CCS0101

DESIGN THINKING
MODULE 1: THE WHY AND THE HOW OF DESIGN
THINKING
Subtopic 1 Why Design Thinking and
the Design Thinking Process
Learning Objectives
● Explain how design thinking can be applied in a wide range
of contexts, from the personal to the global

● Identify key concepts, terminologies, and structure of

design thinking.

● Acknowledge the importance of design thinking

What is Design Thinking?

Design thinking is a non-linear, iterative process which

seeks to understand users, challenge assumptions,
redefine problems and create innovative solutions to
prototype and test.
What if Managers Thought Like Designers?

Empathy

Invention

Iteration
What if Managers Thought Like Designers?

Empathy

- Establishing a deep
understandingof those
we are designing for
What if Managers Thought Like Designers?
Great designs
inspire—they
grab us atan
emotional level.
What if Managers Thought Like Designers?
Since design is
also a process of
invention managers
who thought like
designers would
think of themselves as
creators.
What if Managers Thought Like Designers?

Design insists that we

prepare ourselves to
iterate our way to a
solution, so managers
who thought like
designers would see
themselves as learners.
Design and Business: A Match Made in Heaven—or Hell?
Importance of Design
*Design is all about action,
and business too often gets
stuck at the talking stage.
One recent global study found that an
impressive 82% of the 300-plus firms
surveyed had mission statements.
Unfortunately, less than half the
managers interviewed thought that
those statements had anything to do
with the reality of their day-to-day
business.
Importance of Design
*Design teaches us how to make
things feel real, and most business
rhetoric today remains largely
irrelevant to the people who are
supposed to make things happen.
Importance of Design
*Design is tailored to dealing with uncertainty, and business’ obsession with analysis is best suited
for a stable and predictable world.
Importance of Design

*Design understands that products are

brought by human beings, not target markets
segmented into demographic categories.
Growth Lessons for the Catalysts
You don’t have to search far and wide
to find opportunities.

You don’t have to bet big in order to be

successful.

Speed thrills.
Design Thinking Process
Design Thinking Process
References

Design for Growth e-book

https://www.interaction-design.org/literature/topics/design-thinking

https://www.architecturaldigest.com/gallery/most-successful-product-designs-bic-pen-swingline-stapler-
bookcase
 CCS0101
DESIGN THINKING
MODULE 1: THE WHY AND THE HOW OF DESIGN
THINKING

Sub-topic 1.2 Four Questions, Ten Tools

Learning Objectives

● Explain the 4 questions used in design thinking

● Understand the 10 tools in design thinking

● Explain the importance of project management aids

4 Questions
4 Questions

What stage explores

current reality and
focuses on the current
problem or challenge
we’re trying to solve.
4 Questions

What if envisions a new

future.

During this stage, we start

to consider new possibilities,
trends and uncertainties.
4 Questions

What wows makes some

choices.

Think of a product with

“wow” factor.
4 Questions

What works takes us

into the marketplace.
10 Tools
10 Tools:

1 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.
10 Tools:

2 Journey Mapping
(or experience mapping) is an
ethnographic research method that
focuses on tracing the customer’s
“journey” as he or she interacts with an
organization while in the process of
receiving a service, with special
attention to emotional highs and lows.
Experience mapping is used with the
objective of identifying needs that
customers are often unable to
articulate.
10 Tools:

3 Value Chain Analysis

examines how an organization interacts
with value chain partners to produce,
market and distribute new offerings.
Analysis of the value chain offers ways
to create better value for customers
along the chain and uncovers important
clues about partners’ capabilities and
intentions.
10 Tools:

4 Mind Mapping
is used to represent how ideas or other
items are linked to a central idea and to
each other. Mind maps are used to
generate, visualize, structure and classify
ideas to look for patterns and insights
that provide key design criteria. We do
this by displaying the data and asking
people to cluster them in ways that allow
themes and patterns to emerge. To
succeed, mind mapping must be a team
sport.
10 Tools:

5 Brainstorming
is generating new possibilities and new
alternative business models.
10 Tools:

6 Concept Development
Assembling innovative elements into
a coherent alternative
solution that can be explored and
evaluated
10 Tools:

7 Assumption Testing
focuses on identifying assumptions
underlying the attractiveness of a new
business idea and using available data to
assess the likelihood that these
assumptions will turn out to be true.
These assumptions are then tested
through thought experiments, followed by
field experiments.
10 Tools:

8 Rapid Prototyping
techniques allow us to make abstract new
ideas tangible to potential partners and
customers. These include storyboarding,
user scenarios, experience journeys and
business concept illustrations — all of
which encourage deep involvement by
important stakeholders to provide
feedback.
10 Tools:

