Design ThinkingDr. Charmi Patel

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Design is a transformational force that helps organisations develop products, services and experiences that connect and resonate with customers.

This enables meaningful and emotional differentiation in the eyes of organisational stakeholders. Not surprisingly, design has become increasingly important in business circles and organisations are increasingly trying to understand and master the competitive advantage design can offer. To help organisations address today’s business challenges in innovative ways, business leaders are seeking to develop their creative and design thinking skills.

Empoweringbusiness,people and society toshapethenext

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QualityHighest standard inmaterials,

crafting, and detailing

HolisticA coherent approach to function, tech-

nology, systems and user-context

FactualAddressing the right problem,

unpretentious, discreet

CraftHigh professionalism, detail-oriented,

natural materials, textural

TransformativeInnovative, collaborative,

multidisciplinary, process-oriented

User-drivenSensible, transparent, user-centered,

everyday aesthetics

SocialDemocratic, non-hierarchical, trust-

worthy, rooted in socialmovements

HumanCaring, empathetic,

humanistic, inclusive

SimpleStringent,

minimalistic

DurableLong-lasting, solid, conscious

of tradition

The Danishcontext

Innovating with values: Denmark’s design DNA

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What is design and how

does it create value?

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What isdesign?

“Everyone designs who devises courses ofaction

aimed at changing existing situations into

preferred ones.”

Herbert Simon (1969)

“Design is the human capacity to shape and

make our environments in ways ... that satisfy

our needs and give meaning to our lives”

John Heskett (2002)

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“Design is the glue that ties all the elements together.”

—Michael Qvortrup, Design Manager, DanfossWinner,DanishDesignAward 2018

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company brand

Design has a positive impact on revenue

Design enhances the

Design increasescustomer satisfaction

Design DeliversTheValue of Design

75%

79%

65%

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Design-led companieshave

32% morerevenue and56% higher total returns to shareholders compared with other companies.McKinsey & Co, ”The Business Value of Design”, 2018

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Managers, asdesigners,are thrown into situations

that are not of their own making yet for which

they are responsible to produce a desired

outcome. Theyoperate in a problem spacewith no

firm basis for judging one solution as superior to

another, and still they must proceed.

- Boland &Collopy (2004) Managing as Designing

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DESIGN ASFUTURE-MAKINGDESIGN ASDECISION-MAKING 12

Towards MANAGING asDESIGNING

From

”Which decision should I make?”

To

“What should I make a decision about?”

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Decision attitude• Managing

• What is the decisionspace?

• What is the current

or past situation?

Which decision should

I make?

• The decision is thereto be FOUND.

Design attitude

Designing

What is the problem/ opportunity space?

What could be a better future situation?

How might we expand our range of options to

decide about?

The decision is there to be CREATED.

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Exploring

Investigative

Asking the right questions

Creative

Visual

Concrete

Iterative

Trial and error

Prototyping

User centered

Engaging

Empathic

Elements of designwork

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Leveraging Empathy

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Coloplast

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“The best service we

can give our users is

that they forget they

use our products.”

- Lars Rasmussen, CEO of Coloplast

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Challenge #1: Empathicdata

“To employees long accustomed to being told to be

rational and objective, these methods can seem

rather subjective and personal. Businesses want to

understand their customers, of course, but design

thinking approaches to connecting with customers can

feel too close, uncomfortably emotive, sometimes

overwhelmingly affecting.”

Austin, R. & Bason, C. (2019) The Right Way to Lead Design Thinking. Harvard Business

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Encouraging Divergence & Navigating Ambiguity

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Challenge #2: Iteration

“Design methods ask employees not to race to the

finish line, not to converge on an answer as quickly as

possible, and instead to widen the set of options—to

go sideways for a while rather than forward. This can

be difficult for people schooled in the need for

efficiency, the importance of cost savings, the value of

being lean, and soon. It can feel like “spinning wheels”

because it kind of is.”

Austin, R. & Bason, C. (2018) Leading Transformation by Design. HBR

forthcoming23

Rehearsing New Futures

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Source: 1508

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Kilde: Onboarding Group 26

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“Adesign attitude views each project as an

opportunity for invention that includes a

questioning of basic assumptions and a

resolve to leave the world a better place

than we found it.”

Boland & Collopy (2004)

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Explore the problem space

Up close to daily practices

and contexts of living.

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Co-create

Ideas are best created together with

citizens, stakeholders and otheractors.

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Making the futureconcrete

Create tangible futures

through prototypes

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