1. FOR PEOPLE THAT WORK IN ADVERTISING AGENCIES
DESIGN THINKING
BRUNO ARALDI,
MAY/2019

2. WHAT WILL YOU SEE IN
THIS PRESENTATION?

3. DESIGN
THINKING
Theory, basis,
process, tools.
DESIGN THINKING
FOR PEOPLE THAT
WORK IN AD AGENCIES
Provocations, ideas, mental
settings, new ideas for process.
1 2
WHAT WILL YOU SEE IN THIS PRESENTATION?

4. 1 2
WHAT WILL YOU SEE IN THIS PRESENTATION?
DESIGN
THINKING
DESIGN THINKING
FOR PEOPLE THAT
WORK IN AD AGENCIES
Theory, basis,
process, tools.
Provocations, ideas, mental
settings, new ideas for process.

5. Is a methodology of
problem solving through
innovation, creating
solutions totally oriented
for people’s real needs.
DESIGN THINKING

6. “Design thinking uses design tools to integrate
people's needs, tech possibilities and the necessary
conditions for the business to succeed.”
- Tim Brown, CEO IDEO.
POSSIBILITIES
OF TECH
THE NEEDS
OF PEOPLE
REQUIREMENT
S FOR SUCESS
INNOVATION
WE START HERE

7. Visual, draw,
embellish
Value generation
for society
>>
Design beyond aesthetic solutions.

8. Works for anything:
Innovation of product,
process, platform,
business, city, etc.

9. Creating innovations that
people already want or
innovations that they still
don’t know they’re looking for.

10. Examples of innovations that were created by Design Thinking.
Portable
bathrooms and
sinks in Camboja
The Future Lab
Lego Ideas
Magnetic
resonance
machine for
children.
Innovation lab inside Lego
with the goal of inventing the future of games.
The lab follow premises of Design Thinking
like collaboration, focus on the consumer,
quick prototyping and accepting fails.
Exemplo de inovação criada no Future Lab:
LEGO Friends, linha desenhada para
meninas.
Cambodia had a high rate of people in rural areas
with access to bathrooms, needing to do their
hygiene in open areas without any hygiene and
being vulnerable for diseases.
To battle this problem, the ONG Watershed studied
the behavior of people from this area and their
interest in having and using a bathroom.
The solution came in the form of a low cost toilet
and sink, both really easy to install and to do
maintenance.
Knowing that 80% of children needed to be
sedated to do the exam, designers created
and tested many forms to make the
process lighter and fun for the kids.
The solution was the creation of fun
machines with stories told by nurses,
making the experience closer to an
adventure than to a frightening experience.

11. To get to this kind of solution,
Design Thinking follows
three main foundations.

12. EMPATHYCOLLABORATION EXPERIMENTATION

13. COLLABORATION
“The main benefit of collaboration is that you
give and you receive from others, and that’s
how things totally new are created.”
“Many ideas are best developed when
carried to other minds beyond the one they
first showed up.”
“Competition makes us faster.
Collaboration makes us better.”

14. EMPATH
Y
“Empathy is about finding echos of other
persons in yourself.”
“We think we listen, but we rarely listen with
depth and intention to fully understand.
And to listen like that is one of the strongest
ways of changing things.”
“Empathy is to see with the eyes of another
person, listen with the ear of another person and
feel with the heart of another person."

15. EXPERIMENTATIO
N
“Observation is a passive science.
Experimentation is an active science.”
“There are no experiments that failed, only
experiments with unexpected results.”
“To experiment is to learn by doing.”

16. Design Thinking
has a own methodology,
the Double Diamond.

17. METHODOLOGY:
DOUBLE DIAMOND
UNDERSTANDING RESEARCH POINT OF
VIEW
IDEATION PROTOTYPIN
G
TEST ITERATION

18. RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATION
“I know almost nothing, but I suspect a lot of things”.
Guimarães Rosa
DESK
RESEARCH
DECONSTRUCT
THE CHALLENGE
ANALYSIS AND
CONCEPTUAL
PANEL
COCO
WHAT WE KNOW?
WHAT WE DON’T KNOW?
SHARING
AFFINITY
DIAGRAM
Moment of divergence of thoughts.
Put all assumptions on the table and detach from them.
Moment to explore new point of views and prepare the research project.
UNDERSTANDING
TOOLS:
Search of data and
solution already existent
and that has relationship
with the challenge.
Split the challenge that
came from the client in
smaller sentences or
isolated words to explore
other meanings.
Comprehension and
visualisation of the
context that the
challenge is inserted.
Levelling of the group’s
knowledge and map the
subjects and questions that
emerged from the challenge.
Share what was
searched and
understood by the
group, 5 minutes each.
Synthesis and
analysis,
Process of outsource
and organise the
contents in clusters.

