Design Thinking Tool Intro Slide Deck
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Design_Thinking_Workshop_MSIS_Core_Session_03_1.pptxA Design Thinking Workshop for the MSIS Core: Session 3
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
1
Outline
A Conditioning Exercise
From Here to the End
Prototyping, Testing and Launching
REVIEW
Design Thinking is a…
Perspective
Process
Practice
REVIEW
The Marshmallow Challenge
Conditioning Exercise
The Challenge
Your team has 18 minutes to build the tallest free-standing structure possible with:
20 pieces of spaghetti,
1 yard of tape,
1 yard of string
1 marshmallow.
The marshmallow has to be on top
From Here to the End
What Wows
10
The “What Wows” Steps
Surface Key Assumptions
Make Prototypes
The Design Thinking Mindset(s)
Prototyping: 3D LoFi
First “what” to build, after many iterations “how” to build
“Pilot everything”
“Fail fast”
“Trystorming” – Bias towards action
Value added – Minimum Viable Product
What Works
15
The “What Works” Steps
Get feedback from stakeholders
Run your learning launch
Design the On-Ramp
(14) Run Your Learning Launch
A “Learning Launch” is…
A quick, inexpensive, real-world experiment
It is smaller than a pilot, but larger than just demonstrating a proto-type and asking for feedback
It requires that the “customer” have some “skin in the game”
(14) Run Your Learning Launch
A “Learning Launch” by any other name…
“Try-storming”
“Cardboard Engineering”
“Pre-launch validation”
“Moonshining”
“Moonshine means developing valuable solutions to problems by creatively adapting materials that are already on hand. It requires looking at those materials and the problems themselves with a renewed perspective of doing a lot with a little.”
Chihiro Nakao Shingijutsu USA
Try-Storming
“Rapid cycles of real-time experimentation, used to test and adjust improvement ideas before establishing standard work or implementing processes broadly.”
Three Basic Principles:
Perfection isn’t the goal…
Focus on Simplicity
Must be action oriented
Success Principles for Learning Launches
Good Project Management (with a special attention to stakeholder communication)
Set tight boundaries and timelines
Design with a focus on testing specific assumptions
Be explicit about how you will generate and use data, especially behavioral data
Success Principles for Learning Launches (Continued)
Build a team that is disciplined, adaptive and includes at least one honest skeptic
Think fast, cheap and REAL
Consider a series of iterative learning launches
(15) Design Your On-Ramp
This is the process you will use to get the innovation into the hands of the users
It should be brainstormed, iterated, reframed, prototyped, etc… In other words, the creativity doesn’t end with the product or service which is then “thrown over the wall”
What’s Next?
Remember all models are wrong…
Be prepared to reiterate, for example
Brainstorm solutions to the parts that failed during the learning launch (Step 8)
Revise your concept and napkin pitch (Steps 9 and 10)
Refine your key assumptions (Step 11)
Create a higher-fidelity prototype (Step 12)
Develop ways to engage customers in co-creation (Step 13)
Execute another learning launch (Step 14)
Explore alternative on-ramps (Step 15)
Source: Liedtka (2014)
Considering the Critique
Rethinking Design Thinking
“The root of the problem [in applying design thinking to business] is the disconnect between design thinking and conventional business processes.”
Consider some of these disconnects…
Design Thinking vs. Conventional Business Approaches
Egalitarian, self-organized teams
Efficiency
Predictability
Creative Confidence
Human Speed Bumps
Show me the Money
Fear of Failure
Management Focus
Encourage managers to champion a limited number of design thinking initiatives that can be launched AND monitored
Team Composition
Balance teams – especially between intuitive and analytical proclivities
Set Ground Rules
Create ground rules for the team that provides autonomy within certain large “guard rails”
Don’t “Design Think” in an organizational vacuum. Connect every design thinking initiative with existing corporate processes, especially new product/process design processes.
Connect with Existing Processes
Carefully evaluate the metrics that will be used to evaluate any design thinking initiative. Remove or modify metrics that provide poor incentives. Include metrics that incentivize the mindsets, the process, and learning.
Metrics
Next Steps
Next Steps
Upload a video of your team explaining your prototype
Complete your final project: Create a PowerPoint that incorporates your steps/process/iterations to get to your final prototype
Review slides and notes in preparation for the final exam (opens Sunday, available for one-week.)
