Week6 Design Thinking.key

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1 2015 Design Thinking

2 What is Design Thinking? Design Thinking Process Design for Service Design for Team Project

3 What is Design Thinking?

4 Design Thinking? Thinking like a designer can transform the way you develop products, services, processes - and even strategy (Tim Brown) 4

5 Design Thinking? A discipline that uses the designer s sensibility and methods to match people s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.. : Harvard Business Review, June

6 Design Thinking? Research User Needs Visualize Solutions Prototype and Improve (empathic observation) (reframing issues), ( ), (action strategy) : Design for Public Good, Design Council,

7 Design Thinking? Research User Needs Visualize Solutions Prototype and Improve, (humanizing issues).,,,. : Design for Public Good, Design Council,

8 Design Thinking?,. : Design Thinking Toolkit for Educators 8

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12 12 : : IDEO IDEO

13 Design Thinking Mindset (Analytical Thinking) (deductive reasoning) (inductive reasoning). (Intuitive Thinking).. (Design Thinking) 13

14 Design Thinking Mindset 50/50 : Design Thinking from Roger Martin (pxd ) 14

15 Design Thinking Mindset Design Thinking = Abductive Reasoning A form of logical inference that goes from an observation to a hypothesis that accounts for the observation, ideally seeking to find the simplest and most likely explanation "inference to the best explanation (wikipedia) 15

16 Design Thinker s Profile Empathy Imagine the world from multiple perspectives those of colleagues, clients, end users, and customers (current and prospective). Taking a people first approach - Imagine solutions that are inherently desirable and meet explicit or latent needs. Observe the world in minute detail. Notice things that others do not and use their insights to inspire innovation. 16

17 Design Thinker s Profile Integrative Thinking Not only rely on analytical processes (those that produce either/or choices) but also exhibit the ability to see all of the salient and sometimes contradictory aspects of a confounding problem. Create novel solutions that go beyond and dramatically improve on existing alternatives. 17

18 Design Thinker s Profile Optimism Assume that no matter how challenging the constraints of a given problem, at least one potential solution is better than the existing alternatives. 18

19 Design Thinker s Profile Experimentalism Significant innovations don t come from incremental tweaks. Design thinkers pose questions and explore constraints in creative ways that proceed in entirely new directions. 19

20 Design Thinker s Profile Collaboration The increasing complexity of products, services, and experiences has replaced the myth of the lone creative genius with the reality of the enthusiastic interdisciplinary collaborator. The best design thinkers don t simply work alongside other disciplines; many of them have significant experience in more than one. 20

21 How Design Thinking Happens The design process is a system of spaces rather than a predefined series of orderly steps Inspiration the circumstances (be they a problem, an opportunity, or both) that motivate the search for solutions. Ideation the process of generating, developing, and testing ideas that may lead to solutions Implementation for the charting of a path to market. Projects will loop back through these spaces more than once as ideas are refined and new directions taken. 21

22 : Harvard Business Review, June 2008 (Redrawn) 22

23 The Innovation Drill Begin at the beginning Involve design thinkers at the very start of the innovation process, before any direction has been set. Design thinking will help you explore more ideas more quickly than you could otherwise. : Harvard Business Review, June

24 The Innovation Drill Take a human-centered approach Along with business and technology considerations, innovation should factor in human behaviour, needs, and preferences. Human-centered design thinking especially when it includes research based on direct observation will capture unexpected insights and produce innovation that more precisely reflects what consumers want. : Harvard Business Review, June

25 The Innovation Drill Try early and often Create an expectation of rapid experimentation and prototyping. Encourage teams to create a prototype in the first week of a project. Measure progress with a metric such as average time to first prototype or number of consumers exposed to prototypes during the life of a program. : Harvard Business Review, June

26 The Innovation Drill Seek outside help Expand the innovation ecosystem by looking for opportunities to co-create with customers and consumers. Exploit Web 2.0 networks to enlarge the effective scale of your innovation team. : Harvard Business Review, June

27 The Innovation Drill Blend big and small projects Manage a portfolio of innovation that stretches from shorter-term incremental ideas to longer-term revolutionary ones. Expect business units to drive and fund incremental innovation, but be willing to initiate revolutionary innovation from the top. : Harvard Business Review, June

28 The Innovation Drill Budget to the pace of innovation Design thinking happens quickly, yet the route to market can be unpredictable. Don t constrain the pace at which you can innovate by relying on cumbersome budgeting cycles. Be prepared to rethink your funding approach as projects proceed and teams learn more about opportunities. : Harvard Business Review, June

