Championing great design to improve lives | Daniel Letts | November 2014
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The document discusses the Design Council's approach to using design as a framework for innovation in public services. It advocates taking a people-centered approach through observation and understanding user needs, visualizing concepts, collaboratively prototyping ideas through iteration. This allows organizations to manage risk, solve problems efficiently and deliver better outcomes for citizens. The Design Council offers coaching support to help public bodies apply design-led approaches to challenges.
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Championing great design to improve lives | Daniel Letts | November 2014
- 1. DCLG Warwick Daniel Letts, Design Associate Design Council 20 November 2014
- 2. Championing great design to improve lives
- 3. ‘to promote by all practicable means the improvement of design in the products of British industry’ - 1944
- 4. The Design Council today Design Commission Restarting Britain (2013) report states: “The challenge for the coming decade is how best to ensure that public services are reformed swiftly to meet 21st century needs at a cost that taxpayers can sustainably afford. We believe significant rewards- in terms of maximising policy effectiveness and lowering overall costs – could be reaped by the public sector taking a proactive, deliberate and professional approach to ‘designing’ what it does for its citizens.”
- 6. Design as a Framework to Innovate
- 7. Design?
- 8. The popular conception of design vs. all other concepts Eli Blevis, 2006 Decorvation All other concepts v
- 9. Our Approach Design as a Framework to Innovate
- 10. Innovating through design Deliver Solutions which work Develop Potential solutions
- 11. Innovating through design Deliver Solutions which work Develop Potential solutions Define The area to focus upon Discover Insight into the problem
- 12. Innovating through design Deliver Solutions which work Develop Potential solutions Define The area to focus upon Discover Insight into the problem Being people centred Being visual Being collaborative & iterative
- 13. Innovating through design Deliver Solutions which work Develop Potential solutions Define The area to focus upon Discover Insight into the problem Being people centred
- 14. Observation
- 15. Observation
- 16. Observation
- 17. Observation
- 18. Why be people centred? • Don’t create ideas in a vacuum. • Seek to understand people’s needs…. by spending time with them. • Observing people and their environments up close can reveal fresh opportunities to innovate.
- 19. Innovating through design Deliver Solutions which work Develop Potential solutions Define The area to focus upon Discover Insight into the problem Being people centred Being visual
- 20. What’s this? Quadruped. Graminivorous, forty teeth, namely twenty-four grinders, four eye-teeth, and twelve incisive. Sheds coat in the spring; in marshy countries, sheds hoofs, too. Hoofs hard, but requiring to be shod with iron. Age known by marks in mouth” “ Charles Dickens – Hard Times
- 23. How many 0s are there? 3 8 2 8 5 4 2 1 6 3 7 5 7 9 3 4 0 8 0 5 6 8 2 1 3 0 2 7 9 4 0 7 2 1 7 0 6 3 9 5 8 2 0 6 4 1 0 2 7 5 6 2 8 0 9 9 3 0 9 7 2 8 4 1 0 6 3 9 6 0 1 8 2 3 0 9 5 7 1 9 2 4 0 6 0 8 2 7 3 8 2 8 5 4 2 1 6 3 7
- 24. How many 0s are there? 3 8 2 8 5 4 2 1 6 3 7 5 7 9 3 4 0 8 0 5 6 8 2 1 3 0 2 7 9 4 0 7 2 1 7 0 6 3 9 5 8 2 0 6 4 1 0 2 7 5 6 2 8 0 9 9 3 0 9 7 2 8 4 1 0 6 3 9 6 0 1 8 2 3 0 9 5 7 1 9 2 4 0 6 0 8 2 7 3 8 2 8 5 4 2 1 6 3 7
- 25. Conversations
- 26. Information
- 27. “ The customer insights we captured through the design techniques achieved more than a thousand words ever could.” Lindsey Craig, Project Team, Lewisham Housing Options Centre
- 29. Why visualise? • Working visually makes things simpler. • Making things simpler aids communication. • Communication is key to developing ideas and innovating quicker and more successfully.
- 30. Innovating through design Deliver Solutions which work Develop Potential solutions Define The area to focus upon Discover Insight into the problem Being people centred Being visual Being collaborative & iterative
- 31. Products
- 33. Communications Different levels of detail in prototyping
- 35. Prototyping spaces & services
- 36. Prototyping Manage risk by trying things out quickly and cheaply.
