UNIT-1

Introduction

Design thinking & Innovation, Design Thinking Mindset and Principles, recap of 5-Step
Process of Design Thinking, Design Approaches, additional in-depth examples of each design
approaches. Simon Sinek’s – Start with Why, The Golden Circle, Asking the “Why” behind
each example (an in-class activity of asking 5-WHYS), The Higher Purpose, in-class activity
for LDO & sharing insights, Visualization and it’s importance in design thinking, reflections
on wheel of life (in-class activity for visualization & Wheel of Life), Linking it with Balancing
Priorities (in class activity), DBS Singapore and Bank of Americas’ Keep the Change
Campaign. Litter of Light & Arvind Eye Care Examples, understanding practical application
of design thinking tools and concepts, case study on McDonald’s Milkshake / Amazon India’s
Rural Ecommerce & Gillette, working on 1- hour Design problem, Applying RCA and
Brainstorm on innovative solutions. Main project allocation and expectations from the project

MILLION DOLLAR IDEA

• Great ideas are everywhere. There are thousands in plain sight right now, but we don't
see them.
• To recognize them takes creativity, and to cultivate creativity takes patience,
perseverance, and passion.
• If you're ready to start making great things happen, try these super easy techniques to
unleash your inner creative genius and cultivate your own million-dollar idea.

How to nurture a Million Dollar Idea?

1. Question everything.

• Einstein once said that if he had an hour to solve a problem he would spend the first
55 minutes making sure he was answering the right question. When you find yourself
thinking or following traditional ideas that everyone assumes are right, question them.
Keep "what if?" at the front of your mind.

2. Brainstorm fearlessly.

• We usually value quality over quantity, but when it comes to ideas, the more the
better. Think of as many as you can and keep them coming. The more you create, the
better your odds of success.

3. Look for solutions.

• Don't just think of ideas; think of ideas that solve problems. We're surrounded by
problems that need solutions--we just need people to recognize where they are and
what to do.

4. Take a lot of showers.

• Sometimes the best ideas don't happen when you are thinking they should. You stall
out under pressure but then step into the shower and all of sudden it hits you. Sure,
 you have to do your homework for an epiphany like that to happen, but you also have
to give yourself some zone-out moments for it to come to you.

5. Consume as much information as you can.

• The more you know, the more you are informed, and the more informed, the more
ideas. Be known as someone who is constantly learning, engulfed in ideas.

6. Be on the lookout.

• Be always on the lookout for an idea, whether you're walking, talking, exercising,
working, sleeping. Carry a notebook and keep a log of all of your ideas. You never
know when the right one will strike.

7. Follow the demand.

• Ideas are good, but great ideas meet high-demand needs and provide solutions to big
problems. As you're culling through ideas, keep the size of the market in mind.

8. Let 'em call you nuts.

• When you innovate, when you create, when you think of something new that no one
else has thought of or even tried, be ready for people to roll their eyes and laugh.
Ignore them and have faith in your own abilities.

9. Connect the dots.

• The best ideas often come from a failed opportunity, so learn to connect the dots and
find openings in opportunities you've missed or failed. Take all the remaining pieces
and put them together and see what idea you can generate. Use your imagination, and
look for clues to help you find a direction.

10. Run wild and crazy.

• It is always easier to tame down an idea than to work with something mundane. Don't
worry at first how things are going to work--make your ideas as wild and crazy as
they can be. Go over the top. Be bold. Take risks.

11. Make a U-turn.

• When something becomes extremely popular, look for the antidote. If companies are
giving you lots to choose from, make a u- turn and be the one that offers a simple
choice that's easier, faster, and better.

12. Adapt and Adopt.

• You don't always have to reinvent the wheel. Find an idea that's already proven and
think about how you can adapt it to be better or work in a different capacity. Find
something that works, then learn to adopt the formula to your new market and make it
a million dollar idea by what has been proven already.
13. Treat mistakes as stepping-stones.

Sometimes you have to fail a thousand times before you find something that hits. Don't stop
trying, because when you stop trying, you have given failure a chance to succeed. Keep your
head up, keep working, and keep learning from all the things that didn't work.

14. Never ever ever give up.

Don't let fear keep you from success, and don't let failure make you quit. Remind the critical
voice inside your head that nothing is impossible and that daring is required for greatness.

• As you are molding and thinking of your million-dollar idea, make sure you have the
discipline to execute it. Do all you can and work as hard as you can to foster your
ideas and turn them into a success.
• Every great idea started out with a thought about how to make things better. Now go
out and make it happen!

Million Dollar Idea : Tools

• Create affinity group of all ideas generated

• Connect similar ideas and multi-vote using 10-100-1000gm
• Apply Q-B-L on 1000gm ideas
• Connecting multiple ideas moves from idea to solution
• Selected solution can be prototyped

• A simple, easy-to-digest visual that captures knowledge about a user’s behaviors and
attitudes.
• Helps designers see things from the user’s perspective.
 WHEN SHOULD IT BE USED?

• An active ingredient during Listening, Dialogue, Observation

• Used right from the outset of the Design Thinking Process to help the Design Thinker
develop empathy, understanding, experiences, insights and observations.

But...

• It is an iterative tool. Users can go back to the map and refine it as and when they
notice something new during a dialogue or interaction with the user.

HOW TO USE THE TOOL?

• Examine a user’s experience and imagine what it is like to be him/ her.

• Complete the sections of the map to capture what the user sees, does and hears.
• No set order for completing each section, but it may be easier to start with the
observable activities in the user’s world.

THINKS FEELS

SAYS
DOES

INSIGHT INSIGHT

POSITIVE insights after capturing the NEGATIVE insights after capturing the
above data above data

David Smyth, 1975

He was working for Soft Systems Methodology (SSM), an approach for solving
organizational problems

CATWOE Analysis technique was considered as one of the important part of SSM
approach while identifying stakeholders in solving problems

• Enlists all the stakeholders who would be affected while solving problems &
understand their perspective
• Helps to avoid the personal bias/beliefs of problem solvers as they critically discuss
each element of CATWOE
• Unearths the bigger picture with regards to constraints, challenges, possible outcomes
and their effects on the stakeholder(s)
• Understand the conflicts between stakeholders, their roles, conflicts in roles &
possible actions (they might take) during the process of problem solving

Where is CATWOE used?

• To solve any complex problem where multiple stakeholders are involved

• To change an existing system impacting a variety of people

• To enable Change Management for better adoption of change by stakeholders

• Used in typical Project Management
• To launch a concept that will radically change the existing system

Elements of CATWOE

The ‘CAT’

Customers

• Those who face the current problem for whom you will be working on the solution
• Those who will be using your solution
• Those directly affected by your idea

Actors

Those who actually implement the solution/transformation

Transformation

Does not involve writing any stakeholder; but write in clear-cut terms about the Why, What,
How

of the problem and the solution/transformation you wish to bring to solve

By clearly thinking and writing, you will think of stakeholders who can be classified in other
elements

The ‘WOE’
Worldview

• Very important during analysis when thinking beyond the system

• Considering stakeholders beyond current system who will be affected indirectly by
solution/transformation
• Think of the bigger picture (beyond the system)

Owners

• Stakeholders who own the permission to start/stop/pause/cancel your transformation /

solution
• Leaders who have the ability to guide the solution as well as block it

Environment Constraints

Constraints (legal, political, ethical, regulation, norms, financial, human power, etc.) or
rules that may hinder solution implementation

Example

Imagine that you are a Labour Minister of a state Government in India & you are planning to
introduce a bill in the state assembly. The proposed bill is about ensuring 85% of jobs for
local/domiciled residents of the state for any government, private companies & NGOs that is
operating business out of your state. The bill also mandates that if the hired locals don’t
have needed skills for the job, it is the responsibility of the business to train them in skills
after hiring.

Who are the stakeholders according the CATWOE?

Stakeholder 1: Customers

• Residents of that state who will now have many job opportunities
• Residents of other states of India and international migrants who will now have fewer
job opportunities
• Government, Private organizations and NGOs that will be directly affected by this bill
• And many others!

Stakeholder 2: Actors

• Human Resources teams who now will have to revise their future hiring plans
• Project Managers who have non-local team members in majority will have to
reshuffle
• (Their team-composition will be affected)
• Labor department officials who may inspect in random workplaces to check for

compliance

• And many others!

Stakeholder 3: Transformation

• The government feels that injustice is being done to natives by various organizations
that run their business in the state offering employment opportunities to migrants
outside the state.
• Natives have to leave the state in search of job opportunities when there is potential to
earn in their state. This is a serious ‘talent drain’ for the state.
• To retain local talent and to benefit the organizations the government proposes 85%
of jobs for local/domicile residents of the state for any government, private
companies & NGOs that are operating in the state.
• The bill also mandates that if the hired locals don’t have required skills for the job, it
is the responsibility of the business to train them after hiring.

Stakeholder 4: Worldview

• Customers of the government, private companies & NGOs will be affected due to
changes in employee strength, teams etc. This will impact delivery of services,
quality of services, etc.
• Investors/shareholders, promoters, creditors of organizations
• New business opportunities for training organizations within the state to train locals
who need skills.

• Placement in colleges will be affected positively or negatively depending upon

students’ background
• Students seeking internships/placements
• Leaders of other states will have to decide on inflow of migrants back to their state
And more!

Stakeholder 5: Owners

Ruling party MLAs, Opposition party, Ruling alliance, Opposition alliance,

Independents: Their votes will matter to pass bill in assembly

Party high command of ruling party

The opinion of high-command will matter

Assembly Speaker Governor of the state: Only after his approval the bill becomes a law

Regional & National Media: Coverage of the issue will play a major role in conveying
message to the audience

Central Government: May see this bill as a source of employment crisis in the

state

Stakeholder 6: Environment Constraints

• Poor execution of the law thanks to bribery by organizations to Labor Department

officials during inspection (to retain the migrant workforce)
• Vested interested groups finding loopholes in law thus failing execution
• Possible legal challenges such as Public Interest Litigations by citizen groups leading
to probable court intervention
• Corruption in government organizations leading to production of fake domicile
documents (residence proof)
• And more!

EXAMPLE

Imagine that you (CEO) want to launch a new travel booking application in the market.

• Who are the stakeholders according the CATWOE?

Stakeholder 1: Customers

• Passengers who want to travel (Seniors, Students, Millenials, Married Couples,

Working Corporate etc)

• Travel agents who book tickets

• Indian Railways, State & Private Bus Providers , Airlines
• Hotels & Resorts
• Banks & Payment Gateways
• And many others!

Stakeholder 2: Actors

Your organization

1. Marketing Team
2. Sales Team
3. Customer Service Team
4. HR Team
5. Design Team
6. Partners

Stakeholder 3: Transformation

I feel that existing apps are looting the people. They don’t have tie-ups with good hotels,
resorts & are not providing good lucrative deals/offers for the customers.

Instead, they are charging very high commission prices. Additionally, the look & feel of
the application is very poor & not everyone is comfortable in using it.

So, I would want to launch an app in market that will provide several good options for the
customers by forming tie-ups with many quality airlines, bus-service providers, resorts
etc. Also, I wont charge too high commission prices for the customers but instead
provide good look & feel for the app. That will automatically help more people to use the
app.

The popularity of the app will be so compelling that banks will provide attractive
deals/offers

for the customers.

In the end; I just want to make Ticket Booking a very pleasant & smooth experience.

Stakeholder 4: Worldview

• Travel Agents
• Small investors
• Folks who check tickets (Train Ticket Collectors, Gate Security Staff @
Airports, Check-in attendants @ hotels/resorts)

Stakeholder 5: Owners

• Venture Capitalists
• Angel-Investors
• Mentors
• Board Members
• SEBI & similar organizations
• Auditors
• Playstore, iOS etc

Stakeholder 6: Environment Constraints

• Competitors / Lobby
• Technical Constraints – E.g:- Removal of app from Play store because of poor ratings
• Employee Unions - E.g:- Poor treatment allegations from workforce
• Investment Related Constraints – E.g:- Changes in policy that will affect investments

MIND-MAP

• Great tool for ideating & getting unstuck

• Simple free association of words, one after another, to open up idea space
• Being visual, generates lots of ideas by bypassing the inner logic / verbal sensor

•Tool to represent how ideas are linked to each other and to the central idea

•Used to generate, visualize, structure and classify items.

•Helps to look for patterns & insights

•Displays data, clusters them and helps themes & patterns to emerge

•Provides decision criteria

•Success lies in being a team activity

•Taps into the power of visualization

Design Thinking
Design is a process of working to develop solutions in a conscious and innovative way in which
both functional and aesthetic requirements are included based on user needs. Design thinking
is a non-linear, iterative process that teams use to understand users, challenge assumptions,
redefine problems and create innovative solutions to prototype and test.
• Design Thinking is the art of creative problem solving.
• It brings creativity and innovation to your day-to-day processes by
reshaping/recalibrating your thinking.
• Design Thinking uses empathy and experimenting to arrive at innovative solutions.
• The ‘human element’ and/or ‘end user experience’ is the key to design thinking.
 The Five Stages of Design Thinking
The Hasso Plattner Institute of Design at Stanford (aka the d.school) describes design
thinking as a five-stage process. Note: These stages are not always sequential, and
teams often run them in parallel, out of order and repeat them in an iterative fashion.
• Stage 1: Empathize—Research Your Users' Needs
Here, you should gain an empathetic understanding of the problem you’re trying to
solve, typically through user research. Empathy is crucial to a human-centered design
process such as design thinking because it allows you to set aside your own assumptions
about the world and gain real insight into users and their needs.
 • Stage 2: Define—State Your Users' Needs and Problems
It’s time to accumulate the information gathered during the Empathize stage. You then
analyze your observations and synthesize them to define the core problems you and
your team have identified. These definitions are called problem statements. You can
create personas to help keep your efforts human-centered before proceeding
to ideation.
• Stage 3: Ideate—Challenge Assumptions and Create Ideas
Now, you’re ready to generate ideas. The solid background of knowledge from the first
two phases means you can start to “think outside the box”, look for alternative ways to
view the problem and identify innovative solutions to the problem statement you’ve
created. Brainstorming is particularly useful here..
• Stage 4: Prototype—Start to Create Solutions
This is an experimental phase. The aim is to identify the best possible solution for each
problem found. Your team should produce some inexpensive, scaled-down versions of
the product (or specific features found within the product) to investigate the ideas
you’ve generated. This could involve simply paper prototyping.
• Stage 5: Test—Try Your Solutions Out
Evaluators rigorously test the prototypes. Although this is the final phase, design
thinking is iterative: Teams often use the results to redefine one or more further
problems. So, you can return to previous stages to make further iterations, alterations
and refinements – to find or rule out alternative solutions.
Design Approaches
The 5 step design

Design thinking process

• The 5 stages in the Design Thinking Process.
• Enables you to think in an efficient and effective manner.
• This is a human-centered future-focused process.

Step 1: Feel/Observe
• To observe clearly what is happening around in any situation. To empathize and to look
beneath the surface.
• Types of observation:
 - Cartographer: An Entire Perspective Mindset- A bird’s eye view.

