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COURSE MATERIAL

SUBJECT DESIGN THINKING(19A99304)

UNIT 2

COURSE [Link]

DEPARTMENT COMPUTER SCIENCE & ENGINEERING

SEMESTER 21

PREPARED BY K VINDHYA
(Faculty Name/s) Assistant Professor

Version V-5

PREPARED / REVISED DATE 31-12-2020

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TABLE OF CONTENTS – UNIT 2

S. NO CONTENTS PAGE NO.
1 COURSE OBJECTIVES 1
2 PREREQUISITES 1
3 SYLLABUS 1
4 COURSE OUTCOMES 1
5 CO - PO/PSO MAPPING 1
6 LESSON PLAN 2
7 ACTIVITY BASED LEARNING 2
8 LECTURE NOTES 2
1.1 Introduction to design 2

1.2 Characteristics of successful product development 5

1.3 Product development process 8

1.4 Identification of opportunities 13

1.5 Product planning 15

1.6 Innovation in product development 18

9 PRACTICE QUIZ 20
10 ASSIGNMENTS 20
11 PART A QUESTIONS & ANSWERS (2 MARKS QUESTIONS) 20
12 PART B QUESTIONS 20
13 SUPPORTIVE ONLINE CERTIFICATION COURSES 20
14 REAL TIME APPLICATIONS 21
15 CONTENTS BEYOND THE SYLLABUS 21
16 PRESCRIBED TEXT BOOKS & REFERENCE BOOKS 21
17 MINI PROJECT SUGGESTION 21

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1. Course Objectives
The objectives of this course is to
1. To familiarize product design process
2. To introduce the basics of design thinking
3. To bring awareness on idea generation
4. To familiarize the role of design thinking in services design

2. Prerequisites
Students should have knowledge on Knowledge about Design, Thinking Skills

3. Syllabus
UNIT II
Design thinking: Introduction, Principles, the process, Innovation in design thinking,
benefits of Design thinking, design thinking and innovation, case studies.

4. Course outcomes
Student should be able to

1. Generate and develop different design ideas.

2. Appreciate the innovation and benefits of design thinking.
3. Experience the design thinking process in IT and agile software development.
4. Understand design techniques related to variety of software services

5. Co-PO / PSO Mapping

DT PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 P10 PO11 PO12 PSO1 PSO2

CO1 2 3

CO2 2 3 2 3 3

CO3 2 3 2 3 3

CO4 2 3 2 3 3

CO5 3

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6. Lesson Plan

Lecture No. Weeks Topics to be covered References

1 Introduction of DT and Principles T1

2 DT Principles T1, R1
1
3 DT process T1, R1

4 DT process T1, R1

5 Innovation in design thinking T1, R1

6 Innovation in design thinking T1, R1

2 Benefits of
7 T1, R1
Design thinking
benefits of
8 T1, R1
Design thinking
9 Design thinking and innovation T1, R1

10 3 Design thinking and innovation T1, R1

11 Case studies T1, R1

7. Activity Based Learning

1. Design Thinking Applied - A Real-life Case Study

2. COVER STORY DESIGN ACTIVITY
3. ROLLERCOASTER CHALLENGE

8. Lecture Notes

1.1 INTRODUCTION
Design Thinking is a design methodology that provides a solution-based
approach to solving problems. It‘s extremely useful in tackling complex problems
that are ill-defined or unknown, by understanding the human needs involved, by
re-framing the problem in human-centric ways, by creating many ideas in
brainstorming sessions, and by adopting a hands-on approach in prototyping
and testing. Understanding these five stages of Design Thinking will empower
anyone to apply the Design Thinking methods in order to solve complex problems
that occur around us — in our companies, in our countries, and even on the
scale of our planet.
We will focus on the five-stage Design Thinking model proposed by the Hasso-
Plattner Institute of Design at Stanford ([Link]). [Link] is the leading university
when it comes to teaching Design Thinking. The five stages of Design Thinking,

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according to [Link], are as follows: Empathise, Define (the problem), Ideate,
Prototype, and Test. Let‘s take a closer look at the five different stages of Design
Thinking.

1. Empathize
The first stage of the Design Thinking process is to gain an empathic
understanding of the problem you are trying to solve. This involves consulting
experts to find out more about the area of concern through observing, engaging
and empathizing with people to understand their experiences and motivations,
as well as immersing yourself in the physical environment so you can gain a
deeper personal understanding of the issues involved. Empathy is crucial to a
human-centered design process such as Design Thinking, and empathy allows
design thinkers to set aside their own assumptions about the world in order to
gain insight into users and their needs.
Depending on time constraints, a substantial amount of information is gathered
at this stage to use during the next stage and to develop the best possible
understanding of the users, their needs, and the problems that underlie the
development of that particular product.

2. Define (the Problem)

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During the Define stage, you put together the information you have created and
gathered during the Empathise stage. This is where you will analyse your
observations and synthesise them in order to define the core problems that you
and your team have identified up to this point. You should seek to define the
problem as a problem statement in a human-centred manner.
To illustrate, instead of defining the problem as your own wish or a need of the
company such as, ―We need to increase our food-product market share among
young teenage girls by 5%,‖ a much better way to define the problem would be,
―Teenage girls need to eat nutritious food in order to thrive, be healthy and
grow.‖
The Define stage will help the designers in your team gather great ideas to
establish features, functions, and any other elements that will allow them to solve
the problems or, at the very least, allow users to resolve issues themselves with the
minimum of difficulty. In the Define stage you will start to progress to the third
stage, Ideate, by asking questions which can help you look for ideas for solutions
by asking: ―How might we… encourage teenage girls to perform an action that
benefits them and also involves your company‘s food-product or service?‖

3. Ideate
During the third stage of the Design Thinking process, designers are ready to start
generating ideas. You‘ve grown to understand your users and their needs in the
Empathise stage, and you‘ve analysed and synthesised your observations in the
Define stage, and ended up with a human-centered problem statement. With
this solid background, you and your team members can start to "think outside the
box" to identify new solutions to the problem statement you‘ve created, and you
can start to look for alternative ways of viewing the problem.