- 37. Why collaborate & iterate through prototyping? • Testing an idea early helps manage risk. • Quick and cheap mock-ups provide early feedback and can save money. • Almost anything can be prototyped to test thinking before bigger investments are made • Encourages ‘smart’ failure.
- 38. Innovating through design Deliver Solutions which work Develop Potential solutions Define The area to focus upon Discover Insight into the problem Being people centred Being visual Being collaborative & iterative
- 39. Service Design and that happen over time.” “ Design for experiences that reach people through many different touch-points,
- 40. Service Design • Holistic & end-to-end • Channel & touchpoint agnostic • Cross silo & business ready
- 41. Service Design Delivering great customer experiences increases revenues, drives loyalty, and reduces the cost to serve.
- 42. Service Design
- 44. Service Design
- 45. Service Design
- 46. Service Design
- 47. Service Design
- 48. Blueprint AWARE JOIN USE DEVELOP LEAVE Face to Face Online Mobile Print Call centre
- 49. Blueprint AWARE JOIN USE DEVELOP LEAVE Face to Face Online Mobile Print Call centre 3rd party
- 50. Blueprint AWARE JOIN USE DEVELOP LEAVE Face to Face Online Mobile Print Call centre 3rd party FRONT STAGE
- 51. AWARE JOIN USE DEVELOP LEAVE Face to Face Online Mobile Print Call centre 3rd party BACKSTAGE FRONT STAGE
- 52. AWARE JOIN USE DEVELOP LEAVE Face to Face Online Mobile Print Call centre 3rd party BACKSTAGE FRONT STAGE Operations Tech/IT 3rd party
- 53. Blueprint
- 54. Blueprint
- 57. Risk management £1 - £10 - £100 For every £1 spent solving a problem in design stage, it costs £10 to tackle in development and £100 to rectify after launch.
- 58. Design Council support Sustained design coaching for teams around a service or organisational challenge : • Coaching with a team for 6-9 months, to frame a challenge, identify solutions and embed new ways of working • Match funded by the Department for Business, Innovation and Skills • More than 30 public bodies coached to date • Issues include hospital pharmacy and homelessness services designcouncil.org.uk/our-services/service-transformation
- 59. Thank you for further information at: www.designcouncil.org.uk/leadership leadership@designcouncil.org.uk 020 7420 5275
Notes de l'éditeur
- We are an independent charity – and all charities have clear missions that benefit society: ours is to improve lives in the UK. Our belief is that great design grows the economy and improves our quality of life – and the more that the UK makes effective use of design, the stronger the UK will be. - We work with private sector companies of all scales – from start-ups to multinationals - We work with public service providers - We work with Government - both central and local - And we work with charities and other non-profit organisations
- And this is what it looked like. Glad to say our board is more gender balanced now: 4-2 in favour of women. In 1944 the emphasis of what we did it was more about the what of design than the how: the output not the process…the noun, not the verb. This is an early meeting of the Council deciding how it would achieve the aim of improving the design in the products of British Industry and therefore help economic growth.
- So what’s changed? Need remains – “localism” agenda, austerity – better recognised, but even more of a challenge? The Big Challenges: Reduced resources (people and funding); Increased, more complex demands; Risk aversion; Commercial competition; Low morale; Silos
- We work with businesses (from manufacturers tech start ups, developers), government (both central and local) and design sector (practice and research communities). We do that through three main areas of delivery: Our Challenges work: tackling big, intractable social problems (e.g. hospital infection; violence in A&E; dementia care) CABE advisory services in the built environment (developers, local authorities). Design Leadership Programmes – these are our coaching programmes across (three areas: business/public sector; and science/high tech ventures.) In this presentation I will focus on our work with business and science ventures.
- Design is not just the output, the product or the service but the process behind creating it. SO how do designers go about innovating Not just a noun but a verb,
- Note to DA’s Most people think design is something to do with flowery wallpaper or fancy looking products
- For a long time it has been this (and in many places still is)…
- Design can influence many aspects of a complete system.
