Unit – III

Design Thinking in Healthcare Industry:

 Patient Experience

 Clinical Workflows

 Medical Devices and Equipment

 Telemedicine and Digital Health

 Medication Adherence

 Health Education and Communication

 End-of-Life Care

 Community Healthcare

 Mental Health Services

 Rotterdam Eye Hospital:

Over the past 10 years, the hospital‘s managers have transformed their institution from the
usual, grim, human-repair shop into a bright and comforting place. By incorporating design
thinking and design principles into their planning process, the hospital‘s executives,
supported by external designers, have turned the hospital into a showplace that has won a
number of safety, quality, and design awards — including a nomination for the prestigious
Dutch Design Award. Even more important to the not-for-profit organization: patient intake
rose 47%.

They started with patient-first thinking. The first step in any design-thinking process is to
understand the end-user‘s experience. In this case, a team of the Rotterdam Eye Hospital‘s
CEO, CFO, managers, staff, and doctors wanted to understand how their patients felt when
they entered the hospital and what could be done to improve their experience. The hospital
board directors realized that most of their patients felt afraid of going blind. Thus their
primary goal should be to reduce patients‘ fears.

To do that, the team next looked inside and outside the health care for ideas about how to
improve the hospital‘s service. For example, they learned about scheduling from the just-in-
time practices of the upscale Dutch supermarket chain Albert Heijn and KLM, the
Netherlands‘ flagship airline. They also gained important insights about operational
excellence from two eye hospital organizations founded by Rotterdam Eye Hospital: the
World Association of Eye Hospitals and the European Association of Eye Hospitals.
At this point, teams of caregivers at the hospital began designing experiments based on the
most promising concepts the Rotterdam Eye Hospital innovation hunters had brought back
with them. Such experiments were crucial to the program‘s success: proponents of the
methodology insist that because it‘s impossible to know in advance what impact an idea will
actually have, making small-scale experiments is a crucial part of refining the concepts and
winning the support of senior managers.

These small experiments were somewhat informal. They were not run like a clinical trial with
a formal reckoning at their conclusion. Instead, the transition to formal adoption tended to be
more gradual. If an idea worked, sooner or later other groups would ask if they could try it
too, and the best ideas spread organically.

One reason the hospital could be so flexible was that most of the ideas eventually adopted
were fairly inexpensive. From the start, planners kept a tight rein on costs, in part because the
hospital worked with no outside consultants or high-priced designers. When designers were
needed, the planners usually found up-and-coming external designers who saw a commission
from the hospital as a way to gain experience and exposure.

A good example of a small but powerful change to improve the institution‘s information and
communication structure involved the children‘s hospital. The hospital sends beautiful T-
shirts with a specific animal print to children in advance of their stay. The consulting
ophthalmologists wear a button with the same animal during the appointment, which gives
them a way to immediately connect with the children and to create a feeling of community.

An example of a more complex change to the hospital‘s operations is the newly created
culture and training program called ―Eye Care Air.‖ Inspired by the safety and training
programs of airlines, Eye Care Air trains all caregivers in fear reduction, teamwork, and
safety. The program addresses such topics such as: How openly should I talk to patients,
doctors, and other colleagues? How do I speak frankly to a patient without triggering panic?

Design Thinking in retail Industry:

 Store Layout and Design

 Visual Merchandising

 Product Packaging

 Online and Mobile Shopping

 Customer Service and Experience

 Checkout Process

 Inventory Management
 Returns and Exchanges

 In-Store Technology

 Sustainability Initiatives

 Apple Retail Store:

The Apple Store draws in over 1 million daily visitors globally; some enthusiasts even camp
out for days before a new store's opening or a product release. It currently reigns as the most
profitable US store, outpacing renowned luxury brand Tiffany & Co. What sets the Apple
Store apart extends beyond its uncluttered design and limited product selection; it's design
thinking process and emphasis on customer experience. By entirely focusing on customers‘
desires and needs, Apple revolutionized store dynamics, establishing an innovative retail
model that resonates worldwide.

1. A look back at history: Apple‘s first two stores opened in Tyson‘s Corner Mall in
McLean, Virginia, and in the Glendale Galleria in Southern California over 20 years ago
in 2001, hosting over 8,000 visitors combined in their first two days. To prepare for their
grand openings, Apple built a complete mock-up of an entire Apple store in a warehouse
near its campus in Cupertino to test floor layouts. Retail locations represented a huge
gamble for Apple at the time, especially for a company that had been on the precipice of
financial ruin, only a few years before it went into retail. Success of the Apple store was
not guaranteed. Many people may not realize that the stores experienced some speed
bumps along the way. For example, the now iconic (and difficult to get a reservation for)
Genius Bar flopped during the first year. Customers were accustomed to dealing with
service requests over the phone and were uncomfortable airing their lack of technical
know-how in public. Apple even experimented with having Evian water in a refrigerator
near the Genius Bar to entice customer to sit and spend time with the ―Geniuses‖. Now,
Apple operates over 500 stores, employs over 65,000 retail employees, and delivers a
higher sales per square foot than even Tiffany & Co.