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There are hundreds of Ideation techniques such as Brainstorm, Brainwrite, Worst
Possible Idea, and SCAMPER. Brainstorm and Worst Possible Idea sessions are
typically used to stimulate free thinking and to expand the problem space.
It is important to get as many ideas or problem solutions as possible at the
beginning of the Ideation phase. You should pick some other Ideation
techniques by the end of the Ideation phase to help you investigate and test
your ideas so you can find the best way to either solve a problem or provide the
elements required to circumvent it.

4. Prototype
The design team will now produce a number of inexpensive, scaled down
versions of the product or specific features found within the product, so they can
investigate the problem solutions generated in the previous stage. Prototypes
may be shared and tested within the team itself, in other departments, or on a
small group of people outside the design team. This is an experimental phase,
and the aim is to identify the best possible solution for each of the problems
identified during the first three stages.
The solutions are implemented within the prototypes, and, one by one, they are
investigated and either accepted, improved and re-examined, or rejected on
the basis of the users‘ experiences. By the end of this stage, the design team will
have a better idea of the constraints inherent to the product and the problems
that are present, and have a clearer view of how real users would behave, think,
and feel when interacting with the end product.

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5. TEST:
Designers or evaluators rigorously test the complete product using the best
solutions identified during the prototyping phase. This is the final stage of the 5
stage-model, but in an iterative process, the results generated during the testing
phase are often used to redefine one or more problems and inform the
understanding of the users, the conditions of use, how people think, behave, and
feel, and to empathise. Even during this phase, alterations and refinements are
made in order to rule out problem solutions and derive as deep an
understanding of the product and its users as possible.

Design thinking, according to Naiman, informs human-centered innovation.

"Human-centered innovation begins with developing an understanding of
customers‘ or users‘ unmet or unarticulated needs," Naiman wrote in an article for
the International Association of Business Communicators. Naiman points out that
large corporations are using design thinking to evolve the way they innovate.
"The focus of innovation has shifted from being engineering-driven to design-
driven, from product-centric to customer-centric, and marketing-focused to user-
experience-focused," Naiman writes.
For the innovator, the design thinking approach looks to minimize the uncertainty
and risk of innovation by using collective intelligence through a series of lenses to

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grow their understanding of customer needs. By also engaging with customers or
users actively throughout the process using a series of prototypes to learn, test
and refine concepts, you end up far closer to customer understanding through
this dialoguing, exchanging and growing intimacy to help uncover their needs.
Design thinkers rely on customer insights gained from real-world experiments and
direct engagement not just historical data or market research.
THE KEY TODAY IS TO THINK LIKE A DESIGNER IN THE WAY YOU LEAD, EXPLORE,
CREATE AND INNOVATE

If you want to change something from the present situation into a preferred one,
design thinking helps you achieve this. It takes you through a process. It helps you
reduce the risks by engaging with internal and external people seeking out a
new solution that solves a need, problem or challenge. This comes through a
series of prototypes to learn from, to test and then continually refine concepts to
get them to the finished value adding point, taking away the issues.
One of the best illustrations of the design thinking process is shown here:

Design thinking helps the innovator to gain greater clarity, to find viable, feasible
and desirable ideas, design thinking should force user-centricity as central to
innovators thinking. In its most simple form, design thinking can be thought of as
building the series of conversions that draw out the needs, that eventually
becomes the solution.
Design thinking can be highly supportive for continuously finding new meanings,
both to products and new usages or services. It can help answer why a customer
will buy (or why they will change behavior), it can clarify and make sense of

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things, and it can be the catalyst to bringing insights and concepts together. So,
Design Thinking is an approach for Creative Problem Solving that is inspired by the
way designers work.

What makes up the design thinking process to help innovators?

Managing New Product Development (NPD) can be a daunting challenge and
so it is critical to focus on what is important. Design thinking becomes a highly
useful and effective collaborative strategy to identify and solve problems
creatively. As it is a non-linear, iterative approach that focuses on user needs,
articulating frameworks, and formulating a strategy its constantly addressing the
direction, design, and development and encourages a ―fast acting-learning‖
cycle.
Recognizing that the direction, design, and development needs are constantly
looping back to validate against the user needs is central to design thinking. The
earlier you involve design thinkers, and specifically in contributing to any product
brief, the more you can provide valuable support in the NPD process.

A series of excellent posts by Peterson, such as ―Design Thinking - What Is It in

Practice,‖ Or ―How to Manage Innovation With Design Thinking,‖ raise the
importance of the value of design thinking within the innovation development
process.
The value of design thinking hinges on how involved it becomes within any new
development thinking
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Establishing an inspirational design brief early on can help guide the process.
Having part of any brief include the design strategy can assist in facilitating
innovation strategy, diagnosis, formulation, and implementation.
Design thinking does have its limitations applied to innovation work.
Design thinking‘s primary use, to date, has been in developing incremental
innovation or help resolve specific problems or challenges. There are often
recognized needs established or can be quickly found out, but if the requirement
has a more open brief then design thinking needs to shift from a tactical part to
play into a more strategically designed one, where problem definition, placing it
in the appropriate context sometimes becomes as complex to understand as the
thinking that goes into achieving the potential solutions. There can be a lot of
‗push back‘ if the problem has not been fully framed, as the solution might only
have many unintended consequences.

The critical point is that design thinking is human-centered

It stands in service of creating positive outcomes for people, then its value is
through a series of activities to inspire the essential elements of creativity, to be
able to take an abstract idea and create something with it. It helps you to
actualize your concepts and results, to drive increased adoption, help design the
behavioral change and ease in ongoing use. So, it becomes the tool to engage
with people, find the purpose that ‗it‘ is meaningful and as a result, it should
generate positive cash flow. Value, meaning, and profit.
The five phases of design thinking, according to [Link], are as follows:

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 Empathize – with your users
 Define – your users‘ needs, their problem, and your insights
 Ideate – by challenging assumptions and creating ideas for innovative solutions
 Prototype – to start creating solutions
 Test – solutions

It is important to note that the five phases, stages, or modes are not always
sequential.

