With so many projects not meeting their projected goals, either through over delivery of functionality to not fit for purpose or not meeting market needs due to our inability to accurately capture customer requirements. Developers are looking at new ways of product development such as design thinking that is user-centred in its ability to capture not only the functional, but also the emotional unmet needs of the customer
2. 2. Demystify Design Thinking
(What do we mean by Design Thinking?)
3. Design vs Design Thinking
5. Design Thinking Process
6. Design Thinking Tools
4. When Design Thinking is suitable?
7. Design Thinking in action
1. Why Design Thinking?
3.
4. • Short on Time
• Fear of Competitors
• Product/Market Fit
• Bypass Product Discovery
• Argue Features
• What to build not why
• Impatient
• Discover new requirements during Delivery
• Lost our way in Agile
7. Our objective should be to
validate our ideas the fastest
and cheapest way possible
Building and launching a
product idea is the slowest,
most expensive way to
validate an idea
Marty Cagan
Inspire: How to create products customers love
10. SIZE METHOD SUCCESSFUL CHALLENGED FAILED
ALL SIZE
PROJECTS
AGILE 39% 52% 9%
WATERFALL 11% 60% 29%
LARGE SIZE
PROJECTS
AGILE 18% 59% 23%
WATERFALL 3% 55% 42%
MEDIUM SIZE
PROJECTS
AGILE 27% 62% 11%
WATERFALL 7% 68% 25%
SMALL SIZE
PROJECTS
AGILE 58% 38% 4%
WATERFALL 44% 45% 11%
The resolution of all software projects from EY2011-2015 within the new CHAOS Database segmented
by the agile and waterfall method. The total number of software projects is over 10,000
11. 1 in 4 projects
fail to REACH the
MARKET
1 Product from
A suite FAIL at
LAUNCH
64 % of the
Features NEVER
USED
12. Lack of Customer Involvement
Lack of Management Commitments
Lack of Clear Requirements
Lack of Resources
Lack of Planning
Unrealistic Expectations (goals)
13. - Rainer Maria Rilke
“I beg you, to have patience with everything
unresolved in your heart and to try to love the
questions themselves as if they were locked
rooms or books written in a very foreign language.
Don’t search for the answers, which could not be
given to you now, because you would not be able
to live them. And the point is to live everything.
Live the questions now. Perhaps then,
someday far in the future, you will gradually,
without even noticing it, live your way into the answer.”
Stay in the Question
14. it's more about understanding needs.
Asking what people want or don't
want is an ineffective approach -
@jchyip
#Agile is not enough, sure. But nor is
any one idea, umbrella term or
otherwise –@neil_killick
22. Analytical Thinking Intuitive Thinking
Manipulations of
Quantities
Appreciation of
Qualities
Design Thinking
Comprehensive
Considerations
Source: Roger Martin, speaking at Scrum Alliance Webinar September 2015
Data Driven Judgement OrientedOmnivorous
28. Design Thinking is a
human-centered
approach to innovation
that draws from the
designer’s toolkit
to integrate the needs of
people, the possibilities
of technology, and the
requirements for business
success.” — Tim Brown,
CEO IDEO
29. A Disciplined Process
From the world of
industrial product Design
that involves a deep
Understanding of customers
and problem they Face,
prototyping
and experimentations
with the users
30. An attractive way to describe a
new innovation model based on
human-centred observation and
prototying
43. Project Description Launch tailor-made holidays to European and Asian Destinations
Scope Initial focus on selected European Destinations
Focus on tailor-made holidays
Constraints Comply with European Aviation, ABTA and ATOL regulations
Competitors Companies with similar offerings (America and Europe)
Budget Allocation $200K
Target Users North/South America, European and Asians Customers
Particular focus on existing customers
Exploration Questions European Destination Offerings for existing customers
Offerings for New European and Asian customers
Success Metrics Capture 10% of the European market in the first year of the launch
Project Plan Start as soon as possible and complete study with 6 months
44. Who we
will study?
Where we
will find
them?
What
questions/issues
we will explore
How many
contacts?
Timeline Team
Member
Responsible
49. Social Sciences
Human cultures and People
Reveal and understand user needs
Systematic and Descriptive Approach
Qualitative Data
Observation and Interviewing
50. 1 2 3 4 5 6 7
2
A Journey
A Touch Point
A Moment of
Truth
+
-
1 Press Snooze Button
2 Use Bathroom
3 Make Breakfast
64. Concept Name
Need
What is the unmet need we are
addressing?
For what customers
Approach
What is our approach to meeting that
need?
Who is it for?
What are key features of the approach?
What are the different ways that the
service could meet the need?
Benefit
How does the customer benefit?
Other Service Providers
What competition will we face and what
advantage will we have?
What other providers are essential for
the concept’s success?
66. Immerse yourself
in Customer Data
Conduct Experiment
Surface Assumptions
Generate Ideas
Assumptions
Disproven
Revise Idea
TableScale
Assumptions
Proven
67. Assumption Testing Exercise
Build a website (www.instructions.com)
of universal portal of instruction manuals of all
sorts of games, toys, gadgets and appliances
80. State your Hypothesis
State key Assumptions
Prioritise key Assumptions
Design Test for key Assumptions
Do the Test
Value Creation Execution Defensibility Scalability
Confirming Data Disconfirming Data
Continue Development Pivot trash/table
81. • What do I know?
• What do I not know?
• What I need to know?
• How do I learn what I need to know?
