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WHY DESIGN THINKING
DOESN’T ALWAYS WORK
IN COMPANIES
Dr Ekaterina Khramkova, Lumiknows, 2015
Based on our experience of implementing design thinking into
Russian organizational culture including Beeline, Promsvyazbank,
Intel Russia, Sberbank and many others
WHY DESIGN THINKING
DOESN’T ALWAYS WORK
IN COMPANIES
Dr Ekaterina Khramkova, Lumiknows, 2015
Based on our experience of implementing design thinking into
Russian organizational culture including Beeline, Promsvyazbank,
Intel Russia, Sberbank and many others
Photo Courtesy of Fabian Oefner
5 THINGS TO MAKE DESIGN
THINKING WORK:
Dr Ekaterina Khramkova, Lumiknows, 2015
MINDSET – PROCESS – FOCUS – SKILLS – CULTURE
or
WHO ARE LUMIKNOWS
Lumiknows is a Russia based product development & innovation consultancy specializing on design research to inspire Strategy and
Innovation. We are focusing on the Fuzzy Front End of Innovation. Our mission is making sense of ill-defined information, catalyzing change and
enlightening organizational knowledge (‘lumi’ – ‘light’ + ‘knows’ - ‘knowledge’).
With a focus on People, Research and Innovation, our aim is to provide deep insights into drivers, lifestyle and mindset of gaining in
sophistication Russian customers. Our involvement during the early stages of NPD ensures creating sound business strategies which lead to
identifying new product and market opportunities.
We have a unique experience of conducting different sorts of projects aimed at the Russian market for leading global and local brands. Lumiknows
were in charge of the first Russian full-scale design research endeavors initiated by headquarters of global brands: Samsung Electronics, Danfoss,
Renault, Philips Design, Harris Tweed and many others. Today, we work with both global, and Russian companies: Intel Russia, Beeline,
Moscow Metro, Light Technologies, Sberbank, Promsvyazbank.
Since 2009, we have been closely working with trend intelligence centers of Philips Design in Eindhoven and Hong Kong, as well as Samsung
divisions on Seoul, Paris and London fulfilling trendwathing projects for ‘health’, ‘houseware appliances’, ‘consumer electronics’, ‘lifestyle’,
‘Russian Premium’ etc.
Having become the pioneer in Russia in the area of design research and trendwatching, by now, we have the largest number of projects in this area
and a vast cross-industry insight: consumer electronics, housewares, automotive, furniture, electrical equipment, banking, telecoms,
FMCG, educational services and many more.
Executing a Russian part of the global projects, we worked together with such design consultancies as Continuum (Italy), Gravity Tank (USA),
toca design (USA), Idea Couture (USA), Harrit and Soerensen (Denmark) and others in France and UK.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 4
5
New Product Development | Design Research & Strategy | Service Design | Trendwatching
WWW.DESIGNRESEARCH.RU | WWW.LUMIKNOWS.COM
CROSS-INDUSTRY INSIGHT SINCE 2007
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Dr Ekaterina L Khramkova
• Member of the Editorial Board, The
International Journal of Business
Anthropology, New York
• Columnist on Design Thinking, Harvard
Business Review Russia, Moscow
• Lecturer in Design Research/Design
Thinking, British Higher School of Art &
Design, Moscow
Ekaterina has a multidisciplinary academic and professional background
combining economics, cultural anthropology, and design strategy.
In 2007, Ekaterina founded the first-in-Russiadesign research consultancy
Lumiknows, specializingon developing appropriate design strategies and new
products / brand offerings for the Russian market.
On a regular basis, Ekaterina writes and speaks emphasizing the social, cultural,
technological and businessdimensions of design.
In 2012, Ekaterina has become a featured speaker at Design Management
Institute conference in Helsinki to share her experience of conducting design
research in the Russian market for global brands with the world design
community.
In 2013, Ekaterina was requested to mentor "Design Thinkingfor Business
Innovation" online course in Russia for a global Coursera Labs project.
In 2014, Ekaterina has become a design mentor of the Intel Global Challenge
'Make It Wearable'.
Ekaterina holds a Master’s in Foreign Economics from the Moscow State
University named after Lomonosov, a Masters in Design and Branding Strategy
from Brunel University, UK, and a PhD in Ethnography and Cultural
Anthropology from the Russian Academy of Sciences.
FOUNDING DIRECTOR
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 6
So,
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 7
WHY DESIGN THINKING
DOESN’T ALWAYS WORK
IN COMPANIES?
IN 2006 I HAPPENED TO INTERVIEW IDEO IN THEIR
LONDON OFFICE FOR MY THESIS AT BRUNEL
…and I recall their story of transformation which turned
a successful product design agency into one of the
leading strategic management consultancies in the
world. It was at the turn of 2000s, when they began to
introduce the world of business with a new term –
‘design thinking’. Why? The crisis in their native product
design industry made them cardinally rethink who they
were. When Chinese industrial designers took
competencies and clients from American professionals,
the only way to survive was to understand what they
could do better. Much better.
At Ideo, they told me, it were the most dark times, when
they decided to get together in their headquarters in
Palo Alto and invite Gary Hamel to share his insights on
what was going on. And that his main idea that the key
factor for the nearest decades would be uncertainty
was completely in tune with their understanding of the
emerging business reality.
In other words, we need to admit and accept the fact that we, as
businesses, do not actually fully understand our market, our
customer, and the future of our industries (despite the tons of
predictions) is totally unclear to us. And, thus, we cannot anymore
spend months and years to develop a new product to understand in
the end it doesn’t work.