Design thinking with services in mind

Design thinking is not just for products; it can help across services, and in
designing new business models. As we combine product and service far more
then design thinking is focusing even further on meeting the user‘s and
customer‘s needs for that service. Service design needs to ‗feed‘ into creating
those great customer experiences.
Today many organizations, capitalizing on technology are looking to build a
comprehensive customer journey map, covering all the touch-points that a
customer has with the organization. Each of these becomes a potential
engagement point, but so often organizations struggle as they lack a complete
understanding.
Design thinking can help and become as valuable to be part of any process,
organizational information, and technology (re-)design. One of its critical roles to
play is to keep the organization clear it is not internal design needs; it is customer
needs as central. Often customer journey understandings become component-
by-component built by the specific team engaged in that touch-point (customer
service, spare or replacement part, billing) but the total delivery of any service-

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oriented solution needs a holistic approach, and design thinking can greatly help
in this.
Service design tends to have a higher planning and organizing level. The focus is
on understanding infrastructure, communications, and material components
increases. The service design has a higher ―quality, time, and interaction‖
emphasis for the response outcomes.
A constant questioning with any design thinking process revolves around ―is it
useful, usable, desirable, efficient, and effective?‖ The more you involve the
customer, the more you design the solutions to match these requirements.

Frame work of Design Thinking:

1. Discovery
Choose a strategic topic to focus on and learn about. Design thinking starts with
an end goal, a desired future, and approaches to how you can make it happen.
The topic should be one you find compelling and motivating. Research your
topic for insights. What do you need to understand? What are the opportunities
embedded in problems? Ask ―why‖ questions to dig deeper.
Leverage stories to discover insights. What stories are your customers telling about
their experiences? What are the hopes, fears, and goals that motivate them?
What insights can you draw from their problems and aspirations?
2. Frame and reframe

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Framing the right problem is the only way to create the right solution. Make sense
of research by seeing patterns, themes, and larger relationships between the
pieces of information. Uncover customer insights to reframe problem areas into
opportunities.
3. Incubate
Creativity comes from a blend of individual and group ideation. Give people
time to reflect on ideas and incubate on their own before running a group
ideation session.
4. Ideate
Now that you have some deep insights about your customers or users, generate
ideas for offerings that will deliver value to your customers. Build on ideas by
asking ―What else?‖ The goal is to push beyond the obvious and generate a set
of really good options for consideration.
5. Decide
Display your ideas on a wall and look for ideas that have "wow" power. This will
save you from draining everyone‘s energy by debating every single idea. Vote
for the best options based on criteria such as desirability, technical feasibility, and
business viability. The team can then choose one to three ideas to prototype and
test.
6. Prototype
Combine, expand, and refine ideas in the form of rough models or sketches.
Invite users to test out and respond to your prototype. How do they feel about
your ideas? What feedback do they have? Their responses will inform whether
you move forward or kill your idea before investing additional resources.
7. Deliver
The prototypes you have tested, built and launched will have a better chance of
succeeding in the marketplace.
8. Iterate
Design is not a linear. It is an iterative process. Use feedback to improve on your
ideas and keep iterating until there is nothing more to add or subtract.

Distinctions Between Design and Design Thinking:

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Steve Jobs famously said, ―Most people make the mistake of thinking design is
what it looks like. People think it‘s this veneer – that the designers are handed this
box and told, ‗Make it look good!‘ That‘s not what we think design is. It‘s not just
what it looks like and feels like. Design is how it works.‖5

Tim Brown, CEO of IDEO, the design company that popularised the term design
thinking, says ―Design thinking can be described as 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.‖6

Thinking like a designer brings together what is desirable from a human point of
view with what is technologically feasible and economically viable. It also allows
people who aren‘t trained as designers to use creative tools to address a vast
range of challenges.

Design thinking draws on logic, imagination, intuition and systemic reasoning to

explore the possibilities of what could be and to create desired outcomes that
benefit the end user (the customer).
Design thinking is our best tool for sense-making, meaning making, simplifying
processes, and improving customer experiences. Additionally, design thinking
minimises risk, reduces costs, improves speed, and energises employees. Design
thinking provides leaders with a framework for addressing complex human-
centred challenges and making the best possible decisions concerning:
• Redefining value
• Re-inventing business models
• Shifting markets and behaviours
• Organisational culture change
• Complex societal challenges such as health, education, food, water and
climate change
• Problems affecting diverse stakeholders and multiple systems

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Principles& the process of Design Thinking:
1. A Way to Solve Business Challenges
Design Thinking is a structured approach to solve business challenges of all types.
It is a a pervasive, interactive process aimed at identifying creative solutions to
business challenges by putting yourself in the shoes of customers.
Design Thinking can be used to solve any kind of challenge. Whether you‘re
trying to identify a new product that will take over the market, reduce employee
turnover, or make a governmental agency more efficient, Design Thinking can
help. As Innovation Evangelist Dr. Pavan Soni put it, ―Deep down, Design Thinking
is nothing but a systematic approach to problem solving.‖

2. A Different Way of Thinking

Design Thinking is a different way of thinking. In the past, solving business
challenges happened as the experts huddled around a boardroom table and
making decisions based on preferences and gut feel, a la Don Draper‘s meetings
in Mad Men. Then businesses started asking focus groups or studying analytics to
make decisions.
Design Thinking is different in that it express creativity that is fundamentally based
not on expertise or on feedback but on empathy. It focuses on what the end user
feels during the experience of using a product, software, or service. Based on this
empathetic approach, Design Thinking takes a different path toward final results.
David Kelley, the founder of Ideo and one of the forerunners of Design Thinking,
describes the different way of thinking this way:
• Holistic – Be a big-picture thinker
• Uninhibited – Defer your judgments
• Collaborative – Work with diverse teams and with the end users
• Iterative – Perform cheap and dirty experiments
• Visual – Create mockups, sketches, storyboards, and visual artifacts to express
and visualize ideas better
Different Design Thinking experts will put the thinking process in different words,
but the general approach is consistent across the discipline.

