A Design Thinking Workshop for the MSIS CoreCarl M. Briggs Ph..docx

A Design Thinking Workshop for the MSIS Core
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
1
Outline
Welcome & Introductions
What is Design Thinking?
About the class
Exercises:
Conditioning Exercise
Show Don’t Tell
Welcome & Introductions

Introductions…
Professor Carl M. Briggs Ph.D.
26 years of experience leading, and managing projects, and
teaching the principles of effective project management to
undergraduates, MBA’s and executives in the United States,
Europe and Asia. Academic appointments in the United States
(IU) , the Europe (Berlin) and Asia (Seoul).
Married to Annette Hill Briggs and father to Mariah, Ben and
Emily.
Academia
Industries
Companies
Consulting
Mfg.
Healthcare Life Sciences
Supply Chain & Strategic Sourcing
Regions
NASA
Toyota
Samsung
FedEx
WalMart
Samsung
US DOD
4

Why we’re here…
?
?
?
What kind of problems have you solved?
6
MY STORY
YOUR WORLD…
MY WORLD…
What is Design Thinking?

BAD DESIGN MAY NOT BE IMMEDIATELY OBVIOUS
BUT OVER TIME THE TRUTH BEGINS TO SHOW
UNTIL IT IS ALL THAT IS LEFT, AND ALL
THAT YOUR CUSTOMERS REMEMBER
Bad design is all around us…
9
Design is not everything, but it somehow gets into everything.
Ralph Caplan, By Design
Design Thinking is …
… human-centered, collaborative, possibility-driven, options-
focused, and iterative.
… the confidence that new, better things are possible and that
you can make them happen.
Ralph Caplan, born January 4, 1925 is a design consultant,
writer and public speaker. After serving in the Marines in
WWII, he graduated from Earlham College and then went on to
Indiana University for his Masters Degree. He later taught at
Wabash College before moving to NYC where he became editor

of Industrial Design.
He is the author of By Design: Why There are No Locks on the
Bathroom Doors in the Hotel Louis XIV and Other Object
Lessons.
He is considered a founding father of modern design thinking.
10
Roots of Design Thinking…
Developed/Made famous by Tim Brown at IDEO, taught at the
Stanford School of Design.
Very influential in design circles, but becoming more influential
in business
DEFINITION:
“A making-based problem solving process that is rooted in
human empathy, done iteratively in collaborative multi-
disciplinary teams.”
The Thought Leaders…
Tim Brown (IDEO)
https://www.youtube.com/watch?v=UAinLaT42xY
When did Design Thinking Become Small?
“Instead of starting with technology, the team started with

people and culture…”
Design vs. Design Thinking
Design became small when it became the tool of consumerism
“Instead of starting with technology, the team started with
people and culture…”
Design Thinking is about collaborative human creativity applied
using a specific mindset and process framework focused on
solving a wicked problem
Collaborative
Human
Creativity
Mindset

The Design Thinking Mindset(s)
Process Framework
Design Thinking is a Process

26
“Wicked” Problem
How we will proceed?
Practice
Exercise 1: Conditioning
Why?

Exercise 2: Your 2D Prototype Introduction
You are designing a two dimensional representation of yourself
that will be used as your introduction.
It should be visually appealing, and cover the important points
you would want to include in helping a team know who you
really are.
Take one post-it note and create your 2-D prototype
Put your name on the back
Exercise 2: Your 2D Prototype Introduction Review…
Share your prototype at your table.
After each presentation, quickly share ideas on how to make the
next prototype more visual, clearer, fun, etc… (Make sure you
are taking notes on this feedback.)
Exercise 2: Your 2D Prototype Introduction Next Steps
Take your feedback, and produce a second prototype (in the
8x11 format).
Scan your second prototype, and produce a quick video of
yourself explaining it.
Upload the image of your 8x10 and your video in In-Class
Assignment 1
This completes your first assignment
Exercise 2: Remember!
Collaboration and Iteration are central mindsets in DT
You don’t know until you try it

You don’t master until you can teach it
About the Class
Deliverables
Participation & Professionalism (10%)
Design Thinking Group Project (40%)
Design Thinking Tool (30%)
Final Exam (20%)
Design Thinking Group Project (40%)
Group Deliverable
In your team you are going to select a wicked problem, create
an end user persona, and use design thinking to propose a
solution
Before next session your job is to identify an end user and a
possible problem
Your final deliverable is a video in which you will detail your
proposed solution

