1.

Design Thinking (DT) is described by Brown in [1] as a process that must pass-through three
spaces. Then, DT has been evolving and become in more refined model as the 5-steps Design
Thinking Process shown in the video by Invision. Describe the similarity between the DT
Process defined by Brown [1] and Invision [2].

According to Tim Brown Design thinking (DT) is a human-centred approach to innovation

that draws from the designer’s toolkit to incorporate the needs of people, the possibilities
of technology, and the requirements for business success. Brown explained in [1] the
process of design is best described metaphorically as a system of spaces which demarcate
different sorts of related activities that together form the continuum of innovation. Brown
in [1] has outlined three (3) spaces that must ultimately pass by each design projects such as
Inspiration, Ideation and Implementation and shown in Figure below. Meanwhile in [2] has
outlined five (5) steps DT process such as Empathize, Define, Ideate, Prototype and Test.
Literally, this 5 steps of DT were derived from 3 distinction spaces of [1].

In [1], inspiration is explained for the circumstances that motivate the search for solutions (a
problem, an opportunity, or both). The inspiration stage takes into account not just the
problem that has to be solved, but also market opportunities, or a combination of the two:
problem and opportunity. This process is similar to Empathize and Define steps in DT of [2].
Empathize is the basis of the entire process of design thinking where used to build a
common understanding on the design challenge itself where once the challenge is clear
partially then some observation is required to understand the problem. This is when a series
of research and interaction are conducted to assist the people or the organization.
Meanwhile in the point of Define phase, the problem is then specified in detail and focus is
turned on for single user.
 The next stage is where the solution space begins is called Ideation which involves the
process of generating, developing, and testing ideas. Ideating is a divergent process that
should generate as many ideas as possible, regardless of how feasible or not they are. It is
also called as brainstorming. When you go beyond basic brainstorming, you've arrived at
this stage. Brainstorming isn't so much about coming up with new ideas as it is about
creating a large number of ideas with your team in one place. You'll have the opportunity to
bring in stakeholders throughout the ideation process. In addition to having everyone on the
same page before developing anything, there are two key components to a good
brainstorm: deferring judgment and prioritizing quantity. Last but not least is the
Implementation phase that focuses on bringing the idea to life by ensuring that the product,
service, or solution is marketable and is likely similar to Prototype and Test stage. An idea is
made physically palpable during prototyping, which supports the idea and acts as a
foundation for testing and improving it in the early phases.

2. The step called ‘Prototype’ is a very important and crucial part in Design Thinking. Elaborate
this ‘Prototype’ step and explain how it should be executed in order to offer effective
solutions.

Prototyping is one of the best ways to gain insights in a Design Thinking process. The idea is
physically tangible during prototyping which promotes the idea and serves as a basis in the
early stages for testing and improvement. In other words, a prototype's purpose is to test
products (and product ideas) in the final version of the sealable product before spending
much time and money. Prototyping provides designers with the opportunity of bringing their
ideas to life, testing their practicality and possibly examining how a sample of users think and
feel about a product. A prototype may be almost anything from a number of drawings that
represent the final version of the pixel-perfect product on different screens. Prototypes are
frequently used in the final, testing phase of a Design Thinking process to determine how
users interact with the prototype, revelation of new solutions to problems, or determination
of implemented solutions whether or not were successful. The results of these tests are then
used to redefine one or more of the problems identified earlier in the project, as well as to
develop a more robust understanding of the issues that users may encounter when interacting
with the product in the intended environment.

