Gestão de Inovação e

Design Thinking/Innova5on
Management and Design Thinking
2023/24
Joana Mendonça
Joana.mendonca@tecnico.ulisboa.pt
CONVERGING:
TAKING VALUE OF
OUR RESEARCH
THE PROCESS
Design Thinkin
DT IDEO PROCES
 • What’s the REAL problem?
• What are the persons’ needs?
UNDERSTAND • Where can you find disappointment? Unhappiness?

THE PROBLEM •
•
Restrictions?
What is important to understand?
• What do we want to know about?
• Hielata, K. (2019, November).
Complementing the scoping
process of configuration projects
by design thinking.
In Transdisciplinary Engineering
for Complex Socio-technical
Systems: Proceedings of the 26th
ISTE International Conference on
Transdisciplinary Engineering,
July 30–August 1, 2019 (Vol. 10,
p. 33). IOS Press.
 • Extreme Users
• Paralel Universes
• Empha<c Experiences

METHODS • In Depth Interview (users, non

users, experts)
• Customer Journey
• Netnography
For a qualita+ve
research:
• Need to understand people
needs and desires,
• Understand relation between
people, places, objects and
services,
• Try to find out barriers and
opportunities based on users
words,
• To learn with all the answers a
new point of view for ideas and
solutions
Cognitive Bias

https://www.visualcapitalist.com/50-cognitive-biases-in-the-modern-world/
10
What do we already What we don’t know
know about our about our design
design challenge? challenge?
(or we would like to know more of…)

»What do people need or want?

»What technologies can help in this challenge?
»What solu<ons or ideas are being tried in other areas?
»What early hypotheses have your formed about how to
solve your design challenge?
Observa(on
The Facts
Insights
Through synthesising user stories, we will
identify key insights that offer a human
rather than technological or business lens The Why?
to tackle the challenge at hand.
 INSIGHT GENERATION
OBSERVATIONS INTERPRETATION
(FACTS) (Why)

Insight 1

Insight 2

INSIGHT
GENERATION Trends Ethnography
Benchmark Hidden Passions
Data Workarounds and adaptations
Surprises
• User insights are the golden nuggets that allow us to
understand the needs, motivations, and aspirations driving
the people we design for.
Insight Generation Principles
Exploration for insight can be an individual
pursuit, but is usually more useful in
collaboration with others. What seems obvious
to you may feel like an amazing insight and
fresh thinking for someone else, and vice versa.
Insight Generation Principles
Design insight is a social affair because you’ll want to
reach a shared perspective about what matters
currently and what will matter for people in places
and with things in the future. And that process of
sharing and discovering new things together is
refreshing, motivational, and a great boost to team
energy and effectiveness.
Insight Genera2on Principles
Insights o=en reveal a hidden truth, which is one of
the reasons they can be so valuable.
 AN INSIGHT IS?
AN ü An unrecognized fundamental human truth.

INSIGHT ü A new way of viewing the world that causes us to re-examine

existing conventions and challenge the status quo.

IS ü A penetrating observation about human behaviour that

results in seeing consumers from a fresh perspective.

ü A discovery about the underlying motivations that drive

people’s actions.

16
Insight definition
– An unrecognized fundamental human truth that reveals
the inner nature of things
– A new way of viewing the world that causes us to
reexamine existing conventions and challenge the status
quo.
Insight definition
– A penetrating observation about human behavior that
results in seeing consumers from a fresh perspective.
– A discovery about the underlying motivations that drive
people’s actions.
What an Insight is Not
• INSIGHT IS NOT DATA
• AN OBSERVATION IS NOT AN INSIGHT
• A CUSTOMER WISH OR STATEMENT OF NEED IS NOT
AN INSIGHT

AN INSIGHT IS NOT…
AN OBSERVATION
Observations are an incredibly
important part of creating insights but
are still only one data point to consider
and should never stand alone.
Facts lack the “why” and the
“motivation” behind a consumer’s
behaviour.
AN INSIGHT IS NOT
A USER’S WISH
Articulating user’s needs is perfect
for identifying new features and
incremental changes, but do not
result in insights which have the
power to overwhelm existing
solutions and generate new ones.
Insights are less apparent,
intangible, latent.
A SOLUTION
Sometimes, there is a tendency to
jump immediately to solutions or to
formulate insights in a mission
statements format.
The most powerful insights come
from rigor and serious analysis to
translate large amounts of data into
concise and compelling findings
17
 HOW TO VALIDATE
AN INSIGHTAN
IS INSIGHT?

