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1. PERSONAL DESIGN THINKING GUIDE
for GLOBAL BUSINESS
IBUS 790 - Dr. Teegen - May 2019
University of South Carolina, Moore School of Business
Veronica M. Parellada Eller – MBA & MIB

2. AGENDA: Designer’s guide for global business
Design Thinking Primer
1. INTRODUCTION: Who designs and when. What is DT and tools.
2. WHAT WE DESIGN: The project design briefing.
3. WHERE WE DESIGN: Context for design.
4. WHO WE DESIGN FOR: Empathy: Digging in the user’s experience.
5. WHY: DEFINE phase and Problem definition
6. HOW: IDEATE EXERCISES FOR CLIENT PROJECT
7. HOW PART 2: PROTOTYPING
8. HOW PART 3: TEST PHASE
9. HOW PART 4: LAUNCH AND PRESENT TO CLIENT
10. HOW TO PART 5: Relations MANAGEMENT AND CONCLUSION
How Design Thinking matters in consulting, for M&A, and in the Global Food Supply
Chain Context.
Who am I as a designer?
APPENDIX: Online sources for guidance
2

3. Design Thinking Primer

4. INTRODUCTION
4
Design Thinking as a Method of Human Centered
Design (HCD) that facilitates INNOVATION for a
product, service, organization, process, or space.
Designer mindset manifesto and diverse team forming.
Individual features of a designer, personality treats.
Define the moderator.
Introducing and defining Design Thinking method and
tools with limited materials and also as a Data analytic
Methodology.
Good design and bad design manifesto.
Orchestrating good designing conditions: budget,
materials, time/schedule, space, music, food and
beverage

5. WHAT WE
DESIGN
Client meet and get design briefing, schedule
follow ups and process in one week.
Research info about the client, project scoping.
Re-engage with prospective clients through the
DT sprint or before to close new projects.
Opportunity identification: Prospecting projects
and clients: ENGAGING AND ELABORATING
PROPOSALS FOR CLIENTS.

6. WHERE
WE
DESIGN
6
Getting materials, music, food and beverages,
technology.
Use DT Bootleg from Stanford to guide the team
with visual aid and refreshed instructions.
Download and bring several hard copies.
Select a proper space with enough light,
accessibility, easy to move furniture that eases the
design flow.
Reorganize and adapt the design space to the
project as War Room.
Make a wish list for space, sound, food, and assign
“Den Mother/Father” Roles.
Analytical reliable mindset and intuitive validity
mindset to determine USERS, and WHERE TO
contact them to contrast data and briefing
information.

7. WHO WE
DESIGN
FOR:
Digging in
the
empathy
phase
Global cultural environment,
macroenvironment, narrow
to client’s scope.
Normative and ethical
questions: certification for
research with human
subjects.
List all user affected by the
product, process, service,
organization, or space.
Use EMPATHY TOOLS BY
USER: HCD vs User
Experience, Journey Maps,
Personae, Ethnography.
Visualization, patterns
aggregation and framing
(segment), storytelling.
Split subteams by users and
activities.
Context of the problem:
inventory insights share and
order, discuss, sticky notes,
dig deeper in second round,
share more insights.

8. WHY:
DEFINE
Phase:
Problem
definition
8
Establish criteria using tools for
DEFINITION: Check bootleg.
Develop PoV (problem definition):
Who is affected, WHAT is the
problem, WHERE does it happen,
WHY does it matter.
Prioritize bigger problem and most
important users if time and team is
limited: Voting systems by stickers.
Select design principles or directives
of the project based on the problem
definition (only if confirmed by
client).

