Design Thinking

Patricia Di Costanzo
 What is
Design
Thinking ?

https://www.ideou.com/pages/design-thinking?_hsenc=p2ANqtz-
_aKxjIdJ1PfJSmBCbK0djS9NlANbIvmO91e5KDn5Ms-
8O4PmRQJzrjhSj2pxO_Q2Fby7beWSdX7tvl_6LnNmw0Sn5noA&_hsmi=1932
56975&utm_campaign=8.1-december-newsletter-longer-section-b-2021-
dec&utm_medium=email&utm_source=hubspot
2
 A tool for innovation …
A problem-solving approach

3
 Source: IDEO U case studies

Design thinking can be applied to any

type of field

4
 Source: IDEO U case studies

Design thinking can be applied to any

type of field

5
Human-centred /
Options-focused Possibility-driven Iterative
user-driven design

A human-centred approach to problem-solving

6
Empathy Co-creation Agility Learning from
failure

The main pillars

7
Creative Design Analytical
thinking thinking thinking

Focus and Flare

(Convergent & divergent thinking)

8
 Divergent and convergent thinking

DIVERGENT CONVERGENT
« CREATE CHOICES » « MAKE CHOICES »
• Being open-minded • Selecting the best ideas
• Looking for quantity • Judgement is possible
• Building on others’ ideas • Focusing on objectives
• Encouraging new/wild ideas • Searching for suitability and
• Being visual feasibility
• No judgement

It is essential to dissociate the two to be in accordance with the way our brain operates.
As the innovation process is not always natural and spontaneous, we must alternate between
convergent thinking and divergent thinking.
9
Design
SHOW DON’T TELL – FOCUS ON HUMAN VALUES CRAFT CLARITY – PROBLEM EMBRACE
VISUALS AND STORIES – EMPATHY FOR USERS, DEFINITION EXPERIMENTATION –
FEEDBACK FROM USERS PROTOTYPING: BUILDING TO
THINK AND LEARN

mindsets
BE MINDFUL OF PROCESS – BIAS TOWARDS ACTION – RADICAL COLLABORATION –
METHODS AND GOALS FOR DOING OVER THINKING DIFFERENT BACKGROUNDS
EACH STAGE

10
Some examples

11
DARE:
LVMH’s global
open
innovation
program
DISRUPT, ACT, RISK to be an
A cross-brand, cross-sector,
cross-expertise and cross- ENTREPRENEUR
generational initiative for
LVMH employees
12
DARE:
“Canvas of the
future”

https://www.youtube.com/watch?v=axPSxNRoFMM

13
DARE:
“SHERO”
An internal digital
platform &
community to
empower LVMH
women through
articles, video,
podcast and more

14
MARRIOT’S
Design
Thinking Lab ▪ An IoT “room of the future” to
showcase how new technology
might improve the travel
experience
“The room of
the future” ▪ An app that lets customers
customise their stay and chat
with service representatives had
more than 12 million downloads,
and it generated an estimated $2
billion in gross bookings in 2017
https://www.youtube.com/watch?v=vw6THK6 15
ZAu4
PHILLPACK

“Starting and
growing an
online
pharmacy”

https://www.youtube.com/watch?v=IE5ZxZINyZQ 16
INNOVA
SCHOOLS

“Designing a
network of
schools”
https://www.ideo.com/case-study/designing-a-school-system-from-
the-ground-
up?__hstc=82597961.e645e789ea3c39f60505e04b573a852e.16390
74360692.1639074360692.1641673424407.2&__hssc=82597961.1.
1641673424407&__hsfp=3864452611

17
Why using design thinking ?
• There are not many “genius”
• Become an innovative thinker and uncover creative opportunities
• Encourage disagreement and disruption
• Focus more on possibilities than in constraints
• Uncertainty, data about the future that don’t exist
• Think out-of-the box – open minded approach
• “Succeed or fail fast and cheap”

18
Design thinking process

FRAME A GENERATE TEST TO

QUESTION IDEAS LEARN

GATHER MAKE IDEAS

INSPIRATION SHARE A
TANGIBLE STORY

EMPATHISE PROTOTYPE
DEFINE

WHAT IS ? WHAT IF ? WHAT WORKS ?

19
Design thinking process

FRAME A GENERATE TEST TO

QUESTION IDEAS LEARN

GATHER MAKE IDEAS

INSPIRATION SHARE A
TANGIBLE STORY

EMPATHISE PROTOTYPE
DEFINE

ATTENTION: THIS PROCESS IS NOT NECESSARILY LINEAR !

20
Frame a question

SCOPE THE
PROJECT

• What is the business problem/opportunity ?