Design Thinking Tool (30%)
Individual Deliverable
Based on your research and review of design thinking tools, you
are going to select one tool that you feel you are most likely to
use in your future.
You will develop a slide deck you might use to teach this tool to
your team.
Final Exam (30%)
Individual Deliverable
The exam is open note, open book. Once we have completed
session 3, you will have the opportunity to take the final exam
anytime during the following week (check canvas for the exact
due date.)
You may take your exam anytime during that window, but once
you begin you have two hours to complete the exam.
Course Materials (Optional)
Process Notebook
(aka Sketchbook)

Hard cover – Portable writing surface that protects your pages
Spiral Bound – So your pages will lay flat for scanning
50+ Sheets – You will need at least that many pages
Unruled – because your ideas may not fit between the lines
Acid Free – Your ideas are important and should last!
Heavyweight paper – It feels “substantial”
Course Materials (Recommended)
Is Design Thinking “Normal”?

Another view…
How did your experience in school shape your approach to
problem solving?
46
Convergent Thinking

PRODUCT
& PROCESS
EXAMPLES:
Exercise:
You are in the top management of a leading candle
manufacturer late in the nineteenth century. Your objective is
to become the premier best-in-quality candle maker. You will
achieve this by satisfying customer needs.
In a group of four, make a list/draw of the attributes your
product will have.
Draw/illustrate (and label as you think necessary) the attributes
of your best candle, and share it with your group…

5 Minutes
“Best In-Class Candles”
The result?
Divergent Thinking
PRODUCT
& PROCESS
Desired customer outcomes
EXAMPLES:

The cycle within a larger business problem solving framework
Source: Cross 2000. See “How do you design?”
Iterative Cycles of Divergence and Convergence
WHAT
IS?
WHAT
IF?
WHAT
WOWS?
WHAT
WORKS?
DIVERGENT THINKING
CONVERGENT
THINKING
INSPIRATION
IDEATION
IMPLEMENTATION
Source: Liedtka 2011
Start with the Right Problem

Make sure you have the right kind of problem…
“There are two types of problems. There are mysteries and there
are puzzles.”
Gregory Treventon, RAND Corporation
Puzzle
Has a clear, describable solution
Just requires more pieces (more data) in order to solve
Solved through incremental improvements
Requires “brute force”
Has an ambiguous or unknown solution
More data doesn’t help solve the problem and sometimes hurts
Solved though breakthrough improvements
Requires insight and creativity
Mystery
In Our VUCA World…
Mysteries outnumber puzzles!
Don’t confuse a condition with a problem.
2a. And when you do, REFRAME!

Not all problems are Design Thinking problems.
To the man with only a hammer, everything….
Design Thinking isn’t best for all problems…
Is Design Thinking the Right Tool?
QUESTION:
Linear analytic method may be better if
Design thinking may be better if:
There are relatively few human beings directly involved in the
problem
1. Is the problem human centric?
A deep understanding of the people involved is both possible
and necessary in solving the problem
1
2
3
4
5
Source: Liedtka et al. (2014)
QUESTION:

The problem is understood very clearly, and there is great
certainty that the correct problem is being addressed
2. How clearly do you understand the problem
We have a hunch about the problem or opportunity but we need
to do some exploration to reach agreement
5
4
3
2
1
QUESTION:
There are many unknowns (large and small), and past data is
unlikely to help us
3. What is the level of uncertainty?
The past is a good predictor of the future
1
2
3
4
5
QUESTION:
The path to solving the problem is clear, and analytic methods

have succeeded in solving similar problems in the past
4. What is the level of complexity?
There are many connecting and interdependent facets of the
problem; it’s hard to know where to start
1
2
3
4
5
69
QUESTION:
There are several clear sources of analogous data
5. What data is already available?
There is very little relevant existing data to analyze
5
4
3
2
1
QUESTION:

The problem feels routine to me, and I have to follow existing
processes and systems
6. What is your level of curiosity and influence?
I’m excited to explore more and can get a group of people
willing to help me.
1
2
3
4
5
Ask the Right Questions
The Four Questions
What is?
What if?
What wows?
What works?
What is?
“What is? Because our goal in addressing a challenge is to
envision and implement an improved future state, it is always
tempting to jump right to the future and get started solving.
Many managers have been taught that creative thinking starts
with brainstorming solutions. But the design process is human-

centered and starts with the present, not the future—it begins
with what is happening now. Innovative ideas are generated
from insights about the current reality for real users, and
without those insights, the imagination starves. That is why the
What is stage is so important.”
Source: Liedtka, 2012
Thinking about “What Is” in a human-centric way… In search
of your wicked problem
My Wicked Problem…
In your team, think about and illustrate FIVE POSSIBLE
opportunities connected with a wicked problem. Identify the
problem and the person(s) affected. Meet with and share all
five with your design team before our next session.
Homework

What is
The “What is” Steps
Identify an opportunity
Scope your project
Draft a “Design Brief”
Make your plan
Design Thinking is a Process
Next Steps
Next Steps
Work on your “wicked problem” for your final project. Think
individually and with your team about the problem and the user.
Look for some examples of design thinking applied to
information systems. Bring them with you next week
Identify the tool you plan to use for your Design Thinking

A Design Thinking Workshop for the MSIS Core: Session 2
Fall 2019
1
Outline
Review
Evaluating the problem: Does it fit?
What Is and What if
REVIEW

Design Thinking is a…
Perspective
Process
Practice
REVIEW
REVIEW
5
Start with the Right Problem
Narrowing the problem
Describe the three wicked problems you are each brining to the
table
From the list of twelve, identify your top three
You have 20 minutes
Once you have identified your top 3, you are going to score

each possible project on the basis of six criteria
QUESTION:
There are relatively few human beings directly involved in the
problem
1. Is the problem human centric?
A deep understanding of the people involved is both possible
and necessary in solving the problem
1
2
3
4
5
QUESTION:
The problem is understood very clearly, and there is great
certainty that the correct problem is being addressed
2. How clearly do you understand the problem
We have a hunch about the problem or opportunity but we need
to do some exploration to reach agreement
5
4
3
2

1
QUESTION:
There are many unknowns (large and small), and past data is
unlikely to help us
3. What is the level of uncertainty?
The past is a good predictor of the future
1
2
3
4
5
QUESTION:
The path to solving the problem is clear, and analytic methods
have succeeded in solving similar problems in the past
4. What is the level of complexity?
There are many connecting and interdependent facets of the
problem; it’s hard to know where to start
1
2
3
4
5

11
QUESTION:
There are several clear sources of analogous data
5. What data is already available?
There is very little relevant existing data to analyze
5
4
3
2
1
QUESTION:
The problem feels routine to me, and I have to follow existing
processes and systems
6. What is your level of curiosity and influence?
I’m excited to explore more and can get a group of people
willing to help me.
1
2
3
4

5
Project Deliverable 1: Identifying your project
What is the top wicked problem based on your scoring?
Is this a project that the team can move forward with? If so,
describe the problem in a paragraph and submit it as a text entry
in Canvas
Ask the Right Questions
The Four Questions
What is?
What if?
What wows?
What works?
What is?
“What is? Because our goal in addressing a challenge is to
envision and implement an improved future state, it is always
tempting to jump right to the future and get started solving.
Many managers have been taught that creative thinking starts
with brainstorming solutions. But the design process is human-
centered and starts with the present, not the future—it begins

with what is happening now. Innovative ideas are generated
from insights about the current reality for real users, and
without those insights, the imagination starves. That is why the
What is stage is so important.”
We are HERE!
Scope your project
Make your plan
Pre-Work: Opportunity and Plan
Scope your project
Make your plan

Scope your project
Make your plan
Sweeping the Corners
Begin with the opportunity you have identified
Ask: What is one reason this maters?
Ask: What is a broader area of opportunity around this?
Ask: What is another reason this maters?
Ask: What is a broader area of opportunity around this?
Ask: What is one barrier that gets in the way?
Ask: What is a narrower area of opportunity focused on this?
Ask: What is another barrier that gets in the way?
Ask: What is a narrower area of opportunity focused on this?
5 Minutes
With your team take 5 minutes to conduct a “Sweep the

Corners” exercise. Capture everything your team discovers in
your process notebook. Document any changes to your
opportunity statement
Is/Is Not
Clearly identify what IS in scope for the opportunity/project
and what IS NOT.
IS
IS NOT
Scope your project
Make your plan
Project Deliverable 2
DESIGN BRIEF. Is a ONE PAGE documents that includes:
Project Description
Scope Statement
Constraints
Target User(s)
Exploration/Key Questions
Expected Outcomes
Metrics