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3. Human-Centered
We just mentioned empathy as the bedrock of Design Thinking, but it bears
repeating. One of the biggest distinctions about Design Thinking is human-
centered—based on the needs and wants of real people. Design Thinking can
be radically human-centered because it continually talks to real users, gets their
feedback, and works to empathize with their wants and needs.
Dr. Soni puts it this way: "Design Thinking starts with and remains loyal to the
customer. It‘s human centric rather than being product- or technology-centric.‖
That‘s the big difference. Design Thinking focuses on what your users (whether
they be customers or employees) want and need, not what product line your
business wants to introduce or what technology you want to enter into. The result
of Design Thinking may well be a new product or new technology, but only if it‘s
what the users actually want or need.
HOW DESIGN THINKING WORKS
The way you practice Design Thinking is more than we can cover in detail in this
post. And even if we could, Design Thinking is something that is better caught
than taught—in other words, the best way to learn Design Thinking is by
experiencing it.
But we want to give you a brief overview of the principles, keys, and practices of
Design Thinking so that you know what to expect before you experience it for the
first time. The terms we use in this overview are largely drawn from IBM‘s Design
Thinking resources, but again the concepts are consistent no matter the
practitioner.
GUIDING PRINCIPLES
• Focus on User Outcomes – As we‘ve already discussed, Design Thinking focuses
on what actual humans want and need, and then delivers it to them.
• Relentless Reinvention – Everything is a prototype in a Design Thinking
approach. That means that everything can be altered and improved based on
what we learn from how users react.
• Diverse, Empowered Teams – No one job function determines what we make.
By combining sales, operations, development, design, and especially end users,
we get better insights into people. In the end, diversity is the key to powerful
innovation, because the ability to get a 360-degree view of a problem and to
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incorporate the input of all aspects of the team is a key strength of Design
Thinking methodology.

THE RHYTHM OF THE LOOP

• Design – Keep users at the center of the action while rapidly identifying
requirements and prototyping solutions. This may happen through interviews,
surveys, shadowing, contextual inquiries, or other methods. It also happens
through divergent thinking in which everyone from every role can record what
they‘ve noticed.
• Build – Leverage agile techniques to deliver high quality solutions and wow your
users. Come together with your Design Thinking team and look within to talk
about what you‘ve observed. As you do, you begin to converge on some
empathetic ideas to explore further.
• Run – Maintain a reliable solution that users trust, while gathering meaningful
observations to make it even better. Treat everything as a prototype. Begin with
low fidelity and increase fidelity as you get feedback from the real world and
iterate on the idea.

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KEYS OF ALIGNMENT
• Hills – Align teams on what meaningful user outcomes you‘re achieving, and
when.
• Playbacks – Stay aligned by regularly exchanging feedback on everything.
• Sponsorship – Invite actual users into the work to stay true to the real world.

BENEFITS OF DESIGN THINKING

Now that we‘ve discussed what Design Thinking is and how it works, it‘s time to
focus on why it‘s valuable. Here are some of the benefits businesses enjoy when
they use Design Thinking.
• Reduced Risk of Launching New Ideas – Design Thinking focuses on showing
prototypes to sponsor users early and often. This ensures that new ideas stay on a
course that will actually meet user needs, while eliminating the churn and cost of
bad ideas. The end result is product launches backed by more data and imbued
with more confidence.
• Innovative Solutions and Offerings – Too often, businesses fall into the trap of
internally creating ideas that are just incremental improvements on existing
products and services. Incremental improvements are fine, but they can leave a
business at risk of being disrupted from the outside. Design Thinking engages
creativity through a process designed to surface truly innovative ideas and then
test them quickly. The results can provide far greater upside.
• Faster Pace of Learning – The Design Thinking process is designed to get multiple
people from multiple departments (plus sponsor users) in a room at once to
generate a high quantity of ideas. Then, because everything is a prototype, you
can stage and test ideas quickly, allowing you to pursue further where you have
traction and move on when you don‘t. The result is a faster pace of learning and
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solutioning. McKinsey and Company recently said: ―Enduring advantages are
more likely to accrue to companies that can sustain a high rate of innovation,
consistently introducing new solutions and improving them with proprietary
data.‖ Design Thinking is a key tool in sustaining that kind of high rate of
innovation.
• Happier Users – When you actually listen to users and give them input about
what you‘re building, they are happier with the end result. This may seem like an
obvious thought, but Design Thinking seems to be one of the best tools for
actually breaking down the wall between company leaders and actual users.
When this wall goes down, amazing innovations can emerge.
• More Revenue and Returns – A recent McKinsey study identified significant
financial benefits of a human-centered design approach: 32% more revenue
and 56% higher total returns. This extensive study goes to show that there can be
a significant financial, measurable outcomes and ROI that result from a
consistent Design Thinking approach to business.

Design Thinking: New Innovative Thinking for New Problems

The problems designers, business owners, and engineers face today are in a
whole new level of scale compared to the challenges we‘ve faced in the past
few decades. In a largely globalised world, where the changes in economic and
natural resources can be felt halfway around the globe, our challenges are
becoming more intertwined with the systems that connect us all. To solve the
new wave of problems we face today and in the future, we need a new kind of
thinking, a new approach towards innovation.
Design Thinking is a large part of that new approach towards innovation, as it
allows people, teams, and organisations to have a human-centred perspective,
and yet a scientific approach, towards solving a problem. Tim Brown, CEO of the
international design consultancy firm IDEO, makes this point in the introduction of
his book, Change by Design:

Which Problems Can Design Thinking Help us Solve?