2. The power of controlling your customer’s journey: In the 1990s, Apple sold its
products through Sears and CompUSA. Apple products were nearly invisible, buried
amongst other products sold by its retail partners, compromising the Apple brand. During
that time period Apple‘s share in the PC market collapsed and three CEOs were fired.
Then Steve Jobs returned to the company he founded and created one of the greatest
turnarounds in corporate history. One of the key drivers of Apple‘s turnaround was a
move to vertical integration. This shift paired with the release of several Apple products
marked one of the greatest stretches of consumer electronic device releases ever. Apple‘s
retail stores are also one of the key drivers that catapulted the brand into the most
valuable brand in the world. The moral of the story is: having greater control of your
brand‘s customer experience can have a profound impact. Apple was able to do this when
it launched its retail stores. You are the architect of your product and your voice is most
 powerful when telling potential customers the story of why your product and your brand
will enrich their lives.

3. Focus on the customer experience, not sales: ―I‘m not even sure ‗store‘ is the right
word anymore,‖ said Tim Cook. He may be right, as Apple refers to some of its stores as
―town squares‖ and ―gathering places‖. People do not buy products; they buy your brand.
Your products and the experience you provide are an extension of your brand. It is a
little-known secret that Apple scrapped its original layout of its stores a mere week before
the Apple store was originally planned to launch. Ron Johnson, SVP of Retail Operations,
at the time, told Jobs that ―we've organized it like a retail store around products, but if
Apple's going to organize around activities like music and movies, well, the store should
be organized around music and movies and things you do.‖ Today Apple stores are places
that encourage customers to explore what Apple products can do for them, rather than
simply having product stock available for browsing. Even if you do not own an Apple
product, Apple‘s stores invite you in to tinker and explore. After all, have you ever seen
an empty Apple Store?

4. Your brand is a valuable source of information: Apple‘s former head of retail, and
former Burberry CEO, Angela Ahrendts, took this ―experiential‖ approach to new levels
during her tenure. Since 2015, Apple has worked to open redesigned stores and update
current ones with ―next gen‖ features. These include boardrooms for entrepreneurs within
the community to host meetings, large screens and stages called ―forums‖ for local artists
and movie showings, and the launch of Today at Apple. Today at Apple provides
educational programing to demonstrate how to use Apple products for photography,
coding, music mixing, and more. Retailers and brands have amazing opportunities to
create content that their customers crave. Apple executes this better than anyone with
Today at Apple, using information not for marketing purposes, but as a way to arouse
curiosity, empower creativity, and draw customers in. Authentic and engaging content
that binds the customer to your brand works better than traditional marketing
communications.

5. Sweat the small stuff: We have all heard the stories of Jobs‘ famously detail-oriented
personality, and Jobs extended this tendency into Apple Stores. Store openings were
delayed when, for example, Jobs was unsatisfied with the screws used in glass staircases
within the stores. This led Apple and its own in-house engineering team to create their
own screws for the now iconic floating glass staircases we see in its stores around the
world. Jobs‘ name is on the patent. Jobs also insisted on modelling the Apple Store‘s
customer service approach after the Ritz Carlton‘s service guidelines, having early store
employees go through the Ritz‘s training. He eventually developed Apple‘s own service
guidelines based on an acronym: A-P-P-L-E: approach, probe, present solution, listen,
end with farewell.
Design Thinking in Service Sector:

 Customer Service and Support

 Employee Training and Development

 Digital Platform and Apps

 Sales and Marketing

 Subscription and Membership Services

 Hospitality and Tourism

 Consulting and Advisory Services

 Fitness and Recreation

 Design Thinking in AirBnB:

In 2009, Airbnb was on the verge of bankruptcy. Like many of the startups that emerged in
those days it was practically unknown. The company's revenue barely reached 200 dollars a
week and losses were crippling its three founders. What was happening? The founders, along
with the creator of the business incubator Y Combinator -who then took part in Airbnb's
business-, Paul Graham, began to examine the behavior of their ads in New York to find out
what was going on. They realized that there was a common pattern in the 40 ads published:
the similarity was in the pictures. They weren't very good, since the owners took them with
smartphones, not all the rooms of the homes were shown and those interested had no idea
where they were going to live. People were not booking rooms because they couldn't even
actually see what they were paying for.