AUTHENTIC NON OBVIOUS REVEALING

Something that is the “why” and the
Based on
latent and less aparent “motivation” behind a
observations
behaviour

18
HOW DO YOU KNOW WHEN YOU HAVE
AHOW
SIGNIFICANT INSIGHT?
DO YOU KNOW WHEN YOU HAVE A SIGNIFICANT INSIGHT?

– It connects with consumers on an emotional level and elicits the

reaction “you obviously understand me.”
– It re-examines existing conventions and challenges the status quo.
– It solves a real problem that results in the creation of new customers.
– It inspires action by giving you a clear target to aim for.
– It is a clear statement of what do next and how to deliver value to your
customers.
1
 UNDERSTAND
A well defined problem is a

of a solved problem

26
 UNDERSTAND

A deep understanding of the problem

helps you to “frame” correctly your
research and stimulates your imagination
during the process
27
 • Robust user research and a strong analysis of
the data are cri<cal for refining and clarifying your
understanding of the user problem.
USING • This new understanding of the problem is based
on your empathe<c understanding of the users'
RESEARCH TO problem. You will use the story that emerges from
your research to communicate your new
REFRAME THE understanding of the problem to stakeholders,
PROBLEM help the team focus its work in upcoming design
thinking stages, and use it to check against
DEFINITION proposed solu<ons.
• This is the point where you will reframe your
ini<al problem descrip<on into a more clear and
detailed problem defini<on.
 What are the aspects of a solid
reframed problem definition?

• Provides clear and concise descriptions of

deficiencies, inefficiencies, or lack of
responsiveness to needs in the current
situation
• Identifies the individual or entity most likely
to benefit from a strong solution
• Describes why the problem matters to users
• Describes why previous solutions to the
problem did not succeed

29
 What are the aspects of a solid
reframed problem definition?

• Indicates the advantages of the new poten<al

solu<on(s)
• States the most promising opportuni<es and
poten<al risks
• Throughout the rest of the design thinking
process, you will come back to the reframed
problem defini<on to select which ideas and
poten<al solu<ons are more or less likely to be
successful based on your current understanding
of the user research.

30
Problem Statements

• They are created based on a deeper understanding of your specific users,

their needs and your most essential insights about them.
• A good Problem Statement will allow you to ideate and solve your design
challenge in a goal-oriented manner in which you keep a focus on your users,
their needs and your insights about them.
• Your Problem statement should never contain any specific solution, nor
should it contain any indication as to how to fulfill your users’ needs in the
service, experience, or product you’re designing. Instead,
• Your Problem statement should provide a wide enough scope for you and
your team to start thinking about solutions which go beyond status quo
 Creating Problem Statements
● From the point of view of the user
I am (persona) trying to (verb) but (barrier) because (cause) which makes me feel
(emotional reaction)
Example: “I am a new mum trying to take care of my baby in the best way possible, but I
don’t know if I’m doing a good job because I’m always at home alone and don’t have anyone
to talk to about it, which makes me feel isolated and alone”
● Drawn from user research
(Persona) needs a way to (user’s need) because (insight)
Example: A new mum needs a way to connect with other mums because they are often at
home alone
during the day and feel isolated and alone.
● Using the 4 Ws
How might we help (who) who has/have (the problem I.E what) when (where)? Our
solution should deliver (why)
How might we help a new mum who has no one to talk to about the best way to care for her
baby when she is at home alone every day. Our solution should deliver a way for her to feel
connected to other mums so she feels less isolated and alone.
 Point of View DEFINE
Point of View DEFINE
•Define the type of person you are
designing for – your user.
Ex: define the user by developing one or
more personas
• Define the type of person you are
designing for – your user. For example,
you could define the user by
•Select theonemost
developing or moreessential
personas needs, which
are the the
• Select most important
most essential to fulfil. Extract
needs, which
are the most important to fulfill. Again,
andextract
synthesise
and synthesise the needs you’ve found in
the needs
you’ve found in your observations,
yourresearch,
observations, research, fieldwork,
fieldwork, and interviews.
Remember that needs should be
andverbs.
interviews. Remember that needs
• Work to express the insights
should bethrough
developed verbs. the synthesis of
your gathered information.
•Work to express
(empathize stage) the insights developed
through the synthesis of your gathered
information.
 DEFINE
Point of View
DEFINE
Point of View
Combine these three elements – user, need, and insight – as an actionable problem
statement that will drive the rest of your design work using the following template.
Combine these three elements – user, need, and insight – as an actionable problem statement
[User . . . (descriptive)]
that will driveneeds
the rest[Need . . . (verb)]
of your design because
work using [Insight
the following . . . (compelling)]
template.
[User . . . (descriptive)] needs [Need . . . (verb)] because [Insight . . . (compelling)]

