Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×
Prochain SlideShare
Design thinking
Design thinking
Chargement dans…3

Consultez-les par la suite

1 sur 29 Publicité

Plus De Contenu Connexe

Diaporamas pour vous (20)

Similaire à Change by design (20)


Plus récents (20)

Change by design

  1. 1. Change by Design Tim Brown with Barry Katz
  2. 2. THE POWER OF DESIGN THINKING An end to old ideas
  3. 3. Feeling, intuition and inspiration Racional and analytical Design Thinking We need new choices
  4. 4. PART I What it is desing thinking?
  5. 5. 1. Getting Under your Skin, or How Design Thinking Is About More Than Style
  6. 6. Inspiration • the problem or opportunity that motivates the search for solutions Ideation • the process of generating, developing, and testing ideas Three spaces of innovation Implementation • the path that leads from the project room to the market
  7. 7. Feasibility • what is functionally possible within the foreseeable future Viability • what is likely to become part of a sustainable business model Desirability • what makes sense to people and for people Criteria for successful ideas
  8. 8. Design project From concept to reality Is not open-ended and ongoing It has a beginning, a middle, and an end Restrictions Forces us to articulate a clear goal at the The project outset Review progress, make midcourse corrections, and redirect future activity Level of creative energy The clarity, direction, and limits of a well-defined project are vital
  9. 9. Mental constraints, benchmarks and objectives The brief
  10. 10. The inspiration phase, requires a small, focused group Teams of teams
  11. 11. Collaborative Design practice Environment (social and spatial) in which people know they can experiment, take risks, and explore the full range of their faculties Cultures of innovation Focused Responsive Flexible Balance
  12. 12. 2. Converting Need into Demand, or Putting People First
  13. 13. Design paradigm: migration of designers toward social and behavioral problems to recognize unmet needs Actual experiences Behaviors Solution Insight: learning from the lives of others
  14. 14. Observation relies on quality, not quantity… Observation: watching what people don’t do, listening to what they don’t say
  15. 15. Empathy Insights Experiences, emotions Empathy: standing in the shoes (or lying on the gurneys) of others
  16. 16. 3. A Mental Matrix, or “These People Have No Process!”
  17. 17. The process of the design thinker: looks like a rhythmic exchange between the Diverge divergent and convergent phases Create choices Make choices Convergent and divergent thinking Converge New options emerge Eliminate options
  18. 18. Trust Optimism Confidence Without optimism – the unshakable belief that things could be better than they are – the will to experiment will be continually frustrated until it withers. A culture of optimism
  19. 19. 4. Building To Think, or The Power Of Prototyping
  20. 20. Essential component of design thinking. Think with your hands to unlock your imagination. The power of prototyping
  21. 21. Process Quality Content Quick and dirty Prototyping generates results faster We will be able to evaluate them, refine them (ideas) Early prototypes should be fast, rough, and cheap
  22. 22. • Give form to an idea • Strengths and weaknesses Prototype Feedback • Achieve enough • New direction • More detailed • More refined Enough is enough resolution • Pick what we want to learn about Enough
  23. 23. How to prototype nonphysical experiences The “customer journey” Touch points: the customer and the service or brand interact Storyboard-> Scenarios Prototyping things you can’t pick up
  24. 24. Acting out Explore an idea trough improvisation
  25. 25. Minding your own business Banner compelling vision of the customer experience project team built prototypes walk-through experience Prototype business strategies, offerings and organizations Construct a road map: technical and analytical grounding Displays the elements of technology, business and culture
  26. 26. New organizational structures Less tolerance for error Constant change is inevitable They slow us down to speed us up Phase shift: prototyping an organization
  27. 27. PART II Where do we go from here?
  28. 28. Massive Change True costs of the choices we make Reassessment of the systems and processes we use to create new things Find ways to encourage individuals to move toward more sustainable behaviors The future of companies, economies and Planet Earth
  29. 29. services experiences participants New social contract Altering our behaviors