- Quick recap last workshop
- Well most people start here. Someone presents the problem to people who then come up with solutions. For a long time this was how the design industry worked. But over time, designers (or anyone else responsible for coming up with ideas) have pushed back a little further to better understand the problem itself, often reframing it.
- And to ask - Why is that a problem…? Who does it affect? What are the real issues and challenges behind the problem? And how can we better understand those issues? So a business might say to us we want a new website or brochure to make us look more professional – what are you trying to achieve? Working this way makes sure we’re working on and solving the right problem in the first place, that we really understand it - the real cause not just the symptoms It also enables us to identify where the real growth opportunities in the future might be The better you define the problem and understand it the better and more successful the solutions you do will be.
- Throughout this process there are 3 principles that we apply …no matter what the challenge Being people centred - getting customer insights to identify opportunities by spending time with people Being visual to aid understanding of both the problems and solutions Being collaborative and iterative to reduce risk by testing and evolving before being launched and roll out These 3 core aspects help innovation happen and happen successfully ….and its these 3 principles we’re going to share with you today
- Note to DA’s Designers understand what people need by spending time with them in their own homes. This photo comes from a project the Design Council did in Bolton, working with people who had diabetes to improve their interactions with the health service. http://www.designcouncil.org.uk/Case-studies/Diabetes-management/Working-with-patients-to-create-a-new-kind-of-service/
- In a hospital in the states, the leadership team were keen to know what the customer experience was like. For the first time on a strategic management project, they hired a design consultancy. Because of their experience of working with management consultants, they were expecting to be presented with a lot of data and charts and graphs and reports.
- What they were shown was this (20 minutes of it)
- Because this is a very common patient experience. Filming the customer journey and using what they captured to help the management better understand where some missed opportunities may lie. “You see 20 minutes of ceiling tiles and realize the most important thing is telling people what’s going on.”
- Harrison fisher: In danger of becoming the best manufacturer of products no one wants to buy. Because they hadn’t understood that the customer had moved on and wanted different things Its all about getting close and having some empathy with the people who use your services How can YOU get really close to the people who are your customers to better understand what really matters to them? And what new opportunities could you reveal by doing this?
- Throughout this process there are 3 principles that we apply …no matter what the challenge Being people centred - getting customer insights to identify opportunities by spending time with people Being visual to aid understanding of both the problems and solutions Being collaborative and iterative to reduce risk by testing and evolving before being launched and roll out These 3 core aspects help innovation happen and happen successfully ….and its these 3 principles we’re going to share with you today
- Ask the audience what Charles Dickens is describing here (it should normally take some time for them to realise it’s a horse) Make the point that even one of our great writers can be a bit wordy/unclear at times.
- A picture is worth a thousand words – sometimes its easier and better to use a photo to get your message across
- Note to DA’s ...even a stick figure is useful to communicate with!
- The answer is 14 Much easier to see when visually differentiated. The human brain processes visual information at 10x the speed of listening to words… (1250Mb/s v 125Mb/s)
- Design and sexual health (DaSH) This image comes from the DaSh project that the Design Council ran during Dott 07 in Gateshead in the north east of England. The design team from Options UK were working with Gateshead PCT to develop a new sexual health service. The designers wanted to speak to people about what they wanted from a sexual health service, but they found it hard if not impossible to interview people directly about what they wanted because... People hadn’t been to a sexual health service before, so had no idea of what would make it better Even if people had been to a sexual health service, they weren't going to tell the designers that! – so many claimed not to know what would have made it better. To get around this the designers created a set of interview cards. They broke the experience of visiting a sexual health service down into a services of steps - from how it was advertised, to the clinics look and feel, to how people would receive their results. They then created a set of visual cards for each step that described different options for how the service could be delivered. They then asked people to assemble from the cards their ideal journey through the series of steps. This helped facilitate the conversation as the designers were then able to ask people why they had chosen certain cards over others.