He is a visualizer of the ‘big picture’. Similarly in Design Thinking it involves looking at and
visualizing the entire scenario.
- Detective: Expertise Mindset
He observes the pattern in a different perspective, something that no one thought
of. Similarly, blind spots in the Design have to be identified.
- Reporter- Interrogative Mindset

He articulates the problem in an appropriate manner to ask the ‘right question’. Similarly,
asking questions will unable to unearth the blind spots in a design.
Step 2: Define the Problem
The identification of the problem statement is key in the Design process.
• Asking a lot of questions will enable them to arrive at the right problem.
• Only one problem solving can be done at a time. So, defining the problem is vital.
• The problem can only be solved by identifying the root cause. Only then can an
appropriate solution can be arrived at. The tool to identify the root cause is the ‘5-Why’
tool. You need to keep asking ‘Why’ to narrow down on the problem statement. An
example from the inventor of 5-Whys is given below:

Talichi Ohno, the creator of the 5-Why technique, for root cause analysis:
1. “Why did the robot stop?”

The circuit has overloaded, causing a fuse to blow.

2. “Why is the circuit overloaded?”

There was insufficient lubrication on the bearings, so they locked up.

3. “Why was there insufficient lubrication on the bearings?”

The oil pump on the robot is not circulating sufficient oil.

4. “Why is the pump not circulating sufficient oil?”

The pump intake is clogged with metal shavings.

5. “Why is the intake clogged with metal shavings?”

Because there is no filter on the pump

What do you think?
Is “NO FILTER ON THE PUMP” the root cause?
Example 3: Based on an Example from Wikipedia* Vehicle will not start
S.No. Question
1 Why will the vehicle not start?
2 Why is the battery dead?
3 Why is the alternator is not functioning?
4 Why is the alternator belt broken?
Why was the alternator belt was well beyond
5 its useful service life and not replaced?
Answer
The battery is dead.
The alternator is not functioning.
The alternator belt has broken.
The alternator belt was well beyond its useful
service life and not replaced.
The vehicle was not maintained according to the
recommended service schedule.

Step 3: Divergence
Ideate, What if & Brainstorm.
• In this step idea generation will take place based on two patterns
- Pattern: with no defective ideas (positive)
- Anti-pattern: with few defective ideas (negative)
• By connecting these two patterns in affinity, we can arrive at an appropriate idea
• Ideas have to be in a cluster keeping the main goal in mind, by which the right idea to
solve the right problem can be obtained.
• Everybody should contribute ideas and there should not be any judgment or bias.
• Brainstorming and Mind map are excellent tools to come up with a variety of ideas.
• Encourage conflict of ideas to come up with more ideas.

Step 4: Convergence
What works and connecting the dots.
• From ideas that evolved from the divergence process, now it’s time to make choice on
the best ideas.
• Make choices among pooled ideas by categorizing them into the following categories:
- Quickest Impact Ideas
- Boldest Ideas
- Long Lasting Ideas
• To arrive at which idea works best, connect the dots from the previous process.
• Testing of the desired solution to find out if any flaws exist within the Design
Thinking Process.

Step 5: Communicate /Tell Your Story

Tell your story.
• Storyboard presentation of the idea and processes, helps to communicate in an efficient
manner.
• Communication is the energy engine, which makes the ideas run.
• By connecting the ideas as a story, it will avoid distraction in the target audience.

• This also helps in converging ideas & effectively presenting the ideas to the target
audience.
• Many good ideas have been killed as they were not properly presented /
Communicated to the intended audience.
• Story needs to be told in the language of the user.
Creativity

Creativity is defined as a process of turning new and imaginative ideas into a reality.
The main characteristics of creativity are having the ability to perceive the world into
new and different ways. The main objective of being creative is making the connection
between apparently the unrelated singularities for generating solutions. Generally,
creativity or being creative involves two important processes which include thinking
and then producing. Basically, creativity is a process of developing something new into
being. Being creative required a person to be passionate and committed.
Innovation

In simple words, innovation can be defined as introducing new things or ideas or

specific ways of performing some tasks. Innovation can be explained as a procedure
that is comprised of different activities that are used for uncovering new ways for
performing tasks. Innovations are helpful in generating bigger opportunities and are
considered crucial for the survival, economic growth and success of the organization.
The innovation process is helpful in emerging new ideas and is considered a driver for
enhancing operations. In terms of business, organizations that implement innovation
have the opportunity of setting the organization in a diverse paradigm for identifying
new opportunities and appropriate methods for solving existing issues.
Design Mind
Design mind is having a 3-Dimensional mindset.
Notice how on a tree several birds co-exist without any conflict vs. having a 2-Dimensional
mindset like that of territorial animals that exists in a group and identify themselves only with
that particular group.
• A good mind is a curious mind.
• A mind ready to unlearn and learn again.
• A mind ready to look beneath the surface.
• A mind ready for creative problem solving.

Design Mindsets are the lenses that we wear to be more creative, user-centered, and agile.
6 Key Steps to a Design Thinking Mindset

While early references to design thinking have been around since the 1950s, the
framework truly became relevant to business in the 1990s when David Kelley
founded IDEO, a consulting company that applied a human-centric approach to
designing better physical products. According to Tim Brown, President and CEO
of IDEO, “Design thinking is a human-centered approach to innovation that draws
from the designer’s toolkit to integrate the needs of people, the possibilities of
technology and the requirements of business success.” Today, the company
leverages this methodology to create positive change within complex systemic
challenges, from healthcare to education.

For decades, designers have used design thinking to develop products or services,
but only in the last decade has the wider business community applied the
approach. From product development to customer experience to digital
transformation, the application of design thinking has proven to have significant
impact. It is a process that revolves around people and user needs, ideating to
meet those needs, and developing products and solutions that are both impactful
and sustainable. Design thinking also instills a collaborative and experimental
attitude within the organization.

Many organizations have interpreted the design approach using their own
terminology, but for the purposes of this Advisor, we will use IDEO’s language. The
three overarching themes of the process are inspiration, ideation, and
implementation:

1. Inspiration. People, from customers to employees, are at the heart of the

design process. The process should aim to capture their true motivations,
better understand their challenges, and offer inspiration from their stories.

2. Ideation. Do not limit yourself to what has worked in the past. Instead,
explore audacious ideas to solve wicked problems.

3. Implementation. This involves the process of building prototypes, testing

hypotheses, getting feedback, and iterating the idea, so that you either fail
fast or build solutions that have been validated and codeveloped by the
user.

To illustrate these themes further, we have broken them down into the
following six key steps: frame a question, gather inspiration, generate ideas, make
ideas tangible, test to learn, and share the story.

1. Frame a Question

Identifying the question we are looking to answer is the first step in the process.
The question or problem statement determines the approach to the solution, and
it becomes a guiding force throughout the process. To help generate better
outcomes, a question or problem statement is usually framed in the following way:
“How might we…?“

For example, if we encountered an issue with the brakes on an automobile, our

initial problem statement might be: “How can the brakes supplied to the
automobile maker be improved?” But after more thoughtful consideration, we
might frame the question as: “How might we improve safety in an automobile’s
stopping system?” This framing expands our review to the whole ecosystem,
potentially leading to more innovative, cost-effective, or holistic solutions.
2. Gather Inspiration

Our aim here is to obtain a better understanding of the people or problem and
discover users’ unmet needs. We can achieve this through empathy — putting
ourselves in someone else’s shoes — so that we see the world through their eyes,
developing a deeper connection and not judging them. Synthesizing
these findings leads to insights, which are the foundation of the design process.
Some empathy-generating activities include the following:

• Observation — learn what people do in their natural environments.

• Interviews — better understand emotions, motivations, and challenges.

• Immersion — immerse oneself in the context of one’s subject (e.g., Walt

Disney, when developing Disneyland, would kneel down to understand a
child’s perspective).

• Journey mapping — create a timeline of the user journey that helps

visualize pain points and emotions to better understand the user’s
experience.

3. Generate Ideas

This is the phase in the process where we push past assumptions to get to the
breakthrough ideas. There are many techniques to generate ideas, and as our
primary goal is to generate volume, we defer judgment, looking for as many wild
ideas as possible. Six Thinking Hats, mind mapping, and word associations are a
few brainstorming tools to consider. Once we have generated a long list of ideas,
we group and filter them.

4. Make Ideas Tangible

This is the process where we create low-fidelity prototypes, such as story boards,
role playing, or wire framing, to bring ideas to life.
5. Test to Learn

We prototype so that we can present and test ideas to gain timely feedback in
order to build on the idea or make changes to it with the help of customers — our
users. The goal is to refine the ideas by gathering feedback and experimenting
forward. We should do this quickly and iteratively, to better understand what
works or what does not.

6. Share the Story

By sharing results, whether positive or negative, we create a learning environment

that inspires organizations and people to continue to take action. Stories help ease
the tasks inherent when implementing solutions because they create a sense of
authenticity.

4 Essential Mindsets To Design Thinking

Today’s workplace calls for a new style of leadership to embolden and accelerate innovation.
Design Thinking offers a novel way of discovering opportunities in the marketplace, generate
better ideas with your team, and quickly learn what works and doesn’t work.

There are 4 essential mindsets to Design Thinking:

Work together. Important problems worth solving are often situated in complex systems
which involve many stakeholders. To design sustainable, useful, and meaningful solutions,
understanding and integrating different perspectives is imperative. Dr. Teresa Amabile finds
that for truly complex problems, it’s not enough to depend on a single expert with a single
perspective. Innovation occurs at the intersection of existing fields. When people with diverse
backgrounds get together, you can more quickly get to novel insights and solutions. As an
example, when the Erie Community Health Clinic was working on a new online medical health
record system, the design team included a medical doctor, a social worker, a patient, a care
giver, and technician who maintained the website. In everything from design research to idea
generation to user testing, it’s vital to work together.
Build to learn, not to impress. Learning and innovation are tightly linked. We learn more
when we focus on what is possible rather than be pre-occupied with appearing to have all of
the answers. This mindset is based on Dr. Carol Dweck’s twenty years of research on fixed and
growth mindsets. Dr. Dweck finds that people who believe intelligence is a matter of genetics,
will avoid failure at all costs. They strive to be right believing it will make them competent.
However, striving to impress others causes people to do what they know rather than explore
what they don’t know. By contrast, people who have a growth mindset, are constantly seeking
learning opportunities. They are driven by the belief that you can always learn more and
improve through practice. Failed attempts are not a sign of inadequacy and risks are happily
taken. As an example, the Erie Community Health Clinic built many rough inexpensive mock-
ups out of paper and cardboard to understand how to improve health care. Their exploration
included understanding the necessary size of the electrical medical record interface, placement
of the monitor in the exam room, and sequence for data entry, and so on. The team focused on
the direct, actionable feedback elicited from the mock-ups to enable learning rather than the
avoidance of dead-ends.

Take many paths is based on research that when we commit to a single idea early, we are less
likely to learn. Throughout the course of a project, learning from mistakes tends to be more
costly. Good and bad ideas expose important gaps in knowledge and we are better at comparing
between many options rather than providing an absolute judgment. Management researcher Dr.
Steven Thompke, finds that systematic testing of ideas enables organizations to learn whether
ideas have promise. As an example, when creating the medical record system, the team aimed
to create at least three different mock-ups at each stage of the design process so that they would
not fixate on a single solution, but rather keep in a state of exploration.

Embrace change is based on research that finds that innovators actively desire to change the
status quo and regularly take risks to make the change happen. Steve Jobs talked about “putting
a ding in the universe,” Skype cofounder Niklas Zennström “being disruptive, but in the cause
of making the world a better place” and Jeff Bezos wants to “make history.” They avoid the
human tendency to prefer the existing state of affairs to alternative one. My own research found
that it was easier to take risks and learn from mistakes when embracing design innovation’s
mission of embracing change. The interdisciplinary design team described in the previous
examples, had a vision to transform health care and knew that their unflinching willingness to
taking risks and learning from mistakes was the only way to get there.
While these mindsets are easy to say, they can be hard to foster in a work environment where
people are busy with their current work and resistant to change. People have the tendency to
worry that those watching are evaluating their performance. They feel unsafe when learning
from experimentation. And they perceived prolific experimentation as expensive (requiring
time and effort) and threatening to their job security.

Great leaders provide inspiration to follow these mindsets by setting an inspired vision for the
organization’s future when following these mindsets. They set clear boundaries making it
easier for people to take risks. They provide opportunities to grow in these mindsets. But most
importantly, leaders lead by example.

Design thinking approach can be used to design your own organization and in doing so, you
can be a role model to your employees. So your challenge as a leader of innovation is as
follows: How might you design your human resource strategy? Your hiring approach? Your
jobs? Build your team? Arrange your physical space? And more.

Design Mindsets are the lenses that we wear to be more creative, user-centered, and agile.

Qualities you need to get that design thinking mindset:

1. Be curious and observe If you look deep into design thinking, you will see that it is actually
all about being curious. It’s about being a keen observer of things around you. You need to be
curious about why things are the way they are, why things don’t work, or why people behave
the way they do. Once you nurture the mindset of being curious, you let go of judgment, and
seek to better understand everything around you. Being observant is about paying attention to
the finer details. It is not just looking at things looking underneath the top layer is what you
need to learn. Observation and curiosity go hand in hand- ask questions when you start
assuming, and seek to understand what you don’t know. Curiosity will ultimately lead you to
gain empathy for both the people and systems in place, help you connect with individuals and
deepen relationships, and see problems from new perspectives.

2. Create and harbor empathy The next important thing that follows curiosity is empathy.
When you are designing products/solutions for someone else, the biggest challenge is
to understand the people you are designing for. We often take users for granted, or worse, we
tend to assume how they experience the world. We think that they experience it as we do and
that is where we go wrong. The key is to get an understanding of user’s mental models, and
how the world looks from their perspective. This is where empathy comes in handy to
understand how they think, feel, and behave every day, especially in environments and
situations that relate to your product or service.

How, and most importantly, why do they feel and behave the way they do? Empathy allows
you to understand this. So, how do you gain empathy and get those insights? The best way to
gain empathy is by engaging directly with the people. Methods such as co-design sessions,
ethnography/user research, and interviews can help you uncover how and why they see any
value in your product. All this information put in an experience map is the way where you can
analyze digital behavior, and it can help you understand how people behave, as well as what
they might expect from your product or service.

3. Don’t just optimize- challenge to innovate There is always a first time for everything. It is
applicable to all of us. Henry Ford once said, “If I asked what people wanted, they would say
faster horses.” Or like Steve Jobs said: “Often people don’t know what they want until you
show it to them.” Before the iPhone, we simply did not know how to use a phone without a
dial pad. Every day, we make assumptions based on previous experiences, and a lot of those
are based on a ton of experiences, are more or less accurate, and also help lower our cognitive
load. However, when solving problems in new and innovative ways, a designer must challenge
assumptions and constraints that are often unconscious.

The assumptions of what you can and cannot do, how it’s done today, unwritten rules you set
up for yourself, and so on. Challenging your assumptions helps you challenge the status quo,
and ask: “How can this be done better?” What we call a “problem” is often more a symptom
of an underlying cause. When we dive in too quickly to fix a symptom, the effect will
eventually come back or happen again. Instead, we need to address the cause to create more
permanent change. Innovation happens when the inspiration comes from the underlying cause.