Example: An Example:
adult person who lives
An adult person in the
who lives in thecity... needs
city… needs access
access to a car
to a shared shared
1-4 timescar
for 1-4 times for
10-60 minutes per week ... because he would rather share a car with more people
10-60 minutes per week … because he would rather share a car with more people as this is as this is
cheaper, more environmental friendly, however it should still be easy for more people to
cheaper, more environmental friendly, however it should still be easy for more people to
share.
share.
 Creating Problem Statements
Define the type of person you are designing for – your user. For example, you could
define the user by developing one or more personas, which help you to
understand and crystallise your research results – observations, interviews,
fieldwork, etc.
Select the most essential needs, which are the most important to fulfill. Again,
extract and synthesise the needs you’ve found in your observations, research,
fieldwork, and interviews. Remember that needs should be verbs.
It must be user-centred
It should be about the people/person you are trying to solve the problem for and not the
technology or tool to be used
It must be broad enough to allow creative freedom
It should not focus on a specific implementation approach
It must be Narrow enough to make it manageable.
Forward Looking: A good problem statement must contain seed of possibilities
Make your statement Action Oriented
Creating Problem Statements using the 4 W's
(How Might We)
Who: Who is affected? Who is experiencing the problem? Can this
user be further specified (by demographic, persona, motivations
etc)
What: What are the struggles? What tasks needs to be
accomplished? What pain points needs to be relieved?
Where: What is the context in which the user experiences what was
discussed in the “What”? What pain points needs to be relieved?
Where does the pain occur?
Why: Why is this problem worth solving? What value does it bring
to the user? What value does it bring to the business ?
How Might We

HMW’s
Every problem is an opportunity for design.
By framing your challenge as a How Might We question, you’ll set
yourself up for an innovative solution.

37
How Might We
"How" suggests that we do not yet have the answer.
“How” helps us set aside prescriptive briefs. “How” helps us explore a variety of
endeavours instead of merely executing on what we “think” the solution should be.

"Might" emphasises that our responses may only be possible solutions,

not the only solution.
“Might” also allows for exploration of multiple possible solutions, not settling for the
first that comes to mind.

"We" immediately brings in the element of a collaborative effort.

“We” suggests that the idea for the solution lies in our collective teamwork.
38
How Might We

HOW MIGHT WE?

