To excel in graphic design, big picture thinking is a must. It's not just about making things beautiful. The best graphic designers play an active role in shaping game-changing ideas that can grow businesses and create new categories. The next generation of the most influential business leaders will exhibit design thinking in the way they guide their organizations to success. This webinar will present a framework for disruptive design thinking that allows designers to have a greater impact.

1. DISRUPT AND BECOME INDISPENSABLE

2. INTRO
DOES THIS SOUND FAMILIAR?
‣ We'll tell you what we need after the strategy is set
‣ We don't have the content yet but you can get started anyway right?
‣ I'll know what I like when I see it
‣ Just make it look pretty
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3. INTRO
BECOMING INDISPENSABLE
‣ Big picture thinking is a must
‣ It’s about much more than making things beautiful
‣ Good designers help grow businesses
‣ Great designers disrupt old thinking and create new categories
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4. INTRO
TONY JULIA
EXPERIENCE DESIGN DIRECTOR SENIOR EXPERIENCE DESIGNER
MOTIVATE DESIGN MOTIVATE DESIGN
ADJUNCT PROFESSOR BBA
DESIGN AND MANAGEMENT DESIGN AND MANAGEMENT
SCHOOL OF DESIGN STRATEGIES SCHOOL OF DESIGN STRATEGIES
PARSONS THE NEW SCHOOL FOR DESIGN PARSONS THE NEW SCHOOL FOR DESIGN
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5. Disrupt: Think the Unthinkable to
Spark Transformation in Your Business
Luke Williams
Publication Date: December 18, 2010
ISBN-10: 0137025149
ISBN-13: 978-0137025145
Edition: 1
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6. INTRO
TOPICS COVERED
‣ Overview
‣ How to get started
‣ Framework for disruptive design thinking
‣ Selling your ideas
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7. OVERVIEW
‣ What is disruption?
‣ Why do it?
‣ Why designers and not MBAs?
‣ The evolution of a designer

8. OVERVIEW
WHAT DO WE MEAN BY DISRUPTION?
IN BUSINESS IN DESIGN
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9. EXAMPLES IN BUSINESS
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20. EXAMPLES IN GRAPHIC DESIGN
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28. OVERVIEW
WHY DISRUPT?
‣ Differentiation isn’t enough
‣ Graphic designers are often marginalized
‣ Lead disruptive change and become indispensable
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29. OVERVIEW
WHY DESIGNERS AND NOT MBAs?
‣ Trained to think outside the box
‣ Curious and creative
‣ See things differently
‣ Just need to channel those skills toward business
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30. OVERVIEW
EVOLUTION OF A DESIGNER
‣ Least: Please yourself via mere decoration
‣ More: Solving problems, but trying to please your boss, teacher or
client
‣ Even more: Create solution that bridges business goals and user
needs
‣ Most: Develop disruptive solutions that create new business value and
delight users
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31. OVERVIEW
DISRUPTIVE DESIGN SOLUTIONS
‣ Affect real change
‣ Blue Ocean
‣ Put designers on the map
‣ Get designers a seat at the big table
‣ Create security
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32. HOW TO GET STARTED?
‣ DEFINING YOUR SITUATION

33. HOW TO GET STARTED?
WHAT IS RIPE FOR DISRUPTION?
‣ Consider the larger context of your business category
‣ What are you passionate about?
‣ Where is there a lot of sameness?
‣ Where has nothing changed for a long time?
‣ Where are profits flat and have the potential to grow?
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34. HOW TO GET STARTED?
DEFINING YOUR SITUATION
‣ How can we disrupt the competitive landscape of (your situation) by
delivering an unexpected solution?
‣ How you define your situation depends on your business context.
‣ Example:
‣ How can we leverage the Tide brand to disrupt the way people
think about going out to do their laundry by delivering an
unexpected solution?
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35. A FRAMEWORK FOR DISRUPTIVE DESIGN THINKING
‣ Developing hypotheses
‣ Making observations
‣ Observations to insights
‣ Insights to opportunities
‣ Opportunities to ideas
‣ Shaping ideas