After realizing what the problem was, they came up with a solution that not scalable or very
technical: to travel to New York, rent a camera and spend time with the customers in their
homes to take good pictures of the houses. They did it with no preliminary study, guided by
intuition. A creative solution that was born with the seal ‗design thinking‘: one of the
founders, Joe Gebbia, had given up computing to enroll in the Rhode Island School of
Design. He there heard about design thinking and he thought that they had to put themselves
in the shoes of their customers to find out what they needed. Following an unusual and more
creative approach, the team tried to get into the heads of those who were going to use Airbnb
and see what they were actually looking for.

A week after visiting the homes in New York and enhancing the pictures, Airbnb began to
turn over twice as much a week, 400 dollars. The team realized that they were on the right
track. Thanks to Gebbia, who chose a solution that was not scalable, the business was able to
avoid the crisis that was on the verge of killing Airbnb. They skipped codes they had learned
at school for a business to work and followed the rules of design thinking: empathize, define,
design, prototype and test. Paul Graham told them that work could be done differently, that
they could forget about computer codes, that they had to put themselves in the shoes of others
to solve the problems. A visit to the homes solved what the three founders had been unable to
solve in front of their computers for months. Meeting customers in the real world was the
best way to deal with the problems and come up with smart solutions.

Gebbia believes that talking to the customers and putting oneself in their shoes is vital for
ideas to be successful. This is why he asked his team to think the way customers did. All
those joining the company have to make a trip the first week and document it. The idea is for
them to make a number of questions, for the employees to see with their own eyes the
problems that may arise, and then be creative. For example, one of its designers, according to
an interview in Firstround, was told to study the function of the stars given to the
establishments. After spending a day, the designer decided to replace the star with a heart,
thinking that users rewarded the service too coldly with the stars. The heart, however, went
deeper. He got it right. The simple fact of replacing a star with a heart increased business by
more than 30%.

Airbnb has gone from making 200 euros a week to revolutionizing tourism: more than
1,500,000 ads in 192 countries and 34,000 cities with a total number of roomers in excess of
40 million in 2015.

Design Thinking in Management:

 Strategic Planning

 Product and Service Development

 Organizational Culture and Employee Engagement

 Risk Management

 Project Management

 Technology Adoption and Digital Transformation

 Customer Relationship Management

 Corporate Social Responsibility

 Mergers and Acquisitions

Design Thinking in IT Industry:

 User Interface and Experience Design

 Product Development

 Cyber security Solutions

 IT Infrastructure and Networking

 Enterprise Resource Planning (ERP) Systems

 Mobile App Development

 Customer Support and IT Help Desk

 IT Service Management

 Data Visualization and Analytics

 Design Thinking in Netflix:

As a brick-and-mortar DVD rental business, customers had to drive to Blockbuster to get the
latest new releases on video or DVD. In its early days in the aughts, Netflix delivered movies
directly to customer‘s doorsteps via the mail. Initially, that was an innovative model — until
cable companies started offering movies on-demand. This left Netflix with a dilemma: why
would customers order from Netflix and wait a few days when they could stream any movie
anytime?

Leaders at Netflix recognized the value of design thinking for what it is: a method to
consistently hone their business offerings. Teams were encouraged to look for new
opportunities to delight customers, drive engagement and generate new revenue. The
approach? Empathize with customers,unearth pain points and find their unaddressed needs.

Beginning in 2011, Netflix began producing their own original movies and streaming series.
But they didn‘t just stop at offering new shows: they dropped every episode of each season
on the first day it was launched. Original and provocative programming like Orange Is The
New Black, House of Cards and Bojack Horseman helped Netflix capitalize on the binge-
watching phenomena, even spawning the now ubiquitous catchphrase ―Netflix and chill‖.
With the watch-in-one-sitting binge option catching on like wildfire, shows were devoured by
audiences. Eventually, even bigger streaming phenomena, like Stranger Things and Black
Mirror, dominated the cultural conversation whenever a new season dropped, leaving
everyone talking about one thing: Netflix.

In 2016, Netflix adapted to the market again, rebuilding their main landing page to capture
user‘s attention the moment they logged in. Instead of offering still images or series posters,
they added auto-play trailers that launched on mouse hover.

Seeing more opportunities to give users what they didn‘t know they wanted, Netflix
leveraged artificial intelligence and predictive analytics to create a unique experience for each
viewer based on their own viewing habits. The ―Because you watched‖ feature not only
transformed the customer experience on Netflix — it transformed expectations for every
other entertainment company scrambling to enter the streaming game.

