Test:
learnt valuable lessons about the users
and how to communicate with them.
found that even something as simple as
dressing more casually helped to reduce
the negative connotations associated with
financial services.
learnt the value of asking open questions
than trying to sell the prototype.
Design Thinking taught them to ask
questions that focus on the user’s needs.
38
Case Study 2
 Outcome:
was a huge learning curve.
taking time to speak to the users gave
them the insights needed to redesign their
messaging.
allowed them to start marketing much
more effectively.
opened up a new office space in a student
district.
put their editorial and social media teams
in close proximity to their customer base.
39
References
• Christian Muller Roterberg, “Handbook of
Design Thinking – Tips & Tools for How to
Design Thinking”, 2018.
• Your prescribed textbooks.
• https://careerfoundry.com
40
Your turn now…..

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EST 200, Design Thinking in a Work Place.

  • 2. 2 Contents • Design Thinking. • Design Thinking Rules. • Lean Manufacturing. • Agile Development Methods. • Incorporating Lean and Agile. • Benefits of Design Thinking. • Case Studies.
  • 3. 3 Design Thinking • Progressive and user-centered. • Puts humans first and focuses heavily on empathy. • Will create meaningful user experiences. • Encourages businesses and organizations to consider the real people who use their products and services.
  • 4. 4 Design Thinking • Fits into the overall product design process. • For the user, design thinking means better, more useful products that actually improve their lives. • For business, design thinking means happy and loyal customers and a healthier bottom line.
  • 5. 5 Design Thinking Rules • The human rule: - all design activity is social in nature. - any social innovation will bring us back to the “human-centric point of view”. • The ambiguity rule: - ambiguity is inevitable, cannot remove or oversimplify. - experiment at the limits of knowledge and ability. - see things differently.
  • 6. 6 Design Thinking Rules • The redesign rule: - all design is redesign. - technology and social circumstances may change and evolve. - basic human needs remain unchanged. - we only redesign the means of fulfilling needs or reaching desired outcomes.
  • 7. 7 Design Thinking Rules • The tangibility rule: - Make ideas tangible. - prototypes make ideas tangible. - tangibility helps designers communicate ideas more effectively.
  • 9. 9 Lean Manufacturing • Two critical factors of Lean – Value Added and Non-Value Added. • To identify and eliminate non-value added activities. • To increase operational efficiency. • Focuses on streamlining design process. • Minimizes waste and maximizes value. • Works in conjunction with agile development methods. • Some core tenets include collaboration, gathering feedback, decision making and team work.
  • 10. 10 Core Lean Tenets • Cross-functional collaboration between designers, engineers, and product managers. • Gathering feedback quickly and continuously as well as ensure constant learning and adaptation. • Deciding as late as possible and delivering fast, less focus on long-term deliverables. • A strong emphasis on how the team operates as a whole.
  • 11. 11 Agile Development Methods • Agile is a software development process that works in iterative, incremental cycles known as sprints. • Differs from traditional development methods. • Agile is flexible and adaptive.
  • 12. 12 Agile Principles  Agile adheres to: • Individuals and interactions over processes and tools. • Working software over comprehensive documentation. • Customer collaboration over contract negotiation. • Responding to change over following a plan.
  • 13. 13 Design Thinking, Lean and Agile “Design Thinking is how we explore and solve problems; Lean is our framework for testing our beliefs and learning our way to the right outcomes; Agile is how we adapt to changing conditions with software.” - Jonny Schneider, Product Strategy and Design Principal, ThoughtWorks.
  • 14. 14 Design Thinking, Lean and Agile • Often seen as three separate approaches. • Companies and teams ask themselves whether to use lean or agile or Design Thinking. • Can (and should!) be merged for optimal results. • Design Thinking in a lean, agile environment helps create a user-centric and highly efficient product development process from a business perspective.
  • 15. 15 Design Thinking, Lean and Agile • Each approach has its own modus operandi, there is also significant overlap. • Combining principles from each to keep cross-functional teams on the same page. • Combination keeps designers, developers, product managers, and business stakeholders all collaborate on one common vision.
  • 16. 16 Design Thinking, Lean and Agile • Design Thinking, lean, and agile together cut out unnecessary processes and documentation. • Leverages the contributions of all key stakeholders for continuous delivery.
  • 17. 17 Incorporating Lean and Agile to Design Thinking • Design Thinking, a user-centered, solution-based approach to exploring and solving problems. • Focuses on generating ideas with a specific problem in mind. • Keeps the user at the heart of the process throughout. • Establish and design a suitable solution, then start to incorporate lean principles.