Remove cultural barriers

in adoption
Engage policy makers
Contribute to healthcare

Ease conflict
How to convince people
who manage resources

Creating Problem
Statements using the
4W’s (How Might
We)
The “How Might We” method is
constructed in such a way that it
opens the field for new ideas, admits
that we do not currently know the
answer, and encourages a
collaborative approach to solving it.
By framing your challenge as a
How Might We question, you’ll
prepare yourself for an innovative
solution in the third Design
Thinking phase, the Ideation phase.
How Might We (HMW) questions are
the best way to open up Brainstorm
and other Ideation sessions
•Begin with your problem. Rephrase by
asking “how might we” at the
beginning
•Break the problem into smaller
actionable & meaningful questions
•Brainstorm the questions before the
solution
•If your questions are too broad, narrow
down; and vice versa
 When you’ve re-defined your design challenge, you can
start by asking a specific question starting with, “How-
Might-We?” or “in-what-ways-might-we?”.
For example, if your problem is: “Teenage girls need... to
eat nutritious food... in order to thrive and grow in a
healthy way.”
How Might
We • How Might We make healthy eating appealing to young
females?
• How Might We inspire teenage girls towards healthier
eating options?
• How Might We make healthy eating something, which
teenage girls aspire towards?
• How Might We make nutritious food more affordable?
 HOW MIGHT WEWE
Pains

HOW MIGHT
HOW MIGHT
MIGHT WE
PainsNeeds
Pains Dreams
Needs

HOW
Needs
Dreams
Dreams
Design Challenge
Design Challenge
Design Challenge
Data Workarounds
• Start by looking at the insight statements Facts
Data Trends Hidden Passions
Workarounds
•• Start
Startthatbyyou’ve
by lookingcreated.
looking atthe
at theinsight
insightstatements
statements Facts
Facts
Data BenchamarkWorkarounds
Trends Surprises
Hidden Passions
TrendsEthnopragphy
Hidden Passions
thatyou’ve
that you’vecreated.
created. INSIGHTS HMW
Benchamark
Benchamark Surprises
Ethnopragphy Surprises
INSIGHTS HMW Observations
Ethnopragphy
• What further insights/topics arise from the INSIGHTS HMW Observations
What further insights/topics arisefrom
from the Observations
••
Patterns
What design
further challenge? These topics
insights/topics arise are subsets
the + Why?
Patterns
design
of the
design challenge?
challenge? Thesetopics
entire problem.
These topics aresubsets
They are
focus subsets
on Patterns
(mental model)
+ Why?
+(mental
Why? model)
ofthe
of the entireaspects
different
entire problem.
problem. They
ofThey focuson
the challenge.
focus on (mental model)
INSIGHTS
differentaspects
different aspectsof ofthe
thechallenge.
challenge. INSIGHTS
INSIGHTS
• Try rephrasing/reframing them as questions Authentic
Non-Obvious
Business/Process
People
•• Tryby
Try rephrasing/reframing
adding “How mightthem
rephrasing/reframing them
we” at asthe
as questions
beginning.
questions
Authentic
Authentic
Revealing
Business/Process
Business/Process
Non-Obvious People
People
byadding
by adding“How “Howmight
mightwe”we”at atthe
thebeginning.
beginning. Non-Obvious
Revealing
HMW’s
Revealing
• The goal is to find opportunities for design, HMW’s
HMW’s
•• Theso
The goal isisto
if your
goal toinsights
findopportunities
find opportunities
suggest severalfordesign,
for design,
How Might
Opportunity
Spaces
Opportunity
soifif
so We your
your insightssuggest
questions,
insights suggest
that’s severalHow
great!
several HowMight
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Spaces
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questions,that’s that’sgreat!
great! IDEATION
Spaces
We IDEATION
IDEATION 22
22
22
Design
Design Challenge
DesignChallenge
Challenge How
How Might
HowMight We
MightWe
We

How
How might we Help
Help companies
Helpcompanies
companies
Howmightmightwe we
INSIGHT
INSIGHT
INSIGHT make
make everyday
makeeveryday
everyday
help
help millennials
helpmillennials
millennials
Millennials
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Millennialswant want their
wanttheir lives
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livestoto work
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fulfil
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and engaging
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creative and ifififthat
that excitement
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for millennials?
formillennials?
millennials?
creative
creativeand and
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small bits
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bitsin their everyday
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everydayliveslives
meaningful
meaningfulway way
“Homemade
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Pepper
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work!
work! Such
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new mymy
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a pleasure!”
a pleasure!” Design
Design Class.
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Whew!”