Netflix discovered all of these innovations by using design thinking to empathize again and
again with their customers. Meanwhile, Blockbuster stuck to their traditional brick-and-
mortar model, making it harder for customers to get what they wanted, when they wanted it.
Netflix knew their survival depended on knowing exactly what each and every customer
wanted to experience when using their service, and consistently working to meet customers
where they were at. By identifying customer needs and adapting, Netflix evolved; whereas
Blockbuster, and DVD rentals in general, failed to compete and went extinct.

IBM Design Thinking Approach:

IBM global software and hardware developer has had its breakthrough in its overwhelming
efforts towards establishing a fast-paced scalable IBM Design Thinking process. This step
away from the traditional Design Thinking process seeks to achieve a model more suitable
for big enterprises. It should be noted that the traditional design thinking model is more
applicable to the SME‘s than the big enterprises which are built on complex processes. IBM
took its leap into Design Thinking on a large scale in the year 2013. The company brought
over 750 designers, 10,000 employees and numerous teams on board in its strategic process
to achieve a user-based culture that is deeply embedded in the company processes. This
greater leap in Design Thinking still aims at establishing a design-driven culture embedded in
the steps akin to the traditional design thinking process which involves empathizing, defining,
ideating, prototyping and testing.

 Principles of Enterprise Design Thinking:

Enterprise design thinking helps teams get to the root of these questions, beginning with a set
of principles. These three principles provide the groundwork for creating solutions that meet
and/or exceed your end users‘ expectations. The IBM model of Enterprise Design Thinking is
focused on three major principles:

 A focus on User Outcomes: Enterprise design thinking, similar to traditional design

thinking, puts the focus on users‘ needs first. This includes creating user personas that
define who the users are, the problems they face, and how their experiences can be
 improved. Business problems (i.e. revenue or customer retention) must be looked at
through a new lens, with a focus on the user problems that lead to or result in those
problems.
 Diverse Empowered Teams: Working with diverse teams that bring varying
perspectives and skills will result in more ideas and increase the likelihood to find
breakthrough solutions. The practices involved in traditional design thinking (i.e.
research, user observation, brainstorming, ideating, and testing) will be amplified when
working with diverse people and diverse teams.
 Restless Innovation: Restless reinvention means rapid prototyping to validate ideas
quickly. This includes developing products for users more quickly, listening to their
feedback, learning from it, and course-correcting.

 The Loop:

IBM‘s visualization of the firm‘s approach to design thinking is called the Loop. It represents
an infinite cycle of observing, reflecting, and making. The Loop‘s learning process lets a
team ―fail‖ early and fast, minimizing risk through incremental changes and eventually
resulting in breakthrough innovations.

 Observe: Learn about your users via research. This includes interviews and observations.

 Reflect: Synthesize learnings from your observations and determine next steps from
there.

 Make: Concretely execute on ideas and then validate these ideas with users. The faster
that ideas are put in front of actual users via prototypes, the faster innovation will occur.

 The Keys:

Utilizing the Keys helps teams move from an idea to a tangible outcome, and also helps
ensure diverse enterprise teams get and stay aligned. IBM typically utilizes the 3 Keys on
their largest teams but has found them to be invaluable for teams regardless of size.
 Hills: Hills, in enterprise design thinking, was developed to provide a new business
language for alignment around user-centric outcomes (instead of feature-based ones).
This language is rooted in user wants and needs. Each hill represents an ideal end state for
users. Hills define the mission and scope of a project and focus the design and
development work on measurable outcomes and deliverables. IBM recommends that for
each project, define no more than three major release hill objectives plus a technical
foundation objective.
 Playbacks: Obtain lots of feedback as things progress and move forward. In order to get
this feedback, teams will need playbacks. Because all design and development work is
iterative, enterprise design thinking organizes user-centric ―sessions‖ into playback
milestones that align everyone around a ―set of high-value scenarios that show the value
of your offering. Early playbacks align the team and ensure that it understands how to
achieve a hill‘s specific user objectives. In later playbacks, the development team
demonstrates its progress on delivering high-value, end-to-end scenarios.‖
 Sponsor users: In enterprise design thinking, your sponsor users are people who are
selected from a real (or intended) user group. Through working with these sponsor users,
your team can more successfully design products and experiences for your actual end user
and target audiences (rather than guessed or imagined needs). The best practice is to work
with sponsor users throughout the entire process – from creating the personas through
design and development. Sponsor user feedback is invaluable in providing direct insight.