9. HOW:
IDEATE
EXERCISES
FOR
CLIENT
PROJECT
9
Tools: Brainstorm, disaster
brainstorm, how do we,
Concept development, stoke
activities, analogies,
selection.
CHECK-IN WITH CLIENT to
align focus, scope, and
problem definition. Use to
dig deeper and update client
with the work until now.
USE A POWER POINT
PRESENTATION TO CALL
CONFERENCE AT THE SAME
TIME, IF POSSIBLE ALL TEAM
PRESENT TO SHARE INSIGHTS
AND Q AND A.
If client agrees and we have
prepared ideation of 5
different solutions, client
selects the idea and we get
the feedback of our ideas to
start with prototyping.
If client does not agree or
redirects, dig more in
empathy/define/ideate
phases.
Reestablish another check-in
follow up with the client to
share ideation or if it was
ideated before to show
protoypes.

10. HOW PART 2:
PROTOTYPING
Prepare
Prepare correlation matrix/scorecard of users and
prototypes selected or improved to users for the
TEST PHASE.
Establish
Establish correlation matrix between design
directives/principles and prototypes. Try to select or
improve.
Use
Use tools from prototyping phase: storyboarding,
physical prototypes, experience prototypes, digital
prototypes, minimally viable products.
Focus on Focus on the client project work.

11. HOW
PART 3:
TEST
PHASE
Revert Revert and re-engage in other stages to anticipate
multiple cycles.
Validate Validate and reliability.
Compare Compare assumptions of problem statement with
interaction.
Capture Capture ideas from users to refine prototype.
Get
Get collaboration filling scorecard by user/prototype
after capturing reactions and feelings with the
prototypes.+
Iterate
Iterate via user engagement: personal interaction, phone
interviews, social media, email video to representative
users.
Improve Improve project fine tuning,

12. HOW
PART 4:
LAUNCH
AND
PRESENT
TO CLIENT
12
Prepare presentation deck: first present team with bios, prepare
presentation order, explain the process and findings, select
recommendation with justification, and include empathy phase key
insights as well as test key insights table.
Prepare for MESOCONTEXT: Adjust presentation to audience,
research who is your audience to prepare back-up justifications or
links to related field from audience.
Use story telling and engage with audience.
If possible dry-run client presentation with “panel of friends” to
practice and improve the presentation.
Impact measurement on client’s site. Feedback, debrief.
Reassess through feedback by client and suggestions, to readjust.
Prepare interdesigner I like, I wish, what if.

13. HOW TO PART
5: Relations
MANAGEMENT
AND
CONCLUSION
Stakeholder
relations
management,
demonstrate
gratitude to all
involved in the
process.
Send FINAL Project
deliverable and
prototypes to
client.
Break down war
room or readjust
to next project.
Celebrate with DT
team!

14. How Design Thinking matters in
Global Consulting, M&A, and in
the Global Food Supply Chain
Context

15. Design
Thinking
Matters
15
Design Thinking is a several steps process and method of Human Centered
Design (HCD) that facilitates valid and reliable INNOVATION for a product,
service, organization, process, or space through an intuitive mindset
creating choices and an analytical mindset making choices.
•Consulting roles require of empathy and design skills to serve companies
that outsource their need the best innovative outcome for a client into any
of the prior 5 categories. By maximizing the combined satisfaction of users
involved, consultants can enhance their innovative solutions, helping
organizations implement positive personal emotional feedback which
provide a higher link towards the brand.
•M&A activities require of a global understanding of different processes,
products, services, culture, spaces, organizations, and contexts embedded in
those organizations. Through DT we can improve the design directives of the
merged or acquired company in the different process internal levels,
workers, synergies of services, products, and organizational structure to
maximize legacy assets from both organizations.
•The global food supply chain involves several actors and users in each step of
the production, that will have to comply in an international context of
regulations, with different cultural behaviors and approaches to the same
service, product, consumer uses, maintenance, transportation, storage, and
technologies embedded in each commodity that can be enhanced through
the fresh innovative findings and designs that Design Thinking can bring to
the industry. It can be even applied to the organization of the space in a
packing factory, to the internal communication process, packaging, picking,
growing, processing.
THE POTENTIAL BENEFITS OF DESIGN THINKING ARE EMBEDDED IN THE
INTERNAL AND EXTERNAL ORGANIZATIONAL LEVEL, AND ARE SPECIALLY
INTERESTING AND MORE COMPLEX WHEN GLOBAL CONTEXT COMES INTO
PLAY.

