Design Thinking has gained much attention at strategic and executive levels within Fortune 500 corporates to manage global disruption. Mike shares first hand insights guiding c-level executives and project teams whilst designing and facilitating Design Thinking, Lean Startup and Business Model Innovation with some of the World’s largest organisations.

1. Polishopa Design Thinking Conference 2019
Opera Nova, Bydgoscz
June 3rd 2019
Applying Design
Thinking in B2C &
B2B Fortune 500’s

2. Cześć!
Hi there!
2

3. 3

4. We make corporates
innovate like start-ups

5. 5
We help corporates worldwide
to design & execute innovation programs
CROSS-INDUSTRY
B2B/B2C

6. We are an international team with superpowers
Our team crosses borders and countries. Our innovation programs
are tailor-made for geographical and cultural context
A GLIMPSE ON SOME OF OUR ACTIVITIES WORLD-WIDE
eHealth Corporate
Venture Support
Digital Business Model Design
Innovation & Creativity Program
Lecture Urban Innovation
Next Gen Product Exploration
Fortune 500
Innovation Strategy
Franchising Business Model Design
Intrapreneurial
Training Telecom Business Masterclass
Airport of the Future
Keynote Business Innovation
Bootcamp program
Banking
Ecosystem Business Design
Healthcare Market DisruptionDisrupt
Energy Market
Innovation Process Workshop
Innovation Training
Office
in Belgium
Office
in NY
Innovation Strategy
25+
countries
5
continents
10+
nationalities
Our work:
Our team:

7. 7
We help corporates to
innovate like startups.
BUSINESS DESIGN
We build capabilities,
not dependencies.
TALENT DEVELOPMENT
We guide you from
design to execution.
STRATEGY

8. Mike Pinder
EXPERTISE LEAD & SENIOR INNOVATION CONSULTANT
Cross-disciplinary background in Design, Business &
Innovation throughout B2B & B2C
Specialised as expertise lead across management of
innovation, Design Thinking, business modelling,
corporate intrapreneurship…
Strong academic theoretical perspectives
Hands-on industry experience in high-tech R&D startups
Guest Editor Service Design Network (SDN) Touchpoint

9. Forthcoming SDN
Touchpoint Journal Article
9
Service Design While Innovating Like
a Start-up in Fortune 500’s: The Role
of Service Design in Large Corporate
Project Teams
June (2019)

10. Design Thinking &
Service Design on a
higher level
Differences in B2B
Common problems &
solutions in Fortune 500’s

11. 11
Feasibility
(Technology)
Viability
(Business)
$

12. 12
The Excel theatre…

13. 13
3. Feasibility
(Technology)
2. Viability
(Business)
$
1. Desirability
(Human)
Always start here
Innovation
sweet spot

14. “Life is too short to
build something
nobody wants”
Ash Maurya, Running Lean

15. Methodologies to help make
knowing manageable & repeatable

16. 16
DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING

17. 17
DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS

18. 18
DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS

19. 19
DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS

20. 20
DISCOVERY PROBLEM FIT SOLUTION FIT MARKET FIT SCALING
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS

21. 21
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
test
learn
measure
build
concept
prototype
/ mvp
prototype
empathize
define
ideate
assumptions features
monetization
options
sprint
testing at scale
quantitative validation
business
model canvas
ballpark
figures
business model kit
plan
review
retrospective
business model innovation
prototype sandbox
design sprintslean startup
design thinking
agile development

22. 22
CUSTOMER DESIRABLILTY
UNKNOWN UNKNOWNS KNOWN UNKNOWNS KNOWN KNOWNS UNKNOWN KNOWNS
BUSINESS MODEL VIABLILTY TECHNICAL FEASIBLILTY
RESEARCH ASSUMPTIONS RESEARCH ASSUMPTIONS
test
learn
measure
build
concept
prototype
/ mvp
prototype
empathize
define
ideate
assumptions features
monetization
options
sprint
testing at scale
quantitative validation
business
model canvas
ballpark
figures
business model kit
plan
review
retrospective
business model innovation
prototype sandbox
design sprintslean startup
design thinking
agile development

