DESIGN THINKING HISTORY OF DESIGN THINKING

Design thinking is outside the box thinking. 1960’s - “wicked problems” term coined by Horst
An approach to creative problem solving Rittel ; initial efforts to define a standard for
creative and design work.
“Design thinking is a human-centered approach to 1980’s - IDEO formed; modeled a version of design
innovation that draws from the designers toolkit to thinking from Stanford D. School
integrate the needs of people, the possibilities of -First design thinking published by a
technology and the requirements for business Harvard Professor.
success.” TIM BROWN, IDEO 2000’s - IIT Institute of design launches design
camp
UNIQUE ABOUT DESIGN THINKING -Hasso Plattner Institute for IT engineering
 HUMAN CENTERED founded in Germany
 HIGHLY CREATIVE -Standford D. School started teaching design
 COLLABORATIVE thinking to students.
 ITERATIVE
 HANDS ON 2010’s - 2020’s - Design thinking movement rapidly
 SHOW DON’T TELL gaining ground in the public and private sectors
Increasing interest and adoption of design
thinking in industries.
DESIGN THINKING IS NOT
 Only for the “creative” people or product DESIGN THINKING REQUIRES A CERTAIN
designers MINDSET TO ENSURE SUCCESSFUL APPLICATION
 A narrow equation to aesthetics and craft
 Just a brainstorming session  The answer wont be clear form the start and
 A one-day processed where problems can be even though this is not comfortable it allows for
solve in 24 hours. unexpected solutions.
 An approach to replace analytical problem  It is okay to fail- failure is an incredibly
solving powerful tool when it come to learning
 A silver bullet for all types of problems  Stop talking and start making- design thinking
relies on the power of tangibility
IMPACT OF DESIGN THINKING  Human focus- the people you are looking to
According to the Design Management Institute’s design for are ultimately your path to
Design Value Index,first 10 years. innovative solutions
 By learning and iterating, there is a greater
Design centric companies include: chance of generating successful solutions
Apple, Starbucks, Nike, Procter & Gamble, Walt
Disney , Starwood, Whirlpool, Coca-cola, etc
TRADITIONAL THINKING DESIGN THINKING
BENEFITS OF DESIGN THINKING  Lots of reports and  Show don’t tell
 Create better customer and employee documentation  Learn from failure
experiences  Scared of failing  Embrace ambiguity
 Reduce inefficiencies  Certain is the key  Focus on human
 Deepen and wider customer relationships  Focus on solution values
 Design new business models  Get it perfect the  Iterate
 Improve customers retention (loyalty) first time  Make your idea
 Increase value to society  Talk about your
idea
DESIGNER USE EMPATHY TOOLS TO GAIN DEEP brainstorm, come up with many possible
INSIGHTS INTO CUSTOMERS NEED solutions
 Provide a range options to solve your
 Gaining empathy of customers requires a deep challenge from evolutionary to
understanding of revolutionary
 Customers job-to-be-done  Harness the creative power of your diverse
 Customers pains team
 Customers gains  Explore and discover new opportunities in
 Popular design thinking tools for gaining the process
empathy include the Persona and Empathy Map OUTCOME: Selected ideas for prototyping and
futher exploration
LEFT BRAIN- Rationality, Logic
RIGHT BRAIN- Intuition ; Emotion  PROTOTYPE to start creating solutions; build
representation of your ideas to tesr and show to
Design thinking uses both side of the brain to solve others
problems  Develop a simple hypothesis about your
idea
DIVERGENT AND CONVERGENT THINKING  Find the simplest and fastest way to test
 Share with users
 Listen to feedback
 Interpret results
OUTCOME: Deeper insights into aspects of your
idea, value, proposition or solution.

 TEST solutions; share your prototype with

potential user to test hypothesis
 Gain feedback on design from users in the
right context
 Iterate concept
 Gain stakeholder input
 Learn more about the user
FIVE PHASES OF DESIGN THINKING OUTCOME: Refined direction on idea
 EMPHATIZE with your users ; learn about your
users, by observation and interview
 Engaging with them
 Asking them about prior experiences
 Observing them and how they behave
 Putting yourself in their place
 Exploring external insights
OUTCOME: Insights based on beliefs, values and
unmet needs

 DEFINE your users’ needs, their problems and

your insights ; create a point of view based on
user needs and insights
 User insights about functional and
emotional needs
 Observation
 Fault analysis
 Synthesize/ combine to identify greatest
opportunities
 Reframe opportunities into ideation
challenge statements
OUTCOME: Succinct how might we challenge
statements to guide ideation

 IDEATE by challenging assumptions and

creating ideas for innovative solutions ;