PROJECT PLAN. A one page document that contains your
project plan and team commitments. Negotiated, agreed on and
signed by all team members.
Upload both to Canvas
We are HERE!
Do your research
Identify insights
Identify Design Criteria
Do Your Research!
Primary
Secondary
Tools to Support Your Research

An Excellent Survey
Tools (A non-exhaustive list…)
A/B Testing
AEIOU
Affinity Diagramming (KJ Analysis)
Artifact Analysis
Behavioral Mapping
Bodystorming
Business Origami
Card Sorting
Cognitive Mapping
Concept Mapping
Content Analysis
Creative Toolkits
Critical Incident Technique
Design Ethnography
Kano Analysis
Elito Method
Focus Groups
Image Boards
The Love Letter
The Breakup Letter
Personal Inventories
Prototyping
Personas
Role-Playing
Source (Martin and Hanington, 2012)

Tools (Continued)…
Participatory Analysis Research
Scenarios
Semantic Differential
Shadowing
Speed Dating
Stakeholder Maps
Stakeholder Walkthrough
Storyboards
Territory Maps
Think-aloud Protocol
Triading
Unobtrusive Measures
User Journey Maps
Wizard of Oz
Word Clouds
Source (Martin and Hanington, 2012)
The Heavy-hitters…
Personas
360 Empathy
Ethnographic Interviews
Job To Be Done
Value Chain Analysis
Journey Mapping
Creating Posters
Building a Persona…

Persona Traps
Too general/broad
Vague
Not visual
Just “mental” exercise
Failure to connect – no empathy
Personas should be psychographic, not just demographic
Is your persona just an expression of a demographic group or
market segment?
If so, you may be missing both the point and a significant
source of impact.
Consider the psychographic elements of your persona…what do
they NEED?
Human Needs… A Useful List
Source: Center for Non-Violent Communication
When you have a complete persona, the result is
who they really are

build their world based on your ethnographic research
demographics
behaviors
psychographics (wants/needs/beliefs)
relationships
things
believable
distinct
relevant
provable
Build Your Persona
With your opportunity clearly in mind, and your thought-work
completed, build the Persona that will experience your design
solution. This is a team exercise, and it should be captured on
large format, but also include the details of your persona in
your individual process notebook.
15 Minutes
NOTE: One member of the team will digitize and upload your
team’s work to “Persona Draft 1” in Canvas by EOD

PERSONA. Using the resources at hand create a highly visual,
descriptive and detailed persona and display the results on a flip
chart page.
When you are done, capture an image of your persona and
record a short video introducing your persona.
Upload both to Canvas
One Tool That Can Help…
Journey Mapping
Highs
Lows
“What is” means
Do your research
Identify insights
Establish Design Criteria
So just what is an “insight”?
How can we evaluate an insight?

From Empathy to Insight
360 Empathy
Developing Insights
Must be connected to your primary data (you must break out of
the mental exercise trap—even if it is a “collective” mental
exercise.)
Use tools like Affinity Diagramming (NGT) and Picture Gallery
to represent your insights (“Show Don’t Tell”)
This process is iterative!
Do your research
Identify insights
Establish Design Criteria
Design Criteria
Statement of what the ideal solution must produce/create
Succinct—no more than one page
“If anything were possible, our ideal solution would…”
From the customers POV
IS
IS NOT
A description of a solution or solutions
Long and detailed document

Based on assumptions unconnected to the customer and the
process of empathetic human inquirey
Design Criteria
The Design Criteria is a succinct statement of the conditions of
the ideal end state.
The Design Criteria isn’t a solution, but it does clearly state
what the solution must deliver.
In most cases, a design criteria will include a core set of
elements:
Design Criteria
Design Goal
What needs (functional, emotional, psychological, social) does
the design have to fulfill for the stakeholder?
Why is it strategically important for your organization to
address those needs?
User Perceptions
Are there aesthetic attributes necessary to succeed with the
target stakeholder?
Does the target stakeholder expect the offering to have certain
social, ethical, or ecological attributes?
What does ease-of-use mean to the target stakeholder?
Physical Attributes
Does the offering need to be designed for use in specific
environments or situations?
Are there weight or size considerations for lifting, use, or
transport?
Must the offering be able to capture, store, and/or transmit
information about usage?