23. 23
The corporate way
Waterfall = risky
Release!
Risk
Time
build
build
build
build

24. 24
An iterative approach to knowing
“Plans are useless, but
planning is everything.”
- D. Eisenhower -
By breaking-up risk
Release!
Risk
Time
build
Release!
build
Release!
build
Release!
build
Release!
build

25. 25
Empathise
Define Ideate
Prototyping Testing
PROBLEM PHASE - BUILDING THE RIGHT THING SOLUTION SPACE - BUILDING THE THINGS RIGHT
5 steps of design thinking

26. through
Concrete Projects
SHORT TERM
Growing a
Customer Centric Culture
LONG TERM
by building a
Design Thinking Capability

27. 27

28. 28

29. …tools and methods are just a means to an end
All well & good… but

30. Design Thinking (Service Design,
Agile etc) are not enough by
themselves…
…they are part of a wider process

31. Innovation

32. 32

33. Innovation is:
“the commercialisation of the idea”
- Everett Rogers

34. 34

35. Design Thinking &
Service Design on a
higher level
Differences in B2B
Common problems &
solutions in Fortune 500’s

36. 36
Design Thinking
Stanford / IDEO
Empathise
Define Ideate
Prototyping Testing

37. 37
Empathise phase is different
Empathise
Define Ideate
Prototyping Testing
Stanford / IDEO
B2C Needs,
problems & pains
B2B Needs,
problems & pains

38. 38

39. 39

40. 40

41. 41
B2B Empathy: problem exploration

42. 42
B2B Problem Scoring
Inputs for
How Might We?
statement building
Problem
1
Problem
2
Problem
3
Problem
4
Problem
5

43. 43
A B2B Innovation Accelerator Modules
Module 1
Client challenges: Ideation & Prototyping
Inspirational Startups
Mapping Challenges
Concept Development
Round Tables
& idea selection
Ideation Rounds
Minimal Viable Product,
testing & assumption
validation
Lean Startup
Module 2
Business Model Innovation & Executive Pitching
Ecosystem mapping
Value Proposition
Development
R&D Round Tables & model
refinements
Monetisation options
Dragon’s Den Pitch PanelGo-to-market Planning
Kick-off Webinar
+
Problem/opportunity
spotting with customers
Customer/stakeholder
testing & feedback
using prototype/MVP
Reflection & apply
learnings to job
+
Follow-up Webinar

44. 44
Metsa
Bengt Lofroth
Company Specialist
Paper Production,
Operational Excellence
Multidisciplinary teams
Metsa
Linda Wit
Company Specialist
Pulp Production,
Operational Excellence
INDUSTRIAL INTERNET
Arttu-Matti Matinlauri
Director Industrial Internet Applications
SALES
Per Holm
Vice President
EMEA Scandinavia
STRATEGY
Juha Lappalainen
Senior Vice President
Strategy & Operational Development
Knowledge sharing
& consult sessions
SALES
Mikko Tani
Vice President
EMEA Sales & Marketing
SERVICES
Petri Lakka
VP Service Development
Customer 1
Customer 2
Customer 3
Client 1
Client 2
Client 3Client 4
Customer & partner round tables (15mins each)

45. 45
Focussing on the Value Proposition
Definition of the problem you will solve for your
target market, what it is worth to solve that problem
and what is needed to create a desirable solution.

46. Technical buyer
Concerned with:
Feasibility & Security
“What can go wrong if we
implement this solution?”
46
Economic buyer
Concerned with:
Cost/Revenue optimisation
“Will we earn by
implementing this
solution?”
User buyer
Concerned with:
Satisfaction on a daily base
“Will the user like to use
this solution?”

47. Technical buyer
Concerned with:
Feasibility & Security
“What can go wrong if we
implement this solution?”
47
Economic buyer
Concerned with:
Cost/Revenue optimisation
“Will we earn by
implementing this
solution?”
User buyer
Concerned with:
Satisfaction on a daily base
“Will the user like to use
this solution?”

