Innovation Management: Pushing Innovations through Design Thinking
Design thinking is an approach that aims to solve problems and develop new ideas. The
aim is to find solutions that are convincing from the user's point of view (user perspective,
customer-centric, user-centric). In contrast to other innovation methods, Design Thinking can or
is sometimes not described as a method or process, but rather as an approach that insists on the
three equally important principles of team, space and process [Hester Hilbrecht, Oliver
Kempkens: Design Thinking im Unternehmen – Herausforderung mit Mehrwert. In:
Digitalisierung und Innovation. Springer Fachmedien, Wiesbaden, ISBN 978-3-658-00370-8, S.
347–364, doi:10.1007/978-3-658-00371-5_18.].
Design Thinking is based on the assumption that problems can be solved better if people
from different disciplines work together in an environment that promotes creativity, develop a
question together, take into account the needs and motivations of people and then develop
concepts that are repeatedly checked [https://techtv.mit.edu/videos/16098-innovation-through-
design-thinking]. The process is based on the work of designers, which is understood as a
combination of understanding, observation, point of view definition, brainstorming, prototype
development and testing. At the same time, the word thinking stands for the fact that the
feasibility and profitability of the innovations are systematically examined, as in a research
project [MULLER-ROTERBER, C.: DESIGN THINKING FUR DUMMIES. WILEY VCH,
2020, ISBN 978-3-527-82602-5 (worldcat.org [abgerufen am 20. April 2020])]. According to
another understanding, Design Thinking means any process that applies the methods of industrial
designers to problems that go beyond the appearance of a product.
[https://www.fastcompany.com/1338960/forget-design-thinking-and-try-hybrid-thinking].
Design thinking thus combines three fundamental core aspects: efficiency, feasibility and
marketability. Accordingly, the efficiency of human resources, the technological feasibility and
the economic marketability are brought into harmony in order to create a perfect innovation and
to solve the problem properly. All points should be weighted equally [https://hpi-
academy.de/design-thinking/was-ist-design-thinking.html].
This method, developed at Stanford University, helps to develop the skills of actively
involving managers in solving practical, real problems in the process of teaching the basic
principles of design thinking, such as: Human-centered approach to creating innovations,
prototyping, etc.
Design Thinking is currently considered as a methodology formed in response to changes
in the economic structure and reassessment of values, which is based on the ability to find
creative solutions in new or fairly typical situations, as well as team actions of people in a
properly organized space for creating innovations [Das Design thinking playbook. Verlag Franz
Vahlen GmbH. Munchen. 2017]. This technique is especially relevant in the development of new
entrepreneurial and innovative projects, since it allows one to go beyond standard thinking when
it is necessary to develop a new product, service or technology.
Numerous international companies and organizations of all sizes use Design Thinking as
a project, innovation, portfolio, analysis and / or development method. In particular, “SAP SE”
uses Design Thinking as an approach for how the development units work together with
customers and their end users [Hester Hilbrecht, Oliver Kempkens: Design Thinking im
Unternehmen – Herausforderung mit Mehrwert. In: Digitalisierung und Innovation: Planung –
Entstehung – Entwicklungsperspektiven. Springer Fachmedien Wiesbaden, Wiesbaden 2013,
ISBN 978-3-658-00371-5, S. 347–364, doi:10.1007/978-3-658-00371-5_18.]. The former
managing director of the Hanover Zoo, Klaus-Michael Machens, founded an interdisciplinary
working group in 1995, which created a Zoo 2000 concept using the methodology. According to
a report in the Financial Times Deutschland from August 2010, it was successfully implemented
[https://web.archive.org/web/20100911201925/http://www.ftd.de/karriere-management/:design-
thinking-im-zoo-hannover-menschen-tiere-sensationen-erfolg/50153723.html]. Other companies
that use Design Thinking include: Airbnb, Pinterest, Swisscom, Deutsche Bank, Volkswagen,
Siemens, and Francotyp-Postalia.
The most prominent representative of design thinking is IDEO. To unleash the
possibilities of this approach, the company initiated the creation of the so-called “d.school” at
Stanford University (by analogy with a business school). Continuing ideas and tools developed
at Stanford were further developed in Potsdam at the HPI School of Design Thinking [Patrick
van der Pijl, Justin Lokitz and Lisa Key Solomon. Design a better business: new tools, skills, and
mindset for strategy and innovation. John Wiley ans Sons. Canada. 2016].
The whole concept of the program is based and at the same time itself is the basis of the "Silicon
Valley style of work." The classic version of the design thinking process provides an opportunity
to comprehend the secret of innovative thinking through several interrelated stages:
Understanding - at the beginning the problem is defined with a team consisting of
several people. It is important to create a general understanding and to bring everyone involved
to the same level. Specific questions can be, for example: What should be newly developed? For
whom should the development be relevant? Which essential (current or future) framework
conditions have to be considered? Which final state should the solution achieve
[https://iconstorm.com/design-thinking/]?
Observation - it is about being able to empathize with the customer. An analysis of the
customer's will is possible, for example, through an interview or role play. It is important to let
the customer do the talking. Good listening is the most important part of the job, otherwise
misunderstandings can arise. The customer's wishes are always in the foreground.
