Design Thinking (Workshop Guide)

© Operational Excellence Consulting. All rights reserved.
DESIGN THINKING
Workshop Guide

© Operational Excellence Consulting
LEARNING OBJECTIVES
2
Acquire a deep
understanding of the key
concepts and principles of
Design Thinking
Develop skills in applying
Design Thinking mindsets
and practices in problem
solving
Understand the mindsets,
process, methods and
tools in creative problem
solving
NOTE: This is a PARTIAL PREVIEW.
To download the complete presentation, please
visit: https://www.oeconsulting.com.sg

© Operational Excellence Consulting 3
CONTENTS
KEY CONCEPTS &
PRINCIPLES OF
DESIGN THINKING
01
DESIGN THINKING
MINDSETS
02
DESIGN THINKING
PROCESS,
METHODS & TOOLS
03

How the customer
explained it
How the project
leader understood it
How the analyst
designed it
How the
programmer wrote it
What the beta
testers received
How the business
consultant described it
How the project was
documented
What operations
installed
How the customer
was billed
How it was
supported
What marketing
advertised
What the customer
really need
THE DESIGNER PARADOX
4

WHAT IS DESIGN THINKING?
5
Only for the “creative”
people or product
designers?
Aesthetics and
crafts?
The latest
problem solving
technique?
Just a
brainstorming
session?

DESIGN THINKING IS ‘OUTSIDE THE BOX’ THINKING
Design thinking is an
approach for creative
problem solving.

WHAT IS DESIGN THINKING?
7
Design thinking takes
a human-centered
approach to problem
solving
Helps us to get a deep
understanding of
customers’ unmet
needs and wants
It encourages creative
consideration of a wide
array of innovative
solutions
It is as much a
mindset as a process

HISTORY OF DESIGN THINKING
8
Design Thinking movement
rapidly gaining ground in the
public and private sectors
1980’s 2000’s 2010’s 2020’s
1960’s
Initial efforts to define
a standard for creative
and design work
Stanford D.School started
teaching Design Thinking
to students
Hasso Plattner Institute for
IT Engineering founded in
Germany
IDEO formed; modelled a
version of Design
Thinking from Stanford
D.School
First Design Thinking
book published by a
Harvard Professor
IIT Institute of Design
launches Design Camp
Increasing interest and
adoption of Design
Thinking in industries
“Wicked problems”
term coined by
Horst Rittel

THE 3 LENSES OF HUMAN-CENTERED DESIGN PROVIDES A HOLISTIC
APPROACH FOR EXPERIENCE INNOVATION
9
People
(Desirability)
Business
(Viability)
Technology
(Feasibility)
EXPERIENCE
INNOVATION
Source: IDEO

“
Design must reflect the
practical and aesthetic in
business but above all…
good design must primarily
serve people.”
THOMAS J. WATSON
10

THE MINDSET OF A TRADITIONAL THINKER
11
“We have this
problem, let’s jump in
and get in a room and
brainstorm solutions.”
“We have this
technology, what can
we use it for?”
“Our competitors
just launched X;
how can we do X
quickly?”

TRADITIONAL THINKING vs. DESIGN THINKING
12
Lots of reports and documentation Show don’t tell
Scared of failing Learn from failure
Certainty is key Embrace ambiguity
Focus on solution Focus on human values
Get it perfect the first time Iterate
TRADITIONAL THINKING DESIGN THINKING
VS
Talk about your idea Make your idea

DESIGN THINKING COMBINES CREATIVE & ANALYTICAL THINKING
13
LEFT BRAIN
Analytical
Rational
Objective
Present & Past
Facts
Order/pattern
Planned
Source: Adapted from Strategyzer, 2010
Design Thinking uses both sides of the brain to solve problems.
RIGHT BRAIN
Creative
Holistic
Subjective
Present & Future
Feelings
Spatial
Spontaneous

WHAT IS UNIQUE ABOUT DESIGN THINKING?
14
Human-centered
Discover people’s real needs and wants.
Be able to gain deep insights of their
motivations and share the feelings of
others.
Hands-on
Ideas are made tangible through
prototyping. Build rough or lo-fi prototypes
to learn how to make ideas better.
z
Iterative
Repeat each phase backwards and
forwards and arrive at each decision or
desired result, after rounds of learning
and discovery.
Show, don’t tell
Enable the user to experience the story
through action, words, thoughts, senses
and feelings rather than pure description.
Highly-creative
Look at situations differently. Push past
obvious solutions and existing alternatives
to get to breakthrough ideas.
Collaborative
Work as a team to look at the problem
holistically and implement solutions to
improve people's experience.