9 Customer Co-Creation
incorporates techniques that allow
managers to engage a customer while in
the process of generating and
developing new business ideas of
mutual interest. They are among the
most value-enhancing, risk-reducing
approaches to growth and innovation.
10 Tools:

10 Learning Launch
are designed to test the key underlying
value-generating assumptions of a
potential new-growth initiative in the
marketplace. In contrast to a full new-
product rollout, a learning launch is a
learning experiment conducted quickly
and inexpensively to gather market-
driven data.
Nicorette from Pfizer

Smokers viewed smoking

as a lifestyle choice
they had made and wanted
to gain more control over.
They believed that, one day,
they would make a different
choice, quitting
eventually.
Design Thinker - What is?

Tools #2, 3, 4
Design Thinker - What is?

Tools #2, 3, 4
Design Thinker - What if?

Pursue Possibilities

To generatetruly creative
ideas, it is crucial
to start with
possibilities. Often in
business, in our attempts
to be “practical,” we
start with
constraints.

Tool #5 and #6
 Design Thinker - What wows?

Find the Sweet Spot (Tool #7,8)

We are looking for

those that pack a
potential “wow,” that hit
the sweet spot where
the chance of a significant
upside in customer value
meets attractive profit
potential. This is the “wow”
zone.
 Design Thinker - What works?

Time to Get Real (Tool #9,10)

A particularly powerful
approach to
determining what works
involves inviting the
customer into the
conversation in an active,
hands-on way.
The Project Management Aids
The Project Management Aids
The Project Management
Aids
References

Designing for Growth

https://innovationmanagement.se/imtool-articles/4-key-questions-that-drive-the-design-thinking-process/

https://ideas.darden.virginia.edu/10-design-thinking-tools-turn-creativity-and-data-into-growth
 CCS0101
DESIGN THINKING
 MODULE 2: WHAT IS?

Sub-topic 2.1 Scoping, The Design Brief

and Visualization
Learning Objectives

● Define what visualization is.

● Understand when to use visualization.

● Explain the importance of pictures and storytelling in the over

Section II - What is
AARP Case, an example of What is?
“The biggest barrier is needing to
know the answer before you get
started. This often manifests
itself as a desire to have proof
that your idea is worthwhile
before you actually start the
project… The assumption that
you’ve got to have a business
case… before beginning to explore
something kills a lot of
innovation.”
Swisscom Case
 Visualization
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.
 Visualization - When to use it
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.
Designer Angela Meyer on Visualization
Modern Brain Science

Left and right is wrong

The brain is an argument
We have a low say-do ratio
We respond quickly to feedback
Thoughts trigger feelings - and
actions
 Getting started in Visualization

Keep it simple
Break down problems into components
Think in metaphors and analogies
Use photographs
Experiment with storyboarding
Create personas
Tell stories
Practice guided imagery
Andre Martin on Storytelling
 References
Designing for Growth E-book

https://www.linkedin.com/pulse/importance-visualisation-design-thinking-rizan-rizvi
 CCS0101
DESIGN THINKING
 MODULE 2: WHAT IS?

Sub-topic 2 Journey Mapping

Learning Objectives

● Define what journey mapping is.

● Understand when to use journey mapping.

 Journey Mapping

User journey map is a visualization of an

individual’s relationships with a product/brand
over time and across different channels.

While user journey maps come in all shapes and

formats, commonly it’s represented as a timeline of
all touch points between a user and a product. This
timeline contains information about all channels
that users use to interact with a product.
Importance of Experience Mapping

The journey map is a

powerful tool to shift your
focus from “What does my
company want?” to “What is
the customer trying to do?”
Importance of Experience Mapping
Getting started on Journey Mapping

1. Select the customers whose

experience you want to
understand more fully.
2. Lay out your hypothetical view
of what the customer’s journey
looks like from beginning to
end.
Getting started on Journey Mapping

3. Identify a small number of

customers.

4. Conduct pilot interview.

5. Finalize the questionnaire.

Getting started on Journey Mapping

6. Identify the essential moments

of truth and other themes from the
interviews.

7. Study the themes you have

uncovered.

8. Select the two dimensions that

are most revealing
Getting started on Journey Mapping

9. Position each
interviewee into one
of the quadrants

10. Map the journey

of each persona
1. Put the interviewee at
ease.
2. Ask stories for
example
3. Be curious
4. Use silence
5. Pay attention
6. Paraphrase
7. Listen
Field Observation
 References
Designing for Growth E-book

https://uxplanet.org/a-beginners-guide-to-user-journey-mapping-bd914f4c517c