When building software, for example, a design team may create a series of paper prototypes,
as illustrated in the image above, that the user can work through progressively to show the
design team or evaluators how they might approach various tasks or challenges. Designers
may utilize a variety of materials while constructing tangible gadgets, such as the computer
mouse, to test the basic technology behind the product. Prototyping is now often a more
instant and cheaper process due to progress in 3D printing technology and therefore
designers have been able to deliver accurate and tested/useful replica models to stakeholders
before a particular design is finalized.
It is critical to remember that prototypes are intended to be quick and simple tests of design
solutions. There are a few instructions that can help in the stage of prototyping:

a. Just start building

Your best bet will be to just do something, if you have any uncertainties about what you
are trying to achieve. Making a prototype will help you think about your idea in a
concrete way and may provide you with insights into ways to improve it.

b. Less time spent

It all comes down to speed; the longer you spend building your prototype, the more
emotionally you get your idea attached, thereby hampering your ability to assess
objectively its merits.

c. Always remember what you are testing for

The central testing problem should be in all prototypes. Do not lose sight of this problem,
but do not become so tied to it that you can learn from others.

d. Always remember the user

Test the prototype against your expected user behaviors and needs. After that, take what
you've learned from the gaps between expectations and reality and improve your ideas.
3. Describe how the IDEO Design Thinking teams have helped Shimano, the manufacturer of
bicycle components, to revisit the Shimano design approach in order to improve the
company’s growth.
In the inspiration phase, the interdisciplinary team of IDEO and Shimano people-designers
including behavioral scientists, marketers, and engineers-worked together to identify
appropriate constraints involved in the project. The team started with the idea that it should
not look outside the high-end market, which could turn out to be the only nor the best source
of fresh growth. The team spent time with a variety of customers in search of different ways
to think about the challenge. They realized that practically everyone they encountered had
fond memories of riding a bike as a child. For an instance, they discovered that many
Americans are intimidated by the retail experience (including the young, salesmen from
Lycraclad in most independent bicycle shops); by the complexity of the motorcycles and the
cost of accessories and clothing; by the risk of cycling on roads which are not designed to
bicycles and by requests for technical sophistication.

This human-centered investigation, which drew on the perspectives of people outside

Shimano's core customer base, led to the realization that a whole new category of bicycling
might be able to reconnect American consumers to their childhood experiences while also
addressing the root causes of their feelings of intimidation, revealing a large untapped market.
The concept of "Coasting" was then devised by the design team, which was in charge of every
part of what was envisioned as a comprehensive experience. The goal of “Coasting” would be
to lure lapsed bikers into a simple, basic, and enjoyable sport. There would be no controls on
the handlebars and no cables running over the frame on coasting cycles, which are designed
for enjoyment rather than sport. This then led to the developing of new bikes from three
major manufacturers Trek, Raleigh and Giant which incorporated innovative components from
Shimano.

4. Aravind Eye Care System, founded by Dr. Venkataswamy Aravind, is one of the biggest eye
care provided in the world [1]. Aravind’s approach towards establishing the Eye Care system
is viewed to be in some way ‘inherit’ the Edison’s world view of electric power system
invention. Discuss the similarity of the design approach taken by Aravind and Edison.
In some ways, Aravind's aim and strategy are reminiscent of Edison's comprehensive approach
to electric power distribution. The company's problem is logistical: how to provide eye care to
people who reside outside of the cities where Aravind's hospitals are located. Aravind refers
to itself as a "eye care system" for a reason: it is in the business of transmitting expert practice
to populations that have previously lacked it. The company saw its network of hospitals as a
beginning rather than an end. Much of its inventiveness has gone into extending preventative
care and diagnostic screening to rural areas. Since 1990, Aravind has organized "eye camps" in
rural India to register patients, administer eye exams, teach eye care, and identify those who
may need surgery or advanced diagnostic services, as well as those who have problems that
need to be monitored. Because transportation is a significant issue in rural locations, the
organization provides buses that transport patients who require additional care to one of its
urban centers before returning home. Aravind has constantly demonstrated several design
thinking features in the development of its care system. It has exploited two constraints as a
creative springboard: its clientele's poverty and isolation, as well as its own lack of access to
 pricey solutions. For example, a pair of West intraocular lenses cost $200, greatly restricting
Aravind's number of patients. Rather than attempting to persuade suppliers to modify their
ways, Aravind devised its own solution: a manufacturing facility in the basement of one of its
clinics. It finally realized that it could make lenses for $4 a pair using relatively low-cost
technologies. Aravind has built up a systemic solution to a complex social and medical
problem throughout its history – defined by the constraints of poverty, ignorance and massive
unmet needs.