WHAT DESIGN THINKING IS NOT
15
A “one-day” process where
problems can be solved in
24 hours
Only for the “creative”
people or product designers
Just a brainstorming
session
An approach to replace
analytical problem solving
A narrow equation to
aesthetics and craft
A silver bullet for all types
of problems

WHAT ARE THE BENEFITS OF DESIGN THINKING?
Reduce inefficiencies
Create better customer and
employee experiences
Improve customer
retention (loyalty)
Design new business
models
Deepen and widen
customer relationships
Increase value to society

THE IMPACT OF DESIGN THINKING
17
According to the Design Management
Institute’s Design Value Index, for
example, design-driven companies
have maintained a significant stock-
market advantage, outperforming the
S&P 500 by an extraordinary 219
percent over the past ten years.
Design-centric companies include:
Apple, Starbucks, Nike, Procter &
Gamble, Walt Disney, Starwood,
Whirlpool, Coca-Cola, etc.
Source: Design Management Institute

SUCCESS STORY – NIKE
18
Source: Nike
SB Line of Shoes
SOLUTION
By engaging
skateboarders in the
design process and
having
conversations…
…Nike gained a better
understanding of the
needs and wants of the
skateboarding
community.
Nike struggled to
become a prominent
brand amongst the
skateboarding
community.
Released its Nike SB
line of shoes. Nike has
experienced
tremendous success
within the
skateboarding culture.

ACTION!
1. In your respective groups, brainstorm problems that
occur in:
a) Society (e.g. overcrowding in trains)
b) Business & Services (e.g. bad online experience
in re-contracting mobile/broadband service)
c) Processes & Operations (e.g. backlog issue,
excess inventory)
d) Situations (e.g. customer complaints, natural
disasters)
2. List your ideas on the flip chart.
3. Present your findings to the class.
ACTIVITY: BRAINSTORMING OF PROBLEMS
19
Time allowed:
10 mins

“
Design is not what it looks
like or feels like. Design is
how it works.”
STEVE JOBS
20

FRAMEWORK OF DESIGN THINKING
Empathize
with your users
Define your
users’ needs,
their problem,
and your
insights
Ideate by
challenging
assumptions
and creating
ideas for
innovative
solutions
Prototype to
start creating
solutions
Test solutions
Empathize
Define
Ideate
Prototype
Test
Source: Based on Stanford d.school

UNDERSTANDING THE FRAMEWORK OF DESIGN THINKING
22
DESIGN
means to
“mark out and take action”
THINKING
means to
“ponder and consider”
+
Design thinking is the proper attitude and frame of mind, along with
the right series of actions, in order to solve a problem.

THE 5 MINDSETS OF DESIGN THINKING
23
Think users first Ask the right
questions
Believe you can
draw
Prototype to test
Commit to
explore
Without the proper mindsets, the action plan is just a theory.

5 ACTION PHASES OF DESIGN THINKING
24
DESCRIPTION
§ Learning about the audience for whom you are
designing
§ Creating your Point of View (POV) based on your
insights from the empathy stage
§ Brainstorming and coming up with creative solutions
§ Building a representation of one or more of your
ideas to show to others
§ Returning to your original user group and testing
your ideas for feedback
Empathize
Define
Ideate
Prototype
Test

CHARACTERISTICS OF THE DESIGN ACTION PLAN
25
It is not just a
brainstorming
session or a “one-
day” process
It is an iterative
process
It contains phases
of both divergent
and convergent
thinking
There are
deliverables at
every phase
It requires
everyone to
collaborate and
go through the
process together

76%
of consumers expect companies to understand
their needs and expectations.
26
Source: Salesforce Research

“
When dealing with people,
remember you are not
dealing with creatures of
logic, but creatures of
emotion.”
DALE CARNEGIE
27
AUTHOR

Objective: To understand the
experience, situation and emotion of
the user for whom you are designing
EMPATHIZE PHASE
28
● Observe: View users and their
behavior in the context of their
lives. Don’t judge.
● Engage: Interact with people in
conversations and interviews. Ask
why.
● Immerse: Experience what your
user experiences.
Empathize

© Operational Excellence Consulting. All rights reserved.
DESIGNING WITHOUT EMPATHY:
GOOGLE GLASS
29
● Google launched its first wearable
product, the Google Glass in 2013
● The commercial failure of Google Glass
can be traced to Google’s lack of
empathy towards users: voice-activated
actions are socially awkward, the
camera creates a privacy concern for
people around the Glass user, and the
device doesn’t seem to solve any
specific user needs