One of the first questions people ask when hearing about Design Thinking is,
"What is Design Thinking best used for?" Design Thinking is suited to addressing a
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wide range of challenges and is best used for bringing about innovation within
the following contexts.
1 Redefining value
2 Human-centred innovation
3 Quality of life
4 Problems affecting diverse groups of people
5 Involves multiple systems
6 Shifting markets and behaviours
7 Coping with rapid social or market changes
8 Issues relating to corporate culture
9 Issues relating to new technology
10 Re-inventing business models
11 Addressing rapid changes in society
12 Complex unsolved societal challenges
13 Scenarios involving multidisciplinary teams
14 Entrepreneurial initiatives
15 Educational advances
16 Medical breakthroughs
17 Inspiration is needed
18 Problems that data can't solve
19 A Holistic approach to Challenges
Design Thinking is best suited to addressing problems where multiple spheres
collide, at the intersection of business and society, logic and emotion, rational
and creative, human needs and economic demands and between systems and
individuals. We would most likely not require Design Thinking to tackle tame
problems — that is, problems that are simple and that have fixed and known
solutions — unless we were seeking a novel or innovative means to solving the
problem with a different desired goal than the typical available solutions.
It's NOT Just a Process or Set of Steps
However, Design thinking is not necessarily only to be understood as a process or
method for solving a set-in-stone collection of problems. It is also a mindset that
can be applied in almost any scenario where innovation or thinking differently is
required. It can also be combined with other methodologies, business strategies,
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social innovation models, and management practices. It's something that
changes depending on its context and can use tools and techniques from other
disciplines.
It's About Human-Centred Innovation
Design Thinking works best where we need to make human sense of things,
approaching challenges in ways that best suit human needs regardless of the
scale or authority of the challenge. A conformist, controlled, technical or linear
approach is no longer able to grapple with the newly complex and sensitive
needs of modern society. It starts with an intention, a desire, a need or yearning
towards a better situation or state. We have no way of knowing whether this is a
mere dream or a practical and viable path to take. Design Thinking gives us the
tools to explore What Could Be.
Focus on Humans, Not Users
In order to remain relevant, companies and organisations are also fighting a
battle for attention on an unprecedented level. Besides the constant scrutiny
and accountability, information overload is also reaching its peak. People are
increasingly seeking out those products, services, and organisations that they
personally connect with on a meaningful level. Many people are selecting the
few options that speak directly to their human needs and experiences. This has
driven Human-Centred Design and Design Thinking approaches of all types to
mushroom in the last few years. Approaches to business and social innovation
are increasingly looking for alternatives to the old models of adding value, by
focusing on human needs and experience as primary motivating factors.
Innovative solutions need to be found that can keep up with massive disruptions
affecting Human Resources, Energy, Sustainability, Education, Economic
Constraints, Political Instability—these large, systemic and complex problems with
capital letters—and a whole plethora of other challenges which existing strategic
and management practices and processes are unable to pick apart.
Innovate or be Swept Away with the Tide
Idris Mootee, CEO of Idea Couture and a leading expert on applied Design
Thinking in large-scale strategy innovation, wrote his book Design Thinking for
Strategic Innovation about the implementation of Design Thinking methodology
within business. The book outlines a number of disruptions in the business
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environment, including new consumer behaviour and expectations, forcing
companies to rethink their every move.
The abilities to understand and act on changes rapidly in our environments and
changes in human behaviour are becoming crucial skills we are still developing
and refining. Design Thinking offers a means for grappling with all this change in a
more human-centric manner. In order to embrace Design Thinking and
innovation, we need to ensure that we have the right mindsets, collaborative
teams, and conducive environments.

Creating the right mindsets, selecting the appropriate team, and setting up
environments which encourage innovation to take place are three of the
essential aspects of fostering successful innovation within companies,
organisations, and society at large.

1. Form The Right Mindsets for Innovation

One of the amazing things about Albert Einstein was the connection between his
creative and analytical thinking. He was an extremely creative individual, deeply
reflective of the human condition, weaknesses and failings while at the same
time years ahead of most in terms of his analytical thinking capacity. His ability to
join and synthesise worlds of influence, merging creative thinking with intense
analytical abilities brought about the breakthroughs he achieved as a thinker
and a scientist. Like Design Thinking, Albert Einstein relied on and celebrated both
logic and imagination.
The notion that creativity or "artistic" talent is only the domain of those gifted with
these abilities is one of the most inhibiting factors in our lives today. However, it is
becoming a more widely held belief that creativity and lateral thinking can be
learnt, and with the implementation of the appropriate steps, process and
mindset, can be unleashed to solve some of the "wickedest" problems (i.e., most
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complex and tricky problems) we find ourselves faced with. The challenge is that
most modern corporations, organisations and institutional settings tend to kill
creativity with an overly conformist notion of things.
The struggle between creative and logical thinking is an old one, which is yet to
be understood fully, even with scientific breakthroughs in neuro- and cognitive
science. It has been a common belief that those who tend to be more
analytical, logical and rational in nature have always relied more heavily on the
left side of their brains, while those who are more creative, expressive and
emotional have relied more on the right side. This myth seems to have recently
been busted, with studies indicating both sides of the brain are involved in both
creative and logical processes of all kinds and work.
We need to develop more open, collaborative, and explorative cultures and
mindsets, which combine both logic and imagination, in order to create new
innovative solutions. And Design Thinking will help us do just that.

2. Create Cross-disciplinary and Innovative Teams

It is the norm in many organisations to encourage the development of skills and
abilities relevant to a specific role. For instance, creativity is encouraged in
graphic designers, while analytical skills are encouraged for marketing, business,
and operations-related jobs. However, such a ―boxed‖ organisation of talent,
where different skills are developed and used in silos throughout different
departments, will not be able to produce much of the innovation we need for
the new wave of wicked problems.
We now know that a healthy collaboration between the creative and logical
ways of thinking is crucial in creating the kind of holistic thinking that is required to
understand and solve new kinds of multi-dimensional problems. This is also true for
people working in multidisciplinary teams, where teams possessing a range of
thinking styles, expertise, and experiences come together to develop solutions
more effectively than narrow-focused, specialist individuals are able to working
alone. In Design Thinking, cross-disciplinary collaboration plays an important role
— it is when designers, ethnographers, business analysts, and marketers work
together that we create truly revolutionary ideas. To facilitate Design Thinking
and innovation, thus, organisations need to start thinking about truly cross-
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departmental, cross-disciplinary collaboration, and abandon the silo model of
skills.
3. Create Environments Conducive to Innovation
The environments we inhabit and the activities we most engage in influence our
thinking patterns, our understanding of things, and our ability (or lack thereof) to
innovate.

