UXPA2019 Experience-Led Strategy: The Role of Design Thinking in Strategy Making
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How can UX consultants get into the boardrooms of small and large companies? Can UX methodologies be used to evolve an organisation’s strategy? What are the myths that surround design thinking? Why aren’t these methods used more broadly across organisations? These are the questions I have been researching for the last year. In this talk, I will briefly give an overview of design thinking, candidly present my findings and leave the attendees with a hopefully useful framework they can adopt. This framework can serve as the building blocks of a management toolkit, developed to help organisations navigate the cultural change needed to successfully implement a design mindset.
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UXPA2019 Experience-Led Strategy: The Role of Design Thinking in Strategy Making
- 1. Experience-led Strategy: The Role of DesignThinking in Strategy Making Eric Paquin Innovation Lead Design and Innovation Lab, @AdaptCentre @goepic_ie The ADAPT Centre for Digital Content Technology is funded under the SFI Research Centres Programme (Grant 13/RC/2106) and is co-funded under the European Regional Development Fund.
- 6. Experience-led Strategy: The Role of DesignThinking in Strategy Making Eric Paquin Innovation Lead Design and Innovation Lab, @AdaptCentre @goepic_ie The ADAPT Centre for Digital Content Technology is funded under the SFI Research Centres Programme (Grant 13/RC/2106) and is co-funded under the European Regional Development Fund.
- 7. Eric Paquin Innovation Lead Dlab @AdaptCentre @goepic_ie
- 8. Ability to innovate at speed will be the competitive differentiator
- 9. “Speed is irrelevant if you are going in the wrong direction” Ability to innovate at speed will be the competitive differentiator
- 10. Understanding of Design Thinking How it can help Strategy Making Tips and Tools
- 13. The Design Thinking process • A process? • A methodology? • A philosophy? • Multidisciplinary • Human-centered • Bias to action / prototyping • Iterative
- 16. Design Stages Understand the problem Interpret the results Generate ideas (Ideate) Prototype, experiment Test, implement, improve
- 17. Design Stages d.school Darden School of Business SAP IBM IDEO Accenture Understand the problem Empathize What is? Discover Observe Inspiration Discover Interpret the results Define Reflect Describe Generate ideas (Ideate) Ideate What if? Design Ideation Ideate/ PrototypePrototype, experiment Prototype WhatWows? Make ImplementationTest, implement, improve Test What works? Deliver Test Implement
- 20. Strategy and Business models
- 21. What if… (the research question)
- 22. From UX to Strategy via Design Thinking UX consultant UX clients Design Thinking firms Execs The Design Ladder from the Danish Design Centre Framework (DDC, 2003)
- 23. “Prototyping with peoples’ lives is also a delicate proposition because there is, rightly, less tolerance for error.“ - Tim Brown Human centered, not Business centered strategy
- 24. Focus on the PEOPLE and business PROBLEMS, not the strategic solutions You had me at “PROBLEMS”! “Sometimes problems don’t require a solution to solve them; Instead they require maturity to outgrow them.” – Steve Maraboli
- 25. Experience Led Strategy Everyone designs who devises courses of action aimed at changing existing situations into preferred ones. -Herbert Simon Design (n.d.) defines design as “the art or action of conceiving of and producing a plan or drawing of something before it is made,” Strategy (n.d.) as “a plan of action designed to achieve a long-term or overall aim.” (source: Oxford Dictionary of English ) …is the action setting stage for your strategy.
- 26. What wows… (what the research says…)
- 27. Source: Innovation Trends Report 2019, Bret Waters, Stanford University
- 28. What does your CEO think you do? “He thinks I build enablers to support his long-term strategy” “Create a solid pipeline of innovation opportunities” “Helping to change the understanding of the entire organization with regard to how successful new products are developed”. “He thinks of our group as being the one group in the company that can step away from the operational thinking of a business unit, giving us the luxury of looking forward without constraints” “My CEO thinks I’m the guy who pops in with cool ideas once in awhile” “My CEO thinks I’m the guy who always has expensive ideas” “He thinks I’m a little weird” “Honestly, he didn’t know anything about innovation until he interviewed me” “Hunting for insights and building business cases around them” “Pulling the organization into a more forward-thinking state” “We ask too many questions and don’t provide enough answers” “Envision a future and get us there” “Accelerate the transformation of our organization” “Figure out how to build better solutions for customers” “Make senior leaders more innovative”. Source: Innovation Trends Report 2019, Bret Waters, Stanford University When asked…
- 33. 5 stages of Design-Led strategy People Problem Framing Business Models Vision Communications
- 35. What works… (…and what doesn’t!)