19. Listen 80%, speak 20%.
LISTEN SEE FEEL
DEFINE
QUESTIONS
TOOLS:
Moment of convergence of vision and empathy.
Research time, talk, observe, leave your comfort zone looking
to all aspects of the human being.
INTERVIEWS
Who to interview?
What do we want to discover?
How are we going to do the interviews?
What/who can bring a new perspective to
the work?
ETNOGRAOHY
Who are you going to observe?
How are you going to observe them?
Where? For how long
PARTICIPATIVE DESIGN
How do you put yourself on the
skin of the other?
Why it’s important to really feel
the experience?
WHICH ONE
WHO, WHEN,
WHERE
WHAT
WHY
HOW
+
ABRANGENTE
+ PROFUNDO
GRAU DE
APROFUNDAMENTO
RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATIONUNDERSTANDING

20. Rephrase the question a partir after the understanding and research.
Question that stimulates solutions.
HOW CAN WE MAKE PERSONA + NEED + INSIGHT?
MATRIX 2X2EMPATHY MAP ANALOG
SCENARIOS
JOURNEY STAKEHOLDERS
MAP
TOOLS:
How does she/she feel?
Listen?
See?
Do?
Wishes and fears
Tangible and intangible
path that the person
goes through to
complete a service.
Create analogies as
point of views is a way
to make a problem be
better understood.
Tools to organise the
relationship between
things, peoples, system
sand processes.
Map all stakeholders
involved in the
production, consumption
and development chain.
Question structure:
RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATIONUNDERSTANDING

21. Moment to generate ideas and build solutions
inside the point of view created.
BRAINSTORMING BRAINWRITING BODYSTORMING WHAT IF? MIND MAPS
TOOLS:
One conversation per time,
don’t judge, encourage the
crazy ideas, keep building
using the ideas from others.
Brainstorming technique in
group, and individual heating
process before sharing ideas
with your team.
The physical experience of
brainstorming, combining
interpretations dynamics
and idea simulations.
What if we had all the money in the world?
What if we didn’t have any money?
What if I was a super hero?
What if it was two centuries ago?
Write the main topic in the
middle of the paper, making
connections and relationships
from this main topic.
RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATIONUNDERSTANDING

22. Moment when the solutions come to life.
More co-creation and less validation.
Grow the understanding, expanding people’s perception about the solution.
PAPER AND
INTERFACES
PROTOTYPE
STORYBOARDS
PROTOTYPE
STAGING
MOCK UPS
DESKTOP
WALKTHROUGH
TOOLS:
Example:
Draw the screens of a site/app
To study navigability and
experience.
Visual screenplay of the
different phases and how
the stakeholders will
react to the experiences
that are being projected.
Spacial scale model of
how the idea would
behave in the real world.
Create a screenplay
just like the theatre
and try to stage to see
how things will
develop.
Drawing of the
screens of the website
and app, thinking in
the user experience.
RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATIONUNDERSTANDING

23. PROTOTYPE EXAMPLE:
RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATIONUNDERSTANDING

24. Moment to test the solution.
Provoke sensations in people to receive feedbacks:
What did they like and dislike, biggest differential, what is missing,
sugestions and if the solution is really desirable.
TEST FEEDBACK A/B TEST
TOOLS:
“Fail quicker to have success sooner.” - Ideo
Understand and write
people’s main feedbacks.
Test two or more versions almost
identical excele for an element
that can impact peoples behavior,
indicating the chosen one
RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATIONUNDERSTANDING

25. FEEDBACK MATRIX
TOOL:
Opportunity to refine solutions and make the better.
Analyse and reflect about feedbacks and learnings, from
there start to iterate the solution.
+ -
? !
WHAT WAS
GOOD
WHAT WAS
BAD
DOUBTS IDEAS
RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATIONUNDERSTANDING

26. Is a long process that needs discipline and
connection between people involved.
Be open for dialogues
Active listening
Time
Systemic thinking
and interdisciplinarity
Different types of
thinking during the
hole process The solution arrives after
a lot of involvement and
persistence, going
through moments of
frustration.
Divergent and convergent
thinking come and go
during the process
Sweat, suffering,
frustration

27. Design Thinking, in one slide.

28. Mindset based in innovation that creates solutions totally oriented for the
human being, for people’s real needs, generating value for society.
COLLABORATION EXPERIMENTATIONEMPATHY
SYSTEMIC THINKING
AND
INTERDISCIPLINARITY
DIVERGENT AND CONVERGENT
THINKING COME AND GO
DURING THE PROCESS
SWEAT, SUFFERING,
FRUSTRATION.
LONG TERM PROJECTS.
UNDERSTANDING RESEARCH POINT OF VIEW IDEATION PROTOTYPING TEST ITERATION
PILLARS
PROCESS
PREMISES
PROPOSAL

29. 1 2
WHAT WILL YOU SEE IN THIS PRESENTATION?
DESIGN
THINKING
Theory, basis,
process, tools.
DESIGN THINKING
FOR PEOPLE THAT
WORK IN AD AGENCIES
Provocations, ideas, mental
settings, new ideas for process.