48. Technical buyer
Concerned with:
Feasibility & Security
“What can go wrong if we
implement this solution?”
48
Economic buyer
Concerned with:
Cost/Revenue optimisation
“Will we earn by
implementing this
solution?”
User buyer
Concerned with:
Satisfaction on a daily base
“Will the user like to use
this solution?”

49. Design Thinking &
Service Design on a
higher level
Differences in B2B
Common problems &
solutions in Fortune
500’s

50. Large organisations
& ‘innovation’

51. 51
Why do large organisations (generally) exist?

52. 52
Traditional & Modern Companies
Traditional Companies
“PRODUCE PRODUCTS WITH GREAT
RELIABILITY & QUALITY”
Modern Companies
“DISCOVER WHAT NEW PRODUCTS TO
PRODUCE AS QUICKLY AS POSSIBLE”
*Hint: BOTH SYSTEMS ARE NEEDED

53. 53
Traditional Modern
Slow
Risk averse
All-or-nothing basis
> maintain the existing
Very rapid
experimentation to find
strategies to support
long term growth
> experimentation space+

54. 54
“The act of behaving like an
entrepreneur while working within a
large organization.”
Guiding you through your journey in
intrapreneurial innovation:

55. Get outside of your building

56. 56
Keeps participants away from meetings!
Inspirational startup off-site hub locations Environment reinforces new behaviours

57. Outside-in validation

58. 58
Run Startup Safari’s
Safari?!

59. 59
Startups explain their process and pre-validate your approach for you

60. Beware:
biases ahead

61. 61
Keep biases in conscious check at all times

62. 62

63. 63

64. 64

65. Methodology & mindset
acceptance

66. 66Time
Acceptance
Design Thinking project team member skepticism
Zone of skepticism
Generativity & Flow

67. 67

68. 68
Keep it fun

69. Teams will naturally go for
‘safe’ innovation concepts

70. exisHng
offers
exisHng
markets
adjacent
offers
radically new
offers
adjacent
markets
radicallynew
markets
70
Incremental to radical innovations
Radical
innovations
Incremental
innovations
Adjacent
innovations
TAKE
AIM
HERE

71. exisHng
offers
exisHng
markets
adjacent
offers
radically new
offers
adjacent
markets
radicallynew
markets
Mission
Sustainable
Brain
Farm
Eco
System
Forecast
Smarter
Machines
Boiler
Pimp
Renew
Pack
ProducHon
Journey
Process
In Your
Pocket Safety
Network
Operator
Assistant
Consump
-Hon
CuQer
71
Projects naturally become less radical by constraints
iFiber
ValopH
Expert
on
Demand
Liquor
Swap
Shutdown
Conductor
Break
PrevenHon

72. Solution thinking…

73. 73
Jump to final
solutions?

74. 74
Don’t allow teams to bring solutions to Design Thinking programs!

75. Teams will try to
complicate things

76. 76
So use the K.I.S.S. philosophy

77. 77

78. Use professional
designer support

79. 79
1 landing page and 1 interactive MVP to test 6 assumptions in 1.5hrs for a new concept

80. Misunderstanding your
prototypes & MVP’s

81. “MVP’s are not final solutions:
…they are a way of asking questions about
critical assumptions within the features of
your concepts (& business models)”

82. (in)Validated learning is
what it’s all about
aka: knowing

83. 83

84. Listen intensely after each day

85. 85
Mini therapy sessions at the end of each day

86. Finally, to sum up…

87. Key take-aways
87
Understand the wider innovation
process, not just DT tools and methods
Learn about cognitive biases & stamp
them out for innovations’ sake!
Design Thinking can be equally well
applied in B2B as well as B2C
We’re managing the pursuit of knowing
as quickly & cheaply as possible

88. 88

89. Mike Pinder
mike.pinder@boardofinnovation.com
89
Questions? Just ask
Thank you!
boardofinnovation.com/tools
Connect on LinkedIn!
linkedin.com/in/mikepinder
www.mikepinder.co.uk