5. Outline the steps taken by Bank of America developing its product-Keep the Change. Also
elaborate what has inspired the design team to propose the product.
Steps taken by Bank of America in developing its product-Keep the Change can be outlined as
follow:
i. Begin at the beginning
Involve design thinkers at the very start of the innovation process, before any
direction has been set.
ii. Take a human-centered approach
Along with business and technology considerations, innovation should factor in
human behaviour, needs, and preferences. Human-centered design thinking—
especially when it includes research based on direct observation—will capture
unexpected insights and produce innovation that more precisely reflects what
consumers want.
iii. Try early and often
Encourage teams to create a prototype in the first week of a project. Measure
progress with a metric such as average time to first prototype or number of
consumers exposed to prototypes during the life of a program.
iv. Seek outside help
Expand the innovation ecosystem by looking for opportunities to co-create with
customers and consumers.

Bank of America launched a new "Keep the Change" account in late 2005. The reason behind
these is the behavior of people which after paying cash for something, the balance of coins
received in change is put into a jar at home and once the jar is full, the coins is taken to the
bank and deposit them in a savings account. Therefore, Bank of America’s innovation was to
build this behaviour into a debit card account. Customers who use their debit cards to buy
the entire dollar and the difference to be deposited on their savings accounts can now
choose. The success of this innovation lies in its appeal to an instinctive desire for the
painless and invisible removal of money. Keep the Change creates an experience that feels
natural because it models behaviour that many of us already exhibit. Certainly, Bank of
America sweets up 100% and 5% of annual total spares (up to $250) after the deal has been
saved in the first three months. This encourages clients to test it. However, the true reward
is emotional: the reward with the monthly statements shows that customers have saved
money without even trying. The program attracted 2,5 million clients in less than a year.
700,000 new control accounts and one million new savings accounts are credited to them.
Registration now amounts to over 5 million people who have saved more than $500 million
 together. Keep The Change shows that design thinking can identify and convert both a
customer benefit and a business value into a dimension of human behaviour.

6. Share your view on the main difference between the Design Thinking and the conventional
design approach in designing solutions. Also give your views on the important factors that
should be considered in Design Thinking approach to ensure effective solutions can be
proposed.
Traditional problem-solving usually follows a methodical and scientific procedure. It
identifies a problem, defines the stages and tools required to generate a solution, then
executes the plan and hopes for the best. This type of problem-solving is simple, but it is not
always flexible, innovative, operative, or effective. In fact, it raises some questions with
ambiguous answers in our minds, such as:
 What if the identified concern isn't the true source of the issue?
 What if the stages do not lead to the correct solution?

In design thinking, we use a continuous flow of feedback to find the best solution. In other
words design thinking promotes a more iterative approach that synthesizes insights to
develop solutions that are “good enough for now” and can serve as jumping-off points for
future innovation. It's a powerful technique that can be applied to both digital and physical
products, services, processes, and business models. The difference between the Design
Thinking and the Conventional design approach can be summarized as follow:-

Conventional Approach Design Thinking Approach

Lots of reports and documentations Show don’t tell
Scared of failing Learn from failure
Certainty is key Embrace ambiguity
Focus on solution Focus on human values
Get it perfect the first time Iterate
Talk about an idea Make your idea

As my views, factors that important to be considered in Design Thinking approach are

exploring the user and needs intensively which to appear as the first step in Design Thinking.
In this phase, empathize with users in finding out the real problem is and what is the user’s
need are. In practice, too little attention and time is usually given to this phase. As a result,
it's critical to get to the bottom of the customer's difficulties. This necessitates an all-
encompassing perspective of the customer, including his true wants, emotions, and
sensitivities. Second factors that should be considered is put together an interdisciplinary
Design Thinking Team together as many different experiences. Collaboration between
people from other disciplines allows you to approach challenges from many angles and
come up with entirely new solutions. When forming a team, ensure that everyone has the
same goal in mind and that there is no rivalry. Last but not least is start development of
prototype quickly.