  • 18. 18 Incorporating Lean and Agile to Design Thinking • Test ideas, gather quick and ongoing feedback, see what works. • Emphasis on cross-team collaboration and overcoming departmental silos. • Agile ties all work into short sprint cycles. • Agile allows for adaptability in the face of change.
  • 19. 19 Incorporating Lean and Agile to Design Thinking • Agile delivers value to benefit both the end user and the business as a whole. • Products improved and built upon incrementally in an agile environment. • Cross-team collaboration crucial. • When used as a combination cuts out non- value added processes and minimizes documentation.
  • 20. 20 Why Design Thinking at Work? • Designer has a pivotal role in shaping the products and experiences that the company puts to market. • Integrating Design Thinking into the process can add huge business value. • Ensures that the products designed are desirable for customers, viable in terms of company budget and resources.
  • 21. 21 Benefits of Design Thinking • Reduction in time to market: - In combination with lean and agile to reduce the amount of time spent on design and development. - Emphasis on problem-solving and finding viable solutions. - User-centric.
  • 22. 22 Benefits of Design Thinking • Cost savings and ROI: - Getting successful products to market faster. - Savings in the business money. - Significant return on investment. • Customer retention and loyalty: - Ensures a user-centric approach. - Boosts user engagement and customer retention in the long term.
  • 23. 23 Benefits of Design Thinking • Fosters innovation: - Challenges assumptions, established beliefs. - Encourages all stakeholders to think outside the box. - Fosters a culture of innovation, extends it well beyond the design team.
  • 25. 25
  • 26. 26 Case Study 1 - Design Thinking in an Eye Hospital • Executive Aim : to transform the patient experience from the typically grim, anxiety-riddled affair into something much more pleasant and personal. • Action : implementing Design Thinking and design principles into the planning process.
  • 27. 27 Case Study 1  Empathize: set out to understand their target user first ie; patients coming to the hospital for treatment. hospital administrators, staff and doctors found that most patients came into hospital with the fear of going blind.
  • 28. 28 Case Study 1  Define: empathize stage revealed the need to prioritize fear reduction among patients. • Problem statement: “Patients coming into our hospital need to feel comfortable and at ease.”
  • 29. 29 Case Study 1  Ideate: had a deep understanding of their patients and a clear mission statement. started to brainstorm potential solutions. inspiration from both likely and unlikely sources. looked to flagship airline and supermarket chain to learn about scheduling. turned to other medical organizations for inspiration on operational excellence.
  • 30. 30 Case Study 1  Prototype: the team presented the most promising ideas they had come up to those in charge of care-giving at the hospital. teams of care-givers used the insights to design informal, small-scale experiments that could test a potential solution, and see its worthiness for wide-scale adoption.
  • 31. 31 Case Study 1  Test ran the experiments to see if they took off. transition to formal adoption of ideas tended to be more gradual. If an idea worked, sooner or later other groups would ask if they may also try. best ideas spread organically.
  • 32. 32 Case Study 1 • Outcome: able to get to the heart of the users’ needs and find effective solutions to fulfill them. improved user experience. patient intake rose by 47%. hospital won several awards for safety, quality and design.
  • 33. 33 Case Study 2 - A Financial Service Provider • Findings: an all-time low consumer trust. • Executive Aim: re-engage with their target users. come up with new ways of building trust. • Action: test out a Design Thinking approach.
  • 34. 34 Case Study 2  Empathize: focused on users, made conscious effort to understand user needs first-hand. learned that user assumptions were not so accurate. spoke to them about goals they want to achieve, uses do not want to commit to a certain goal. found users do not know what the goal is. users keen to reveal their ideas regarding financial planning.
  • 35. 35 Case Study 2  Define: were able to reframe their mission statement. they needed to rebuild consumer trust. the way to do this would be to speak to the customer in their own language and become a more relatable brand.
  • 36. 36 Case Study 2  Ideate and Prototype: decided to experiment with a completely new image. team members went out in casual clothing. tested some prototypes and homemade posters in designated hotspots including a university campus and selected railway stations.
  • 37. 37 Case Study 2  Test: learnt valuable lessons about the users and how to communicate with them. found that even something as simple as dressing more casually helped to reduce the negative connotations associated with financial services. learnt the value of asking open questions than trying to sell the prototype. Design Thinking taught them to ask questions that focus on the user’s needs.
  • 38. 38 Case Study 2  Outcome: was a huge learning curve. taking time to speak to the users gave them the insights needed to redesign their messaging. allowed them to start marketing much more effectively. opened up a new office space in a student district. put their editorial and social media teams in close proximity to their customer base.
  • 39. 39 References • Christian Muller Roterberg, “Handbook of Design Thinking – Tips & Tools for How to Design Thinking”, 2018. • Your prescribed textbooks. • https://careerfoundry.com