And that the winner would be companies who would be able to
extremely quickly create hypotheses of new products and services
to quickly test them, refine and iterate again and again.
This is how – at least I understood it this way – design thinking was
born. So, my definition of ‘design thinking’ is as follows: this is one
of the effective methodologies to create hypotheses of
unforgettable customer experiences. This is a way of
experimenting with new product development through cheap-and-
quick prototyping. Full version of the interview
Ekaterina Khramkova, Lumiknows
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 8
If before it was ok to follow market strategy ‘Ready
- Aim – Fire’, now, when ambiguity is ruling, it is
rather ‘Ready – Fire – Aim’…
Adapted from Niel Gershenfeld, MIT
Founding father of the worldwide Fablabs network
9Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 10
In other words, its all about experimenting.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 11
I would even say, it is all about serendipity ;)
Unfortunately,
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 12
‘SERIOUS’ COMPANIES
HATE EXPERIMENTING.
Unfortunately,
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 13
USUALLY, THEY HAVE NO
TIME & BUDGET ON IT.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 14
http://www.lawrencehallofscience.org/comsci/
But let’s be honest.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 15
DESIGN THINKING IS
ABOUT EXPERIMENTING
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 16
http://www.lawrencehallofscience.org/comsci/
WHY DESIGN THINKING
DOESN’T ALWAYS WORK
IN COMPANIES
This is the underlying reason
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 17
Let’s look what it means
WHAT IS THE MOST COMPLICATED
THING IN NEW PRODUCT
DEVELOPMENT?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 18
(1) Desirability by people. It should
meet latent needs, behaviors, and
desires;
(2) Feasibility - technological
considerations;
(3) Viability in terms of economic
considerations and strategic business
aims.
SEARCH FOR THE IDEA WHICH MUST MEET
THE THREE CONTROVERSIAL REQUIREMENTS:
Source: Keeley (1993); Owen (1993).
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 19
HOW DOES THE SEARCH FOR A
NEW PRODUCT IDEA HAPPEN?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 20
THIS IS HOW THE WAY LOOKS LIKE IN
THE BEGINNING OF THE PROJECT
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 21
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 22
IT IS HOW IT SEEMS WHEN
APPROACHING THE END OF THE
PROJECT
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 23
AND IT IS IN REALITY…
WHAT DISTINGUISHES THE STAGE
WHERE THE SEARCH FOR A NEW
PRODUCT IDEA HAPPENS?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 24
http://www.flickr.com/photos/jurvetson/2542450115/
25
THE FUZZY FRONT END OF INNOVATION
HOW TO MAKE DESIGN THINKING WORK
That «zero stage» when you
need to give birth to
of a new product…
when you
need to give birth to
of a new product…
Lumiknows, 2015
We investigated into fourteen large companies with an annual sales
volume from $500 million to $10 billion.
We discovered that only four of them had managed to meet plan in
terms of timing, functionality of new products and market share. In
five cases companies designed new generation's products which were
positively evaluated by experts, but at the end these products failed. As
it turned out, every time when in an NPD process difficulties occurred,
the roots of the problems could easily be found at the stage of early
planning, when the company had to decide what design the new
product will have.
"In search for new generation's product", Harvard Business Review
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 26
FUZZY FRONT END THE REST OF NPD
http://www.co-d.net/
27Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
CONCEPT IDEATION IMPLEMENTATION
http://www.co-d.net/
28
EMPATHIZE DEFINE IDEATE PROTOTYPE TEST
1 2 3 4 5
DESIGN THINKING STAGES
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Fuzzy Front End New Product Development
Nature of Work Experimental, often chaotic. “Eureka”
moments. Can schedule work—but not
invention.
Disciplined and goal-oriented with a project plan.
Commercialization Date Unpredictable or uncertain. High degree of certainty.
Funding Variable—in the beginning phases many
projects may be “bootlegged,” while others will
need funding to proceed.
Budgeted
Revenue
Expectations
Often uncertain, with a great deal of
speculation.
Predictable, with increasing certainty, analysis, and
documentation as the product release date gets
closer.
Activity Individuals and team conducting research to
minimize risk and optimize potential
Multifunction product and/or process development
team
Measures of Progress Strengthened concepts. Milestone achievement.
Fuzzy Front End: Effective Methods, Tools, and Techniques, Peter A.Koen, Greg M.Ajamian, Scott Boyce, Allen Clamen, Eden Fisher, Stavros Fountoulakis, Albert
Johnson, Pushpinder Puri, and Rebecca Seibert / The PDMA ToolBook for New Product Development
DIFFERENCE BETWEEN THE FFE AND THE REST OF NPD
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 29
So, the 5 reasons
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 30
WHY DESIGN THINKING
DOESN’T ALWAYS WORK
IN COMPANIES
1. MINDSET
Companies hate uncertainty and do not appreciate nonlinear, intuitive
thinking.
2. PROCESS
Companies bond to linear instead of iterative processes.
3. FOCUS
Companies are good at market research but still struggle with applying design
research.
4. SKILLS
Companies understand well what UX/UI is, but have no sufficient skills to
creating cheap-and-quick prototypes (unless it is a design consultancy).
5. CULTURE
Companies have difficulties with creating ‘i-shaped’ business culture.
HOW TO MAKE DESIGN THINKING WORKLumiknows, 2015 31
mindset
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 32
DIVERGENT vs CONVERGENT
Pay attention to your mindset
…and temporarily forget the metrics
1. MINDSET
2. PROCESS
3. FOCUS
4. SKILLS
5. CULTURE
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 33
HOW TO MAKE DESIGN THINKING WORK 34
Companies have a
targeted intelligence
to track issues that are
strategically important
but lack an open
process to recognize
emerging patterns
and issues that no one
has yet identified as
strategic.
