Ebook DesignThinking V5
Ebook DesignThinking V5
to Design Thinking
Contents
What Is Design Thinking?
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21
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What Is
Design
Thinking?
Q&A
with Professor Jeanne Liedtka
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Is design thinking
for anyone and
everyone? Are there
times when to use
it and when not to
use it?
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Are there
differences in
applying design
thinking principles
to personal issues
versus how a
manager would
apply them to a
manufacturing floor
process?
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@DardenExecEd
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@DardenExecEd
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What is?
The first questions is simply What
is? and it asks people before trying
to generate new ideas to take a deep
dive into understanding whats going
on today, because it turns out that
todays customer dissatisfactions
are really the only data weve got to
work with to help us create a better
tomorrow.
What if?
Having developed this understanding,
we turn to our second question,
What if? This is our creative
possibility generating question. We
ask if anything were possible, what
would we create to satisfy these
needs that customers have as weve
discovered them during What is? We
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What Wows?
We take a number of napkin pitches,
because we never want to put all
of our eggs in one basket, and we
move into the third stage, and the
question What wows? And here we
talk about the wow zone, which is
where something that creates value
for the customers meets our ability
as an organization to execute it
meets a business model that brings
us the profitability that we need to
build a sustainable business. So we
What Works?
The fourth and final question is What
works? and thats when we take the
ideas that have made it successfully
through the previous three stages and
we move them into the marketplace
for some small-scale experiments
with real, live customers that give us
quick feedback that we can use to
iterate and improve our solutions. So
four questions, pretty simple, thats
how we capture the process.
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As an individual
moves through this
process, what are
the tools along the
way that help them
within each stage?
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@DardenExecEd
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Where could
someone dive
deeper into the
inner workings of
design thinking, to
uncover how the
conclusions and
paths for firms and
managers were
developed?
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By Jeanne M. Liedtka
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Six Management
Myths to Avoid
(and Six Alternate
Maxims to Consider)
By Jeanne M. Liedtka
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Sayings like
and
its sometimes
better to beg
forgiveness than
ask permission
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Myth 1:
Think big.
Pressure will always exist to be sure an opportunity is big enough, but most
really big solutions began small and built momentum. When the Internet was
still new, how seriously would you have taken eBay or PayPal? In an earlier
era, FedEx seemed tailored for a niche market. To seize growth opportunities,
starting small and finding a deep, underlying human need with which to
connect is best.
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Myth 2:
Be bold and
decisive.
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Myth 3:
Dont ask a
question to
which you
dont know
the answer.
This one is borrowed from trial lawyers, and it entered the mainstream
because looking smart always seems career enhancing. Unfortunately, growth
opportunities do not yield easily to leading questions and preconceived
solutions.
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Myth 4:
Measure
twice,
cut once.
This one works fine in an operations setting, but when the goal is creating an
as-yet-unseen future, there isnt much to measure. And spending time trying
to measure the unmeasurable offers temporary comfort but does little to
reduce risk.
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Myth 5:
Sell your
solution. If
you dont
believe in it,
no one will.
When you are trying to create the future, knowing when you have it right is
difficult. We think being skeptical of your solution is fine what you should be
certain of is that youve focused on a worthy problem. Youll iterate your way
to a workable solution in due time.
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Myth 6:
If the idea
is good, the
money will
follow.
Managers often look at unfunded ideas with disdain, confident that if the idea
were good, it would have attracted money on its own merits. The truth about
ideas is that we dont know if they are good; only customers know that. Gmail
sounds absurd: free email in exchange for letting a software bot read your
personal messages and serve ads tailored to your apparent interests. Who
would have put money behind that? The answer, of course, is Google.
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The challenge for managers is to find a balance between the myths and the
realities of business. In this age of uncertainty, an unavoidable but healthy
tension exists between creating the new and preserving the best of the
present, between innovating new businesses and maintaining healthy existing
ones. As a manager, you need to learn how to manage that tension, not adopt
a wholly new set of techniques and abandon all the old. The future will require
multiple tools in the managerial toolkit a design suite especially tailored to
starting and growing businesses that adds to our current set of analytically
oriented approaches to managing todays businesses well.
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Take an in-depth,
Sign up for more free
four-day course with
design resources at
Professor Jeanne Liedtka Design@Darden.
at UVA Darden
Stay in touch
on Twitter:
Darden Executive Education:
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Professor Jeanne Liedtka:
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