Whether it is fintech, new regulations, or increasing customer demands, banks need to rethink the way they address wicked challenges related to designing and launching value-adding products and services that meet current and future customer needs. Design thinking has emerged as a highly effective and customer-centric method for solving these types of business problems.
What is a Social Technology? Jeanne Liedtka presents her thoughts on Design Thinking as a Social Technology at the 2020 Global Design Thinking Alliance virtual conference.
More videos from Jeanne Liedtka
In a connected world, Design Thinking is more important than ever. We need a healthy mix of people to get involved in the innovation process. No single designer, or even team of designers, can ever hope to understand all the facets of a particular subject.
The 4 case studies by Penn Nursing illustrate how nurses can be really powerful collaborators and generators of solutions within Healthcare. The videos describe the main attributes that nurses bring to the problem solving table
Claudia Kotchka introduced a process for P&G's people to look for opportunities by observing how consumers behave more broadly than it had in the past. Whereas, P&G had traditionally watched how consumers used its products; Kotchka taught P&G the importance of watching how consumers performed daily activities -- such as getting ready to go to work.
Favoring orientation to and the participation of design users in the design process, Design Thinking (DT) has a long lineage. With the Cold War's end, the Internet's rise and Stanford University's turn to teaching DT (2005), this 'bottom up', demand-driven conception of design gained new adherents, going on to win mainstream status when advocated in the 'Harvard Business Review' in 2008.
Even more than other change-management processes, design thinking requires active and effective leadership to keep efforts on a path to success [because it employs ideas and thinking not normal in most businesses]. Much has been written, in HBR and elsewhere, about how organizations can use design thinking for innovation.
In order to uncover the latent needs of people, it is necessary to understand the role of our subconscious in decision making. Once this is clear, it will become apparent why focus group research just won't deliver the insights you need. As humans, we are basically running on auto pilot.
One BusinessDesign's definition of Design Thinking is:
"Using a methodology from the design profession to create the most informed future state."
Tim Fletcher believes that Design Thinking encompasses several toolboxes with multiple tools in each.
One BusinessDesign can bring Design Thinking to your organization in one of three ways:
Through a two to five day course, One BusinessDesign will explain their Design Thinking toolboxes and provide experiential learning of their tools through practice sessions. The exercises include:
User Research – Understand the importance of the different tools of qualitative research and how they work to uncover unarticulated user needs. How to develop criteria to carry out successful user research.
Idea Generation – Understand the many idea generation tools available and the criteria to choose one tool over another. Using the unarticulated needs from the user research as input to participate in an idea generation session that diverges and then converges to actionable concepts at the conclusion.
Visualization – Understand the many ways and purposes of using a visual language versus a written one. Use visualization methods to develop a communication statement from one of the actionable concepts created in the idea generation session.
Prototyping – Understand the purpose of and many types of prototypes. Develop a prototype plan for the visualized concept and also create a rudimentary prototype.
Facilitation is normally a one day exercise, using Design Thinking to solve a specific issue. Each session is customized depending on the scope and results requested. Specific Design Thinking tools are organized depending on the needs of the session.
Examples of past facilitation sessions include:
Are you having difficulty making Design a strategic part of your business? Regardless of whether you use an internal design department or external design consultant, we can help you figure out a successful strategy to create the best value for your business. Usually these problems come on one of two forms, either a difference of professional cultures or communication methods. Tim Fletcher will help you discover the problems and create systems or language that will get you on the right track to gaining the value of innovation through design.
Contact Tim Fletcher at
Laying out a merger plan during an One BusinessDesign Executive Retreat in the sands of the Cayman Islands
There are only a few organizations where leadership is really strategic about the introduction and embedding of design/innovation capabilities. You don’t have to wait for top and middle management to deploy the ‘right’ conditions for you to innovate. All you need is to apply your creative energy to the systems and structures of your own organization and get a bit, umm … subversive.