Best-Practice Survey
Results/SRI Consulting
Business Intelligence-
formerly Stanford
Research Institute
Lumiknows, 2015
35
DESIGN
THINKING
Aims at operating with already identified
strategic opportunities
Aims at discovering new strategic opportunities
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
TARGETTED
INTELLIGENCE
HOW TO SWITCH OFF TARGETTED INTELLIGENCE?
consciously combine «divergent» and «convergent»
mindsets.
• Diverge: generate options
• Converge: select options
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 36
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 37
DIVERGENT THINKING:
ability to expand the search
area to create new problem
statements
CONVERGENT THINKING:
ability to find solutions to some
problem statement
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 38
WHY IT IS SO IMPORTANT TO FIND YOURSELF
FROM TIME TO TIME IN A ‘DIVERGE’ MINDSET?
We are accustomed to immediately rush to solve the
problem rather than stop and ask yourself, "Is that the
right problem we solve?". Thus, we spend a lot of time to
answering ‘bad’ questions and solving the ‘wrong’ problems.
If I had only one hour to save the world, I would spend fifty-
five minutes defining the problem, and only five minutes
finding the solution. Albert Einstein
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 39
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
WHAT TYPE OF MINDSET AM I CURRENTLY
UTILIZING: DIVERGENT OR CONVERGENT?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 40
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
WHAT TYPE OF MINDSET AM I CURRENTLY
UTILIZING: DIVERGENT OR CONVERGENT?
Ask yourself and your colleagues more often…
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 41
process
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 42
LINEAR vs ITERATIVE
Follow the main principle – ‘iteration’.
…at Lumiknows, we call it the number of
‘snails’
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 43
1. MINDSET
2. PROCESS
3. FOCUS
4. SKILLS
5. CULTURE
HYPOTHESIS
MODEL
CHECK
CREATING A FIELD OF
HYPOTHESES OF NEW
PRODUCT IDEAS
CHEAP-AND-QUICK
PROTOTYPING
REFLECTING A KEY USAGE
SCENARIO
CHEAP-AND-QUICK
TESTING OF THE
HYPOTHESES
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 44
1 2 3
v
H
MC
Linear incremental process with
clear beginning and end
Iterative process based on the
‘H – M - C’ cycle
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 45
x
OUR METHODOLOGY ‘THINK AS CREATOR’ IS BASED ON
THE CYCLE ‘HYPOTHESIS – MODEL - CHECK’
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 46
©Lumiknows, 2015
We caught ourselves at
asking each other, ‘How
many snails have we
went through?’ 
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
CAN WE SAY OUR WORKING HYPOTHESIS
HAS BEEN CONFIRMED, OR SHALL WE
MAKE ANOTHER SNAIL?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 47
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
CAN WE SAY OUR WORKING HYPOTHESIS
HAS BEEN CONFIRMED, OR SHALL WE
MAKE ANOTHER SNAIL?
Ask yourself and your colleagues more often…
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 48
focus
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 49
CUSTOMER EXPERIENCE vs HUMAN EXPERIENCE
Make sure you apply the right type of
research techniques:
a detailed story of “how to ride a
bicycle” vs real experience of
riding
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 50
1. MINDSET
2. PROCESS
3. FOCUS
4. SKILLS
5. CULTURE
WHAT IS THE MAIN DIFFERENCE?
Market research techniques are good at confirming
the existing situation, but not that good at identifying
new product opportunities.
If I’d ask people what they wanted, they would have
said a faster horse. Henry Ford
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 51
Design in Technology
program, University of
Cambridge, Judge
Institute of
Management
52
Market techniques Design research techniques
Artificial setting In-context
Self-reporting of behaviours Observe behaviours first hand
Identifies ‘preferences’ Identifies ‘user experience’
Sanitized data (aspiration) Raw data (reality)
Focuses on the ‘known’ Focuses on new possibilities
Closed ended questions Open ended dialogue
Detached research team Integrated to design development team
Bar charts & text Visual images
Design in Technology
program, University of
Cambridge, Judge
Institute of
Management
53
Market
research
results
Design
research
results
The number
of
respondents
100 1
The number
of new
product ideas
1 10
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
Market research:
focus on narrow «customer experience»
Design research:
focus on total «human experience»
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 54
Finally, the goal of designing these experiments and minimal viable
products is not to get data. The data is not the endpoint. Anyone can
collect data. Focus groups collect data. This is not a focus group. The
goal is to get insight. The entire point of getting out of the building is to
inform the founder’s vision. The insight may come from analyzing
customer responses, but it also may come from ignoring the data or
realizing that what you are describing is a new, disruptive market that
doesn’t exist, and that you need to change your experiments from
measuring specifics to inventing the future.
Steve Blank
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 55
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 56
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
DO WE ENRICH THE REAL LIFE OF OUR
CUSTOMERS WITH MEANINGFUL STUFF, I.E.
THINGS THAT DON’T NECESSARILY APPLY
TO OUR BRAND?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 57
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
DO WE ENRICH THE REAL LIFE OF OUR
CUSTOMERS WITH MEANINGFUL STUFF, I.E.
THINGS THAT DON’T NECESSARILY APPLY
TO OUR BRAND?
Ask yourself and your colleagues more often…
skills
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 58
PROTOTYPING: FAST vs SLOW
Make sure you understand the
difference between ‘fast’ prototyping
and classical usability testing :
as between «spotlight» and.