- 36. Misconceptions and barriers to adoption
- 40. Design Thinking Tools for strategy Build the right team Problem framing activities Canvasses Design Sprint Workshops
- 41. Build the right team
- 46. Design Sprint
- 48. More tips and tools for strategy • 5-whys • Visualisation • Journey Mapping • Value Chain Empathy / Problem framing • HMW (How Might We… use UX to improve our strategy?) • Canvas • Mission/Vision madlib Ideation • Prototyping on Business Model • Communicate vision / seek feedback Implementation
- 49. Ideation: StratLib: Strategy Prototyping (Source: https://medium.com/swlh/5-powerful-business-madlibs-16f7699c65f7) Guided MadLib: Our strategy is [..]. We will lead a [..] effort of the market through our use of [..] and [..] to build a [..]. By being both [..] and [..], our [..] approach will drive [..] throughout the organisation. Synergies between our [..] and [..] will enable us to capture the upside by becoming [..] in a [..] world. These transformations combined with [..] due to our [..] will create a [..] through [..] and [..]. digital first, agile, open, innovative, efficiency, competitive advantage, ecosystem, networked, collaborative, learning organisation, social media, revolution, cloud based, big data, secure, internet of things, growth, value, customer focused, digital business, disruptive, data leaders, big data, insight from data, platform, sustainable, revolution, culture (source: https://blog.gardeviance.org/2014/07/a-quick-route-to-building-strategy.html) Our organisation will overcome [obstacle 1] and [obstacle 2] in order to achieve [main goal] by [action 1], [action 2] and [action 3].
- 50. Ideation: Mission statement WRITE A MISSION STATEMENT OF NO MORE THAN 16WORDS Our mission is to ________ ________ ________ ________ ________ ________ ________ In order to ________ ________ ________ ________ ________ ________ For ________ ________ ________ REDUCE TO NO MORE THAN 8WORDS Our mission is to ________ ________ ________ In order to ________ ________ ________ For ________ ________ REDUCE TO NO MORE THAN 4WORDS ________ ________ ________ ________ (Time box: 16/8/4 mins)
- 51. Understanding of Design Thinking How it can help Strategy-making Tips and Tools
- 52. VIDEO: THE LOOP, a short documentary about design thinking at IBM ARTICLE: How to create a design-led culture at your business (Fjord/Accenture) BOOK: Change By Design (Tim Brown, IDEO)
- 53. For a technology-centric organisation, becoming Design mature is not about how designers are organized But about how you support non-designers to think with a design mindset!
- 54. Thank you! Feedback and discussion @goepic_ie www.adaptcentre.ie www.goepic.ie
Editor's Notes
- Mouthful after lunch! Must be hard on digestion! Get everyone to stand up.
- Energy up / focus Get up, draw a circle clockwise above your head Bring your hand down to your chest, still circling What direction is it going now? Today's talk is about taking a different perspectives – link up with next slide UX vs PM
- UX vs PM in Tech-centric companies
- UX vs PM in Design centric companies vs Tech-centric companies
- For today, let's agree that we are all at the confluence of UX, Design, Tech and business
- Mouthful after lunch! Must be hard on digestion! Get everyone to stand up.
- A little easier on the digestive system… When UX met strategy - a romantic comedy of the events that followed the unlikely relationship between a designer and an ivy-league business school graduate. Not a UX professional but have been working in related fields for most of my career. Started in Test, was involved in Scenario Focused Engineering (MSFT own take on Design Thinking) and in the last 2 years I’ve been studying Design Thinking methodologies with a particular interest in strategy making, particularly at senior exe/PM level. While this presentation is the result of my research, I’m hoping to keep this less academic and more experience based. I’m going to share my observations and give you some tools to talk about and adopt Design methods with management.