30. HOW CAN WE BRING
DESIGN THINKING’S
MINDSET TO THE
CREATION OF BRAND’S
SOLUTIONS?

31. METHODOLOGY:
DOUBLE DIAMOND

32. DID YOU REMEMBER
SOMETHING WITH THAT?

33. COMMUNICATI
ON PROCESS
Client’s
Brief
Research Strategy Creation
Creative
Brief
Ideas
definition and
campaign plan
Project’s
Delivery

34. IT HAS A SIMILAR LOGIC,
WITH A FEW MAIN DIFFERENCES:
SAME TEAM FROM START TO FINISH,
PARTICIPATING IN EVERY STEP OF THE PROCESS.
LESS ANSWERS AND STABILISHED FORMATS,
MORE QUESTIONS AND NEW SOLUTUONS.
PROTOTYPE, TEST AND EVOLVE SOLUTIONS
USING PEOPLE'S FEEDBACKS.

35. What can we bring from
Design Thinking to the
agencies' creative process?

36. 1.
UNDERSTAND
PEOPLE’S REAL
NEEDS AND DESIRES.

37. GOING
LESS
HERE…
…AND
MORE
HERE.

38. MORE COLLABORATION,
MORE EMPATHY AND
MORE EXPERIMENTATION.
2.

39. COLLABORATE TO CREATE BETTER
WORK AND NOT BIGGER EGOS.
EXERCISE EMPATHY SO THE SOLUTIONS
REALLY ANSWER TO A REAL NEED.
EXPERIMENT MORE TO LEARN BY DOING AND
GET TO REALLY NEW SOLUTIONS.

40. DEPARTMENTALISATION,
NO EXCHANGE WITH
OTHER AREAS
-
TIME INSIDE THE OFFICE
AND CHATTING WITH THE
SAME PEOPLE
PROJECTS FOLLOWING
THE SAME FORMATS AND
MODELS
(LESS)
-(LESS)
-(LESS)

41. MORE QUESTIONS
AND LESS ANSWERS.
3.

42. THERE ARE MORE QUESTIONS THAN ANSWERS
IN THE DESIGN THINKING PROCESS.
AN EXAMPLE OF THAT IS THAT THE POINT OF VIEW
(OUR STRATEGY/SOLUTION) IS WRITTEN
AS A QUESTION, NOT AN ANSWER.

43. A QUESTION-TRIGGER
WITH THE POWER TO STIMULATE
INNOVATIVE SOLUTIONS.

44. WE CAN BRING THIS
VISION FOR THE WORK
INSIDE AGENCIES,
STIMULATING MORE
QUESTIONS DURING THE
HOLE PROCESS.

45. DIVERGENT AND CONVERGENT
THINKING COME AND GO
DURING THE PROCESS.
4.

47. CONVERGENT AND DIVERGENT THINKING ARE NOT THAT
ISOLATED IN THE BRAIN AS PEOPLE IMAGINE.
IT SEEMS THEY ARE NOT ISOLATED POLES, THEY WORK AS
NETWORKS.
Scientific American

48. IF NOT EVEN THE BRAIN
SEPARATES THE WAYS OF
THINKING LIKE THAT,
WHY PROCESSES SHOULD
BE SO ISOLATED?

49. DIVERGENT
THINKING
CAN SHOW UP AND,
AT LEAST THE BEST
ONES, SHOULD BE
KEPT.
CONVERGENT
THINKING
CAN SHOW UP AND
HELP YOU TO STAY
IN THE RIGHT PATH.
DIVERGENT
THINKING
CAN SHOW UP AND
HELP THE SOLUTION
TO GROW EVEN
MORE.
Client’s
Brief
Research Strategy Creation
Creative
Brief
Ideas definition
and campaign
plan
Project’s
Delivery

50. LONG TERM PROJECTS
THAT DON’T FOLLOW
ESTABLISHED FORMATS.
5.

51. DELIVER WHAT IS EXPECTED BY
THE AGENCY, BUT DON’T LET TO
DELIVER THE IDEAL SOLUTION,
INDEPENDENT OF THE FORMAT.

52. Communication
Innovation
Get time and space to develop
innovation projects, thinking in
new ways of remuneration, like
charge per project, results or
period of time working.

53. CREATING TO LEARN
AND EVOLVE,
NOT JUST TO DELIVER.
6.

54. ITERATION IS AN IMPORTANT PART
OF THE DESIGN THINKING PROCESS.
TEST AND LEARN.

55. COMMUNICATION PROJECTS ARE ALSO
LIVING THINGS AND ALWAYS CAN GET
BETTER, EVOLVING WITH PEOPLE’S
COMMENTS AND NEW NEEDS THAT
MIGHT EMERGE.

56. What can we bring from Design
Thinking to agencies’ processes,
in one slide.

57. MORE FOCUS IN THE PEOPLE.
MORE COLLABORATION, MORE EMPATHY AND
MORE EXPERIMENTATION.
QUESTIONS CAN BE MORE IMPORTANT THAN
ANSWERS.
DIVERGENT AND CONVERGENT THINKING
COME AND GO DURING THE PROCESS.
LONG TERM PROJECTS THAT GO BEYOND
ESTABILISHED FORMATS.
THE SOLUTION DOESN’T END IN THE PROJECT’S
DELIVERY, EVOLVE WITH PEOPLE'S FEEDBACKS.
WHAT CAN WE
BRING FROM
DESIGN
THINKING TO
AGENCIES’
PROCESSES?
1.
2.
3.
4.
5.
6.

58. Thanks