«flashlight»
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 59
1. MINDSET
2. PROCESS
3. FOCUS
4. SKILLS
5. CULTURE
WHAT IS ‘FAST’ PROTOTYPE
Cheap and quick way of visualizing your hypothesis
which makes it easier to:
(1)test it,
(2)refine it, and
(3)communicate it to both potential users, and
colleagues inside the company.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 60
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 61
http://woodwabbet.blogspot.ru/2013_09_01_archive.html
WHAT IS ‘FAST’ PROTOTYPE
A clever ceramics instructor divided his pottery class into two groups during the
first session. One half of the students, he announced, would be graded on quality as
represented by a single ceramic piece due at the end of the class, a culmination of
all they had learned. The other half of the class he would grade based on quantity .
For example, fifty pounds of finished work would earn them an A.
Throughout the course, the “quality” students funneled their energy into
meticulously crafting the perfect ceramic piece, while the “quantity” students threw
pots nonstop in every session.
...At the end of the course, the best pieces all came from students whose goal was
quantity, the ones who spent the most time actually practicing their craft.
‘Creative Confidence’, Tom and David Kelley
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 62
Aim of the classical usability testing: check usability of
the product for some particular scenarios
Aim of the «fast» testing: check the idea of new product
+ search for new hypotheses
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 63
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 64
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
SHALL WE CHANGE THE IDEA OF OUR
PRODUCT, OR WE CAN NOW START
POLISHING IT?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 65
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
SHALL WE CHANGE THE IDEA OF OUR
PRODUCT, OR WE CAN NOW START
POLISHING IT?
Ask yourself and your colleagues more often…
culture
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 66
IDEATORS vs IMPLEMENTERS
Create ‘i-shaped’ organizational
cultures
…and don’t make those people
implement brilliant ideas they
bring to you. Statistics say the
chances are high they will leave.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 67
1. MINDSET
2. PROCESS
3. FOCUS
4. SKILLS
5. CULTURE
WHAT IS ‘I-SHAPED’ ORGANIZATIONAL CULTURE?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 68
IDEATORS | Moving quickly | Perfect for Fuzzy
Front End, but NPD isn’t their piece of cake
IMPLEMENTERS | Moving deeply | Perfect for
implementing ideas, but not for the FFE (see slide
#29)
WHAT IS ‘I-SHAPED’ ORGANIZATIONAL CULTURE?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 69
IDEATORS | Moving quickly | Perfect for Fuzzy
Front End, but NPD isn’t their piece of cake
IMPLEMENTERS | Moving deeply | Perfect for
implementing ideas, but not for the FFE (see slide
#29)
Should work in parallel universes
I-shaped culture is that which is good for innovation, i.e. there are two parallel
universes created – for ideators and implementers.
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 70
Inside of companies these are the mavericks you want to fire for not
getting with program. In a startup they’d be the founding CEO. These
innovators want to create new and potentially disruptive business
models. Here the company is essentially incubating a startup. They
operate with speed and urgency to find a repeatable and scalable
business model.
[They] need to be physically separate from operating divisions (in
a corporate incubator, or their own facility.) And they need their
own plans, procedures, policies, incentives and KPI...
Steve Blank, Lean Innovation Management – Making Corporate
Innovation Work
TODAY, WIN NOT THOSE BIGGER AND STRONGER
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 71
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 72
TODAY, WIN NOT THOSE BIGGER AND STRONGER, BUT THOSE
WHO CAN QUICKLY CHANGE...
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 73
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
HAVE WE MANAGED TO CREATE A REAL
CULTURE FOR INNOVATION (‘I-SHAPED’
CULTURE), I.E. WE HAVE CREATED TWO
UNIVERSES: FOR IDEATORS AND
IMPLEMENTERS?
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 74
SO, HOW OFTEN DO YOU ASK YOURSELF A
‘GOOD QUESTION’:
HAVE WE MANAGED TO CREATE A REAL
CULTURE FOR INNOVATION (‘I-SHAPED’
CULTURE), I.E. WE HAVE CREATED TWO
UNIVERSES: FOR IDEATORS AND
IMPLEMENTERS?
Ask yourself and your colleagues more often…
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 75
HOW TO MAKE DESIGN THINKING
WORK IN YOUR ORGANIZATION
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 76
HOW TO MAKE DESIGN THINKING WORKLumiknows, 2015 77
1. MINDSET
Consciously combine ‘divergent’ and ‘convergent’
mindsets.
2. PROCESS
Follow the main principle – ‘iteration’.
3. FOCUS
Look at the bigger picture – move from narrow
‘customer’ to total ‘human’ experiences.
4. SKILLS
Infuse your company with skills of creating
cheap-and-quick prototypes – both digital and
tangible.
5. CULTURE
Make sure you create a powerful ‘i-shaped’
culture, - two universes for ideators &
implementers.
HOW TO MAKE DESIGN THINKING WORK
?
Lumiknows, 2015 78
1. MINDSET
Consciously combine ‘divergent’ and ‘convergent’
mindsets.
2. PROCESS
Follow the main principle – ‘iteration’.
3. FOCUS
Look at the bigger picture – move from narrow
‘customer’ to total ‘human’ experiences.
4. SKILLS
Infuse your company with skills of creating
cheap-and-quick prototypes – both digital and
tangible.
5. CULTURE
Make sure you create a powerful ‘i-shaped’
culture, - two universes for ideators &
implementers.
Indeed, the gap between what can be
imagined and what can be
accomplished has never been
smaller.
In the age of progress, dreams were
often little more than fantasies.
Today, they are doorways to new
realities. …
But we are limited not by our tools,
but by our imagination.
