Design Thinking | Why the hype & the noise?; Jörg Koslovsky
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Intro into the method and explanation why design thinking is a great tool for innovation and user centric design.
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Design Thinking | Why the hype & the noise?; Jörg Koslovsky
- 1. Input Rooooooooster _ Munich, 27.04.2017 Design Thinking
- 3. • Every Team-Member must touch the pen once to transform it into a magical pen! • The pen must not touch the floor! • The pen must not be passed on to the direct neighbor! • No 2 or more team-members can touch the pen at the same time! • Start = End > the first person who touches the pen must be the last as well! Goal Create as many magical pens as possible! Become and stay market leader! The velocity game
- 4. Input Rooooooooster _ Munich, 27.04.2017 Entrepreneurship & Entrepreneurial Organisation
- 5. ENTRE + PRENDRE [Etymology] Entrepreneurship “between” “to take”
- 6. How something IS How something COULD BEEntrepreneurship
- 7. “I think there is a market for maybe five computers.” - Thomas Watson Jr.
- 8. “Computers are bicycles for the mind.”
- 10. How something IS How something COULD BEEntrepreneurship Challenge!
- 11. How something IS How something COULD BEEntrepreneurship Challenge! Envision!
- 12. How something IS How something COULD BEEntrepreneurship Challenge! Envision! Transform
- 13. Change Driver (vs. Change Taker) Entrepreneurship
- 14. How something IS How something COULD BEEntrepreneurship create value!
- 15. Value Creation vs. Value Capture
- 16. Value Creation
- 17. Value Capture
- 18. Create Value (not just manage it) Entrepreneurship
- 19. How something IS How something COULD BEEntrepreneurship create… value! …how?
- 20. Task 1: Conceive a unique idea for a business Task 2: Identify market opportunities for a new business Task 3: Plan a new business Task 4: Write a formal business plan Task 5: Raise money to start a business Task 6: Convince others to invest in your business Task 7: Convince bank to lend you money to start business Task 8: Convince others to work in your new business Task 9: Manage a small business Task 10: Grow a successful business Cox, Mueller, and Moss (2002) Entrepreneurial Process
- 23. Continuous cycle between Action, Discovery, Formation
- 31. progress through learning, learning through progress.
- 32. = Creation Logic (as opposed to Prediction Logic)
- 33. Creation Logic Novelty and complexity limits predictability of situation Prediction Logic Goals predetermined, issues clear, cause-and-effect understood in situation • Action • Discovery • Creation • Gather data • Use historical trends • Model Reality
- 34. Prediction Logic Goals predetermined, issues clear, cause-and-effect understood in situation • Gather data • Use historical trends • Model Reality Dominant logic in management
- 35. Creation Logic Novelty and complexity limits predictability of situation • Action • Discovery • Creation Dominant logic in entrepreneurship
- 36. Practice Creation Logic (“progress through learning, learning through progress”) Entrepreneurship
- 37. How something IS How something COULD BEEntrepreneurship who?
- 41. WORLDVIEW POSSIBILITIES ACTIONS How do I see the world? What’s possible? (What do I see?) How do I act? INFORMS WPA Model
- 42. • Willingness to experiment • Ability to act value-oriented • Ability to embrace learning opportunities • Ability to bound uncertainty by defining boundaries and actions independently Entrepreneurial Mindset…
- 43. • Self-Generate • Self-Reflect • Self-Correct Entrepreneurial Mindset…
- 44. Practice Entrepreneurial Mindset (engagement and self-leadership) Entrepreneurship
- 45. Entrepreneurship Change Driver Value- Oriented Creation Logic Entrepreneurial Mindset 1 2 3 4 Summary
- 46. Seminar Innovation Expedition _ Silicon Valley, 20.10.2016 Cultivating the EO: Value-Orientation
- 47. what is value and how to create it?
- 48. “For you to have a business, someone at some point has to buy something off you.” - Peter Drucker
- 49. entrepreneurial value = customer value
- 50. How is value appreciated? Hence, KEY QUESTION:
- 51. Objective Idea 1 “Value is inherent to an object and doesn’t need to be appreciated”
- 52. inherent value
- 53. however
- 54. value appreciation isn’t needed.