4. Consider the big picture Design is about understanding the little details about the users we
are designing for; however, the big picture is just as important. It is very easy to get too close,
and get caught in the specifics of what we are designing, and much easier to forget why we are
designing it the first place. Your users are part of many technological and social systems that
already have a significant impact on their belief systems and mental models. So, looking at the
bigger picture means you consider how these systems in play will influence the innovation, and
how the innovation will influence these systems.

We need to keep in mind that customers don’t use your product merely for the sake of using it,
but for the value it provides. When you focus on the bigger picture, you focus on the value,
you focus on the why- and that will allow you to make better and more relevant decisions
around the things you design. Focusing on the value enables you to create something that
customers want to pay for, share, and come back for. By keeping the big picture in mind, we
can better set the right constraints, tap into the right values with solutions that fit in seamlessly
and make an effort not to create new problems, when solving the current.

I believe designing anything new starts with a mindset. One we shouldn’t confine to business
context, but in everything we do –family, relationships, culture, politics, society - we need to
have a positive impact to create change. If more of us got a little better being empathetic and
curious, we could also get better at providing value in other people’s lives.
5 elements of Design Thinking

The guiding principle behind Design Thinking is putting users and their needs at the
center of business. It’s about designing for change and creating new value.

Instead of designing a product and trying to find ways it will make people’s lives
better, you start by looking at what users really want and need and work toward that
goal. You look at the whole user experience from their perspective. And the more
complex the project gets, the closer you need to look.

Focusing first on the experience rather than simply rushing ahead to just “solve the
problem” leads to faster, more successful solutions and results.

There are five key elements of the Design Thinking process:

1. Human-centered. If you don’t understand the person who will be using the
thing you’re trying to create, it simply won’t work. This principle starts with
empathy and focuses on research to really understand people—clients,
customers and users.
2. Creative and playful. Creating an open, playful atmosphere is critical to
fueling creativity. It allows you to frame the problem in a new way, look at it
from different perspectives and consider a variety of solutions.
 3. Iterative. Once you’ve come up with a solution or product, it’s important to
keep challenging and reframing the problem. Test, iterate, test and test again.
Early rounds of testing and feedback helps ensure you are delivering
solutions that people will love.
4. Collaborative. People with diverse perspectives work together, creating
multidisciplinary teams that encourage different viewpoints and client co-
creation. Working in a flat hierarchy.
5. Prototype driven. A prototype can be used to communicate and test your
data. Whether it’s a sample product or an idea drawn on paper, creating
tangible representations of your solutions allows for sharing and gathering
feedback.

If you need to solve a problem, you can grow your team’s creative capacity by
focusing on three core design thinking principles, or the 3 E’s: empathy, expansive
thinking, and experimentation.
Empathy
It’s great to create an innovative product or service. It’s not so great to build one
that’s useless to people. That’s why your users should be your No. 1 focus. When
you can empathize with them and take inspiration from their needs, feelings, and
motivations, your team can create meaningful solutions to actual problems.

Begin each ideation exercise by discussing the people who will use your product or
service. If possible, talk to those people directly. In the mid-2000s, Google re-
evaluated its hiring process, which used to take six to nine months. Part of this re-
evaluation included hearing how “everyone had a story about their bad interview
experience with Google.” By empathizing with interviewees, Google’s HR team could
come up with effective ideas that focused on substantially reducing Google’s time to
hire and improving the overall candidate experience.

Expansive thinking

Expansive thinking, also known as brainstorming, is all about creating multiple ways
to solve a problem or improve a situation. Instead of trying to think of one perfect
solution, think about reframing your problem or looking at it from all conceivable
angles to get several possible solutions. It’s OK that most of the ideas your team
comes up with won’t end up working.

To begin your brainstorm, try challenging your team to come up with ideas that aren’t
just 10% better than the status quo but 10X better. Basically, thinking big — like,
really big — can give you radical new ideas.

When a Google team began working on what would become Loon — an initiative to
provide internet service to unconnected communities around the world (and now an
Alphabet subsidiary) — they applied 10X thinking. This moved them from limited
solutions, like installing more fibers, to a truly innovative solution: using a network of
balloons traveling on the edge of space to deliver connectivity.

Experimentation

Once you have a list of ideas, you’ll need to start learning which ideas work and
which ones don’t — fast. This is where you begin experimentation or building
prototypes.

In the prototyping phase, you’ll build an early-stage version of your idea and test it
out on a small group to see what actually works. Then, gather data to decide if it
makes the most sense to move your idea forward, kill it, or tweak it.

Decide based on the project how you’d like to prototype. For example, you can test
a product internally before releasing it to the public, or release a new service in beta
to get feedback from people outside the company before a wide release. In 2014,
the Google Primer team released a stripped-down, beta version of their educational
app containing only 12 lessons that they then tested with select users. This helped
the team refine both the UX and the content of the app, preparing them to launch the
official Primer app a year later.
Design thinking is an innovative problem-solving methodology that’s accessible to
anyone and everyone. By empathizing with your users, practicing expansive
thinking, and experimenting with your ideas, you and your team can tap into your
collective creative power.

The Golden Circle

The core of Simon Sinek’s “Start With Why” is his discovery of The Golden
Circle. There are three parts of The Golden Circle: Why, How, and What.

Why: Very few people or companies can clearly articulate why they do what
they do. This isn’t about running a profitable company—that’s a result.
Why is all about your purpose. Why does your company exist? Why do you
get out of bed in the morning? And why should anyone care?

How: Some people and companies know how they do what they do. Whether
you call them a ‘’differentiating value proposition’’ or a ‘’unique selling
proposition,’’ HOWs are often given to explain how something is different
or better.

What: Every single company on the planet knows what they do. This is true
no matter how big or small the company is, or no matter what industry they
belong to. Everyone can easily describe the products or services their
company sells or the job function they have within the company.

When we start with “Why”, we go from the inside out of the circle. “Why” is
the reason to buy and the “Whats” merely represent the tangible products
as a proof of that belief. “Whats” are the reasons we can point to rationalize
why we so much like a company over another.

Simon Sinek cites the example of Apple. In his opinion, Apple is technically
no different from its competitors. But Apple communicates from the
“Why.” Apple’s “Why” is to challenge the status quo and empower the
individual. And their challenging the status quo is a pattern repeating in all
they say and do, which is the reason why people perceive Apple as authentic.

‘START WITH WHY’ BY SIMON SINEK

‘Start with Why’, is a best selling book by Simon Sinek. It tells you why ‘The Why’
for everything around you is important. Simon has written the book to inspire
others to do things which inspire them.

The key point Sinek emphasises in this book is that it is the ‘Why’ that builds
businesses and not What or How. He says, “People don’t buy WHAT you do; they
buy WHY you do it.”
Here are some key things I learnt from the book. I’d like to share them with you.
Perhaps this will convince you to read the book as well.

The Golden Circle

In this book, Sinek has introduced and explained concept of the Golden circle very
well. It is the basis of the book. He has justified the concept with numerous
examples throughout the book.

• “When communicating from the inside out, however, the WHY is offered
as the reason to buy and the WHATs serve as the tangible proof of that
belief.”
• “When most organisations or people think, act or communicate they do so
from the outside in, from WHAT to WHY. And for good reason — they go
from clearest thing to the fuzziest thing. We say WHAT we do, we
sometimes say HOW we do it, but we rarely say WHY we do WHAT we do.
• Very few people or companies can clearly articulate WHY they do WHAT
they do. By WHY I mean your purpose, cause or belief – WHY does your
company exist? WHY do you get out of bed every morning? And WHY
should anyone care?

Other key things I learnt from the book

There are many other things in the book that opened my mind to a world of
thought-provoking possibilities. I am summarising them here in point-form for
easy reading.
 • When we start with WHY in everything that we do, we inspire action in a
way that WHAT doesn’t. That’s because WHY engages our emotions, while
WHAT engages our logical brain.
• When we try to sell the WHAT, we have to rely on manipulations like price
to influence people. When we focus on attracting customers that
understand and believe in our WHY, we build trust. Trust leads to loyalty,
and loyalty leads to word-of-mouth business.
• There are only two ways to influence human behavior: you can
manipulate it or you can inspire it by giving purpose. Any manipulation is
short term, Inspiration is long term.
• ‘You don’t hire for skills, you hire for attitude. You can always teach skills.’
• “Leadership requires two things: a vision of the world that does not yet
exist and the ability to communicate it.”
• “Working hard for something we do not care about is called stress;
working hard for something we love is called passion.”
• “Being the leader means you hold the highest rank, either by earning it,
good fortune or navigating internal politics. Leading, however, means that
others willingly follow you—not because they have to, not because they
are paid to, but because they want to.”
• “Great leaders are those who trust their gut. They are those who
understand the art before the science. They win hearts before minds.
They are the ones who start with WHY.”
• “Passion alone can’t cut it. For passion to survive it needs structure. A why
without how has little probability of success.”
• ‘Average companies give their people something to work on. In contrast,
the most innovative organisations give their people something to work
toward.”
• People who love work are more productive and creative. They go home
happier and have happier families. inspired employees build stronger
companies, economies and world we live in. I wrote this book to inspire
people to do the things that inspire them so together we can build the
world where trust and loyalty are norm and not the exception.
• “There are many ways to motivate people to do things, but loyalty comes
from the ability to inspire people.”

This book is not written to tell you how and what or course of action but cause of
action.“Finding WHY is a process of discovery, not invention.”

The Power of Starting with Why

There are very few leaders, products, or companies that create movements. Very few

leaders that inspire loyalty, not just a single transaction. Very few leaders that motivate

their followers and employees to stick with them through thick or thin.

Think of leaders like Martin Luther King Jr. Or companies like Apple, Southwest Airlines,

or Harley Davidson. These leaders and companies started movements. They have
incredibly loyal followers and customers.
What is it that separates them from the rest? It’s that these leaders, products, and

companies start with WHY.

In his book Start With Why, Simon Sinek explains why this approach works, and how

every aspiring leader can incorporate it. As Simon mentions throughout his book:

“People don’t buy WHAT you do; they buy WHY you do it.”

The Golden Circle

Simon provides a useful framework for his approach to leadership: the Golden Circle. At

the center of the Golden Circle is WHY. The next concentric circle is HOW. And finally, the

outermost circle is WHAT.

The Golden Circle: Why, How, What

Every leader and company knows the WHAT. They can describe their products, their

industry, and their competitors. Some companies also know HOW they do WHAT they do

— their unique differentiators, their value proposition, and their values. But few

companies know or articulate their WHY — their purpose, their cause or their belief. The

WHY is their reason for being. And the WHY is why anyone should care.
Since the WHAT is the easiest to know and articulate, most leaders and companies start

with WHAT. Sometimes they will also discuss HOW, but they rarely talk about WHY.

With respect to the Golden Circle, they go outside-in.

Simon advocates that we should invert the order. Go from the inside-out in the Golden

Circle. Start with WHY, discuss the HOW, and end with WHAT.

The right way to inspire is to communicate inside-out

As Simon writes:

“When most organizations or people think, act or communicate they do so from the outside

in, from WHAT to WHY. And for good reason — they go from clearest thing to the fuzziest
thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do

WHAT we do.”

“When communicating from the inside out, however, the WHY is offered as the reason to

buy and the WHATs serve as the tangible proof of that belief.”

Apple starts with why

A good example that Simon discusses is Apple. Is Apple a computer company? A

consumer electronics company? A smartphone company? These are all expressions of

WHAT. If Apple only identified itself with the WHAT, you might rightly ask, “What the

heck is Apple doing in all of these disparate industries?”

But Apple doesn’t start with WHAT. They start with WHY. In the early 2000s, Apple

started a campaign to communicate the WHY called “Think Different.”

Throughout its history, Apple has been a challenger, a disruptor, an innovator. With the

Apple computer, they did this with the computer industry in the ‘70s and ‘80s. With
iTunes and the iPod, they did it again with the music industry in the early 2000s. And

with the iPhone, they did it again with the mobile phone industry in 2007. Each time,

they stayed true to their WHY: “Think different.”

Millions and millions of consumers identify with the WHY. It’s why every single iPhone

release is an industry phenomenon. It’s why customers camp out overnight and line up

around the block for hours to get their hands on the newest iPhone. It’s why customers

are willing to pay premium prices, even when cheaper Android alternatives exist. As

Simon reminds us throughout the book:

“People don’t buy WHAT you do; they buy WHY you do it.”

In the case of Apple, they’re buying the WHY of “Think Different.” Of challenging the

status quo, of being an innovator.

As Simon writes:

“We want to be around people and organizations who are like us and share our beliefs.

When companies talk about WHAT they do and how advanced their products are, they may
have appeal, but they do not necessarily represent something to which we want to belong.

But when a company clearly communicates their WHY, what they believe, and we believe

what they believe, then we will sometimes go to extraordinary lengths to include those

products or brands in our lives.”

Starting with WHY gives your followers and customers a way to identify with you on a

personal level. If your WHY matches their WHY, they are willing to stand with you

through thick and thin. Without a clear WHY, people default to the WHAT. Then you are

always caught in this struggle to differentiate yourself in the sea of WHAT. And you are

forced to differentiate yourself with features, or worse, with price. Simon describes this
well below:

“Products with a clear sense of WHY give people a way to tell the outside world who they

are and what they believe. Remember, people don’t buy WHAT you do, they buy WHY you

do it. If a company does not have a clear sense of WHY then it is impossible for the outside

world to perceive anything more than WHAT the company does. And when that happens,

manipulations that rely on pushing price, features, service or quality become the primary

currency of differentiation.”

WHY, HOW, and WHAT must all be in harmony

To build trust with your followers and customers, you need authenticity. What does that
mean in practice? It means that your HOW (actions) and WHAT (results) have to be

consistent with your WHY (beliefs). They all need to work together in harmony. People

can detect inconsistencies, and when they do, you are perceived as inauthentic and you

erode trust.

In order to create harmony between WHY, HOW, and WHAT, you need:
 • Clarity of WHY

• Discipline of HOW

• Consistency of WHAT

Clarity of WHY

You need to know your own WHY and be able to articulate that WHY in simple, clear

terms. For Apple, it’s “Think different.” For Southwest Airlines, its to be the champion for

the common man and to make air travel accessible to all. Bob Iger, CEO of Disney, boils

down their WHY to, “We’re in the business of telling stories.”

As Simon writes:

“You have to know WHY you do WHAT you do. If people don’t buy WHAT you do, they buy

WHY you do it, so it follows that if you don’t know WHY you do WHAT you do, how will

anyone else? If the leader of the organization can’t clearly articulate WHY the organization

exists in terms beyond its products or services, then how does he expect the employees to

know WHY to come to work?”

Discipline of HOW

Once you know and crisply articulate the WHY, you need the discipline to act in ways

that support your purpose. This is where HOW comes in. The HOWs are the values and

principles that guide your actions and decisions on a day-to-day basis. They are the true

differentiators of your product or service.