Gary Hamel
HOW TO MAKE DESIGN THINKING WORK 79Lumiknows, 2015
HOW TO MAKE DESIGN THINKING WORK 80Lumiknows, 2015
QUESTIONS?
e.khramkova@lumiknows.com
Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 81
Dr Ekaterina Khramkova, Lumiknows, 2015
THANK YOU
5 THINGS TO MAKE DESIGN THINKING WORK
IN YOUR ORGANIZATION

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5 things to make design thinking work

  • 1. WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES Dr Ekaterina Khramkova, Lumiknows, 2015 Based on our experience of implementing design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others
  • 2. WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES Dr Ekaterina Khramkova, Lumiknows, 2015 Based on our experience of implementing design thinking into Russian organizational culture including Beeline, Promsvyazbank, Intel Russia, Sberbank and many others Photo Courtesy of Fabian Oefner
  • 3. 5 THINGS TO MAKE DESIGN THINKING WORK: Dr Ekaterina Khramkova, Lumiknows, 2015 MINDSET – PROCESS – FOCUS – SKILLS – CULTURE or
  • 4. WHO ARE LUMIKNOWS Lumiknows is a Russia based product development & innovation consultancy specializing on design research to inspire Strategy and Innovation. We are focusing on the Fuzzy Front End of Innovation. Our mission is making sense of ill-defined information, catalyzing change and enlightening organizational knowledge (‘lumi’ – ‘light’ + ‘knows’ - ‘knowledge’). With a focus on People, Research and Innovation, our aim is to provide deep insights into drivers, lifestyle and mindset of gaining in sophistication Russian customers. Our involvement during the early stages of NPD ensures creating sound business strategies which lead to identifying new product and market opportunities. We have a unique experience of conducting different sorts of projects aimed at the Russian market for leading global and local brands. Lumiknows were in charge of the first Russian full-scale design research endeavors initiated by headquarters of global brands: Samsung Electronics, Danfoss, Renault, Philips Design, Harris Tweed and many others. Today, we work with both global, and Russian companies: Intel Russia, Beeline, Moscow Metro, Light Technologies, Sberbank, Promsvyazbank. Since 2009, we have been closely working with trend intelligence centers of Philips Design in Eindhoven and Hong Kong, as well as Samsung divisions on Seoul, Paris and London fulfilling trendwathing projects for ‘health’, ‘houseware appliances’, ‘consumer electronics’, ‘lifestyle’, ‘Russian Premium’ etc. Having become the pioneer in Russia in the area of design research and trendwatching, by now, we have the largest number of projects in this area and a vast cross-industry insight: consumer electronics, housewares, automotive, furniture, electrical equipment, banking, telecoms, FMCG, educational services and many more. Executing a Russian part of the global projects, we worked together with such design consultancies as Continuum (Italy), Gravity Tank (USA), toca design (USA), Idea Couture (USA), Harrit and Soerensen (Denmark) and others in France and UK. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 4
  • 5. 5 New Product Development | Design Research & Strategy | Service Design | Trendwatching WWW.DESIGNRESEARCH.RU | WWW.LUMIKNOWS.COM CROSS-INDUSTRY INSIGHT SINCE 2007 Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 6. Dr Ekaterina L Khramkova • Member of the Editorial Board, The International Journal of Business Anthropology, New York • Columnist on Design Thinking, Harvard Business Review Russia, Moscow • Lecturer in Design Research/Design Thinking, British Higher School of Art & Design, Moscow Ekaterina has a multidisciplinary academic and professional background combining economics, cultural anthropology, and design strategy. In 2007, Ekaterina founded the first-in-Russiadesign research consultancy Lumiknows, specializingon developing appropriate design strategies and new products / brand offerings for the Russian market. On a regular basis, Ekaterina writes and speaks emphasizing the social, cultural, technological and businessdimensions of design. In 2012, Ekaterina has become a featured speaker at Design Management Institute conference in Helsinki to share her experience of conducting design research in the Russian market for global brands with the world design community. In 2013, Ekaterina was requested to mentor "Design Thinkingfor Business Innovation" online course in Russia for a global Coursera Labs project. In 2014, Ekaterina has become a design mentor of the Intel Global Challenge 'Make It Wearable'. Ekaterina holds a Master’s in Foreign Economics from the Moscow State University named after Lomonosov, a Masters in Design and Branding Strategy from Brunel University, UK, and a PhD in Ethnography and Cultural Anthropology from the Russian Academy of Sciences. FOUNDING DIRECTOR Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 6
  • 7. So, Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 7 WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES?
  • 8. IN 2006 I HAPPENED TO INTERVIEW IDEO IN THEIR LONDON OFFICE FOR MY THESIS AT BRUNEL …and I recall their story of transformation which turned a successful product design agency into one of the leading strategic management consultancies in the world. It was at the turn of 2000s, when they began to introduce the world of business with a new term – ‘design thinking’. Why? The crisis in their native product design industry made them cardinally rethink who they were. When Chinese industrial designers took competencies and clients from American professionals, the only way to survive was to understand what they could do better. Much better. At Ideo, they told me, it were the most dark times, when they decided to get together in their headquarters in Palo Alto and invite Gary Hamel to share his insights on what was going on. And that his main idea that the key factor for the nearest decades would be uncertainty was completely in tune with their understanding of the emerging business reality. In other words, we need to admit and accept the fact that we, as businesses, do not actually fully understand our market, our customer, and the future of our industries (despite the tons of predictions) is totally unclear to us. And, thus, we cannot anymore spend months and years to develop a new product to understand in the end it doesn’t work. And that the winner would be companies who would be able to extremely quickly create hypotheses of new products and services to quickly test them, refine and iterate again and again. This is how – at least I understood it this way – design thinking was born. So, my definition of ‘design thinking’ is as follows: this is one of the effective methodologies to create hypotheses of unforgettable customer experiences. This is a way of experimenting with new product development through cheap-and- quick prototyping. Full version of the interview Ekaterina Khramkova, Lumiknows Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 8
  • 9. If before it was ok to follow market strategy ‘Ready - Aim – Fire’, now, when ambiguity is ruling, it is rather ‘Ready – Fire – Aim’… Adapted from Niel Gershenfeld, MIT Founding father of the worldwide Fablabs network 9Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 10. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 10 In other words, its all about experimenting.
