A talk I gave at CoThinkTank11 about design thinking and social business innovation. I argued that we need to focus less on rhetoric and more on building practical tool that help people learn to innovate.

1. First, Let’s Kill All the Designers
Taking innovation from black box to toolbox
MICHAEL DILA
@michaeldila

2. WARNING!

4. OUR PROBLEM

5. HOW DOES IT SCALE?

6. A little less conversation,
a little more action,
please

7. CONVERSATION IS A TECHNOLOGY

8. CONVERSATION = SOCIAL THINKING

9. SOCIAL THINKING

10. What brought you here?

11. SOCIAL BUSINESS INNOVATION

12. What do you want to know?

13. SOCIAL + BUSINESS = INNOVATION

14. THE 3 ELEMENTS

15. INNOVATION

16. BUSINESS
$+$+$=
$

17. SOCIAL

18. What do we want from social?

19. 1. CHANGE
2. MEANING
3. EMPOWERMENT

20. DANGER!

21. Is Design Thinking a Conversation?

22. Too many talking with
nothing to say...

23. SUPERIORITY

24. 3 POISONS

25. 1. MASSIVE CHANGE
2. DESIGN THINKING
3. LADDER OF MATTERING

27. MASSIVE CHANGE
IT’S NOT ABOUT THE
WORLD OF DESIGN.
IT’S ABOUT THE
DESIGN OF THE
WORLD.

29. DESIGN THINKING
HUMAN CENTERED
MINDFUL OF PROCESS
PROTOTYPE DRIVEN

31. LADDER OF
MATTERING
SHAREHOLDERS
CUSTOMERS
SOCIETY
HUMANITY

32. A PARADIGM SHIFT

33. 1. CRISIS
2. LOSS OF EXPLANATORY POWER
3. STUFF STOPS WORKING

34. 3 CONTRIBUTIONS TO THE
CONVERSATION

35. 1. INNOVATION HAS PATTERNS
2. SHIFT FROM RHETORIC TO TOOLMAKING
3. FROM COMPETITION TO INNOVATION

36. THE UNDERLYING BASIS OF ALL
INNOVATION IS A COLLECTION OF
PATTERNS

37. CREATING A NEW LANGUAGE IS
ONLY THE BEGINNING. PEOPLE
NEED TOOLS THAT HELP THEM
WORK TOGETHER TO BUILD WHAT
COMES NEXT.

38. WE NEED TO MOVE AWAY
FROM RIVALRY, TOWARDS
PROGRESS.

40. The Master, the Surfer,
et le Traceur

46. PATTERNS
YOGA AS A MODEL OF DISCIPLINE
Discrete patterns (“poses”)
Multiple configurations (“styles”)
Ladder to Mastery (fitness to Enlightenment)

54. TOOLS
SURFING AS A MODEL OF PRACTICE
Crew (social unit/”software”)
Line Up (ethos)
Skis & Sleds (hardware)

55. DISCIPLINE + PRACTICE = MASTERY

61. FLOW
PARKOUR AS AN EXEMPLAR
Parkour isn’t about running &
climbing.
It is about navigating
uncertainty in real-time.

63. PATTERNS AS TOOLS

64. BUSINESS MODEL CANVAS

65. Day Month Year
No.
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
Our Distribution Channels? Customer Relationships? want to be reached?
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
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66. DESIGNING FOR GROWTH

67. e bottom row of our design thinking model (below) shows where each PMA ts in the process.
Visualization
1
Brainstorming
Development
Assumption
Co-Creation
Prototyping
Value Chain
Customer
Mapping
Mapping
Learning
Concept
Analysis
Journey
Launch
Testing
Rapid
Mind
2 3 4 5 6 7 8 9 10
What is? What if? What wows? What works?
DESIGN BRIEF DESIGN CRITERIA NAPKIN PITCH LEARNING GUIDE
Project CONCEPT NAME Strategic
Description Intent
Design
Intent / Goal 1
NEED APPROACH Remaining

68. GAMESTORMING

70. WEAPON OF CHOICE?

71. THANK YOU