As Simon writes, the discipline of HOW can be more difficult than the WHY:
“Ironically, the most important question with the most elusive answer — WHY do you do

what you do? — is actually quite simple and efficient to discover… It’s the discipline to

never veer from your cause, to hold yourself accountable to HOW you do things; that’s the

hardest part.”

Consistency of WHAT

Finally, WHAT you do brings your WHY to life. A WHY is your core belief. HOWs are the

actions and decisions you take to support the WHY. The WHAT is everything you
produce. WHAT includes your products and services, but also your “marketing, PR,

culture and whom you hire.”

It is critically important that WHAT you produce is consistent with WHY and HOW. The

WHAT is the tangible proof that people see, and the WHAT needs to be reinforced over

and over again to build trust. As Simon writes:

“If people don’t buy WHAT you do but WHY you do it, then all these things must be

consistent. With consistency people will see and hear, without a shadow of a doubt, what

you believe. After all, we live in a tangible world. The only way people will know what you

believe is by the things you say and do, and if you’re not consistent in the things you say and

do, no one will know what you believe. It is at the WHAT level that authenticity happens.”

Applying “Start with Why”

The principle of “Start with Why” can have powerful benefits in everything we do. In a

sales discussion with a new customer, we can start with WHY to help customers self-

select as to whether they believe in our cause. If they do, they will buy into WHY we do it

rather than WHAT we do, which can set the stage for them to become a loyal customer.
As a result, they will be willing to pay a premium, put up with the occasional hiccup, and

be resistant to the manipulations of our competitors.

When recruiting, if we “Start with Why,” we can help potential employees self-select as to

whether they believe in our cause. If they do, they will buy into WHY we do WHAT we do.

In a startup, this belief in the WHY — the purpose — will sustain the employees through

the inevitable ups and downs. When the company makes a major pivot, the employees

will stand with them through thick and thin because they believe in the WHY. And when

other companies come calling with solely extrinsic manipulations of better salary and

title, these employees will think twice about exploring those other opportunities.

We can also use “Start with Why” as our compass for decision-making. When pursuing

anything new and innovative, there are so many unknowns. Despite that, there are

plenty of people who will tell you what to do, sometimes with a smug over-confidence.

“It’s so obvious — you should just do X. How can you be so dense not to see that?” If you

know your WHY, you can quickly and safely reject any HOW or WHAT suggestions that

are inconsistent with the WHY.

This last point is especially important for PMs and entrepreneurs. You need to be able to

focus. Steve Jobs once said, “Innovation is saying no to 1,000 things.” If you start with

WHY, you know your purpose. You can only do those few, important things that are
consistent with your purpose. And you can say “no” to the many feature ideas that you

hear for your customers, employees, and advisors that are inconsistent with your WHY.

You can also avoid the trap of focusing too much on your competitors and blindly

copying whatever features they introduce. What they’re doing may work for them, but if

it’s inconsistent with your WHY, it just doesn’t make sense to pursue. And more often

than not, what your competitors are doing is likely to be inconsistent with your WHY.
As Simon writes:

“Companies that study their competitors in hopes of adding the features and benefits that

will make their products “better” are only working to entrench the company in WHAT it

does. Companies with a clear sense of WHY tend to ignore their competition, whereas those

with a fuzzy sense of WHY are obsessed with what others are doing.”

As entrepreneurs, product managers, and leaders, we often depend on others for

support. We can’t bring about transformative change on our own. We clearly need the

help of others.

To earn true employee and customer loyalty, you have to start with WHY. Most people

start with WHAT because it’s the easiest thing to communicate. Then they may discuss

the HOW, but rarely the WHY.

In order to inspire, invert the order. Start with WHY (purpose), then HOW (values and

actions and differentiators), and then WHAT (products and results). To communicate

authentically, you need to keep WHY, HOW, and WHAT in harmony. People only see the

tangible evidence (WHAT), and if that is inconsistent with what you say your WHY is, you

appear inauthentic.

It’s not enough to just communicate the WHY once. As Simon writes:

“A company, indeed any organization, must work actively to remind everyone WHY the

company exists. WHY it was founded in the first place. What it believes. They need to hold

everyone in the company accountable to the values and guiding principles.”

So, if you’re starting a company, start with WHY. If you’re building a new product, start

with WHY. If you’re leading a team or an organization, start with WHY. Remember that
“People don’t buy WHAT you do; they buy WHY you do it.” The most effective leaders

always win the heart first, and then the mind. And the only chance you have to win the

heart if you start with WHY.

Asking the “Why” behind each example (5-WHYS)

(CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 52
 Asking the “Why” behind each example Cont…(5-WHYS)
(CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 53
 5-WHYS example (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 54

Example of applying the 5 Whys.

Problem – We didn’t send the newsletter for the latest software updates on time.

1. Why didn’t we send the newsletter on time? Updates were not implemented until the
deadline.
2. Why were the updates not implemented on time? Because the developers were still
working on the new features.
3. Why were the developers still working on the new features? One of the new developers
didn’t know the procedures.
4. Why was the new developer unfamiliar with all procedures? He was not trained
properly.
5. Why was he not trained properly? Because CTO believes that new employees don’t
need thorough training and they should learn while working.

You can notice that the root cause of the initial problem turned out to be something completely
different from most expectations.
Furthermore, it is obvious that it is not technological but a process problem. This is typical
because we often focus on the product part of the problem as we neglect the human factor.
Therefore, the 5 Whys analysis aims to inspect a certain problem in depth until it shows you
the real cause.
Keep in mind that “5” is just a number. Ask “Why” as many times as you need to complete the
process and take appropriate actions.

Benefits of the 5 Whys:

• It helps to quickly identify the root cause of a problem.
• It helps to differentiate between the contributing factors of a problem and its root
cause(s).
• It helps determine the relationship between different root causes of a problem.
• It can be learned quickly and doesn't require statistical analysis to be used.

When are the 5 Whys most useful?

When problems involve human factors or interactions. In all types of health, safety and
environmental situations whether investigating a personal injury or solving the reasons behind
an environmental incident.
Example of a 5 Why Analysis:
A worker looses the tip of his finger when it's pinched between a drive belt and an unguarded
pulley. The first step is to identify the problem. In our case it's self-evident. Continue to ask
WHY about each response to a question and when you are no longer able to answer the question
you've likely arrived at a root cause.
1. Why was the worker's finger crushed? His finger was caught between a moving pulley and
belt.
2. Why was the finger caught between the pulley and the belt? The guard on the pulley was
missing.
3. Why was the guard missing? A mechanic had overlooked replacing it.
4. Why was it overlooked? There is no written equipment servicing checklist.
5. Why is there no checklist? No hazard assessment was completed.

How to Apply Root Cause Analysis Using 5 Whys

Dr Rafiq Elmansy 08/02/20185 whys, Root Cause Analysis 5 min read
The root cause analysis aims to dig deep into a particular problem to identify the

primary cause behind it. One of the most significant challenges that face us when trying

to solve a problem is that what we perceive as the problem is not a cause, it is an

outcome effect of one or more root problems. As a result, the solutions we generate will

walk in a wrong direction and will not help to solve the issue at hand. Moreover, it can

make it more worth. Tools like 5 Whys, Cause-Effect diagram, and Failure Mode and

Effects Analysis are designed to help us to investigate the primary root cause of the

problem which can contribute to finding the right solution.

Previously, we explored other tools like the Failure Mode and Effects

Analysis and Cause-Effect Diagram that can explore the different causes of the complex
problems and understand why it occurs by investigating the possible factors that may

lead to the final outcome. However, it may be time-consuming tools for start-ups who

are assumed to be short in time and resources. Also, it may be more suitable for

complex situations rather than a simple one. The 5 Whys is another root cause analysis

tool that can help the team to investigate the root causes of a problem or number of

problems by asking a simple question (why) five times. Using both the cause-effect

diagram and the 5 whys tools together can help in getting more accurate results as we

will see later in this article.

Related articles:

▪ CATWOE: Building a Problem-Solving Checklist

▪ A Guide to the SCAMPER Technique for Creative Thinking
▪ How Design Thinking Approaches Problems
The 5 Whys tool is coined to Sakichi Toyoda, the Japanese inventor and founder of

Toyota Industries. He developed the technique back in the 1930s. It was applied in

Toyota and still used until today in finding the root cause analysis of the problems. The

tool is based on counter-measures methodology which does not only aim to identify the

root causes of the problem but also to prevent it from happening. This approach makes

it more efficient than the traditional methods that only target solving the final outcome

effect. This core concept behind the tools makes it practical and lean as it can be used to

investigate either one or more problems.

Contents
• Benefits of Using 5 Whys in Root Cause Analysis
• How to Apply the 5 Whys Tool
• Apply the Root Cause Analysis to Find Solutions
• Using the 5 Whys with the Cause-Effect Diagram
Benefits of Using 5 Whys in Root Cause Analysis
Besides identifying the root causes of a problem, there are other advantages of using the

5 Whys including the following:

 ▪ It can help us to determine the relationship between the origins of a problem as
continuous questions draw a linkage between different causes during the
discussion
▪ It is a simple tool that the team can learn how to use quickly and efficiently
during meetings. It doesn’t need any statical analysis for problems
▪ It is time flexible and lean tool that can be used to analyse both simple and
complex issues
▪ It can be used with other tools such as the cause-effect diagram and Failure Mode
and Effects Analysis to have an accurate outcome and to verify the findings and
ensure these they are the real root causes.
How to Apply the 5 Whys Tool
Before applying the 5 Whys in root cause analysis, we start with assembling the team

who usually consists of the stakeholders involved in the problem and represent the

different departments related to it. Then, we assign a facilitator who is expected to

manage the discussion among team members. The facilitator role is to ensure that the

process moves from one step to another with an in-depth analysis of the findings at

each stage. Also, the facilitator needs to make sure that the discussion is targeted and

the meeting is conducted within the planned timeframe and if more sessions are

required. Applying the 5 Whys tool can follow the below steps:

Step 1: Define the Problem

The facilitator defines and writes down the problem that needs to be investigated and

describe it accurately to ensure that all the team members clearly understand it. For

example, patients don’t attend their doctor appointment.

Step 2: Ask the Why questions

A sequence of around five why questions is formed based on the statement above as

follows:

▪ Patients don’t attend their/miss doctor appointment, why?

▪ The appointment message doesn’t alert them before the doctor session, why?
▪ The messages don’t have an alert feature, why?
▪ The system doesn’t allow repeated messages or link appointment to patient’s
calendar, why?
▪ The system doesn’t include an alerting or follow-up feature
Fig.1 Applying 5 Whys to problems
The last sentence seems to be the root cause of the patient missing appoints. The 5

Whys can take further steps until the team feels that they reached the real cause of the

problem.

Step 3: Discussing the results

The 5 Whys can take one route as shown in the example above or multiple directions

when there is more than one cause. In the case above, the team concluded the root

cause after only four why questions. The result is that they need a feature in the system

that can alert the patients before their appointment or allow them to add the appoint

meant to their calendar.

Apply the Root Cause Analysis to Find Solutions

The main aim of using the 5 Whys tool is to identify the root cause of the problem.

However, they need to investigate the solution of the root cause. Different techniques

can be used to solve problems such as the TRIZ method. The brainstorming can be used

as a simple tool to discuss the various possible solutions to the issue and explore its

parts.
Using the 5 Whys with the Cause-Effect Diagram
The cause-effect diagram helps users to identify all the possible causes of a problem

(effect). As the fishbone diagram shows below, the outcome includes objects from

different problem perspectives. However, these cause may not be the root causes of the

problem and need to be verified using the 5 Whys tool. Once the different reasons have

been identified in the fishbone diagram, the team can use the 5 Whys tool to explore the

real causes behind the problem and then put an action plan to solve the real causes of

the problem and prevent it from happening again.

Fig.2 Cause-effect diagram

The 5 Whys is one of the root cause analysis tools that can be used to efficiently solve

problems by digging deep into the root causes of the problem using the counter-

measure method. Its lean nature makes it easy to use and implement during

stakeholders meetings. While it proved its efficiency, it can be used either alone or with

other tools such as the brainstorming to find solutions or cause-effect diagram to

explore the different causes of the problem.

The Higher Purpose (CO1)

LD0 Framework Example for Innovation Input Index(CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 60
 VISUALIZATION - Dream after 5 / 10 years….. (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 61

Visualization is about using images. It’s not about drawing; it’s about visual thinking. It
pushes us beyond using words or language alone. It is a way of unlocking a different
part of our brains that allows us to think nonverbally and that managers might not
normally use.

Importance of visualisation in design thinking

Most of us suffer from whiteboard addiction. We find it easy to articulate problems
and concepts with boxes, circles, arrows and key words. Recently I happened to be
at a ‘formal’ meeting seated around a table trying to verbalize a problem and
develop a concept. 30 minutes into the meeting someone had the courage to break
the formality and started to draw on a piece of paper. What happened next didn’t
surprise me. It’s not the art that mattered, but the surfacing of the problem,
conceptualising ideas and gaining the engagement to shape it better.

Visualisation is a core component of the way that we communicate, whether we're

aware of it or not. When we're dealing with very complex problems, we're enacting
a different kind of problem solving that has to bring in more than just logic.
Visualisation is really important for the process of Design Thinking because it's
actually a way of unlocking a different part of our brain. It allows us to think in a
non-verbal way and access parts of our brain, our creativity. Most design thinkers
call visualisation as “the mother of all design tools”, because they are used in every
stage of the design thinking process.

Visualisation is equal parts listening, thinking and drawing. Listening is the input,
thinking is the processing and drawing is the output. These three skills work
together equally in understanding complexity, visualising outcomes to create new
possibilities.
Do not let drawing eclipse the importance of listening and thinking skills just
because it is more visible and tangible. In my own experience, we can cultivate this
skill set. Visualisation takes us beyond just using words or language alone. The
beauty of using Visualisation is that we can tap into a single picture. The more you
begin to use pictures, the more that you begin to diagram while you talk and create
a visual image for people of how you are thinking.

The world will always need people who can see the bigger picture - those who listen,
who find patterns, and make connections. The world around us is complex and
needs us to strengthen our ability capture and organise ideas. We need more clarity.
We need more shared understanding. We need more simplicity. The more likely
you are to achieve a sense of agreement and consensus with people, the more you
are likely to draw out conversation. In an environment where your ability to get
things done and to solve problems is dependent on other people being able to
understand you and align their ideas with yours.

It's really really important to be able to understand the way that you communicate
with people. The primary tools for thinking visually are really just mastering some
basic elements of imagining people, spaces, situations and actions or movements.
It's very easy to create a simple diagram – and most anyone can draw a stick figure,
a circle, a square, or an arrow. Those are the basic building blocks of creating a
Visualisation. We can unlock the power to think differently by doodling. Alicia
Diane Durand’s Discovery Doodles - The complete series is a good starting point if
you are in search of confidence and want to learn basic visual elements. I try to
practice with and learn from my three little girls Khairah (7), Safiyah (4) and
Hannah (2). The kids doodle naturally not afraid of judgement. I am not a Picasso. I
might not pass the high-school ‘arts’ exam even if return to it once again.