29 The Innovation Drill Find talent any way you can Look to hire from interdisciplinary programs like the new Institute of Design at Stanford and progressive business schools like Rotman, in Toronto. People with more conventional design backgrounds can push solutions far beyond your expectations. You may even be able to train non-designers with the right attributes to excel in design-thinking roles. : Harvard Business Review, June

30 The Innovation Drill Design for the cycle In many businesses people move every 12 to 18 months. But design projects may take longer than that to get from day one through implementation. Plan assignments so that design thinkers go from inspiration to ideation to implementation. Experiencing the full cycle builds better judgment and creates great long-term benefits for the organisation. : Harvard Business Review, June

31 The Innovation Drill : ABC Nightline, IDEO Cart Design

32 The Innovation Drill : LearnLab from Steelcase

33 The Innovation Drill Keep The Change (Bank of America Campaign) 50.,. Keep The Change. BoA

34 Design Thinking Process

35 Overview Diverge Converge Create Choices Make Choices 35

36 Overview (contextual empathy)?? ( ) 36

37 Overview /? (co-creation) 37

38 Process Step 1. Define..... : IDEO s design thinking from BeeCanvas (SlideShare) 38

39 Process Step 2. Research.. ( ).,.,.. : IDEO s design thinking from BeeCanvas (SlideShare) 39

40 Process Step 3. Ideation..... ( )... : IDEO s design thinking from BeeCanvas (SlideShare) 40

41 Process Step 4. Prototype. ().,,.... : IDEO s design thinking from BeeCanvas (SlideShare) 41

42 Process Step 5. Choose..... ( ). :.. : IDEO s design thinking from BeeCanvas (SlideShare) 42

43 Process Step 6. Implement.... (,, ).. ( ). : IDEO s design thinking from BeeCanvas (SlideShare) 43

44 Process Step 7. Learn : IDEO s design thinking from BeeCanvas (SlideShare) 44

45 Process, redefined Stanford d.school 45

46 창의연구실습 46 출처 h//p //

47 !? Framing the Right Problem to Solve 47

48 Design - Led Expert mindset ( ) Participatory mindset ( ) Research - Led 48

49 Explicit Observable Tacit and Latent 49

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57 Experience Design Process 57

58 Experience Design Process 58

59 Design for Service

60 Design for Service Service design helps to innovate (create new) or improve (existing) services to make them more useful, usable, desirable for clients and efficient as well as effective for organisations. It is a new holistic, multi-disciplinary, integrative field. (Stefan Moritz, 2005) Service design aims to ensure service interfaces are useful, usable and desirable from the client s point of view and effective, efficient and distinctive from the supplier s point of view. (Birgit Mager, 2009) 60

61 Design for Service Service design is all about making the service you deliver useful, usable, efficient, effective and desirable. (UK Design Council, 2010) Service design is a design specialism that helps develop and deliver great services. Service design projects improve factors like ease of use, satisfaction, loyalty and efficiency right across areas such as environments, communications and products - and not forgetting the people who deliver the service. (Engine Service Design, 2010) 61

62 Design for Service / (,,,,,, ) (,,, ) (contextual) (stakeholder), / (embodiment). ( ) 62

63 (intangible),, UI, 63

64 (simultaneity) - ( ) 64

65 (heterogeneity) IDEO (Tom Kelley). (, 2012) 65

66 (perishability).,,.,, 66

67 Best Practices : 67

68 Best Practices : 68

69 Best Practices (Help, I need help) : 69

70 Best Practices (Teach Shirts). : 70

71 Best Practices Adaptive Path Target collaboration : Adaptive Path 71

72 Best Practices : UX ( ) 72

73 Design for Team Project

74 Team Meeting (4/13 )

75 Business Model Canvas Remember this? 75

76 Design for Team Project ~?? 76

77 Questions?

DBR판형

DBR판형 PDF EDITION 2008 JUN 2 Vol.11 저작권 공지 본 PDF 문서에 실린 글, 그림, 사진 등 저작권자가 표시되어 있지 않 은 모든 자료는 발행사인 (주)동아일보사에 저작권이 있으며, 사전 동의 없이는 어떠한 경우에도 사용할 수 없습니다. 무단 전재 재배포 금지 본 PDF 문서는 동아비즈니스리뷰 독자 및 www.dongabiz.com 회 원에게