  • 11. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 11 I would even say, it is all about serendipity ;)
  • 12. Unfortunately, Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 12 ‘SERIOUS’ COMPANIES HATE EXPERIMENTING.
  • 13. Unfortunately, Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 13 USUALLY, THEY HAVE NO TIME & BUDGET ON IT.
  • 14. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 14 http://www.lawrencehallofscience.org/comsci/
  • 15. But let’s be honest. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 15 DESIGN THINKING IS ABOUT EXPERIMENTING
  • 16. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 16 http://www.lawrencehallofscience.org/comsci/ WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES This is the underlying reason
  • 17. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 17 Let’s look what it means
  • 18. WHAT IS THE MOST COMPLICATED THING IN NEW PRODUCT DEVELOPMENT? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 18
  • 19. (1) Desirability by people. It should meet latent needs, behaviors, and desires; (2) Feasibility - technological considerations; (3) Viability in terms of economic considerations and strategic business aims. SEARCH FOR THE IDEA WHICH MUST MEET THE THREE CONTROVERSIAL REQUIREMENTS: Source: Keeley (1993); Owen (1993). Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 19
  • 20. HOW DOES THE SEARCH FOR A NEW PRODUCT IDEA HAPPEN? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 20
  • 21. THIS IS HOW THE WAY LOOKS LIKE IN THE BEGINNING OF THE PROJECT Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 21
  • 22. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 22 IT IS HOW IT SEEMS WHEN APPROACHING THE END OF THE PROJECT
  • 23. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 23 AND IT IS IN REALITY…
  • 24. WHAT DISTINGUISHES THE STAGE WHERE THE SEARCH FOR A NEW PRODUCT IDEA HAPPENS? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 24
  • 25. http://www.flickr.com/photos/jurvetson/2542450115/ 25 THE FUZZY FRONT END OF INNOVATION HOW TO MAKE DESIGN THINKING WORK That «zero stage» when you need to give birth to of a new product… when you need to give birth to of a new product… Lumiknows, 2015
  • 26. We investigated into fourteen large companies with an annual sales volume from $500 million to $10 billion. We discovered that only four of them had managed to meet plan in terms of timing, functionality of new products and market share. In five cases companies designed new generation's products which were positively evaluated by experts, but at the end these products failed. As it turned out, every time when in an NPD process difficulties occurred, the roots of the problems could easily be found at the stage of early planning, when the company had to decide what design the new product will have. "In search for new generation's product", Harvard Business Review Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 26
  • 27. FUZZY FRONT END THE REST OF NPD http://www.co-d.net/ 27Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 28. CONCEPT IDEATION IMPLEMENTATION http://www.co-d.net/ 28 EMPATHIZE DEFINE IDEATE PROTOTYPE TEST 1 2 3 4 5 DESIGN THINKING STAGES Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 29. Fuzzy Front End New Product Development Nature of Work Experimental, often chaotic. “Eureka” moments. Can schedule work—but not invention. Disciplined and goal-oriented with a project plan. Commercialization Date Unpredictable or uncertain. High degree of certainty. Funding Variable—in the beginning phases many projects may be “bootlegged,” while others will need funding to proceed. Budgeted Revenue Expectations Often uncertain, with a great deal of speculation. Predictable, with increasing certainty, analysis, and documentation as the product release date gets closer. Activity Individuals and team conducting research to minimize risk and optimize potential Multifunction product and/or process development team Measures of Progress Strengthened concepts. Milestone achievement. Fuzzy Front End: Effective Methods, Tools, and Techniques, Peter A.Koen, Greg M.Ajamian, Scott Boyce, Allen Clamen, Eden Fisher, Stavros Fountoulakis, Albert Johnson, Pushpinder Puri, and Rebecca Seibert / The PDMA ToolBook for New Product Development DIFFERENCE BETWEEN THE FFE AND THE REST OF NPD Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 29
  • 30. So, the 5 reasons Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 30 WHY DESIGN THINKING DOESN’T ALWAYS WORK IN COMPANIES
  • 31. 1. MINDSET Companies hate uncertainty and do not appreciate nonlinear, intuitive thinking. 2. PROCESS Companies bond to linear instead of iterative processes. 3. FOCUS Companies are good at market research but still struggle with applying design research. 4. SKILLS Companies understand well what UX/UI is, but have no sufficient skills to creating cheap-and-quick prototypes (unless it is a design consultancy). 5. CULTURE Companies have difficulties with creating ‘i-shaped’ business culture. HOW TO MAKE DESIGN THINKING WORKLumiknows, 2015 31
  • 32. mindset Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 32
  • 33. DIVERGENT vs CONVERGENT Pay attention to your mindset …and temporarily forget the metrics 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 33
  • 34. HOW TO MAKE DESIGN THINKING WORK 34 Companies have a targeted intelligence to track issues that are strategically important but lack an open process to recognize emerging patterns and issues that no one has yet identified as strategic. Best-Practice Survey Results/SRI Consulting Business Intelligence- formerly Stanford Research Institute Lumiknows, 2015