Design Criteria (Continued)
Functional Attributes
Does the design of the offering need to accommodate specific
situations or occasions?
Does the design need to address compatibility or standards
issues? Existing processes or procedures?
Constraints
Does the final offering need to be completed by a specific date?
Within a defined budget?
What constraints does your current business impose (e.g., use of
existing manufacturing base)?
Are there ecosystem and/or regulatory concerns (e.g., the height
of shelves at retailers)?
ON ONE PAGE!
DESIGN CRITERIA. Submit your one-page Design Criteria in
Canvas
What If
We are HERE!

The “What if” Steps
Brainstorm ideas
Develop concepts
Create some napkin pitches
Brainstorming
What are the problems with brainstorming?
How can we mitigate or avoid those problems?
Breakthrough Thinking from Inside the Box…
Ask the right questions…
Orchestrate the process…
Blue Card (Sky) and Trigger Questions
Give everyone blue post-it notes to represent “blue sky”
thinking
Develop a set of 5-6 trigger questions very specific to your

challenge
Introduce each question and have everyone write their responses
(one per note)
Post and read notes (no ordering, no evaluation)
Repeat the process
Analogies (Thief and Doctor)
Analogies help us see the world with fresh eyes.
As a group, identify other situations that share some similarities
with your challenge.
Steal the elements from the analogy (thief) and explore ways
that you might fix them (doctor)
Worst Idea
The fear of looking bad is one of the greatest inhibitors of
radical collaboration
In this technique you flip that and ask participants to provide
bad ideas. In fact, the worse the better
When you have your ideas collected, consider how you might
“flip” each one to a positive
How Might We
“How might we” is variation of the trigger question approach
Your trigger questions are all versions of “How might we
improve” the current state
You can add your own variations, but HMW usually includes:

“How Might We” Questions
Amp up the good
Remove the bad
Explore the opposite
Question an assumption
Go after adjectives
ID unexpected resources
Create an analogy
Play POV against the challenge
Change a status quo
Break POV into pieces
The “How Might We?” Questions
Amp up the good
Remove the bad
Explore the opposite
Question an assumption
Go after adjectives
ID unexpected resources
Create an analogy
Play POV against the challenge
Change a status quo
Break POV into pieces
Use the “How Might We” questions with your persona and the
pain point(s) they are facing.

Exercise: “How Might We”
Consider your persona and the issues/pain points they are
facing.
Review the “How Might We” questions and pick/modify the one
that best represents the issue/pain your persona is facing.
When you have settled on a “How Might We” question, write it
so everyone on the team can see it.
Then writing one answer per post-it note, everyone on the team
will produce five possible answers to the HMW question.
Exercise: “How Might We” (Continued)
Brainstorm ideas
Develop concepts

Develop Concepts
Concept development is the act of choosing the best ideas from
brainstorming and assembling them into an array of detailed
solutions. You want to build multiple concepts so that you can
offer a choice to your primary audience, your stakeholder.
Think of your ideas as individual Legos—it is time to build
some cool creations by combining them in different ways
The Way Brainstorming Usually Works…
Go through process
Pick the best idea
The analogy to that is the chef that goes to market…
Develop Concepts
Don’t come home with just one orange
Treat your concepts like Legos or Tinker Toys..

Brainstorm ideas
Develop concepts
“Napkin Pitch”
A “napkin pitch” is a one page, visual expression of a
concept/solution.
It should express the following:
The Big Idea
The Pain Point/Need/Benefit
How we will do execute
Business impact/justification
Concept/Big Idea
Need/Benefit
How we will do it
Business Rationale
When you’ve done your research, use your process notebook to
start drafting napkin pitches. Use these with your team to
identify the one you want to develop more fully and submit.
Do these categories remind you of anything you have seen
before?
Concept/Big Idea
Need/Benefit

How we will do it
Business Rationale
The Napkin Pitch: Visual, One Page,
Solution
Be iterative—many ideas, many drafts…
NAPKIN PITCH. Submit your one-page NAPKIN PITCH in
Canvas. You have some time to think about and work on
this…but submit a draft before our next session.
Next Steps

Next Steps
Do your research. Take your persona on a test drive—see if you
know or can meet the real-life version of your persona
Work on your napkin pitch. Remember the mindsets—
especially iteration and radical collaboration!
Come next week with your napkin pitch completed, your
personas revised (based on research) and ready to prototype
A Design Thinking Workshop for the MSIS Core: Session 3
Fall 2019