EMPATHIZE – ENGAGEMENT
30
Through engaging in
their environment,
they learned…
The road to the water
wells is long and the
water barrels too
heavy.
Water wells installed
by NGO’s are not
being used.
90-litre Hippo Roller
enables user to collect
5 times more water
than a single bucket
and improved water
access.
SOLUTION
Example: Water accessibility
Source: Hippo Roller

PERSONA – EXAMPLE
31
ILLUSTRATIVE
Name: John Smith, 38
Profile / Lifestyle Characteristics
§ Lawyer, single
§ Likes to play golf once a week
§ Owns an apartment in New York
§ Ambitious
§ Knowledgeable
§ Financially savvy
Goals / Ambitions Behaviors / Habits
§ Wants to invest money for his retirement
§ Aiming for promotion to Senior Counsel later this
year
§ Impatient
§ Prim and proper
§ Don’t take no for an answer
Fears / Challenges Influencers & Activities
§ Not working well with colleagues
§ Unable to find time with family
§ Uncle, who is also a lawyer
§ Golf

EMPATHY MAP – EXAMPLE
32
A Holiday Maker’s Concern
THINK & FEEL
HOLIDAY
MAKER
HEAR SEE
SAY & DO
PAIN
GAIN
Tourists get
pick-
pocketed
Many locals
don’t speak
English
May not be
safe to go
out at night
Food are
cheap and
delicious!
The flea
markets are
interesting
Did the hotel
reserve us a
non-smoking
room?
Will I be hit
with food
poisoning?
Will I have a
memorable
experience?
Will taxi
drivers over-
charge me for
rides?
Wow, I can
shop all day
and night!
I am
uploading
photos into
Facebook!
Food taste
really
great!
I don’t
want to go
home!
Tourists look
happy &
having fun!
Polite and
patient service
staff at hotel
Many touts
on the
streets
Traffic jam
almost
everywhere
Nice
breakfast
buffet
Tired walking
and carrying
shopping
bags
Taxis that
don’t use the
meter
Hot and
humid
tropical
weather
Hotel wifi is
so slow!
Enjoy the
sightseeing
and local food
Clean and
comfortable
hotel room
and facilities
Friends and
relatives like
my Facebook
photos
Made friends
with some
locals and
tourists
ILLUSTRATIVE

EMPATHIZE
33
Activities Tools to use Deliverables
§ User interview
§ Informal chats
§ Observation
§ Shadowing
§ Mystery shopping
§ Picture-taking
§ Immersion
§ Interview checklist
§ Observation checklist
§ Writing tools
§ Flipcharts and paper
§ Camera
§ Personas
§ Empathy map
§ List of user feedback
§ Problems identified

ACTION!
PROJECT ACTIVITY: EMPATHIZE
34
Time allowed:
15 mins
Design a WALLET that is useful and meaningful for YOUR PARTNER.
1 What questions would you ask your partner? Write it down.
2 Take down notes of your partner’s response. Remember to observe, listen and
empathize what he/she says.

CRITICAL SUCCESS FACTORS
35
Customer experience council meetings
chaired by the CEO
2
The mindset is more important than the
methodology
3
Top down approach
1
Start from the customers you want to
serve, not your products and services
4
Spend time doing deep customer
immersion
5
Be open to iterative, collaborative
engagement with team members and
stakeholders
7
Be able to do rapid prototypes and
iterating with prototypes
8
The customer experience is more
important than the digital technology
6
Assign dedicated resources
9
Incorporate design thinking in your
organizational culture
10

ACTION!
1. How did engaging and testing the prototype with the real person
change the direction that the prototype took?
2. What was it like showing unfinished work to another human being?
3. How did the pace – the quick iterative cycle – feel relative to how
you normally work?
4. If you have to do it over again, what step(s) would you want to
improve?
5. What is one thing (e.g. step or tool) that you want to try tomorrow?
ACTIVITY: GROUP DISCUSSION
36
Time allowed:
5 mins

Operational Excellence Consulting is a management
training and consulting firm that assists organizations
in improving business performance and effectiveness.
Based in Singapore, the firm’s mission is to create
business value for organizations through innovative
design and operational excellence management
training and consulting solutions. For more
information, please visit www.oeconsulting.com.sg
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Design Thinking (Workshop Guide)

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