• Who are you designing a solution for ? What are they actually need ?
• Is this one project or multiple projects ? How broad can we make our focus ?
• What results do we expect? What value can the project results create?
• How will we know that we succeeded? 21
 • Select a topic that interests you and may be
subject to innovation
• You should be the “target users” of this
innovation.
• Frame the question/problem

• Suggestion: each member of your team write a topic and

then you vote (ex. sustainable products, gender-neutral
marketing, the use of new technologies for…, higher
education systems, customer experience under covid,
wellness/wellbeing under covid, etc)

Your innovation challenge

22
Gather inspiration - Empathise

✓ Without judgement
• Observe ✓ With beginner’s
eyes
• Engage ✓ With curiosity
✓ With optimism
Go out into the world and seek inspiration by • Immerse ✓ With respect
observing and discovering what people really need

ETHNOGRAPHIC RESEARCH
23
 INTERVIEWS “LIVING IT”
VISUALISATION,
WRITING

Ethnography

JOURNEY MAPPING

24
GE
Healthcare
“Adventure Changing
series for MR” experiences
through empathy
Transforming healthcare
for children and their
families

https://www.youtube.com/watch?v=jajduxPD6H4
(0’54’’ – 6’55’’) 25
GILLETTE IN
INDIA
“A better razor
for 1 billion
men”

Gillette using
https://www.youtube.com/watch?v=anVMSaqzRRU
ethnography for
international product
launch

26
Mobile
ethnography

27
 Gather inspiration - empathise

Design a wallet …
Interview 1 Interview 2

NOTES/SKETCHES NOTES/ SKETCHES

WHAT – Lots of info/data – explicit reasons WHAT – Lots of info/data – explicit reasons

INSIGHTS INSIGHTS

WHY – emotions, feelings – implicit reasons WHY – emotions, feelings – implicit reasons

28
Empathy maps

SAYS THINKS
Add observations of
what people SAY

INSIGHTS AND
FEELS
CONCLUSIONS
DOES

Place observations of
what people DO - use
one post-it per idea

OBSERVE INFERE 29
Gather inspiration – Define the problem

EMPATHY FINDINGS

COMPELLING NEEDS & INSIGHTS

Goal: deep understanding of user and

actionable problem statement
30
 The
importance
of problem
definition

Einstein

31
 The
importance
of problem
definition
The same thing can appear
differently from different
perspectives

32
A very narrowed definition
of a problem prevents you
from finding innovation
opportunities

33
What is the
problem?

34
 Point of view statement

Use insights and Draft a narrative

Define customer
need from insight
personas
research statement

Ex: Anne needs to have access to fresh products at a

reasonable price and flexible home delivery service 35
 Demographics Professional - Needs
Habits

▪ 30 years old ▪ Social media ▪ Eat healthy food

▪ Lives in Paris manager ▪ Buy fresh products
▪ Sportive – Martial often
▪ Single
arts ▪ She doesn’t want to
▪ No children
▪ Has dinner out with carry home heavy
Name: Anne friends one or twice shopping bags
a week

Identifying customer personas

36
Creating a strong POV statement

Topic: healthy student lunches

User/Persona: teenager User/Persona: teenager of 13

years in a new school
Need (what?): to eat healthy
food Need (what?): to feel socially
VS. accepted while eating healthy
Insight (why?): certain food
nutrients are necessary for Insight (why?): in her group, a
physical and cognitive health social risk is more dangerous
and development than a health risk

PROJECTIVE NEED USER’S REAL NEED 37

A narrow definition of the problem

Project example:
Seniors nutrition

“Fixing the menu”: a solution that

doesn’t solve the real problem

38
 What is the “real” problem ?

CUSTOMER JOURNEY MAPPING INTERVIEWS, OBSERVATIONS

• Interviewed and observed users:
✓ They were embarrassed to accept
It traces the journey of a customer government assistance
as he/she experiences a product or ✓ Loss of control of food choices was
service painful
Seniors
nutrition
+ ✓ They felt lonely eating alone and missed
their seasonal food of their youth

• Interviewed the Food Processing

project Manager
• Went to the kitchen and observed
kitchen workers
✓ They were bored and unmotivated
creating the same meal day after day
39
 What is the “real” problem ?

DUAL FOCUS: focus on the problems of the

senior people receiving the meal + focus on the
problems of the employees preparing the
Seniors meals
nutrition
project
Much more than a new menu…
a complete new meal service
40
Get inspired by looking outside your context
PROJECT BACKGROUND

A company that has designed an amazing new bike that is made to help people get into
cycling wanted to know how they would sell it to people who aren’t avid cyclists. What
would an approachable experience look like?
In order to figure out how to get non-cyclists into an intimidating bike store, they sent the
entire design team (a team of mostly men) to Sephora, a beauty supply shop. The goal was
to see how they felt being in a store with products fairly foreign to them and to help them
build empathy for how non-cyclists likely feel walking into a bike shop.