  • 35. 35 DESIGN THINKING Aims at operating with already identified strategic opportunities Aims at discovering new strategic opportunities Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK TARGETTED INTELLIGENCE
  • 36. HOW TO SWITCH OFF TARGETTED INTELLIGENCE? consciously combine «divergent» and «convergent» mindsets. • Diverge: generate options • Converge: select options Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 36
  • 37. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 37
  • 38. DIVERGENT THINKING: ability to expand the search area to create new problem statements CONVERGENT THINKING: ability to find solutions to some problem statement Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 38
  • 39. WHY IT IS SO IMPORTANT TO FIND YOURSELF FROM TIME TO TIME IN A ‘DIVERGE’ MINDSET? We are accustomed to immediately rush to solve the problem rather than stop and ask yourself, "Is that the right problem we solve?". Thus, we spend a lot of time to answering ‘bad’ questions and solving the ‘wrong’ problems. If I had only one hour to save the world, I would spend fifty- five minutes defining the problem, and only five minutes finding the solution. Albert Einstein Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 39
  • 40. SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: WHAT TYPE OF MINDSET AM I CURRENTLY UTILIZING: DIVERGENT OR CONVERGENT? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 40
  • 41. SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: WHAT TYPE OF MINDSET AM I CURRENTLY UTILIZING: DIVERGENT OR CONVERGENT? Ask yourself and your colleagues more often… Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 41
  • 42. process Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 42
  • 43. LINEAR vs ITERATIVE Follow the main principle – ‘iteration’. …at Lumiknows, we call it the number of ‘snails’ Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 43 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 44. HYPOTHESIS MODEL CHECK CREATING A FIELD OF HYPOTHESES OF NEW PRODUCT IDEAS CHEAP-AND-QUICK PROTOTYPING REFLECTING A KEY USAGE SCENARIO CHEAP-AND-QUICK TESTING OF THE HYPOTHESES Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 44
  • 45. 1 2 3 v H MC Linear incremental process with clear beginning and end Iterative process based on the ‘H – M - C’ cycle Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 45 x
  • 46. OUR METHODOLOGY ‘THINK AS CREATOR’ IS BASED ON THE CYCLE ‘HYPOTHESIS – MODEL - CHECK’ Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 46 ©Lumiknows, 2015 We caught ourselves at asking each other, ‘How many snails have we went through?’ 
  • 47. SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: CAN WE SAY OUR WORKING HYPOTHESIS HAS BEEN CONFIRMED, OR SHALL WE MAKE ANOTHER SNAIL? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 47
  • 48. SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: CAN WE SAY OUR WORKING HYPOTHESIS HAS BEEN CONFIRMED, OR SHALL WE MAKE ANOTHER SNAIL? Ask yourself and your colleagues more often… Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 48
  • 49. focus Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 49
  • 50. CUSTOMER EXPERIENCE vs HUMAN EXPERIENCE Make sure you apply the right type of research techniques: a detailed story of “how to ride a bicycle” vs real experience of riding Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 50 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 51. WHAT IS THE MAIN DIFFERENCE? Market research techniques are good at confirming the existing situation, but not that good at identifying new product opportunities. If I’d ask people what they wanted, they would have said a faster horse. Henry Ford Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 51
  • 52. Design in Technology program, University of Cambridge, Judge Institute of Management 52 Market techniques Design research techniques Artificial setting In-context Self-reporting of behaviours Observe behaviours first hand Identifies ‘preferences’ Identifies ‘user experience’ Sanitized data (aspiration) Raw data (reality) Focuses on the ‘known’ Focuses on new possibilities Closed ended questions Open ended dialogue Detached research team Integrated to design development team Bar charts & text Visual images
  • 53. Design in Technology program, University of Cambridge, Judge Institute of Management 53 Market research results Design research results The number of respondents 100 1 The number of new product ideas 1 10 Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK
  • 54. Market research: focus on narrow «customer experience» Design research: focus on total «human experience» Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 54
  • 55. Finally, the goal of designing these experiments and minimal viable products is not to get data. The data is not the endpoint. Anyone can collect data. Focus groups collect data. This is not a focus group. The goal is to get insight. The entire point of getting out of the building is to inform the founder’s vision. The insight may come from analyzing customer responses, but it also may come from ignoring the data or realizing that what you are describing is a new, disruptive market that doesn’t exist, and that you need to change your experiments from measuring specifics to inventing the future. Steve Blank Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 55
  • 56. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 56 SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: DO WE ENRICH THE REAL LIFE OF OUR CUSTOMERS WITH MEANINGFUL STUFF, I.E. THINGS THAT DON’T NECESSARILY APPLY TO OUR BRAND?