1
Outline
A Conditioning Exercise
From Here to the End
Prototyping, Testing and Launching
REVIEW
Design Thinking is a…
Perspective
Process

Practice
REVIEW
The Marshmallow Challenge
Conditioning Exercise
The Challenge
Your team has 18 minutes to build the tallest free-standing
structure possible with:
20 pieces of spaghetti,
1 yard of tape,
1 yard of string
1 marshmallow.
The marshmallow has to be on top

Debrief
https://www.youtube.com/watch?v=H0_yKBitO8M
From Here to the End
What Wows

10
The “What Wows” Steps
Surface Key Assumptions
Make Prototypes

The Design Thinking Mindset(s)
Prototyping: 3D LoFi
First “what” to build, after many iterations “how” to build
“Pilot everything”
“Fail fast”
“Trystorming” – Bias towards action
Value added – Minimum Viable Product
What Works

15
The “What Works” Steps
Get feedback from stakeholders
Run your learning launch
Design the On-Ramp

(14) Run Your Learning Launch
A “Learning Launch” is…
A quick, inexpensive, real-world experiment
It is smaller than a pilot, but larger than just demonstrating a
proto-type and asking for feedback
It requires that the “customer” have some “skin in the game”
(14) Run Your Learning Launch
A “Learning Launch” by any other name…
“Try-storming”
“Cardboard Engineering”
“Pre-launch validation”
“Moonshining”
“Moonshine means developing valuable solutions to problems
by creatively adapting materials that are already on hand. It

requires looking at those materials and the problems themselves
with a renewed perspective of doing a lot with a little.”
Chihiro Nakao Shingijutsu USA
Try-Storming
“Rapid cycles of real-time experimentation, used to test and
adjust improvement ideas before establishing standard work or
implementing processes broadly.”
Three Basic Principles:
Perfection isn’t the goal…
Focus on Simplicity
Must be action oriented
Success Principles for Learning Launches
Good Project Management (with a special attention to
stakeholder communication)
Set tight boundaries and timelines

Design with a focus on testing specific assumptions
Be explicit about how you will generate and use data,
especially behavioral data
Success Principles for Learning Launches (Continued)
Build a team that is disciplined, adaptive and includes at least
one honest skeptic
Think fast, cheap and REAL
Consider a series of iterative learning launches
(15) Design Your On-Ramp
This is the process you will use to get the innovation into the
hands of the users
It should be brainstormed, iterated, reframed, prototyped, etc…
In other words, the creativity doesn’t end with the product or
service which is then “thrown over the wall”
What’s Next?
Remember all models are wrong…

Be prepared to reiterate, for example
Brainstorm solutions to the parts that failed during the learning
launch (Step 8)
Revise your concept and napkin pitch (Steps 9 and 10)
Refine your key assumptions (Step 11)
Create a higher-fidelity prototype (Step 12)
Develop ways to engage customers in co-creation (Step 13)
Execute another learning launch (Step 14)
Explore alternative on-ramps (Step 15)
Source: Liedtka (2014)
Considering the Critique
Rethinking Design Thinking
“The root of the problem [in applying design thinking to
business] is the disconnect between design thinking and
conventional business processes.”

Consider some of these disconnects…
Design Thinking vs. Conventional Business Approaches
Egalitarian, self-organized teams
Efficiency
Predictability
Creative Confidence
Human Speed Bumps
Show me the Money
Fear of Failure
Management Focus
Encourage managers to champion a limited number of design
thinking initiatives that can be launched AND monitored
Team Composition

Balance teams – especially between intuitive and analytical
proclivities
Set Ground Rules
Create ground rules for the team that provides autonomy within
certain large “guard rails”
Don’t “Design Think” in an organizational vacuum. Connect
every design thinking initiative with existing corporate
processes, especially new product/process design processes.
Connect with Existing Processes
Carefully evaluate the metrics that will be used to evaluate any
design thinking initiative. Remove or modify metrics that
provide poor incentives. Include metrics that incentivize the
mindsets, the process, and learning.

Metrics
Next Steps
Next Steps
Upload a video of your team explaining your prototype
Complete your final project: Create a PowerPoint that
incorporates your steps/process/iterations to get to your final
prototype
Review slides and notes in preparation for the final exam (opens
Sunday, available for one-week.)

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