STEPS:
1) Start with the emotions: What’s it like to buy a bike when you know nothing about biking?
2) Use analogy: What other experiences—outside the biking industry—might evoke similar
emotions?
3) Conclude: What concepts could you borrow from other industries or places that you
might apply in your bike store?
41
 • Define user’s needs and insights
• Define the problem, customer persona and
point of view

➢ Use design thinking techniques and/or available

data sources. Suggestion: interview your team
members, brainstorm, use secondary data, etc
➢ You must be able to explain orally which
techniques you used to define needs, insights and
the point of view

Your innovation challenge

42
Ideate

43
The purpose
is NOT to
prove an
idea, it is to
come up
with ideas

44
Ideate

45
Ideation techniques (examples)

• Brainstorming (post-its)
• Mind mapping
• Storytelling
• Storyboarding
• Visualisation techniques: collage, sketching
• Group passing technique
• 6 thinking hats

46
Brainstorming

• Traditional
brainstorming
• Naturally generate ideas
• Ideas on post-its
• Ideas to be organised in
categories
• Best ideas to be selected
• Reversed brainstorming
• Instead of searching for
solutions, the team tries to find
out the causes of the problem
• Causes are listed and analysed

47
 • Have a facilitator
• Ask open-ended questions
• WHAT IF ? How we might …?
• Ask a “trigger” question
• Set goals, do not describe
methods
Brainstorming • Don’t be too abstract
• Be visual (post-its, writing,
drawings)
• Everyone’s idea counts
• Grouping and selecting (only at
the end !)

48
Brainstorming – organising ideas

a. Review all ideas and

eliminate redundancies
b. Assess what is missing
and add ideas if necessary
c. Organise them in
meaningful clusters
d. Review and make sure
that the way your
organised your ideas is
the one that makes more
BEFORE AFTER sense

49
 Visualisation techniques

COLLAGE:
Example: Interviewees to come up with collage of
Health & Wellness their views on wellbeing
application
development for
people who share
advices and ideas DRAWINGS:
about health and Who impacts on
my wellbeing?
wellness
50
 Mindmap

“When I want to do
something analytical, I
make a list. When I want
to do something creative, I
use mind-mapping” (David
Kelley, Founder, IDEO)

A 2-in-1 tool: not only to collect a maximum number of ideas but also to categorise them,
which in turn, will simplify the idea selection task 51
Preparing the mind map - tips

Use posters to show Ask people to go through the Start organising the
research results …it helps gallery and see what fits/doesn’t themes
creating the mind map doesn’t fit, take notes and then
to work in teams of 4 or 5

52
Group passing technique

• Most suitable for small groups

• A brainstorming member contributes an idea
and then passes it to the next person in
the group, who adds their thoughts to the
idea, and then passes it to the next member of
the group.
• Each person adds their thought to the original
idea, so everybody contributes

• Same exercise can be done by drawing

53
 6 Thinking Hats (Edward Bono)

FEELINGS FACTS • Role play

• Each person presents

BENEFITS her/his ideas according to
CAUTIONS
the assigned role

CREATIVITY PROCESS

54
 The importance of “co-creation”

Ex. Senior nutrition project

Inviting the key

stakeholders into
the design
process

55
Make ideas tangible - Prototyping

• Pitch ideas
• Select an idea to
prototype

56
 DESIRABILITY Ideas that pass
Customers the first tests
want it

VIABILITY
FEASABILITY The
We can do it economics
can sustain it

Pitching your ideas - The “WOW” zone

57
 A clear representation of
your solution that allows
user to provide feedback

High-fidelity Low-fidelity

What is a prototype ?

58
 • Simplicity: Prototypes must be simple and the
concept behind must be understandable.
• Lower cost: Favouring methods that allow
prototyping at a lower cost.
• Fast: The conception of a prototype should not
Tips for take a long time.
• Iterative: Prototyping is not an end but a step to
prototyping keep on thinking.
• Quantity: Prototyping multiple options.
• User experience: Test with your users and don't
try to have a 100% functional product. You need
to rather focus on the user experience than on
the technical feasibility.

59
Physical methods Drawings Storyboard for CJ Role play

How to prototype

60
Storyboarding

Often combined with low-fidelity prototyping

61
User-driven prototyping

62
Don’t invest all in your first
prototype !

Prototype, test, get feedback, make adjustments

and start again

Allow failure !