Visualisation has a role to play throughout the Design Thinking. It's an incredible
tool, in that sense, in that we're using those tools and that part of our brain at each
phase in the design process. It's not just something that has an application in one
part of the Design Thinking. It has many ways of being useful at different parts of
the Design Thinking process.
When you get to concept development, Visualisation becomes incredibly useful.
Your brain is creating pictures of something that doesn't yet exist. It's creating
pictures of something that will soon be. As we move forward into prototyping, we
get much more detailed in the way that we start to visualise. Then we create very
complex diagrams or maps of how we think the customer experience is going to
work ideally. Pictures and images enable us to not only help people understand
what it is we're trying to do but to help persuade them in the worthiness of that
particular idea or the strength of that concept.

This can be a little intimidating at first for some. I think that people will find that
once they start getting in the habit of doing that, you quickly see how the rest of the
room responds to you when you get up and you start drawing.

Importance of visualization in design thinking.

Most of the books that discuss the design thinking process, among which Change by
Design by Tim Brown, highlight the value brought by use of visual thinking. With some
authors even calling visualization tools “the mother of all design tools”, because they are
used in every stage of a DT process (Liedtka & Ogilvie, 2011: 49). On one hand, the
advocacy for visual thinking, hardly comes as a surprise when we take into account that
a large group of design thinking pioneers has a product design background. On another,
the concept of drawing, building prototypes and creating a mind map with research
insights is new to the business world. With business professionals often scared of
sketching and creating with their hands.
The question therefore is: how visualization tools help you create better-designed
solutions?

Understand the problem

In order to design the solution, first we have to build a good understanding of the
problem that we are trying to solve. Interviews, observations, desk research and other
research techniques that are applied during this phase generate huge amount of data –
data that has to be grouped and analyze. Creating a research wall is a great way to
display insights, photos, and artifacts – all the relevant research outputs in one place.
This approach helps us build connections between different findings and understand
the bigger picture. The visual aspect of the wall triggers idea generation and enables
project members to better understand research insights. For this reason design thinkers
often use tools such as persona which give a face to the customer/interviewee.

Visual tools that can be used for understanding the problem are for e.g. personas, mind
map, customer journey maps, moodboard, foto safari.
Idea generation
In his book Change by Design, Tim Brown states that drawing for designers is a way to
express their ideas and only drawing “can simultaneously reveal both the functional
characteristics of an idea and its emotional content.” It is not necessary to poses good
drawing skills – as the popular saying goes “picture is worth a thousand words” and
even a simple sketch can tell us more than a 10 minutes description of an idea. In a
group setting, visualization helps to spark idea generation. Seeing what other people are
drawing, adding elements to their drawing or simply discussing the sketches helps to
build on top of each others ideas. Brainstorming sessions can be also enhanced by the
use of visual props such as nudge cards to stimulate idea creation.

Drawing can benefit our understanding of how the idea unfolds through different stages
of the service, particularly when generating ideas for a new service,

Visual tools that can be used in idea generation are for e.g. 10×10, storyboard, nudge
cards
Build and test solutions
Citing Katja Tschimmel “in the same way that sketching helps the designer to think and
elaborate ideas, early prototyping is another way of visualizing and testing new
solutions (…) it is a visual manifestation of concepts, the transformation of an idea in a
testable model”. In another words, use of prototyping transforms ideas from drawings
on a paper to tangible solutions. This shift helps us explore different possibilities,
compare how the customers perceive prototypes, and improve solutions without
investing a lot of money. Prototypes tend to be “cheap and dirty”, which means that they
are not a polished solution but instead a working version of a service that is good
enough to be understood by the customer. For this reason, development of prototypes
doesn’t require a lot of time and money. Tim Brown summarizes it in a great way – “the
faster we make our ideas tangible, the sooner we will be able to evaluate them, refine
them, and zero in on the best solution”.

Visual tools that can be used for prototyping are for e.g. desktop walkthrough,
cardboard prototyping, paper prototyping, role playing.
 BALANCING PRIORITIES – 4 Quadrants of Stephen Covey
(CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 65

DBS SINGAPORE – Banking for theElders (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 67
 DBS SINGAPORE – Banking for theElders (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 68

Caring for your elderly parents

We all come to a stage in life, when we are faced with this question: What do I do
when my parents can no longer take care of themselves? It’s a question that elicits
strong emotions but uncertain answers – us wanting to help with the needs of our
elderly parents, but having limited time, energy, and perhaps financial resources to
draw upon.

Whether your parents are about to retire or are in active retirement, here are some
tips to help manage your finances when it comes to caring for your parents.

Tapping on schemes and subsidies

The cost of living in Singapore has increased significantly since our parents’ days,
but the government has in place a range of schemes and subsidies for seniors to
mitigate their expenses.

• Passion Silver Concession Card

If your parents are Singaporeans, 60 and above, get them to apply for a
Passion Silver Concession Card. It not only allows them to enjoy
concessionary travel rates on public buses and the MRT, but also receive
special privileges and benefits at Community Clubs, PA Outlets as well as
participating Passion Silver merchant outlets, on top of the existing benefits
and discounts given to Passion Card holders (of all ages) at over 1000
outlets.

Have more questions about the Passion Silver Concession Card? Get them
answered here.
• Pioneer Generation and Merdeka Generation package

Eligible seniors born before 1950 can take up the Pioneer Generation
package, while those born before 1960 can enjoy the Merdeka Generation
package. Each package offers a range of benefits including subsidies on
medical care, regular top-ups to Medisave accounts, and premium subsidies
for the MediShield Life insurance scheme.
• Home improvements

As your parents’ bodies age and become more susceptible to falls, making
some modifications to your parents’ home may be necessary. You could apply
for the Enhancement for Active Seniors (EASE) programme to retrofit your
parents’ HDB apartments with non-slip bathroom tiles, grab bars in the toilets,
and mini ramps, so as to ensure their safety and mobility. Depending on the
flat type, the subsidy can cover up to 95% of the total cost of enhancement
works.
• Mobility help
 If your parents require assistive devices like a wheelchair, special transport
arrangements to dialysis or day hospice services, or home healthcare items
(e.g. adult diapers, milk supplements), you can leverage on the Seniors’
Mobility and Enabling Fund which provides subsidies for these items. Some
restrictions apply so do find out if your parents qualify.
• Monetary assistance

Should your family income be insufficient to support your parents, you can
consider applying for assistance schemes such as the ComCare Long Term
Assistance (also known as Public Assistance), that provide cash payouts to
support sustenance. Elderly Singaporeans aged 65 and above on this
scheme will receive an additional Silver Support payout of $300 per quarter.
• Lease Buyback Scheme (LBS)

Another option for parents staying in HDB flats would be the Lease Buyback
Scheme (LBS). Under this scheme, elderly flat owners of all flat types (except
short term lease, HUDC and Executive Condominium units) can choose to
sell the tail-end of their lease back to HDB. Certain restrictions apply, for
example, the flat must have at least 20 years of lease to sell to HDB, and the
gross monthly household income mustn’t exceed S$14,000 The net proceeds
from the sale will go to their CPF Retirement Account (RA), which can then be
used to purchase a CPF LIFE Plan, thus providing your parents with a
monthly income for life, while still living in their HDB.
Helping your parents live well

Beyond financial aids and plans, it is also important to care for your parents’ physical
and mental well-being. No one wants to be a burden and they shouldn’t be made to
feel that way. Depending on their health, mobility and independence, here are some
steps you can consider:

• Schedule regular visits

Besides regular face-time with your parents, encourage them to keep in touch
with their community of friends and neighbours. A healthy social circle will
 help keep loneliness and isolation at bay, in turn reducing their chances of
getting age-related health issues, such as dementia.
• Engage external help

If your parents are staying with you but need more full-time attention than you
are able to provide, you may need to engage external help. Talk to them
about the option of staying in a well-managed Senior’s Home,or consider
employing a maid with basic nursing skills and experience in caring for older
folks to help them with their daily activities.
• Communicate, communicate, communicate

If you have siblings, talk to them about sharing the costs of medical expenses,
health supplies and the like. With your folks, listen to their point of view and
assure them that you have their best interests at heart. Strive to reach an
amicable consensus on how you can help one another.
• Encourage regular check-ups

Early detection of serious illnesses can help save lives, while giving the
patient more options on what to do next. If your parents are still hale and
hearty, encourage them to go for regular screenings and health check-ups.
• Increase their protection coverage

Adequate medical insurance helps to ensure that major illnesses or ailments

do not result in a sizeable gap in your finances. You can help by topping up
their CPF accounts, in turn contributing to their MediShield premiums, or
attaching riders to enhance their coverage:

o MyShield is an additional cover that integrates with MediShield Life to

provide you or your parents with wider and higher coverage for medical
expenses incurred
o MyHealthPlus increases the medical coverage further, on top of
MyShield plan
o MyCare is an Eldershield supplement that offers higher benefit payouts
in the event of severe disability
• Top up their monthly allowance

Although CPF LIFE provides Singaporean citizens and Permanent Residents

above 65 years with a monthly payout as long as they live, the amount may
not be sufficient. You can choose to top up your parents’ Retirement Account
or purchase an annuity such as RetireReady Plus, to enjoy higher payouts.
Ensure your own retirement planning
Working out your parents’ finances and care is a good time to reflect on your own
retirement preparedness. If you’d like a free assessment of your current financial
health and what steps you can take to ensure adequate coverage, please contact us.

KEEP THE CHANGE – Bank Of America (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 69
 Bank of America Keep the
Change Program Review:
Automatic Transfers to Help
You Save
Learn how the Keep the Change savings program from Bank of America
works to help customer grow their balances slowly without big transfers.

Bank of America

You're having trouble sticking to a savings strategy and came across Bank
of America's Keep the Change program.

It is an interesting approach offered by one of the country's biggest banks.

While the program is rather simple, you might want to see how it works
before signing up.
In this review, we'll take a look at the Keep the Change program to see if it
is right for you, in addition to alternatives that might be available.

Here you'll learn:

• How the program works

• What it costs
• Worth your consideration?
• Alternatives

What is Keep the Change?

Bank of America’s Keep the Change Program allows customers with both a
checking account and savings account to save money automatically.

One of the best ways to build up your savings is to make additions to it on

a regular basis.

For many, the truth is:

Making regular additions is one of the hardest parts of saving.

You need to set aside extra money, avoid the temptation to spend it, and
actually remember to transfer it to your savings account.

Small, automatic transfers

Keep the Change helps avoid that hassle by making transfers from
your Bank of America checking account to your Bank of America savings
account for you.

It does this by:

1. Round up the price of every debit card purchase to the next whole
dollar value
2. The difference in the whole dollar value and the purchase amount is
transferred from your checking to your savings

That's it.

For example, you go out for lunch and spend $10.24 on food.
When you swipe your debit card, your checking account will be debited for
$11.

Of that $11, $10.24 will go to the restaurant and $0.76 will be sent to your
savings account.

In this way, you will consistently add small amounts of money to your
savings account.

The automatic transfers don’t just happen when you swipe your debit card
at a store. Your online debit card purchases are also eligible.

Eligible Accounts
You need three things to sign up for Bank of America’s Keep the Change
Program:

• A Bank of America checking account

• A Bank of America savings account
• A Bank of America debit card

If you have all three, you can enroll in the program and start taking
advantage of the benefits immediately.

If you don’t, you’ll need to open the requisite accounts before you can use
the program.

Note: You cannot have the money transferred to an external savings

account.

Costs
Here's the best part:

It's free.

There is no direct cost for signing up for the Keep the Change Program.
You can sign up and start saving money without paying for the service.
There are, however, potentials for indirect costs.

One indirect cost you may face is an account fee.

To sign up for the program, you must open Bank of America checking and
Savings accounts. These accounts often charge monthly fees.
While there are ways to avoid the fees, you do have to jump through a few
hoops to do so.

If you open an account just to use Keep the Change and are unable to meet
the fee-waiver requirements, you could pay a monthly fee of $10. While this
isn’t a direct cost to use Keep the Change, it is a fee you wouldn’t have paid
otherwise.

Another indirect cost is the fact that the program may cause you to spend
more money.

If you start thinking about making purchases as a way of saving, it might be

easy to justify spending money on things you don’t need.

You could wind up spending far more because you feel good about saving
every time you swipe your card.

This will actually hamper your ability to save and cost you a lot of money.

Should You Use It?

The question of whether you should use the Keep the Change Program can
be difficult to answer.

It requires some insight into your spending habits and your self-discipline.

The Keep the Change Program doesn’t do anything beyond move money
from your checking account to your savings account.

To be clear:

You don’t get any free money out of the deal.

You’re simply moving your own money between accounts.

There’s nothing stopping you from immediately moving the money back to
your checking account if you want to.

There’s also nothing stopping you from doing what the Keep the Change
Program does on your own. It simply makes moving money to your savings
account more convenient.

If you have good saving habits, it would be better to make the transfers on
your own. This gives you more control over exactly how much money you
are saving each month.
Where the Keep the Change Program helps is if you have trouble with
saving money.

Whether it’s because you don’t remember to move money to your savings
or simply have trouble with not spending all your money, the program can
help.

However, even in this case, setting up automatic savings transfers can help
while giving you more control over the process.

Alternatives
Automatic transfers
Again, one of the advantages of the Keep the Change program is that
you're putting money into savings without knowing it.

It requires minimal effort on your part.

By scheduling recurring transfers, you're doing the same thing, essentially.

The issue is...

The transfer amount is tough to gauge for someone who's checking

balance varies greatly from month to month.

So, it is best to start small.

Configure automatic transfers for $10 to $25 per month and slowly
increase it as you see fit.

The kicker is:

You can use any online savings account with this strategy.

With online banks paying 100 times what Bank of America savings
accounts will pay out, your interest earnings will make a big difference.

Rewards credit card

One major downside of the Keep the Change program is that it forces you
to use a Bank of America debit card.

Debit cards can be convenient, but they are generally worse to use
than rewards credit cards.

Credit cards offer a number of benefits that debit cards do not.

One benefit of credit cards is that they offer much better consumer
protections than debit cards do.

If your credit card is used without your permission, you will not be held
liable for the fraudulent charges.

When it comes to building up savings, the bigger argument in favor of

credit cards is their rewards.

Rewards credit cards tend to offer between 1% and 5% cash back or

rewards on every purchase you make.

Unlike the Keep the Change Program, which simply moves your money
around, these rewards are like free money for using a credit card.

Third-party financial apps

There are many new financial companies that have come up with different
ways to help people save.

They include:

• Digit
• Qapital
• Rize

They may have different savings programs that could help you accumulate
a higher savings balance.
 Comparison of financial apps features

Details Digit Qapital Rize

How it Save automatically by analyzing You choose or create Save automatically after each
works your spending habits "rules" that trigger a paycheck, after a purchase, or based
savings transfer on spending habits

Cost $2.99/month (free for the first 100 No fees Pay what you want
days)

Interest 1% annual savings bonus paid every 0.10% APY 0.90% APY
earnings 3 months, based on avg. daily
balance per quarter

Deposit FDIC-insured up to $250,000 FDIC-insured up to SIPC-insured up to $250,000

insurance $250,000

Security 128-bit bank level encryption SSL/TLS bank-level 256-bit encryption

encryption

Mobile Mobile apps on iOS and Android Mobile apps on iOS and Mobile-friendly browser app (iOS
access Android and Android apps on the way)

Conclusion
The Bank of America Keep the Change Program is a good way for people
who have trouble with saving to build up some savings.