This is why innovative companies like Google spend money to create workspaces
that are filled with toys and unconventional equipment, and areas for creative
thinking throughout their offices. It‘s also the reason that many companies clear
space in their busy annual schedules to send their entire staff on team-building
getaways where they build rafts together, jump around in circles and, in the best
way possible, behave like kids. However, it‘s not only to make the company a fun
and interesting place to work. It's about allowing for and tapping into the type of
thinking which results in breakthrough innovation as opposed to churning out
more of the same cookie-cutter patches to problems. Playing is risky business. You
put yourself out there. Likewise, it takes courage to question status quo and come
up with innovative solutions.

That‘s why we need to create dynamic spaces, both physically and

metaphorically, where people are able to embrace change, explore the
unknown, experiment with radically new ways of thinking, and work together
collaboratively.

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Case Studies:
Design Thinking Applied - A Real-life Case Study
Intro: Project X
Some time ago, I found myself at a meeting with an entrepreneur, a few
managers, and many ideas flying around the room. Their direct competitor had
recently released a new application and the tension was palpable. The
company wanted to go out with something new on the market, to avoid losing
ground to their competitor.
They prepared a document with some requirements, a vague idea of what the
product should look like, and how much should it cost.
―We have to follow what others have done, with a lower price,‖ the Marketing
Director said. ―We have to create a more usable system, which simplifies the user
journey,‖ added another manager. ―We have to change the way we collect
information, simplify it and integrate our processes with third parties,‖ said
another. ―It will take us months,‖ the technical manager shook his head, who
mentally translated all those requests into hundreds of hours of code to be
implemented.
While I can‘t disclose all of the project details, I can disclose that the product was
hub communication software. This piece of software managed different
channels (email to SMS, fax to VoIP) and it was created for the web and mobile
platforms. The product was originally created a few years before, but its usability
was poor. At the time of the launch, the competitor was far ahead in terms of
user experience. Moreover, they had an excellent mobile app, which was
gaining ground in the mobile app store.
Company X was a traditional process driven company, familiar with traditional
projects. It had run a few Agile projects in the past, but it was new to the idea of
creating an MVP and testing it on the market. More notably, they feared the
unknown. What if the new MVP would have an undesirable or unpredictable
effect on their customer user base? This lack of control didn‘t inspire confidence.
The meeting described above and the following ones did not lead to a clear
definition of what the product to be achieved actually was. We only knew that
we had to hit the target as soon as possible.

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However as the project progressed and a competitor was beginning to gain
traction, consent from the company was solidifying. Most agreed with the idea
that: ―We cannot afford to launch a half-finished product, we need a product
that is working from the start.‖
Despite some initial perplexity and fear, this was an opportunity to learn what
would bring real value to their user base and potentially attract more users by
making a streamlined lightweight product.
This prompted the company to look for approaches that they haven‘t tried
before, in order to have a complete product built on time even if it‘s going to
have only essential features at its launch. We decided to use the Design Thinking
process and focus on the things that would really bring value to the end user and
thus, beat the competition by bringing only what‘s necessary to the customer.
Stage 1 - Empathize
Empathizing Phase: The goal of this phase is to understand your customer, by
searching and gathering information about their business. During this phase, we
can use several different tools, such as interviews, focus groups, observations,
and surveys.

In the most literal sense, empathy is the ability to understand and share the
emotions of others. In design thinking, empathy is a ―deep understanding of t he
problems and realities of the people you are designing for.‖
Our first step was to ensure that the Highest Paid Person‘s Opinion (otherwise
known as HiPPO) was not ruling over everyone else‘s. Therefore, together with
managers and the founder, we have compiled a list of possible stakeholders to
be involved in the decision-making process.

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In a day-long meeting, we compiled the first list of 30 names (between
employees, functional managers, and customers) that could be contacted
directly and then we also picked a target audience of 4000 customers (about
10% of their recurring customer user base).
We tried to ―normalize‖ our target customer base as much as possible, by
including diversity in terms of gender distribution, industry, and other data points.
To add an additional level of complexity, the physical location of the sample to
be interviewed were all divided into different cities and in some cases countries.
We now had points of contacts to carry out interviews and questionnaires.
The group was organized to carry out the interviews remotely, following a
scripted set of questions and some basic rules:
 During the interview, try to use the ―5 Whys‖ technique.
 Try to understand the main ―What, How, Why‖ behind every behavior.
 Make sure the interviewee used a webcam and that there was sufficient
distance from the camera to be able to at least partially include the body
language.
 Record all interviews, in case they need to be seen in the future.
We prepared our interview questions with the intention of understanding which
main features should be enhanced or eliminated, such that we could quickly
build a new version that responded to the needs of our users.
For the second group of users, we prepared a series of questions in a Google
form. We opted for multiple-choice questions, with some formulated open-ended
questions to facilitate more interaction from the users, including a question
requiring the user to try the new version of the product just available in closed
beta.
To organize the entire information gathering process, we used remote tools that
allowed the team to collect information more easily, including Skype, Zoom,
Google Forms, and a digital Kanban Board where we put all of our activities and
tracked their status.