36. THE FRAMEWORK
DEVELOP HYPOTHESES
‣ Identify clichés
‣ Challenge the clichés with “what if” questions
‣ Example clichés:
‣ People hate doing laundry
‣ People hate the laundry mat
‣ All laundry mats are depressing
‣ Example hypothesis:
‣ What if people chose to go out to do their laundry even if they
didn't have to?
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37. THE FRAMEWORK
MAKE OBSERVATIONS
‣ People don’t know what they want?
‣ Good designers are also part anthropologist or investigative journalist
‣ Emphasize qualitative, contextual research
‣ Effective methods include:
‣ Pre-arranged, open interview and observation
‣ Non-invasive observation
‣ Intercept
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38. THE FRAMEWORK
OBSERVATIONS TO INSIGHTS
‣ Analyze findings
‣ Use sticky notes!
‣ Create an “insight board”
‣ Identify patterns and themes - these reveal insights
‣ Write your insights down, using paradoxical phrasing with a well
placed “but” or “whereas” to emphasize the gap:
‣ People who go to the laundry mat don't hate doing laundry but
they hate wasting time
‣ People who go to the laundry mat don't hate doing laundry but
they hate being in a dreadful, depressing environment.
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39. THE FRAMEWORK
INSIGHTS TO OPPORTUNITIES
‣ From your insights, opportunities for disruption are revealed
‣ Describe opportunities using 3 part format that touches on who it’s for,
what advantage it provides and what gap it is addressing.
‣ Example:
‣ There's an opportunity to provide people that have to go out to do
their laundry with a way to be more productive that doesn't
compromise the safety of their clothes
‣ There's an opportunity to provide people that have to do their
laundry with a way to be social in a tasteful environment that makes
them feel good
‣ At this step, stop short of defining the solution
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40. THE FRAMEWORK
OPPORTUNITIES TO IDEAS
‣ Generate several ideas
‣ Choose the best 3 or so
‣ Document each in a one pager:
‣ Distinct name
‣ One sentence description
‣ How it's different (one major and several minor points)
‣ Annotated visualization (sketch)
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41. THE FRAMEWORK
EXAMPLE ONE-PAGER
Name:
Tide "Wash-n-Work"
Description:
A modern laundry mat that allows busy, career-minded New
Yorkers to do their laundry and be productive in a comfortable
environment by offering clean, private, well designed work
stations with their own washer/dryer combo units.
Differentiators:
• WORK WHILE YOU WASH!
• State of the art work stations
◦ Herman Miller furniture
◦ High speed Internet
◦ Quality lighting
◦ Private partitions
• Best-in-class, all-in-one washer/dryer combos
◦ 2 per work station
◦ Reduces space needed
◦ Reduces interruptions - one cycle instead of two
• Subscription model
◦ No more coins!
• Reservation system
◦ Never wait for a machine/work station
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42. THE FRAMEWORK
DEVELOP CONCEPT AND TEST
‣ Novelty for novelty’s sake won’t fly
‣ Must be something people want, that can support a business, and
that can be built/implemented
‣ Develop prototypes
‣ Work from low to high fidelity
‣ Test with users—early and often!
‣ Doesn’t have to be expensive—use guerrilla techniques
‣ Beware of “mom effect” if using your personal network to recruit
‣ Iterate until you reach success targets
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43. SELLING YOUR IDEA
‣ Create empathy
‣ Build tension
‣ Make them believers

44. SELLING YOUR IDEA
THE PITCH
‣ 9 minutes
‣ 9 slides, one minute each
‣ 3 minute sections:
‣ 1) Create empathy
‣ 2) Build tension
‣ 3) Make them believers
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45. SELLING YOUR IDEA
SECTION 1: CREATE EMPATHY
‣ Slide 1: The Status Quo
‣ Slide 2: The Observations
‣ Slide 3: The Story
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46. SELLING YOUR IDEA
SECTION 2: BUILD TENSION
‣ Slide 4: The Insight
‣ Slide 5: The Opportunity
‣ Slide 6: The Analogy
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47. SELLING YOUR IDEA
SECTION 3: MAKING THEM BELIEVE
‣ Slide 7: The Solution
‣ Slide 8: The Advantages
‣ Slide 9: The Ethos
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48. THANK YOU
‣ Questions?