Iterative process

63
 • Brainstorm ideas. Each team member
must contribute with at least one idea
• Be visual ! No censure !
• Organise your ideas and short list them
• Select the best idea to prototype –
explain why ?
• Create a prototype
Note: Your presentation must include the brainstorming
(and/or other techniques you used), why you selected the
final idea and a visual representation of the prototype)

Your innovation challenge

64
Test to learn

• Show prototype to
stakeholders
• Get feedback
• Modify, table or
abandon

65
The iterative loop

66
 Example: Testing a new menu

CO-CREATION In a prototyping hands-on workshop participants

came up with 3 different menus to test

VISUALISATION They used visualisation to show people how the menu

Seniors would look like (not only the components also colours, etc)
nutrition This helped to be more visible, clear and understandable
project by others

67
Testing on potential customers

• Observe interactions with prototype/s

• Interviews
✓ Do you have questions about the prototype?
✓ What do you like/don’t like ?
✓ How would you use this prototype?
✓ Would you pay for this product?

68
Capture user feedback

+
What they like What they don’t
about the idea like about the idea

?
Their questions Their new ideas
about the idea

69
 • Test your idea with your classmates !
• Use the “capture user feedback”
framework

Your innovation challenge

70
Share a story

Use presentation skills

to convince
stakeholders

Start with a story to

engage them

71
FRAME A GENERATE TEST TO
QUESTION IDEAS LEARN

GATHER MAKE IDEAS

INSPIRATION SHARE A
TANGIBLE STORY

Example: Create an e-grocery platform

72
 Surveys and What do we
What
information do
Who do we How do we
need to learn reach this
interviews need to learn? we have
already?
from ? people ?

Survey

GATHER
INSPIRATION

73
Analyse
data/insights
+ CUSTOMER
JOURNEY
MAPPING

GATHER
INSPIRATION FOR BUSY PEOPLE:

ACCESSABILITY TO PRODUCTS

INFORMATION ABOUT THE

PRODUCTS

74
Concept creation
& idea generation

The user’s story: software features

from the user’s perspective
Prioritising requirements
GENERATE
IDEAS

75
 Design or evaluate the information architecture of a
Simple version of site/app – Organise in categories

final product to
test

Prototype
MAKE IDEAS
TANGIBLE -
PROTOTYPE

76
Test the best
prototype/s

TEST TO
LEARN
Learn from
your tests,
iterate !

77
FRAME A GENERATE TEST TO
QUESTION IDEAS LEARN

GATHER MAKE IDEAS

INSPIRATION SHARE A
TANGIBLE STORY

Example: IBM and trade shows

78
 Context:
• Trade shows represent $ 100 billion a year industry (+3%
annual growth)
• IBM participates in more than 8000 trade shows per
year

Description The problem:

• A disconnect between these events and IBM’s
of the projet positioning, strategic capabilities and legacy of
innovation

Objective:
• Transform trade shows into conversations that engage
customers, strengthen relationships, improve leads and
revenues…also promote IBM’s expertise and capabilities

79
 IBM using design thinking

FRAME A GATHER GENERATE MAKE IDEAS TEST TO

QUESTION INSPIRATION TANGIBLE - LEARN
IDEAS
PROTOTYPE

Disconnect • They used a broader research 2 ideas were PROTOTYPE: Learning launch:
between frame: “how human beings selected: • They designed the they selected a
trade fairs engage and learn” (interviews to ✓ Entering: stand trade show to
and IBM’s experts, roundtables, discussions) provide a • They conceived test the new
positioning, • They translated results into a concierge the customer stand concept
strategic trade show environment and experience in the
capabilities some insights emerged…people ✓ Physical space: stand
and legacy look for: create • They worked on
of ✓ Creating comfort conversation the required
innovation ✓ Planned spontaneity zones training for the
80
✓ Guest-host relationships stand hosts
The result

More engagement from customers, increased # of leads from the

trade show 81
Your innovation challenge 82
 GOAL: create a new product or service targeting your
generation

You can freely select the topic/field/ industry, etc. You

should validate it with the professor before starting.

Elaborate a powerpoint presentation – 10 min oral

Deliverables presentation at the end of the session. Each
participant has to contribute !

The presentation must cover all the steps of design

thinking (with tools), except from “test to learn” step.
You will complete the “capture feedback framework”
during your oral presentation.

You must “sell” your idea to your classmates !

83
 ✓ Creativity (5 points)
✓ Consistency, relevance and feasibility (4
points)
Evaluation ✓ Good use of methodology and tools (5
criteria points)
✓ Structure and quality of your written and
oral presentation (3 points)
✓ Ability to answer questions from the
audience (3 points)

84