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The first results of the interviews were encouraging, as the interviewees were open
to providing feedback on the weaknesses and the strengths of the system.
However, the first batch of questionnaire answers was much less exciting: out of
all 300 emails sent, only 5 people completed their questionnaires.
Disappointed by this result, we were ready to try new ways to involve the user
base, when one of the sales managers came to us with an idea:
―I do not think they will answer any emails, they are not used to interacting with
us. But, if we communicate with all those who have an expiring renewal and give
them a small incentive, I am sure they will give us a hand.‖
The idea was simple but exceptional. In a few hours, we had a new list of users
(3800), which maintained the same division between the mainstream and
extremes. However, these users would be ―forced‖ to interact with the system,
due to the proximity of their renewal.
This time around, they were asked to answer a series of questions, participate in
the beta and in return, get a discount on renewal. The adhesion was complete
and at the first delivery of this new model, over 70% of users replied and
completed the questionnaire.
After iterating and changing some of the questions, and thanks to some users
willing to interview more than once, we were ready to define our user base more
clearly.
Stage 2 - Define
Defining Stage: In this phase, we collect and categorize information from the
Empathize phase. It’s here where we define User Personas and User Journeys.

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The dictionary meaning of define is to determine the identity and the essential
qualities of a notion. In our case we wanted to define the following:
 our ideal customers
 their problems
 the solutions to their problems
 the needs and fears of our customers that we had to address
In the design thinking terms, the define phase is where you analyze your
observations and synthesize them into core problems that you have identified.
We had a sufficient database to understand what the real problems were. In
addition to the feedback received in the Empathize phase, it contained points
that were highlighted by Company X employees but had never been pointed
out to management, as well as strengths, weaknesses, and other problems that
have never been taken into account.
The next action was to create our User Personas. During this brainstorming phase,
we involved the entire extended team. The brainstorming phase was always
performed remotely, using video-conferencing systems and tools to track the
personas and their creation in real time.
For each Persona, we identified their biography, their approach to technology,
their use of social media, preferred brands, their needs, and ideas and
speculated on what would have been their Customer Journey.
After this, we had selected the common client User Personas and had a finished
set of data coming from interviews and surveys. This was the right time to get our
hands dirty.
During the definition phase, we tried to transform a generic definition of a
problem like, ―We need a product that will increase our sales by 10%,‖ into a

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more specific solution like: ―Men and adult women, between 35 and 45 years
that are working in an office need to receive communications that have a legal
validity to be sure that the sender is actually who they say they are.‖
At this point in the project process, we had completed brainstorming sessions
around our users, hypothesized solutions, and kept an open mind to every
possible innovation. ―The only stupid idea is the one never expressed‖ was the
mantra.
In a short time, bearing in mind who our subjects were, we had a clear view of
what was useful to our users, along with what needs and fears we should address
along the customer journey.
We then engaged in building a ―User Story Map,‖ which allowed us to categorize
the process of users, mapping up to themes. For each of the personas, we
defined the set of activities, stories, and tasks that we assumed they must
complete during the journey. In doing so, we could quickly test our idea and
understand if it met the core needs. If it did, we could bring it into the market
faster than everyone else which was essential as our competitor was becoming
more successful every day.
Stage 3 - Ideate
Ideation Phase: Using the above information, here the team ideates solutions.
There are no silly or wrong ideas! Everything must be expressed and
documented.
One step further from the definition is the Ideation phase, where the key is
forming real concepts and solution, not just abstract definitions.
In design thinking terms, ideation is ―the process where you generate ideas and
solutions through sessions such as Sketching, Prototyping, Brainstorming,
Brainwriting, Worst Possible Idea, and a wealth of other ideation techniques.‖
Our team was completely remote so we decided to proceed to work in a Lean
way when producing materials and reviewing them. For example, designers and
other members of the team have agreed that to be as fast as possible, the best
solution would be to start with drawings on paper and to share photos of them in
the group. Only then we would produce the most interesting designs in Balsamiq
or Axure.

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For each sketch that was produced, we gathered information from users, we
defined a set of solutions and we came back to those users (whenever it was
possible and as often as it was possible) to test with them the process and the
result.
Stage 4 - Prototype
Prototyping Phase:_ During this phase, something tangible is created, that will
allow you to verify your idea in real life. Don‘t overcomplicate and create this
MVP as quickly as possible. _