There are better alternatives, such as automatic savings transfers, but

using the program is better than doing nothing.

If you feel comfortable doing so, a better plan would be to use rewards
credit cards to build your savings.

They give you cash back on every purchase and will often let you save
faster than the Keep the Change Program would.
https://medium.com/@finhealthnet/keep-the-change-how-bank-of-america-pioneered-
roundup-savings-b554b76fc369
https://www.thebalance.com/bank-of-america-s-keep-the-change-program-315765

https://thisisdesignthinking.net/2018/09/feeling-in-control-bank-of-america-helps-customers-
to-keep-the-change/

LITER OF LIGHT – Low Cost Power of Light (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 70
 LITER OF LIGHT – Low Cost Power of Light (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 71

In 2011, MyShelter Foundation created the Liter of Light programme which aims to
provide poor communities in the Philippines and around the world with a cheap
source of lighting that can be produced and distributed locally. Recycled plastic
bottles filled with water and a bit of bleach are fitted into the roof to provide lighting
during the day and can be upgraded with an LED bulb, micro-solar panels and a
battery to provide a low cost night lighting system.

Liter of Light was conceived as an open-source, DIY programme that could easily be
replicated by anyone around the world using readily available materials and basic
carpentry/electronics skills.

Within 20 months of its inception, Liter of Light had become a global movement
benefiting more than 150,000 households in the Philippines, and 350,000 homes in
15 countries.

Liter of Light uses cheap, readily available materials to provide high quality lighting to
homes in poor communities. Recycled plastic bottles filled with water and a bit of
bleach are fitted into the roof to provide daylighting and can be upgraded with an
LED bulb, micro-solar panels and a battery to provide a low cost night lighting
system. Liter of Light works with the local community to produce the lighting systems
creating jobs locally. By embracing social media and the philosophy of open-source
technology, the project has grown from nothing to lighting up 160,000 homes in the
Philippines and has now spread around the world.

Project Description
What are its aims and objectives?

The use of plastic bottles as a way to provide indoor lighting from sunlight,
developed by Alfredo Moser of Brazil in 2002, has inspired MyShelter Foundation to
use the technology as a social enterprise. MyShelter Foundation (MSF) is an NGO
established by social entrepreneur Illac Diaz in 2006 that aims to create
sustainability and reliability through capability-building and employment-generating
projects. MSF launched the Liter of Light in 2011 in the Philippines in cooperation
with students from Massachusetts Institute of Technology (MIT) and Alfredo Moser.
To help the idea to grow sustainably, MSF implemented a “local entrepreneur”
business model whereby bottle bulbs are assembled and installed by local people,
who can earn a small income from clients for their work.

Liter of Light aims to provide poor communities in the country with a cheap source of
lighting that can be produced and distributed locally. It was conceived as an open-
source, DIY programme that could easily be replicated by anyone around the world
using readily available materials and basic carpentry/electronics skills. Rather than
relying on large-scale, imported or patented technologies, the project sought to
create a grassroots green lighting movement starting from the principle that anyone
can and should become a solar engineer.

What context does it operate in?

Hundreds of millions of people live in informal settlements worldwide. Many of these

dwellings lack windows or adequate lighting and residents often resort to kerosene,
candles or inventive wiring for light, risking health and safety in the process and
many simply go without. Proper electricity is not usually an option, especially in the
Philippines, where twenty million Filipinos (a quarter of the population) live below the
poverty line. The Philippines has the highest electricity prices in Asia and suffers
constant blackouts due to outdated power plants.

The country is also vulnerable to extreme weather events resulting in loss of life and
destruction of property and infrastructure.

Typhoon Haiyan, which struck in November 2013, one of the strongest tropical
cyclones ever recorded, destroyed 14 million houses and pushed millions of people
into further poverty. The project has been helping the rehabilitation of areas affected
by the typhoon by providing training and solar bottle nightlight kits (for homes and
streets) to local partners and grassroots entrepreneurs.

What are its key features?

Liter of Light (Day) is an affordable DIY lighting system that allows the sun’s rays into
homes, schools and public centres for US$2 per unit. Using recycled plastic bottles,
10 ml of bleach and distilled water, the bottle is placed through galvanised steel roofs
. Sunlight refracts through the bottle to light the space below with 55-watt of
brightness.

In 2012, Liter of Light (Night) began by using the database of households with the
daylight bottle bulbs in their roofs, offering a package of upgrading this to a 1-watt
($10/unit) or 2-watt ($15/unit) LED with micro-solar panels and battery which would
give another 10 hours of light at night. With a simple circuit panel, drill and soldering,
the night solar LED light is built and inserted into the already installed bulb.

The project works with women’s cooperatives to make solar nightlights from a
handful of parts, including both recycled components and a new high-tech chip
guaranteed to make the light last 70,000 hours. The water bottles are covered with
handcrafted woven shades, providing a new outlet for local basket-weaving skills,
which are otherwise no longer in demand.

Replication is done by equipping local partners or grassroots entrepreneurs with

basic tools to build and install daylight bottle bulbs, and teaching them to build solar
nightlight upgrades through purchasing kits from MSF or by sourcing other parts
locally. Step-by-step guides on materials and installation are available online through
video tutorials and social media in order to facilitate use and replication of the
technology.

How is it funded?

Roche, Inc. and Pepsi provided a start-up grant of $57,000 to provide training to
communities and also gave grants to help rehabilitate the areas affected by Typhoon
Haiyan. As of 2014, Liter of Light is funded by dual cash flow from donations of
$159,090 from Roche and $15,230 sales income. This came from the sale of
finished lights or kits sold to other NGOs where MSF provided training on how to
make lights.

What impact has it had?

Liter of Light began with one carpenter, one solar bottle bulb and one paid
installation in one home in 2011. Within months, the project had completed 15,000
solar bottle bulb installations in 20 cities around the Philippines and had begun to
inspire local initiatives around the world. To date, more than 145,000 installations in
100 cities in the Philippines have been completed.

The simple lighting technology creates local jobs, teaches green skills and
empowers local communities.
Residents are able to save an average of $10 in electricity bills a month by installing
the solar bottle day bulb. They can use this saving to upgrade to the night bulb
(costing $10) which allows them to further save on electricity bills. This allows them
to have more disposable income to pay for critical needs.

Liter of Light is uplifting the quality of life of thousands of impoverished families in the
Philippines who have no access to electricity and use dangerous kerosene lamps
indoors, which provide poor light, pollute and cause respiratory problems and fires.
With the solar bottle bulbs, residents do their chores and activities efficiently inside a
brighter home. Having affordable lighting not only improves the living environment of
urban and rural poor families but also allows children to do homework and read at
home.

Due to high electricity prices, local government officials could not afford to light up
their streets. This was made possible by the project’s affordable solar bottle
streetlamps ($60 each) which helped improve the public perception and
attractiveness of neighbourhoods and addressed security issues. Many mayors
around the country have also supported the start-up of local social enterprises with
the project’s solar streetlights and houselight kits to alleviate the shortfall of energy
supply in their towns/cities.

In partnership with the Technical Education and Skills Development Authority

(TESDA), a government entity that trains young people and workers, the project has
trained 572 volunteers, mostly women and disabled people and a number of local
government units and non-profit organisations in building solar streetlights and
houselights.

Through social media and easy replication, the movement has spread to more than
160,000 households in the Philippines and inspired local initiatives around the world
lighting up 360,000 homes in over 15 countries. The project has been replicated in
15 countries (Argentina, Bangladesh, Brazil, Colombia, Egypt, India, Kenya, Mexico,
Nepal, Pakistan, Peru, Spain, Switzerland, Tanzania, Uganda and Zambia) via
partnerships with social enterprises that raise their own funds to run the project in
their respective areas. Each country in which the project operates has developed its
operations and programming at a local level but shares technical knowledge,
conducts troubleshooting and crowd-sources innovations to the technology through
regular coordination calls, skype, emails and social media.

Why is it innovative?

• The project’s innovation lies in its utilisation of cheap, durable and readily
available materials to produce high quality lighting enabling the urban poor to
have access to an affordable, environmentally friendly, long-term alternative
to electric light for use during the day and night.
• Liter of Light provides enough initial supplies and volunteers to generate
interest but its focus is on teaching a community how to manufacture and
install the solar bottle bulbs, with the end goal of creating green
microbusinesses.
• By embracing social media and the philosophy of open-source technology,
the project has grown from lighting up 160,000 homes in the Philippines to
providing solar lighting to communities around the world.

What is the environmental impact?

Liter of Light is a zero-carbon-emitting alternative to the use of electric or

hydrocarbon-burning (kerosene/gas) illumination. The materials used are readily
available, e.g the reused plastic bottles, needing no additional manufacturing
resources. Discarded plastic 1.5 to 2 litre bottles are reused and upcycled to a
lighting system, helping reduce plastic waste. With a bit of bleach to prevent mould
and just enough distilled water to fill the bottle, the solar bottle daylight bulb produces
55 watts of brightness through sun refraction and will last up to five years before
being replaced.

The LED bulbs in the nightlighting system have a longer lifespan and higher energy
efficiency than incandescent/fluorescent lamps.

Each daylight bulb saves 200 kilos of carbon emissions a year, and each nightlight
bulb saves 350 kilos in carbon emissions a year. Compared to a kerosene lamp
which emits 20 times more black carbon with 7-9 per cent of fuel burned converted
into black carbon particles (black carbon is known to be a very powerful absorber of
sunlight, far more than carbon dioxide).

Is it financially sustainable?

The corporate partners help to increase the impact of the project through donations
which increase the number of kits that MSF is able to produce but these donations
are time-limited, usually of one-three years in duration. But the income gained
through sales is rising. By working with a local partner, Design Centre of the
Philippines (the national institute for product design), the project now creates
marketable lamps with woven designs for the solar bottle bulbs enabling them to
charge a premium rate.

With simple training and tools, local partners and grassroots entrepreneurs could
easily replicate and install the solar bottle bulbs earning $0.50 from clients per bottle
bulb installed. Products are available in micro-stores in neighbourhoods and the
project supplies kits to these stores.

Partnerships with national and local government agencies, institutes, non-profit

organisations and private companies enabled the project to be replicated in towns
and cities nationwide. The project aims to install 15,000 solar bottle lights in the
provinces affected by Typhoon Haiyan in 2014 and to expand the programme to
energy poor areas in 12 provinces by 2015.

What is the social impact?

The project is coordinated with local organisations and communities, who are given
initial training. Technicians work with them by providing further training and
undertaking installations. In order to lower installation costs, the local residents or
organisations usually collect and provide the used materials e.g. pre-used soda
bottles for the solar bottle bulbs. Residents help each other during the collection of
materials and installation of solar lights.

Most of the 350 affiliates working with the production and assembly of solar night
bulbs are women’s cooperatives. The project also trained disabled people and
economically marginalised groups to build solar lighting products. MSF has
established a training centre that conducts workshops with young people, companies
and other groups interested in volunteering their time to build lights in their
communities. The project also partnered with technical schools and prison facilities
to equip women with marketable skills in electronics increasing their employment
prospects once they complete their skills-based programmes or become reintegrated
in the workforce.

Barriers

• Using appropriate durable, leak-proof, space-filling glue is one of the main

challenges. Many local groups are experimenting with different glues to find
the best solution for both cost and quality; silicone-based or polyurethane
glues have usually been found to work best.
• Several villages experienced problems with the early version of the linked in
batteries series where one battery drained and had to be completely replaced
at the project’s expense. Through trial and error, the correct parallel
connection is now used.
• Access to knowledge on product improvement is limited as there are only a
few specialists in the country. The project tries to overcome this by trial-and-
error learning and seeking partnerships with specialists and training agencies.
The project currently experiments with assembling solar panels out of readily
available SunPower solar cells and, though a slow process, is learning how to
cut the solar cells and assemble connectors by hand.

Lessons Learned

• The Liter of Light (Night) was built with rudimentary knowledge in mobile
chargers and solar lighting. It would have been better to look for partnerships
earlier in the process to speed up product development.
• Despite their benefits, there is still not much financial support (e.g. tax
exemption or assistance programmes) from the government for green
technologies such as solar energy.
• A person’s life can be made dramatically better through simple solutions that
are affordable, use local materials, are easily replicable and generate sources
of income.
• The use of the internet and social media for sharing instructions/information
about the project and for the coordination with partners has proven to be very
successful to disseminate ideas.

Evaluation

The project has a database of the families with the daylight system and families are
advised to keep a record of their electricity bills to monitor their savings. After two to
three months of installation, the project revisits the families, surveys them about their
energy savings and also offers them a package to upgrade to the nightlight system.
MSF has not yet carried out an evaluation of the whole Liter of Light project in the
Philippines.

Transfer

MSF began with one carpenter, one solar bottle bulb and one paid installation in one
home in 2011. Within months, the project completed 15,000 solar bottle bulb
installations in 20 cities around the Philippines and began to inspire local initiatives
around the world. To date, more than 145,000 installations in 100 cities in the
Philippines have been completed. The project aims to install 15,000 solar bottle
lights in the provinces affected by Typhoon Haiyan – Cebu, Iloilo and Leyte – in 2014
and to expand the programme to energy poor areas in 12 provinces by 2015.
Local and National: MSF’s work and the success of the Liter of Light have been
possible through partnerships with national and local government agencies,
institutes, non-profit orgs and private companies. These partnerships enable the
project to be replicated in towns and cities nationwide.

International: Liter of Light is a network of partners sharing sponsors, best

practices, and successes (or failure) in fundraising and community implementation.
The project has been replicated in 15 countries (Argentina, Bangladesh, Brazil,
Colombia, Egypt, India, Kenya, Mexico, Nepal, Pakistan, Peru, Spain, Switzerland,
Tanzania, Uganda and Zambia) via partnerships with social enterprises that raise
their own funds to run the project in their respective areas. Some countries have
made small adaptations to the design. In countries where battery or solar cells are
unavailable, MSF ships them these materials with samples and instructions and
shares with them information about the suppliers.

https://www.youtube.com/watch?v=cQCHvO2H0_0

ARAVIND EYE CARE – Affordable & Efficient (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 72

The problem of avoidable blindness rapidly escalating remained a major cause of concern
in the Indian healthcare scenario. In a developing country like India, the government
alone cannot meet the health needs of all owing to a number of challenges like growing
population, inadequate infrastructure, low per capita income, aging population, diseases
in epidemic proportions and illiteracy.

Realizing this, Dr. Venkataswamy wished to establish an alternate health care model that
could supplement the efforts of the government and also be self-supporting. Following
his retirement at age 58 in 1976, he established the GOVEL Trust under which Aravind
Eye Hospitals were founded.