 Elements of IBM Design Thinking:

Below are the vital elements of IBM Design Thinking:

 Personas: Seek an understanding of your target group. Collect vast amounts of

information regarding their needs and expectations. This may include personal
demographics, tasks, motivations, problems and frustrations. This will reduce the gap
between what you assume and the reality on the ground. This information may be
obtained from sources such as interviews, surveys, direct observation and forums.
 Empathy Maps: Having defined a representation of your target group based on the more
specific user group, you need to get deeper into their thoughts, their feelings, their words
and actions. This is a road map towards developing empathy which helps you identify
what pains users the most.
 As-is Scenario Maps: This is a task-oriented scenario map that documents steps taken,
actions, thoughts and actions all the way through the personas‘ primary task. This phase
 helps you develop a solid understanding of the personas‘ pain points and develop deep
empathy.
 Design Ideation and Prioritizing: Creating of personas, empathy maps and As-is
scenario maps help you build an understanding of the target audience. This gives you a
few ideas about potential solutions. Ideation is a brainstorming phase aimed at generating
ideas. Develop as many ideas as possible regardless of the flexibility and the ability to
implement. Cluster the ideas and settle on the most promising clusters.
 To-be Scenario Map: This scenario map reflects on the likely impact of implementing
your ideas. It looks into the future state of adopting your best ideas. Capture the personas‘
thoughts and feelings set in the future.
 Wireframe Sketches: These are designed to help you develop a better sense of the
anticipated outcome. These sketches are not the actual representations of the final design.
Have as many alternatives as possible and obtain feedback on them from stakeholders and
target audience.
 Hypothesis-Driven Design: IBM Design Thinking seeks to create a set of measurable
and testable hypothesis on whatever you design and deliver.
 MVP Definition: Minimum Viable Product (MVP) definition is the smallest thing that
you can build and deliver quickly for the purpose of testing your hypothesis and effort
evaluation.

Terminology:

 Project: A project is a set of tasks that must be completed within a defined timeline to
accomplish a specific set of goals. These tasks are completed by a group of people known
as the project team, which is led by a project manager, who oversees the planning,
scheduling, tracking and successful completion of projects. Besides the project team,
projects require resources such as labor, materials and equipment. For example,
construction project, manufacturing project, etc.
 Project Management: Project management is the practice of using knowledge, skills,
tools, and techniques to complete a series of tasks to deliver value and achieve a desired
outcome. Project management involves the planning and organization of a company's
resources to move a specific task, event, or duty toward completion. It can involve a one-
time project or an ongoing activity, and resources managed include personnel, finances,
technology, and intellectual property.
 Agile Project Management: The computer software industry was one of the first to use
this methodology. Agile project management is an iterative process focused on the
continuous monitoring and improvement of deliverables. Agile project management does
not follow a sequential stage-by-stage approach. Instead, phases of the project are
completed in parallel to each other by various team members in an organization. This
approach can find and rectify errors without having to restart the entire procedure.
 Lean Project Management: This methodology is all about avoiding waste, both of time
and of resources. The main idea is to create more value for customers with fewer
 resources. When managing a project with this approach, the goal is similar to that of
the lean enterprise production principle. The only resources that will be used on the
project are those that directly contribute to its successful completion.
 White Space: White space is the area between design elements. It is also the
space within individual design elements, including the space between typography glyphs
(readable characters). Despite its name, white space does not need to be white. It can be
any colour, texture, pattern, or even a background image. In design, whitespace is a term
that refers to negative space. In essence, whitespace is just empty space, similar to the
invisible air that surrounds us.
 Extreme Users: The extreme users are those on the margins of a challenge or solution
who can provide unique insights because of their special needs, perspectives, or actions.
Taking into account the special needs and new perspectives of extreme users you are
increasing the opportunity for innovation. The insight from them can uncover a
meaningful solution that you would never think about without them.
 Program Manager: A program manager is a strategic project-management professional
whose job is to help oversee and coordinate the various projects, products, and other
strategic initiatives across an organization. They are typically responsible for managing
multiple projects within the same department or a group of projects related to the same
business objective. For example, they may be in charge of several projects that support a
new product launch, such as developing a marketing campaign, implementing a new sales
process and opening new stores. Their goal is to add value to the business. Program
managers may also supervise other project managers in their team.
 Project Manager: A project manager is a professional who organises, plans, and
executes projects while working within restraints like budgets and schedules. Project
managers are in charge of leading teams, defining goals, communicating with
stakeholders, and seeing a project through to its closure. Whether running a marketing
campaign, constructing a building, developing a computer system, or launching a new
product, the project manager helps drive the success of the project.