- We can't talk about strategy and design without talking about the need for innovation. Recently been in a few conference where one of the message was the need to innovate at speed.
- But... lack of direction may lead you astray... Today, I'm hoping to give you a glimpse in how you can help an organisation to quickly find the right direction
- Focus on Strategy/Organisation NOT product. Think of organization as the product.
- Design thinking emerged in businesses with the need for innovation, lateral thinking, outside the box etc Talk about the process of innovation / non-linear
- +Multi disciplinary +bias to action / prototyping
- Is a methodology with many “brands/models” (d.school@Stanford, Darden SoB, IDEO, DT@Accenture, The Loop, SAP Design) SAP has renamed as “design doing” SAP - Hasso Plattner founder of d.school...
- To understand how these models emerged, we have to understand the building blocks and go back to the root of design. John Arnold coined the term “design thinking” in 59 in “Creative Engineering”
- 5 Design Stages Takes its sources from design engineering in the mid-70s
- Having a defined DT methods helps in creating a common language, common approach yet fostering creativity
- A lot of skepticism – only evidence, simple case studies Late 2000s – Emergence of “Design Leadership” – design and business integration SAP Design Service Team applied DT to strategy successfully in a case study Business schools looking at the cool new things… Not new: open innovation and business models Lack of appreciation for design processes and practice by business trained people Companies lack in their exploration of new knowledge
- Not new... Open Innovation – Henry Chesbrough early 2000 – Outside -> In Biz message: Creative crosspollination between organisations inside and outside the firm. Research. Creative message: Empathy, Customer connections, Outside-in Represent Empathy and Understanding the problem Talk about Porter, 5 forces, environment analysis
- Talk about the various biz model – B2B, B2C, Uber, Amazaon, AirBnb… etc. Exchange platforms, vs makers / sharing Biz message: Value capture. Understanding. Customer segments. Adaptive organisation Creative message: Visual models (canvas), Prototype, Iteration All leads to Generate Ideas / Experiment
- Danish Design Center – Design ladder As part of my research, Working with Ergoweb, a Canadian UX consultancy company (Salut Alain!), I quickly realized how aligned UX and DT were. And that Ergoweb were going beyond pure UX and in the realm of strategy using UX methodologies. That sparked more curiosity and research from my side. I’ve talked with, and observed, DT consultants, clients and executives. Read a lot, and today, I’m hoping to give you an insight into how you can successfully use your methods at an organizational strategy level
- Not broadly adopted yet Include members of all part of organization Example on front-line workers (Unions) and management resulting in less friction To be sure, prototyping new organizational structures is difficult. By their nature, they are suspended in webs of interconnectedness. No unit can be tinkered with without affecting other parts of the organization. Prototyping with peoples’ lives is also a delicate proposition because there is, rightly, less tolerance for error. But despite this complexity, some institutions have taken a designer’s approach to organizational change.
- Lack of academic research on impact of Design on strategy “Love the problem” The focus is not on the solution, it is on the people you are solving for. If your strategy doesn’t solve a problem, who will care? “Sometimes problems don’t require a solution to solve them; Instead they require maturity to outgrow them.” – Steve Maraboli
- Design Thinking is not going from A to b but taking your organization from a to a+
- 54 countries, 100 corporate innovation executives
- 54 countries, 100 corporate innovation executives
- The process of innovation
- The process of innovation
- The process of innovation
- (Kotter, 1995) Spell it out a bit more – new graphs…
- p.59
- The process of innovation
- Design is about aesthetics
- Does not lead to business outcomes
- Disconnect within the organization Language barriers
- Fear of failure Mindset / Growth Mindset – Dweck Culture – picture of ideo vs bank (business don’t like uncertainty / chaos)
- (one slide for each)
- DIVERSITY IS THE KEY WORD HERE... Deloitte 2017 report
- BMC + VP canvas – Strategyzer Lean Canvas – Ash Maurya 10 types of innovation – Jay Doblin Tech trends – Kavadias, Ladas and Loch Destroy your business – The GE experiment - Jack Welch Pick one
- Workshop Co-creation Learn by doing Establish a common language
- Mad Lib example
- Empathy
- Focus on Strategy/Organisation NOT product. Think of organization as the product.