The hospitals are named after Sri Aurobindo, one of the 20th century’s most revered
spiritual leaders. In essence, Sri Aurobindo’s teachings insist on transcendence into a
heightened state of consciousness and becoming better instruments for the divine force
to work through.

In an eleven bed hospital manned by 4 medical officers, Dr.V saw the potential for what
is today, one of the largest facilities in the world for eye care. Over the years, this
organisation has evolved into a sophisticated system dedicated to compassionate service
for sight.
Aravind Model
Aravind, with its mission to ‘eliminate needless blindness’, provides large volume, high
quality and affordable care. 50% of its patients receive services either free of cost or at
steeply subsidised rate, yet the organisation remains financially self-sustainable. Much
importance is given to equity – ensuring that all patients are accorded the same high
quality care and service, regardless of their economic status. A critical component of
Aravind’s model is the high patient volume, which brings with it the benefits of
economies of scale. Aravind’s unique assembly-line approach increases productivity
tenfold. Over 4.5 lakh eye surgeries or procedures are performed a year at Aravind,
making it the largest eye care provider in the world. Since its inception, Aravind has
handled more than 6 crore ( 65 Million) outpatient visits and performed more than 78
lakh (7.8 million) surgeries. The Aravind Eye Care System now serves as a model for
India, and the rest of the world.
Aravind Today
What started off as an 11-bed hospital has now become the conglomerate, Aravind Eye
Care System. Today, Aravind operates a growing network of eye care
facilities, a postgraduate institute, a management training and consulting institute,
an ophthalmic manufacturing unit, a research institute and eye banks. Aravind’s eye care
facilities include 14 eye hospitals, 6 outpatient eye examination centres and 100 primary
eye care facilities in South India.
 McDonald’s Milkshake – Job to be done theory (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 75

McDonald’s Milkshakes
McDonald’s had a problem.

They weren’t selling enough milkshakes.

You’ll soon discover, that wasn’t actually the problem. That’s what McDonald’s found
out when it hired a team of researchers to figure out why milkshake sales were
slumping. The researchers tackled the issue from all angles, and they eventually
restated the problem from a consumer-focused perspective.

McDonald’s was selling milkshakes; customers just weren’t buying enough of them.

But, as it turns out, that wasn’t the problem either. It was a symptom of the
problem. According to a research article from the Harvard Business School, it took
the insight of one researcher to pinpoint the root cause of the issue that McDonald’s
was facing.

McDonald’s milkshakes weren’t solving customers’ problems.

Here’s the Whole Story

McDonald’s wanted to improve milkshake sales, so the brand hired a team of
researchers to figure out why. The researchers tested every aspect of the shakes –
the temperature, the viscosity, the sweetness. They wanted to make
the perfect McDonald’s milkshake. If they could create the best milkshake on the
market, sales would certainly rise.
But it didn’t work. It didn’t matter how thick or creamy or sugary the milkshakes
were. That wasn’t the point.

According to the Clay Shirky book titled, Cognitive Surplus: How Technology Makes
Consumer into Collaborators, one researcher, Gerald Berstell, decided to ignore
the product, and instead focus on the customer. He sat in a McDonald’s for 18 hours
one day, and made a note every time a milkshake was sold.

Here’s what he found:

• A disproportionate number of milkshakes were sold before 8:00 a.m.

• The people who bought milkshakes were almost always alone.
• They almost never bought anything other than a milkshake.
• They almost never drank the shakes inside the restaurant.

The next day, when he saw the same pattern emerging, he started interviewing
customers and discovered something surprising.

Improving Customer Experience

The number-one reason customers bought milkshakes had nothing to do with the
taste, viscosity, or temperature. Customers bought milkshakes to make their
morning commutes more interesting.

People wanted to hold something in their free hand while they drove. They wanted it
to last the whole way on their drive to work. And they wanted it to help stave off
hunger until lunchtime.

Based on the voice of the customer, Berstell suggested a few small changes to help
McDonald’s meet customers’ needs and requirements and sell more milkshakes:

• Make the milkshakes thicker (so they last for the entire drive to work).
• Add tiny chunks of fruit to certain shakes (to make the shake consumption less
predictable and more interesting for commuters).
 • Set up a milkshake dispensing machine in-store, away from the usual retail
counter (so commuters could swipe a card, fill a milkshake cup, and leave
without waiting in line and being late for work).

None of these changes were about improving the product. Instead, they were
about improving the customer’s experience with the product.

That’s the goal of a Six Sigma principle called the Kano Model.

The Kano Model

The Kano Model was created by Japanese academician Noriako Kano in the 1980s (as
a way to devise new features and products through customer-centric thinking), and it
has three primary parts.

• Basics and Must-Haves – a product must meet a few basic requirements if

you expect people to buy it. It must be in-stock, for example. It must be priced
competitively.
• Performance – a product must differentiate itself from others on the market
through its performance. Once Berstell understood what consumers were
looking for in milkshakes, he knew how to upgrade their performance: make it
last longer, stave off hunger and be more interesting than other types of
breakfast foods commuters might find on their way into the office.
• Excitement – a product must engender excitement in its consumer base, and
the best way to do that is by emphatically solving customer problems. Now,
people were already excited about food from McDonald’s. The fast food brand
didn’t have to do any extra advertising to bring people in-store. All they had to
do was make the process of following through on that excitement as quick and
easy as possible.

When used effectively, the data-driven methodology of Six Sigma stops you from
overthinking and overdesigning solutions to problems. Using models like Kano’s, you
can get straight to the heart of consumer desire, refine your product to appeal to
your consumer base, and give your customers exactly what they’re looking for.
 Amazon Easy Model E-Commerce for RuralIndia (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 76

Amazon Easy is an India First initiative which enables entrepreneurs to offer

online shopping assistance to new-to-ecommerce audiences. Shopping

assistance provided by store owners establishes a sense of trust and helps

lakhs of customers take their first steps into e-commerce.

These stores help customers, who are still not fully onboarded onto the digital bandwagon, to

place orders on Amazon’s online marketplace with guided assistance from the store staff.

“It’s not like people don’t have data connectivity or even the Amazon app on their

phones, but they face challenges of knowing how to use it to their advantage. And

that’s where I step in, to help them make informed purchasing decisions and then

having it delivered to them through my Amazon Easy store,” says Ankit Jain.

Ankit Jain is the owner of a book store, Jain Book Depot, in the small town of

Raisinghnagar in Rajasthan. He first heard about the Easy Store programme from an

advertisement posted on his community network. Curious, he went online to learn

more about it and ended up becoming a part of the Amazon Easy Store network.

“My regular customers as well as new customers from the neighbourhood often face

problems with online shopping, particularly when they have to make major purchase

decisions involving consumer durables like refrigerators, washing machines or TV

sets. Even if they have digital access, which many of them don’t, they are unable to

make a decision based on the product reviews and ratings. That’s why they come to

my shop and I help them with the right suggestions based on their needs and

budgets,” shares Ankit Jain.

Easing the digital journey of India’s small businesses

To ease the online shopping experiences of customers who are not digitally very

savvy, the Easy Store format allows them to place orders on Amazon’s online

marketplace with guided assistance from the store staff. These stores also allow
customers to pick up their orders directly from the store or get them delivered to their

doorsteps.

An Amazon Easy store

Nishant Yadav from Varanasi and his friend, Shaurya Raje from Balia district in Uttar

Pradesh, have both been running Amazon Easy Stores from their neighbourhoods

for over a year now. “We have been serving a steady stream of local customers with

their online purchases from our shops,” says Shaurya. “I came to know about the

programme from my friend, Nishant, a year ago,” he shares.

Satya, yet another Amazon Easy Store owner, first learnt about the programme from

a social media advertisement. “I saw an ad on my Facebook feed that piqued my

interest,” says Satya, who owns a small store in Tirupati, Andhra Pradesh. “I’ve been

associated with the programme for the last four years now. My incremental income

as an Amazon associate has also seen an increase over these years,” he adds.

Helping bring customers into the digital fold

Taneeru Shivakumar, who runs a flagship Amazon Easy Store from the small town

of Tenali in Andhra Pradesh, has also been happy to help customers from his

locality. Both Shivakumar and Ankit Jain joined the programme a few months ago

and have already been seeing a steady stream of customers. “I’ve managed to make

a lakh in these past couple of months alone. I easily clock in about Rs. 20,000–

25,000 a month as an Amazon associate,” says Ankit Jain. Ditto for Shivakumar,

who says, “Last month alone, I earned as much as a lakh from my Easy Store, which

is entirely managed by Amazon’s marketing partner. Right from the signages,

product displays, and a PC-based website, everything in my store is provided by

them.” Much like Shivakumar, Himabindhu from Guntur and Kiran Kumar from the

Bapatla have also been operating flagship Amazon Easy Stores in small-town

Andhra Pradesh.

Amazon Easy flagship stores

Piloted back in 2015, the Amazon Easy Store has expanded across states and union

territories in the country through two different formats. One of these is the Amazon

Easy flagship store format where Amazon determines a customer’s entire store

experience. All flagship stores have physical products from Amazon.in on display

and they also offer pick-up and delivery services to customers. The other is the

shared store format where Amazon appoints associates from neighbourhood shops

such as local kirana stores, pharmacies and stationery stores, like that of Satya,

Nishant Yadav and Ankit Jain. These small business owners with their own retail

stores also provide Amazon Easy services alongside their primary businesses.

Irrespective of the store format, all Amazon Easy store owners are trained to help

customers find, decide and buy products of their choice from the Amazon

marketplace. Customers who grapple with digital access can walk into their local

Amazon Easy Store for assistance, where the store staff help them browse and

select products, create their Amazon accounts, place orders and checkout to buy.

Amazon.in has also enabled store owners with its last-mile delivery programme, “I

Have Space”, which helps them deliver packages to customers in their local

neighbourhoods and also facilitates customers to pick-up packages from their stores.
 What is AMAZON EASY?

• AMAZON EASY is a store-owner assisted shopping model, creating

a network of physical stores for users in Tier 2 &Tier 3 cities,
towns and villages. Just like amazon.in.
• AMAZON EASY is an APP OR DESKTOP based e-commerce
assisted shopping experience. Buyers will be assisted by Store
owners
• AMAZON EASY is an online shopping experience for purchase of
wide range of products like electronics, apparel/clothes, day-to-day
utilities, accessories, footwear, luxury products and so on.
 Getting Digital

The Probelm to Get Digital

• The ignorance about the potential of online market.
• Trust deficit due lack of knowledge about online market.
• In online market, the language of communication is not what they understand.
• Inadequate facilities to acess internet.
The Solution
• Amazon’s Mission To Enable Everybody In India Shop Online Via AmazonEasy
• Amazon Easy Creates A Network Of Physical StoresIn Tier 2 And Tier 3 Towns
Benefits of
joining as a retailer
• Get access to 16 core of products at great prices
• Get assistance for shopping on amazon at a known location by trusted person
• Get information on great deals and upcoming sales
• Higher earnings
• Increased business transactions with existing clients
•Additional walk-ins due to the amazon easy service, thus benefitting existing store
business as well

What Drives Ecartes?

 Empowering Micro-Entrepreneurs
Our franchise model with low investment empowers micro-entrepreneurs in rural
India. We help market high-quality products and services at best margins by
partnering with reputed brands like amazon

Assisted & Informed Buying

Our trained marketing expert provides the best buying experience in rural India.
Their assistance and guidance make online shopping easy in rural India.
 Easy Accessibility to Rural Market
By setting up successful franchises with the partnership and support of e-commerce
giants like Amazon to provide additional development opportunities.

https://vakrangee.in/pdf/ESG/vakrangee_in_news/Article%20on%20Vakrangee%20-
%20ET.pdf
 Gillette – Safety First (CO1)

7/29/22 Surbhi Jha Code has not been allotted yet Unit-I 77

P&G
The Story behind Gillete Guard

Understanding requirements:
• Stated: A low-cost razor for India and other emerging markets
• Unstated: Men are more concerned about not cutting themselves
OBSERVING PATTERNS & ANTI-PATTERNS
• 20 people, ranging from engineers to developers spent 3,000 hours with more than
1,000 consumers at their homes, in stores and in small group discussions
• Early Morning Shaving
• Rinsing in utensils , Lack of Water & Not Enough Light
UNEARTHING BLIND SPOTS
• Half an hour to shave in India versus 5 – 7 mins taken in US
• Water shortage in India results in need to have minimal water for shaving
OUTCOME – Change in Design of Blade
• To ensure safety while shaving and that was easy to rinse

Design Thinking Case Study – CareerBuddy(CO1)

Case Focuses on failures of application –
• Did not prioritize experience for users
• Didn’t prototype in iterative ways
• Didn’t engage all stakeholders
• Designed overly complex system
Design Thinking Case Study – Me You Health Story(CO1)
Case Focuses on
• Development of an program (leveraging technology & social media) for healthier
lifestyle.
• Conducted Research for their target users (ethnographic research) – unstated needs
• Importantly, they told users to visualize their well-being (after 5 years)
• Health is emotional subject – Case focuses on how stimuli was given to participants to
garner their ideas about their health
• Arrived at 7 different personas depending on multiple factors
• What appealed to one persona totally differed to what appealed to other persona
• Gamification for Minimum Viable Prototype – Fail Fast Fail Quickly (making small
incremental changes)
• This helped to arrive at notification time-table, reminders for exercises, small tasks
about fitness etc.
• Platform uses technology, social feedback, app(s) etc for their users

Design Thinking Case Study - IBM Learning Launch

Design Thinking Case Study – CANVAS (INTELLECT DESIGN ARENA LTD.)

Case Focuses on
• Application of Design Thinking & IT / FinTech
• Framework of Unstated Needs (COPARIS) : Non Functional Requirements
• Story of how we arrived at that framework & conversation with a CIO of bank
• Customer First Approach reflecting User-Centric Design
• Framework for seamless experience across different operating systems
• Moving from Mystery to Algorithm
• Prototyping ,User Journeys, Last 2% for end-users
• Storytelling for internal users

Writable Spaces – Transparent Glass

https://medium.com/@acbassettone/one-hour-design-challenge-2-91a768b631f5
https://iangonsher.medium.com/the-one-hour-design-challenge-from-idea-to-prototype-in-60-
minutes-1e6cafe6e04a

Writable Spaces – Writable Walls

Collaborative Seating Arrangements (CO1)

Collaborative Seating
Arrangement

Connecting the dots – Different screens to present effectively(CO1)

Collaborative discussions through Magnetic Wall (CO1)

Collaborative discussions through Workshop Rooms – Writable Walls (CO1)

working on 1- hour Design problem(CO1)

A Design Challenge is a way for employers to assess how well you approach design
problems and is often a good way to put your skills to the test.
STEPS
• Start by taking a first stab at writing your design challenge down. It should be short
and easy to remember. Try composing a single sentence that conveys the problem you
want to solve. We often phrase these as How Might We questions to set our teams up
to be solution-oriented and to generate a lot of ideas along the way.
 • Now that you have a draft of your design challenge, explore and align on the goal or
outcome you hope to achieve. Use the Align on your Impact Goals activity to ensure
that you, your team and any other stakeholders have the same vision of success in
mind.
• Next you’ll want to think about the audience you’re aiming to serve and the context,
constraints, and influences in their lives. Use the Define your Audience activity to
map the ecosystem around your user and the shifts or changes that you might need to
influence through your design. This step will help you see how broad or narrow your
challenge scope needs to be.
• Now that you’ve gathered and organized more information, review your design
question and see if it still feels right. Refine your question and capture this, and the
information you used to get there, in your Frame Your Design Challenge worksheet.
• Framing the right design challenge is key to arriving at a good solution. A quick test
we often run on a design challenge is to see if we can come up with five possible
solutions in just a few minutes. If so, you’re likely on the right track. Try this, and
make tweaks as needed to get to the right framing and scope.