Constantly ask the following four questions
We are building software at an alarming rate, in many cases, without realising their impact before release.
All companies want their products hit with their customers so they come back again and again.
The reality, as we see later, is far from the truth.
We are very impatient, we seem to be short on time and we jump to solutions too quickly.
Therefore, we start with a narrower definition of the problem we are solving without understanding the underlying the problems our customers are facing
Ideas are not validated for product/market fit before development starts.
We rush into development fearing that our competitors would get their first.
No wonder we are discovering requirements as we go through product delivery.
We have streamlined the process and used the productivity card to deliver faster. What next?
We need better tools to do our jobs
We have streamlined our processes and used the productivity card to deliver faster but not sure what else to try that would give us the edge
We seem to have lost our way in Agile. Instead of focus on people and interactions, we prefer things on the right eg processes and tools
We build stuff hoping that customers would come.
So we wait and we wait and they never come
Try A/B testing and all sorts of trick to sell
We are impatient with ourselves and short on time . we all have a tendency to jump to solution mode far too quickly. Design thinking approaches force you to really live in this unclear, sometimes very muddy place, to get a better understanding. This ends up producing a much better understanding of the problem, and the challenges that you're trying to solve
Is time cost or investment?
Empathy - Start by establishing a deep understanding human needs
Invention – Discover new possibilities
Iteration – Use the first solutions as stepping stones for a better one
These are principle behind Design Thinking
Just to give you a feel how a great design looks. Lets look at these examples
Golden Gate Bridge built 79 year ago this year
Roger Martin, author of The Design for Business and Fixing the Game:the former Dean and current Institute Director of the Martin Prosperity Institute at the Rotman School of Management at the University of Toronto
Organisations are obsessed with analytical techniques.
They are after big wins. The list of ideas under development that take 9-12 months to build and no person can use it. That results in slippage and over budget p 121 MYH
Great American philosopher Charles Sander Peirce (purse) said no new idea in the world has been proven in advance analytically. You cannot prove anything new because there in no data about anything new
Aristotle said: things cannot be other than they are Also seems to have been quoted by Voltaire’s Candide
Challenge for Design thinking is “What would have to be true”
Before we come to define designing thinking. Let’s look at popular view of design process
The difference between design thinking and other methodologies such as lean startup is that design start with a challenge whereas others start with an idea
Design thinking emphasises the importance of study the people and their problems for which we are creating value before we are allowed to generate solutions
The term design thinking is somewhat controversial, especially the thinking part. Manager get put off because they think they are thinkers. Designers get up some who say that design is much more involved and. specialised activity. There is no consensus whether we should be using this term. There is not inherently different about design thinking. It is another approach and skill set that is complementary to other forms of approaches such as agile. It is not competitive but complementary to other approaches to product development
The construct for deign thinking comes from design such a convergent/divergent thinking, prototyping and iterations, ethnographic research that forms the rubric of design thinking
We start and end with the same place but we untangle the hairball in a manageable process we call design thinking. Despite a lot of fancy vocabulary like “Ideation” and “Co-creation”, the design process we follow here deals with by asking four questions that corresponds to the four stages of design thinking process
Start with current reality of the customer so we do not frame the problem too narrow
Human centred piece of design thinking
Possibility-driven
This is design thinking in a nutshell. Four questions 10 tools
No amount of data of yesterday will solve the mysteries of tomorrow
Wicked: Harder richer problem
system thinking, prototyping, experimentation
North Star, 2-3 page document that tells gives directions: why we doing, what to avoid, resources, research plan, how to manage risks
Yogi Berra:
If you don’t know where you are going
You might end up someplace else
Makes ideas visible and concrete
Remove ambiguity
Different way of knowing
What is: mind mapping, journey mapping, personas
What if: concept development
Visualise things that don’t exist,
you are using different part of your brain
Yogi Berra:
It is tough to make predictions, especially about the future
Social Sciences: Sociology, Anthropology
Human cultures and People
Revealing and understanding user needs requires sensitivity and empathy that can be found within ethnography
Descriptive
Collect qualitative data to understand their problems and their viewpoints
We go to find new information not to prove a idea or hypothesis
Systematic approach
Tools: Observation and Interviewing (open-ended questions)- we have no idea
Video the session (watch from behind how they use product but also front to capture emotions)
Apart from cultural studies and social work, it is also used in design, computer science, human factors and ergonomics
Smoking cessation:
fireworks display, lulls and then bursts. Bursts seem to beget other bursts. When dust settle there appears to be a mess to clean up. After the brainstorming are the raw materials for several innovative concepts (nuggests)
Right Challenge (design brief/criteria)
Right people (small, diverse free from political considerations)
Right Stimuli (trigger questions)
Right facilitation (ground rules: blue-card, write silently, use trigger questions, one voice at a time, withhold judgement)
Kodak asked What if question 20 years ago, “ What if 90% of our customers switch to digital photography” but didn’t take it any further and lost the digital revolution in photography
No judgement same goes with Ethnographic research
The value test: customers will buy it at a price that generate revenue
Execution test: You can deliver at a cost that works for you
Scale test: you can build in volume that it is worthwhile
The defensibility test: you can beat the competition
Fake it before you build it
Hospitality suite for frequent travellers: smiley face, Frowny face, yellow stickers. You are observing customers not only what they did but also what they didn’t. If they move cards/stickers around take note
A learning launch is a fast cheap experiment
The purpose is to learn and go test
This is design thinking in a nutshell. Four questions 10 tools