  • 57. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 57 SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: DO WE ENRICH THE REAL LIFE OF OUR CUSTOMERS WITH MEANINGFUL STUFF, I.E. THINGS THAT DON’T NECESSARILY APPLY TO OUR BRAND? Ask yourself and your colleagues more often…
  • 58. skills Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 58
  • 59. PROTOTYPING: FAST vs SLOW Make sure you understand the difference between ‘fast’ prototyping and classical usability testing : as between «spotlight» and. «flashlight» Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 59 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 60. WHAT IS ‘FAST’ PROTOTYPE Cheap and quick way of visualizing your hypothesis which makes it easier to: (1)test it, (2)refine it, and (3)communicate it to both potential users, and colleagues inside the company. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 60
  • 61. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 61 http://woodwabbet.blogspot.ru/2013_09_01_archive.html WHAT IS ‘FAST’ PROTOTYPE
  • 62. A clever ceramics instructor divided his pottery class into two groups during the first session. One half of the students, he announced, would be graded on quality as represented by a single ceramic piece due at the end of the class, a culmination of all they had learned. The other half of the class he would grade based on quantity . For example, fifty pounds of finished work would earn them an A. Throughout the course, the “quality” students funneled their energy into meticulously crafting the perfect ceramic piece, while the “quantity” students threw pots nonstop in every session. ...At the end of the course, the best pieces all came from students whose goal was quantity, the ones who spent the most time actually practicing their craft. ‘Creative Confidence’, Tom and David Kelley Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 62
  • 63. Aim of the classical usability testing: check usability of the product for some particular scenarios Aim of the «fast» testing: check the idea of new product + search for new hypotheses Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 63
  • 64. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 64 SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: SHALL WE CHANGE THE IDEA OF OUR PRODUCT, OR WE CAN NOW START POLISHING IT?
  • 65. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 65 SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: SHALL WE CHANGE THE IDEA OF OUR PRODUCT, OR WE CAN NOW START POLISHING IT? Ask yourself and your colleagues more often…
  • 66. culture Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 66
  • 67. IDEATORS vs IMPLEMENTERS Create ‘i-shaped’ organizational cultures …and don’t make those people implement brilliant ideas they bring to you. Statistics say the chances are high they will leave. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 67 1. MINDSET 2. PROCESS 3. FOCUS 4. SKILLS 5. CULTURE
  • 68. WHAT IS ‘I-SHAPED’ ORGANIZATIONAL CULTURE? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 68 IDEATORS | Moving quickly | Perfect for Fuzzy Front End, but NPD isn’t their piece of cake IMPLEMENTERS | Moving deeply | Perfect for implementing ideas, but not for the FFE (see slide #29)
  • 69. WHAT IS ‘I-SHAPED’ ORGANIZATIONAL CULTURE? Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 69 IDEATORS | Moving quickly | Perfect for Fuzzy Front End, but NPD isn’t their piece of cake IMPLEMENTERS | Moving deeply | Perfect for implementing ideas, but not for the FFE (see slide #29) Should work in parallel universes I-shaped culture is that which is good for innovation, i.e. there are two parallel universes created – for ideators and implementers.
  • 70. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 70 Inside of companies these are the mavericks you want to fire for not getting with program. In a startup they’d be the founding CEO. These innovators want to create new and potentially disruptive business models. Here the company is essentially incubating a startup. They operate with speed and urgency to find a repeatable and scalable business model. [They] need to be physically separate from operating divisions (in a corporate incubator, or their own facility.) And they need their own plans, procedures, policies, incentives and KPI... Steve Blank, Lean Innovation Management – Making Corporate Innovation Work
  • 71. TODAY, WIN NOT THOSE BIGGER AND STRONGER Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 71
  • 72. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 72 TODAY, WIN NOT THOSE BIGGER AND STRONGER, BUT THOSE WHO CAN QUICKLY CHANGE...
  • 73. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 73 SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: HAVE WE MANAGED TO CREATE A REAL CULTURE FOR INNOVATION (‘I-SHAPED’ CULTURE), I.E. WE HAVE CREATED TWO UNIVERSES: FOR IDEATORS AND IMPLEMENTERS?
  • 74. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 74 SO, HOW OFTEN DO YOU ASK YOURSELF A ‘GOOD QUESTION’: HAVE WE MANAGED TO CREATE A REAL CULTURE FOR INNOVATION (‘I-SHAPED’ CULTURE), I.E. WE HAVE CREATED TWO UNIVERSES: FOR IDEATORS AND IMPLEMENTERS? Ask yourself and your colleagues more often…
  • 75. Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 75
  • 76. HOW TO MAKE DESIGN THINKING WORK IN YOUR ORGANIZATION Lumiknows, 2015 HOW TO MAKE DESIGN THINKING WORK 76
  • 77. HOW TO MAKE DESIGN THINKING WORKLumiknows, 2015 77 1. MINDSET Consciously combine ‘divergent’ and ‘convergent’ mindsets. 2. PROCESS Follow the main principle – ‘iteration’. 3. FOCUS Look at the bigger picture – move from narrow ‘customer’ to total ‘human’ experiences. 4. SKILLS Infuse your company with skills of creating cheap-and-quick prototypes – both digital and tangible. 5. CULTURE Make sure you create a powerful ‘i-shaped’ culture, - two universes for ideators & implementers.
  • 78. HOW TO MAKE DESIGN THINKING WORK ? Lumiknows, 2015 78 1. MINDSET Consciously combine ‘divergent’ and ‘convergent’ mindsets. 2. PROCESS Follow the main principle – ‘iteration’. 3. FOCUS Look at the bigger picture – move from narrow ‘customer’ to total ‘human’ experiences. 4. SKILLS Infuse your company with skills of creating cheap-and-quick prototypes – both digital and tangible. 5. CULTURE Make sure you create a powerful ‘i-shaped’ culture, - two universes for ideators & implementers.
  • 79. Indeed, the gap between what can be imagined and what can be accomplished has never been smaller. In the age of progress, dreams were often little more than fantasies. Today, they are doorways to new realities. … But we are limited not by our tools, but by our imagination. Gary Hamel HOW TO MAKE DESIGN THINKING WORK 79Lumiknows, 2015
  • 80. HOW TO MAKE DESIGN THINKING WORK 80Lumiknows, 2015
  • 82. Dr Ekaterina Khramkova, Lumiknows, 2015 THANK YOU 5 THINGS TO MAKE DESIGN THINKING WORK IN YOUR ORGANIZATION