Applying RCA
Root cause analysis (RCA) is a method of problem solving used for identifying the root
causes of faults or problems.
Steps to Apply the 5 Whys Tool
Step 1: Define the Problem
Step 2: Ask the Why questions
Step 3: Discussing the results

Brainstorming
• Brainstorming is a great way to come with a plenty of ideas that you would not be
able to generate by just sitting down with a pen and paper.
• The intention of brainstorming is to leverage the collective thinking of the group by
engaging with each other, listening and building on other ideas.
• Brainstorming can be used throughout the Design Thinking process to come up with
a Design Solution.
• Brainstorming comes in handy when you need to come up with ideas.
• But have you ever been in one of those brainstorms where you ended up feeling
totally blank or, even worse, more confused?

Effective Brainstorming
• Can be done for a well-defined problem or issue.
• Also can be done for a problem/issue that has several possible solutions.
• Can happen only with few constraints.
• Comes to play when there is a need to generate ideas.
• Happens best in reasonably larger groups.

Brainstorming: Do’s (CO1)

1. APPOINT A FACILITATOR
• During a brainstorm, there should be someone to lead the group.
 • It doesn’t have to be the same person as the decision maker, but it should be the one
who is able to guide through each topic or agenda as well as build up a positive
atmosphere in the room.
• The facilitator should also be the one who knows skills and expertise of people in the
room, so that he/she could make the best out of everyone’s potential.
2. BUILD ON EACH OTHER’S IDEA
• What’s expected from a brainstorm is ideas. Many of them.
• But rather than just throwing one idea after another, try breaking them down or
building them up so that you can see where they’re linked together, and it helps you to
see a bigger picture as well.
• Moreover, by breaking down or building up ideas, everyone has a chance to
participate and witness the evolution of that idea together.
3. WRITE AND DRAW
• Visualizing ideas help different interpretations come to light and spark conversation.
• Display them by writing down or drawing them in one place where everyone can see,
so that they can feel involved as a contributor and no idea gets lost during the process.

Brainstorming: Dont’s (CO1)

1. FORCE PARTICIPATION
Force participation, like assigning participants with a turn to speak, will not help
generating ideas but add social pressure to the group and kill the organic flow of a
conversation instead.
2. CRITICIZE OTHER PEOPLE’S IDEAS
• A brainstorm should be focusing on generating ideas rather than criticizing them.
• Avoid making comments on other people’s opinions as stupid or useless. It’ll destroy
the atmosphere of collaboration and intimidate others, making them afraid of sharing
their ideas.
HOLD THE SESSION IN THE EVENING
• A lot of people may overlook this point, but it’s very important when the
brainstorming session is happening.
• Try to avoid holding the session in the evening, especially at the time close to the end
of business hours, since people could be distracted by their plans after work and be
unable to focus.

Applying RCA and Brainstorm on innovative solutions (CO1)

• The Department of science and technology within the government of INDIA has
developed the INDIA INNOVATION INITIATIVE (i3) to create an innovation
network, encouraging and promoting innovators and commercialization across the
country.
• The global innovation index aims to capture the multi dimensional facets of
innovation and provide the tools that can assists in tailoring policies or promote long
term output growth, improved productivity, and job growth.
 Main project allocation and expectations from the project

The Wheel of Life

One of the best personal growth and development tools for just about anybody
is the Wheel of Life. It is an extremely simple tool, but it can provide a lot of
insight into how you are living and how that differs from the way that you want
to live. The wheel of life is a circular chart that is unique to each individual who
uses it. When you use and apply it, it can help you bal ance all of the important
aspects of your life and ensure that you are focusing on the right things.

Wheel of Life Definition

A natural place to start with the wheel of life is defining what it actually is and
why people use it. The Wheel of Life (sometimes called a life wheel) is a circular
diagram made up of seven key areas of your life. To use it, you rate each of these
areas on a scale from 1-10. This gives you a visual representation of where you
are fulfilled and focused and where you need to spend mo re energy.

The wheel of life was originated in the 1960’s as a business and life coaching
tool, but has evolved over the years as more people have used it and applied it.
It’s still a favorite of business coaches and has been popularized by the likes of
Zig Ziglar, Tony Robbins, Paul J. Meyer and others. While i t’s still a favorite
tool for career and business coaching, many other people have adopted it to
help find balance in life.
 A
blank example of the wheel of life

Purpose and Application

This tool is used by everyone from religious leaders to psychologists to business
coaches and life coaches. It’s great as a coaching tool because it doesn’t take
much time, but will give coaches a sense of how one’s life is going. The purpose
of the wheel of life is to give an objective score to how areas of your life are
going so that you can track it over time. By seeing where you are succeeding and
where you are falling short, you can start to develop a personal growth plan to
improve all areas of the wheel.

Wheel of Life Categories

Since it is circular, the categories in the wheel of life are in no particular order.
That’s kind of the point. You want to have balance between each of t hese areas.
The categories that make up the wheel of life are:
 • Career
• Financial
• Spiritual
• Physical
• Intellectual
• Family
• Social

Career

This area applies whether you own a business, work as a freelancer, are
employed at a company or are even retired. Take a look at how you are doing in
your career in terms of earnings, responsibility, personal development, career
path growth, or whatever else is important in your business. You spend a lot of
your time working, so you want to make sure you have the right skill s, outlook,
management, ideas, and job position to become happy in your career.

Financial

While it’s easy to have some overlap with business and career, the financial
category is really more about your personal finances. Your score should reflect
how you are feeling about money and if you are achieving the goals that you
have set for yourself in this section of the wheel.

Spiritual

Regardless of your belief system, this area still applies. How are you doing in
your spiritual practice? Do you have a consistent spiritual practice? Do you feel
that you need to spend more time focusing on it? Whether this is religion,
meditation, mindfulness, or just being in touch with the laws of the universe, it’s
good to check in on how you’re doing here.

Physical
This is focused on health and wellness. This would include diet, exercise, overall
medical health, and self-care. Try not to worry too much about your body image,
but objectively assess how healthy you are at this point in your life.

Intellectual

This category of the wheel is focused on the level to which you are intellectually
stimulated. Many people use this area of the wheel to look at reading, learning,
travel, culture, and the pursuit of education.

Family

This includes your relationships with your immediate family as well as

important extended family members. Do you feel like you have happy, secure,
loving relationships? Are there specific people or groups of your family that you
would like to be closer to or have better relationships with?

Social

Finally, we get to social. To achieve balance in your wheel of life, you must also
be filling your cup with social interaction. This includes your relationships with
your friends and coworkers, but also your social schedule and how you spend
your time. Perhaps you want to take up different activities when you are
socializing or find a new group of friends that share a similar interest.

How do you fill out a wheel of life?

Start with a template

To fill out a wheel of life, it’s best to use an actual visual diagram. S ome people
try to use a spreadsheet or write it out as a journal entry with just text. A lot of
the value lies in being able to see the areas laid out in front of you.

Rate each area on a scale of 1 -10

For this part, you can simply write a number on a piece of paper or in the
margin next to the wheel diagram. Think carefully about how each of these
areas are today. Make sure you aren’t writing down what you aspire to be, or
what you think you should be. This is an assessment of where you are right
this moment.

Fill in the wheel of life diagram

The wheel of life has rings that grow from small in the center to large at the
outside. 1 would be the very center of the circle and 10 would be the very
edge. You will draw a dot for each of the 7 areas that repre sents the score you
gave it. From there, you will draw straight lines to connect each of the dots to
the category next to it. This will give you a shape that shows where you are
strong and where you need to improve.
An example of a completed life wheel. This person has lower scores in the
Intellectual, Spiritual and Social areas of their life.

Use the wheel to assess where you currently stand

It’s amazing how this one visual can immediately show you the current balance
of each area of your life. As you see which areas dip closer to the center of the
circle and which ones fall near the outside, it will illuminate where you are
today. From this visual, you can start to determine what you want to continue,
eliminate, improve, learn, or achieve.

Set your goals and build a plan

Once you have a concrete and objective view of the wheel of life, you can start
to take action. The next step is to build your own personal development plan
and set your goals for each area. I recommend setting goals specific to each of
the categories of the wheel so you can keep them focused.

To make these goals as effective as possi ble, they should be SMART goals, or as
close as you can get to that. This means that they should be specific,
measurable, achievable, realistic and timely. By setting goals that you can
definitively say that you achieved or missed, you will be able to trac k progress
and show improvement.

Revisit the Wheel of Life often

While the Wheel of Life can be insightful the first time you use it, the real value
comes from making it a practice. Check back on yourself regularly over time
and give new scores. You can save and compare your wheels to see what is
changing in your life as you implement your plans.

Different Applications of the Wheel of Life

The beauty of the wheel of life is that although it is a time -tested framework,
you can always tweak it and make your own rules. It can be just as powerful if
you apply it in different ways. You know best what will make you feel satisfied
and balanced in life, so don’t feel like you have to follow all the rules exactly.
Here are a couple different ways that you can use it:

Create your own categories

When using the wheel of life as a coaching tool for yourself o r others, all of the
traditional areas may not directly apply. You might have something in your life
that is more important than one or two of the standard categories. Feel free to
replace a category or two, or write your own seven categories entirely. Sta rt
with a blank wheel and write in the categories, then go through the came
exercise with the tool.

Minimalism and the Wheel of Life

As very strong proponents of a minimalist lifestyle, we like to embrace the

principles of simple living as much as possible. You can create a separate
version of the life wheel that focuses on simplifying your life. Using a
minimalist lens and creating your own categories, it could include categories
such as:

• Home Design
• Clutter
• Digital Minimalism
• Schedule and Routine
• Self-Care
• Personal Style
• Mindset
• Diet
• Productivity

You can really make these areas fit with whatever is most important to you
when it comes to simplifying your life.

Create your own Wheel within each category

After you have filled out and examined your original wheel, you might see an
area or two that you really want to focus on. For instance, if you feel great
about your health, friends, relationships, and career but feel that you need to
improve financially, you can create your own wheel for that. The sev en
categories within finance could include things like budgeting, attitude towards
money, income, savings, investments, charitable giving and taxes. You can see
how paying attention to each of the areas within one category can help lead
you to set better goals and achieve success.

Benefits of Wheels of Life

While you will hear business coaches or life gurus talk about the power of the
life wheel to completely transform your life on its own, this may be a bit
aggressive. The point of the wheel is to take the the time to focus on areas of
your life and determine how to achieve more balance. It’s not often that we get
to take the time we need to really evaluate how we’re doing in an objective
way. When done properly, some of the benefits of the life wheel inclu de:

• Better self-awareness
• Improved goal setting
• Ability to balance all the areas of your life
• A framework for self coaching that is cheaper than a paid coach or
therapist
• Elimination of the things that throw off your balance or impede your life
• A view of how you are growing over time

Get Started

Once you have a clear understanding of the wheel of life and areas that you
should evaluate, the next step is to start. Figure out the areas where you need
more balance. Set goals for each of the categories. Tweak it to reflect what is
important to you. Get coaching or additional help in areas that you feel you
need more improvement. It shouldn’t take a lot of time to start seeing the
benefits of this wonderful coaching tool. If you have any questions as you go
through this process, feel free to reach out to us.

Personas are fictional characters, which you create based upon your research
in order to represent the different user types that might use your service,
product, site, or brand in a similar way. Creating personas helps the designer to
understand users' needs, experiences, behaviors and goals.
Personas Are More Than “People”
Personas are distilled essences of real users. In user experience
(UX) design, you use personas to build empathy with target users
and focus on their world. You should always create personas
from observations about real users, personasshould never be
invented out of your assumptions about your users. Because you
must map your users’ needs to your design’s functionality, you
must first clearly define both the needs and the users.

“Personas are the single most powerful design tool that we use. They are the
foundation for all subsequent goal-directed design. Personas allow us to see the
scope and nature of the design problem… [They] are the bright light under
which we do surgery.”

— Alan Cooper, Software designer, programmer and the “Father of Visual Basic”

As designers, we shape personas iteratively. We divide users into

manageable groups and represent each with a typical embodiment
– a persona. For instance, for an app that helps students budget,
“Amy” represents 18-year-old females who must adapt to college
life. Through Amy, we see how our app helps these users in their
day-to-day activities. We imagine Amy has just started banking
online, lives in shared housing and works weekends. Her goal is to
save money. Her scenario: she stretches $70 to cover her week’s
groceries.
Create Effective Personas
Personas are deliverables in design thinking’s Define phase. As
they’re extremely helpful in ideation, they should
feature early in design processes. To create them, you:

1. Collect extensive data on target users.

2. Determine the qualities of and differences between users.
3. Develop a hypothesis from the research, determining the qualities
of and differences between users.
4. Ensure stakeholders agree on the hypothesis about the users.
5. Determine a number of personas – more than one per project, but
focus especially on one.
6. Name and describe each persona in 1-2 pages, including:

1. A picture.
2. User’s values, interests, education, lifestyle, needs, attitudes,
desires, limitations, goals and behavior patterns.
3. Extra details about the persona (e.g., interests) – anything to
make him/her more real and relevant and help build empathy. A
written story is better than bullet points.
 7. Describe several situations/scenarios prompting the persona to
use your product – put him/her in contexts with problems to
overcome.
8. Include everyone involved in the project so they’ll accept the
persona or advise revisions.
9. Send them the persona to use in their work.
10.Ensure everyone develops scenarios – these should expose the
persona optimally to potential use cases.
11.Make continuous adjustments – revisit the persona; add new
features; add required new personas; discard outdated personas.

How to Use Personas in Design Projects

When you bring personas into projects, you help prevent
stakeholders from designing for themselves. It also keeps them
from stretching generic users to fit designs. Personas help in quick
prototype testing, too. You’ll confirm a persona works well when
you ensure that “he/she”:

1. Stays in context – What specific points about his/her situation can you
map to how he/she can use your product now?
2. Reflects a target user’s real behavior patterns, attitudes, skillset,
motivations and goals within the product’s domain.
3. Has an end-goal – What does the user want to achieve? What features
would help him/her do that best?
4. Faces realistic, relevant scenarios—written from the persona’s
perspective—to envision how users would find they’d use the product
to attain a particular goal.
5. Occupies a clear setting – a day-in-the-life approach that shows what
he/she encounters in what environment.
6. Has visible pain points – What’s the hardest/most frustrating aspect of
his/her situation/context?
7.