16. WHO AM I AS A
DESIGNER

17. QUICK BIO-
Veronica
Parellada Eller
Education
• Masters of International Business
• M.B.A.
• B.A. Real Estate
• B.A. Music Education
Experience
• 15 yrs working as CEO and Founder of Autocarta, S.L.
• Entrepreneur and founder of multiple real estate firms
• Board Member, Catalan Realtor Association &
Supervisory Board Member (2014-2018)
Designer Mindset
• Empathizes deeply with users by utilizing skills
developed in music education & business management
in international & cross-cultural environments.
• Multicultural background.
• Creativity.
• Fast learner. Beginner’s mindset.
• Experience in several contexts.
More:
https://www.linkedin.com/in/veronicaparellada/

18. Opportunities as
a designer
• I wish to broaden my knowledge in several
industries through empathic work in a
prospective project or work.
• I like improving the experience for all users
including society as an environmental user,
and shareholders as final recipients of the
increase that brand positive awareness
feeds reciprocally as profits.
• I wish to learn more to increase my scope
and improve my recommendation skills.
• A global company would enrichen my
multicultural knowledge approach and
adaptability to different markets.
• I adapt fast to different cultural
environments and I am always interested
in maximizing all stakeholders experience
while not reducing any of those personal
experience.
• I like Pareto moves for the shadow benefit
of the future relationship between any
user, including myself as a designer of an
improved experience.

19. APPENDIX: Online sources for guidance

20. INTRODUCTION
• The design thinking process:
https://www.youtube.com/watch?v=M66ZU2PCIcM
• Design Thinking Tools and process:
https://dschool.stanford.edu/resources/design-thinking-bootleg
• Space for Design
– https://www.fastcompany.com/1638692/11-ways-you-can-make-
your-space-collaborative-stanford-dschool
– https://www.fastcompany.com/3028471/google-ventures-your-
design-team-needs-a-war-room-heres-how-to-set-one-up
• Human Subjects on-line training:
https://about.citiprogram.org/en/course/human-subjects-research-2/
• Design Manifestos guide:
https://www.thedesigngym.com/design-manifestos/
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21. EMPHATHIZE
• Human Centered Design:
https://blog.prototypr.io/whats-the-difference-between-human-centred-
design-and-user-experience-design-2f48e5c9be25
• Empathy Field Guide:
https://dschool-
old.stanford.edu/sandbox/groups/dtbcresources/wiki/15fd1/attachments
/75438/FIELDGUIDE-Screen-DTBC-March-2013.pdf
• Customer journey map: https://blog.hubspot.com/service/customer-
journey-map
• Personae:
https://heidicohen.com/persona-definition-essential-marketing-persona-
attributes/
• Ethnography Primer:
https://www.aiga.org/ethnography-primer
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22. EMPATHIZE
• Visualization and Patterns Aggregation and
Framing tools:
– https://blog.udacity.com/2015/01/15-data-
visualizations-will-blow-mind.html
– https://bensullins.com/framing-your-data-correctly/
– https://socviz.co/lookatdata.html
• Storytelling:
– https://uxdesign.cc/https-medium-com-
babarsuleman-the-role-of-storytelling-in-design-
separating-fact-from-fiction-6e43a42161a7
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23. LAUNCH AND PRESENTATION
• Preparing the client presentation:
https://medium.com/@charliedeets/presenting-
design-work-with-intentionality-4c79328bdbb6
• Evaluating the impact:
– https://designatdarden.org/app/uploads/2018/01/Workin
g-paper-Liedtka-Evaluating-the-Impact-of-Design-
Thinking.pdf
– https://hbr.org/2018/09/why-design-thinking-works
• Revisit storyteller skills:
https://www.improveyoursocialskills.com/how-to-be-
a-good-storyteller
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