Statement of position - the results of the first two steps are combined. Techniques such
as “personas” are used to define the point of view both visually and in writing
Designing ideas - at the beginning of the search for ideas there is a general brainstorming
session in which all ideas, no matter how crazy or utopian, are brought together. The results are
structured and sorted according to priorities. Questions about the efficiency, the feasibility or the
profitability of the individual ideas are important. A glance at the competition is also not unusual
[https://digitaleneuordnung.de/blog/design-thinking-methode/].
Prototyping - a prototype is created for illustrative purposes. Perfection and completion
are insignificant. More importantly, the simpler - the better. Techniques that are used in
prototyping include wireframes, post-its, role-play games, storyboards or other models. The
prototype is tailored to the needs of the customer. It is important that the customer can imagine
the solution to his problem based on the prototype.
Testing - Finally, what has been developed must be tested. Feedback plays an important
role in this. Flexibility is also required. If an idea doesn't work, it can also be discarded.
Customers are closely monitored during tests with the prototypes. Based on their reaction,
further ideas and improvements develop. Design thinkers are also open to new suggestions at this
step. If a defect is found during a test, it is eliminated and the steps are repeated with the
improved or new prototype. It is quite common for new products to have several test phases until
the customer is satisfied and the product can be approved [https://partner.mvv.de/blog/der-
design-thinking-prozess-6-schritte-der-innovativen-ideenumsetzung].
At the first stage, according to the design thinking method, students study the problem
deeply. It is very important to achieve a common understanding of the task between the team
members. Various methods are used for this, including brainstorming, charetting (a method of
quickly understanding project tasks), etc. The result of the first stage should be a specific
formulation of the goal of the project: what and, most importantly, for whom we are doing, this
includes a detailed description of the user, his problems and needs, and the identification of
limitations.
The second stage of the project is focused on finding problem situations ("insights"). At this
stage, the task of collecting information is being solved, which will allow not only to identify the
problem, but also to determine possible ways to solve it, as well as to identify limitations that can
impede the solution of the task. In fact, at this stage, there is a process of identifying the factors
that determine people's behavior and understanding the motives of their behavior. For example,
why does a person make a purchase from competitors, why do people search in the search bar
with the help of those words, what problems and tasks they face at this moment, what they feel
and what they think. The formation of causal relationships is the stage of collecting primary
information, which after that still needs to be correctly processed, classified and used to gain
understanding. Understanding, or empathy, as an integral part of this stage, allows you to put
yourself in the shoes of the consumer, your potential client. The better the consumer is studied at
this stage, the more likely we will be able to develop and offer him exactly the product that will
best meet his needs and expectations.
The next thing potential developers need to grasp is understanding the focus of the problem, the
need for a clear vision of the difficulties. To the "insights" derived from the first two stages, a
study of the needs of target users is added, and within these areas the concept of "hitting the
bull's-eye" is defined.
That is, after collecting information about problems in a particular area, it is necessary to choose
a focus. The focus in this case is the combination of the "task" and the "person" in one sentence,
ie the formulation of the task on which you plan to work, focused on a specific user. It is
important to focus on those problems and tasks that are currently considered insurmountable,
which no one solves. It is in them that the greatest potential for design thinking is hidden.
Adding to this the analysis of the external environment, we can set limits that might constrain the
solution to this problem. This all forms a point of view on the problem, in the methodology of
design thinking it is called Point of view.
The clearer and more detailed it will be, the clearer and easier it will be to develop a solution to
this problem. When the goal is clear, it is easier to achieve it. This is also important to
understand when working on a project.
Finally, after determining the subject of close attention, you can proceed to the actual idea
generation using brainstorming methods, discussing the most daring and even fantastic ideas.
The objective of the fourth step is to collect a pool of ideas for solving the focused problem from
the previous step. In this case, you should not concentrate on obvious solutions, because they can
divert group attention away from creative solutions and reduce the likelihood of innovation. The
ideas generated at this stage are not final, and you can always return to replenishing the pool of
ideas.
Before starting to develop a prototype, you need to select 2-4 ideas. Ideas are usually selected by
voting. Each participant in the process can choose, for example, 4 ideas in the following
nominations:
1) best offer
for the user,
2) the craziest idea
3) the most rational idea,
Further, the ideas selected as a result of voting are embodied in prototypes. Prototyping is an
iterative process. During it, you can generate new ideas, improve old ones, get a clearer idea of
the problem and solution. Anything that can be interacted with can act as a prototype: physical
prototypes (models, mock-ups, prototypes, etc.), sketches, computer models, role-playing
scenarios, etc.
The main thing is that the user can get his experience from the prototype, "play" with it, feel in
action. And the team collects their observations of user interaction with the prototype for further
refinement.
The final stage is testing the selected ideas. Thought experiment, role play, questioning - any
method that will provide feedback on the viability of an idea and make appropriate adjustments
to proposed solutions. During testing, the task is also checked: whether it was formulated
correctly. In the design thinking methodology, the principle of empathy is fundamental - the
ability to assess a situation from the perspective of another person, empathize with what is
happening and form an attitude towards events (processes, products, services, etc.), similar to
what a potential client (user, customer) has. ). All attention should be focused on the consumer,
to whom the highest degree of respect should be shown.
The advantage of the design thinking methodology is simplicity and clarity, thanks to which you
can create an innovative product or find an innovative solution in a fairly short time. Design
thinking motivates you to act very quickly. At the same time, you constantly correlate ideas for
the product being developed with the needs of the consumer. Since the process consists of many
iterations, then, creating a product concept, you constantly confirm with the consumer that this is
exactly what he will like in the end.