- 55. Objective Idea 2 “Value appreciation is entirely dependent on the perception of the subject” Subjective
- 57. value appreciation entirely subjective.
- 58. Objective Idea 3 Value appreciation is dependent on the context! Subjective Contextual
- 59. To create appreciable value for a customer, entrepreneurs must design offerings which are meaningful within the customer’s particular context. Key Insight
- 60. To create value, you must understand your customer’s context. In other words…
- 61. Human-Centred Perspective (HCP) - Who they are - How they are - Where they are - Why they are
- 63. J-T-D Context 1: J-T-D The person will have some form of “job” or task that needs to be done and for which they may require a solution. The question here is: How well does a offering serve the job to be done (J-T-D)? Human-Centred Perspective (HCP)…
- 64. J-T-DExperience Context 2: Experience The person has a particular way of experiencing the world and themselves. The question here is: How is an offering experienced by the customer? How does it affect and transform their being in the world and experience of themselves? Human-Centred Perspective (HCP)…
- 65. J-T-D Fit Experience Context 3: Fit The person will be embedded in a physical and material context / environment that may enable or constrain her. The question here is: How does an offering affect the customer’s environment? How is it effected by the environment? Human-Centred Perspective (HCP)…
- 66. J-T-D FitCommunity Experience Context 4: Community The person will be related to people, ideas, beliefs, visions, and values that surround them. The question here is: How does an offering enable sharing and participation? How does it enable feelings of belonging to a community, ethos, or vision? Human-Centred Perspective (HCP)…
- 67. J-T-D FitCommunity Experience value in usevalue in experience value in relationship value in embeddedness Human-Centred Perspective (HCP)…
- 68. J-T-D FitCommunity Experience Value Context Venture value in experience value in use value in relationship value in embeddedeness Sustainability: HCP in Context…
- 69. J-T-D FitCommunity Experience Value Context Venture value in experience value in use value in relationship value in embeddedeness Economic Impact on performance, productivity, and progress Sustainability: HCP in Context…
- 70. J-T-D FitCommunity Experience Value Context Venture value in experience value in use value in relationship value in embeddedeness Economic Impact on performance, productivity, and progress Well-being Impact on human health and psycho-spiritual well-being Sustainability: HCP in Context…
- 71. J-T-D FitCommunity Experience Value Context Venture value in experience value in use value in relationship value in embeddedeness Economic Impact on performance, productivity, and progress Well-being Impact on human health and psycho-spiritual well-being Environment Impact on social and ecological systems Sustainability: HCP in Context…
- 72. J-T-D FitCommunity Experience Value Context Venture value in experience value in use value in relationship value in embeddedeness Economic Impact on performance, productivity, and progress Well-being Impact on human health and psycho-spiritual well-being Environment Impact on social and ecological systems Culture Impact on values and lines of belonging Sustainability: HCP in Context…
- 73. Meaningful, Sustainable Value Creation J-T-D FitCommunity Experience Value Context EconomicWell-being EnvironmentCulture Impact Context Venture value in experience value in use value in relationship value in embeddedeness Impact on performance, productivity, and progress Impact on social and ecological systems Impact on values and lines of belonging Impact on human health and psycho-spiritual well-being IVC Framework (our own)
- 74. Design Thinking
- 75. Design Thinking as a method is a step by step guide to create value for a human being that you call your customer oder client.
- 76. What it feels like
- 77. USER IDEA Design Thinking Work on user-centered ideas
- 78. What is a good idea? USER EXPERIENCE DESIGN
- 81. PROBLEM SOLVING Finding Ideas! UNDERSTAND DEFINE OBSERVE IDEATE PROTOTYPE TEST RESEARCH Empathize! Process
- 82. Key elements of Human Centered Design
- 83. CONNECTED BRAINS BUILD ON THE IDEAS OF OTHERS DEFER JUDGEMENT ONE CONVERSATION AT A TIME STAY FOCUSSED BE VISUAL FAIL EARLY AND OFTEN ENCOURAGE WILD IDEAS LOVE YOUR IDEAS AND KILL YOUR DARLINGS Design Thinking Culture
- 84. WORK
- 85. WORK
- 86. PASSION WORK
- 87. Join us on this adventure of continuous discovery, learning and transformation Journey2Creation.de