- Customers: Reduced use/time spent in temporary accommodation Reduced homeless registrations Reduced waiting times and improved routing Team: Staff attendance levels increased Capabilities and capacity increased (greater productivity) Budget: Improved targeting of resources on those in greatest need Savings of £368k per year
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- Working visually makes things simpler. Making things simpler aids communication. Communication is key to developing ideas and innovating quicker and more successfully …be visual throughout the process to share understanding of the problem as well as the solutions …and also think about how you communicate your services to the people who need them
- Throughout this process there are 3 principles that we apply …no matter what the challenge Being people centred - getting customer insights to identify opportunities by spending time with people Being visual to aid understanding of both the problems and solutions Being collaborative and iterative to reduce risk by testing and evolving before being launched and roll out These 3 core aspects help innovation happen and happen successfully ….and its these 3 principles we’re going to share with you today
- 1. Is one of the first Ipod prototypes. It was used to convince the board of directors that this idea was worth pursuing 2. Dyson built 5126 prototypes before he got to the first production model
- Note to DA’s Introduces the notion of levels of fidelity (e.g. Sketches of screens > Static Power Point mock up of screens > Fully interactive software prototype. Pending the idea and the goal, you won’t be able to do this yourself. You’ll need specialist input.
- NHS Whittington were looking to redesign the pharmacy. They were part of a Design Council programme to help enable better use of design in the public sector. They had a space that kind of worked but they felt sure it could be improved for the users and make better use of the space. A colleague of ours Anna White, ran a few project that myself and a guy called Sean Miller were involved with to help frame the project and then find the right kind of help. Used prototyping in three sessions. This photo is the first one, a co-design session with staff and public. A design company called Tilt brought along a plain scale model. Just the cardboard in the picture. Then four different teams worked on: O/A layout / Signage and messaging / Furniture and other moveable physical stuff / Staff and patient interactions See on left ‘Prescription collection’ sign. Had it on left, pick up and leave through a new door to be created on the right. This was the first physical manifestation of an idea to improve flow and start thinking about the counter and how it could be used better.
- The next session was prototyping in a live environment with real staff, doing their jobs with real customers (look at the yellow warning sign in the middle of the picture). This picture shows a few things of interest. They tried out a couple of different flows: the new way that they’d first tried in a scale model and then in a way that was arguably easier (right to left) because it mean not needing a new doorway. This is right to left. You can see arrows on the floor to guide customers and some people queuing up to hand in on the right. At the hand in point there’s a new serving hatch – testing an idea to improve privacy for customers. So, they wanted to see if a right to left flow worked and it didn’t. People walked straight to the first person they saw to hand in – despite the signage - they went where they expected they should go. It was a vindication of their idea that the new flow of left to right was worth pursuing. Impact beyond just the flow, on signage and interior. They might have gone on and made the change without prototyping it and all might have been fine BUT they wouldn’t have the confidence which they got from this prototype, nor the evidence they gathered and or the buy in from a range of key stakeholders from the customers to senior management. And it help give birth to new ideas too. They got a fantastic reaction from all involved – customers to senior staff and the Chief Exec, Chair and Ops Director from the trust who see value in this way of working. They see it influencing how they commission the redesign of a ward or operating theatre. The original pharmacy design did involve staff but only as a paper exercise – not physically prototyping it and not really being involved in design decision making. That is another key difference. It’s not just about involving people, it’s how you involve them that matters. If time – tell the walkie talkie story…or the webcam and the robotic picking machine…
- The single biggest reason to prototype is to manage risk Early – Prototype early not at the end, don’t be perfect and late - prototype before piloting. Pilots can quickly become too big to fail. Ugly – doesn’t always matter what it looks like to get the learning Often – Try things out, learn by doing - break some rules! Collaborate and Get the team dynamic right
- Testing an idea early helps manage risk. Prototyping is much better than going straight to pilots that can be expensive and can quickly become to big to fail Quick and cheap mock-ups provide early feedback and can save money. Almost anything can be prototyped to test thinking before bigger investments are made Encourages ‘smart’ failure. Iteration strengthens the idea And throughout all this you need to work collaboratively, not just internally but with other networks, partners and specialists
- Throughout this process there are 3 principles that we apply …no matter what the challenge Being people centred - getting customer insights to identify opportunities by spending time with people Being visual to aid understanding of both the problems and solutions Being collaborative and iterative to reduce risk by testing and evolving before being launched and roll out These 3 core aspects help innovation happen and happen successfully ….and its these 3 principles we’re going to share with you today
- Working this way delivers ideas that fit and manages risk
- That’s really all from me Website - A lot more case studies, films and information on our work If you’ve got Questions? Speak to me afterwards I’d like to finish by thanking you.