During the prototype phase, it was finally time to make our definitions and ideas
come to life. A prototype is the first, original model of a proposed product, and
this is exactly what we set out to build. By design thinking standards, the
prototype stage is where you create an inexpensive, scaled down versions of the
real product to investigate solutions from the previous stages.
After almost 10 days from the beginning of our journey, we arrived at the crucial
moment, a meeting with a developer team where we had a chance to check
our assumptions and estimations. After a session of consultation and definition
with the team of developers, we weighed the stories and understood that the
major effort of the development work will be in the development of the back-
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end system and interfacing with the legacy systems currently in place. Alongside
this, we also realized that creating the front-end systems will be a much shorter
exercise. Thus, we decided to create a front-end prototype using the
components which already existed in the system to save time.
We had a time limit of 3 days to have a first version of the prototype ready. This
prototype had to reflect the product as much as possible and maintain the
necessary functionality.
After 3 days we had our first version of the prototype ready. It had ―fake‖ data
which reflected the behavior of the software we were aiming to create. Some
accessory elements were missing, but the software in that state visually
represented a good percentage of total content planned.
At the end of two weeks of work, we had software that we could try and test with
actual users. We used user experience monitoring software to analyze heat maps
and user attention, while they were navigating our prototype.
Stage 5 - Test
Testing Phase - Verify your idea in real life with actual users. Get feedback. Ask
questions on how to improve it.
After a definition, ideation and a prototype phases it was finally time to see if our
product actually worked in real life. In design thinking terms, testing means
putting the complete product to trial using the best solutions created in the
prototyping phase.
In our case, the testing phase did not only take place at the end, but it was a
constant loop of feedback and iteration whenever it was possible. At the end of
each accomplished step, we tried to get feedback from users or customers,
before convincing ourselves to move on to the next phase.
Once the prototype was completed, it was time to test it with the widest possible
audience and check with them how effectively it met their needs, understand
their perception, and understand if it accomplished their goals.
The testing phase specifically included a walkthrough prototype where users
were able to see the new workflow and perform actions, along with a few
sessions where the team directly observed users, while tracking their responses. A
simple questionnaire was used to collect conversion rates across specific features
in the platform, where users were asked to score the process from 1-10.
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The testing phase was later extended to the whole team and even to some
individuals outside the organization (customers and users) who during the earlier
sessions, had willingly consented to give their feedback on the implementation of
the system.
The results of this testing were encouraging. The stakeholders of the Company X
were able not only to see the mockups but to try out and ―touch‖ the product for
the very first time. The extended team had the opportunity to test and verify their
assumptions and correct them over time within the period of two weeks.
Now the final test was waiting: opening it to users and understanding what would
happen next.
Stage 6 - Implement
Implementation Phase: This is the phase where all the collected knowledge gets
translated into a final product.
We had data, ideas, personas, and our first tangible prototype. It was time to roll
up our sleeves and start developing. We had a month and a half to implement
our new system.
We defined a set of rules to get our MVP implemented in a short period of time:
 We will build only what we had defined, without adding new features.
 We will keep ourselves focus on the main business goal.
 We will use agile methodologies within teams to manage the workload.
To complete the project in time we have brought on a few new team members
who had not been involved in the project since the very early stages of the
discovery phase.
We added frontend developers, backend developers, and designers. The new
members of the team were working remotely and it was not possible to bring
them all in the same room for the period of the project, so we made sure that we
have the right tools for keeping the communication going.
The process put in place to manage the work was an Agile one. We divided the
remaining time into several short sprints, with remote meetings every day and
updates via Slack during the day to exchange the ideas and to help each other
to solve problems.
We didn‘t have a full documentation stored somewhere, but mentally we all had
a comprehensive set of actions, a common shared vision, and goals amongst the
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team. We all started to perceive the User Personas to be a real user, with his own
needs and problems. Once our team started to have an aligned vision, we
moved onto defining what needed to be done and when in order to finish the
project on time.
The activities were outlined within a User Story Map, to maintain the original
evidence of the personas and the flow we want to give to the product.
The User Story maps were created via three clear steps: identifying the activities,
identifying the steps required to complete the activity, and the list of stories/tasks
associated with each. We sorted the stories according to priority (Must, Should,
Could), which dictated what components made it into the product.
The team was able to proceed in a fast pace since the very beginning of the
implementation, thanks to a clear vision shared by the team, and by the method
we employed which enabled the team to stay on track without direct steering
from the management above. Everyone working in the project had questions
from the Design Thinking stages in mind:
 What action each user inside our platform should perform and what were they
trying to achieve?
 Which steps those users should take to reach the final goal?
 Which pain points they had before and how should we avoid them?
This allowed our team to make their own micro-decisions, and steer the product
towards its final goal.
We made two reviews of the work in progress at the end of each sprint and one
final release review at the end of the path, before the product was finally put into
production. We used the last sprint to prepare the infrastructure needed to run
and launch the product.
Finally, the users who have used our old product were invited again to try out the
new version. Our product was released into production two months after the
meeting in which the idea to make it was expressed. The product worked, users
started using it, and we progressively sent more new users to this tool instead of
the old one. A/B testing showed us that they preferred the new product, and the
project was accepted in the company as a great success.

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More importantly, a Design Thinking methodology was finally accepted. We
believe this will have a good and long-lasting impact and will allow them to build
better products in the future.
Conclusion

Throughout this case study, we have shown how Design Thinking methodology
can be applied to a real-life problem with a limited time and budget.
Instead of using more traditional approaches and producing things in sequential
steps, we have chosen to iterate through the six design thinking stages.
Empathize. Define. Ideate. Prototype. Test. Implement. This became our mantra
and allowed us to produce a very well received product.
Using Design Thinking has lead so to save time, and in turn, save costs spend on
the project. We were not working on millions of different features, but only on
few, well thought through actions that were clear to everybody in the team. Most
importantly, we were able to deliver the product and value that users needed.
Using Design Thinking process helped us in many different areas:
 From the project management perspective, it enabled us to clearly define the
scope of the project and prevent scope creep.
 From the business perspective, it allowed us to pick the features which bring the
real value to the business.
 From the development perspective, it helped us see the clear goal of what we
have to build before we even started building it.
 From the team perspective, it involved all team members and allowed them to
effectively work together and have their opinion heard in every part of the
process.

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When we started Design Thinking process was met with skepticism by the client,
but when we finished and got the feedback from our customers, it was
immediately clear that the steps we have laid out have helped us to achieve
something that would have been very hard or impossible otherwise. This was
valued by the client and became their internal a flagship project for the future
challenges ahead.

9. Practice Quiz

10. Assignments
[Link] Question BL CO

11. Part A- Question & Answers

[Link] Question& Answers BL CO

1.

12. Part B- Questions

[Link] Question BL CO

13. Supportive Online Certification Courses

14. Real Time Applications

[Link] Application CO

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15. Contents Beyond the Syllabus

16. Prescribed Text Books & Reference Books
Reference Books:
1. Christoph Meinel and Larry Leifer, ―Design Thinking‖, Springer, 2011
2. Aders Riise Maehlum, ―Extending the TILES Toolkit‖ from Ideation to Prototyping
3. [Link]
4. Marc stickdorn and Jacob Schneider, ―This is Service Design Thinking‖, Wiely,
2011
5. Pahl and Vietz, ―Engineering Design‖, Springer, 2007
17. Mini Project Suggestion

1. THE GIFT-GIVING PROJECT VIA STANFORD D-SCHOOL

Concept: the gift-giving project is 90-minute (plus debrief) fast-paced project
through a full design cycle. Students pair up to interview each other, come to a
point-of-view of how they might design for their partner, ideate, and prototype a
new solution to ―redesign the gift-giving experience‖ for their partner.
2. THE WALLET PROJECT VIA STANFORD D-SCHOOL
Concept: very similar to the gift-giving project, the wallet project is 90-minute
(plus debrief) fast-paced project through a full design cycle. Students pair up,
show and tell each other about their wallets, ideate, and make a new solution
that is ―useful and meaningful‖ to their partner.

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