Design Thinking Aula de 10 Março 2013 Faculdade de Ciência e Tecnologia Pedro.janeiro@novabase.pt
Barcelona, 1925, Las Ramblas
Barcelona, 1926, train station
Barcelona, 1920s
Mies vas der Rohe Exposição internacional de Barcelona, 1929, Pavilhão da Alemanha DEFINIR EM Insert / Header & Footer
Mies vas der Rohe Cadeira Barcelona, Exposição internacional de Barcelona, 1929, Pavilhão da Alemanha DEFINIR EM Insert / Header & Footer
Product design Factory Architect Designer Rocking Chair, 1860 Production by Thonet, Austria Paimio Lounge chair, 1931 Aalvar Alto, Finland Sistema 45 chair, 1973 Ettore Sottsass, Italy 7
Product + Service design ipod itunes + 8 DEFINIR EM Insert / Header & Footer
Service design Administering medication at Kaiser Permanente Pilot Results: 2 hospitals, 4 units 50% reduction in the number of sta! interruptions to the medication administration process 15% faster from approximately 10:00 to 8:30 (minutes:seconds) Significant increase in process reliability from 33% to 78% 9 DEFINIR EM Insert / Header & Footer
Design Thinking 10 DEFINIR EM Insert / Header & Footer
Design Thinking main structure of the Stanford Exec Ed Empathize Define Ideate Prototype Test Show, don t tell Empathy interview Empathy map User need insight Point of View How might we Brainstorming Selection Refine idea Prototype 3D Test with users 1 Prepare presentation Refine Prototype 3D Presentation Test with users 2 Refine Prototype 3D 11
Design Thinking methods 12 DEFINIR EM Insert / Header & Footer
Design Thinking methods How might we? How: assumes there s a solution... it gives creative confidence. Might: might work, might not work, either way it s ok! We: group work, building on each other s ideas. 13
How might we or an angle of attack to a problem Constraints and more constraints Picks one angle How might we give him more time? Introduces constraints How might we do the transfer in less than 10 minutes? A stressed entrepeneur needs to wire 120.000 to Austrália to close a deal but it is 23:00 and the money must be there in the next 2 hours!... HMW with 5 euros / with just a smart phone/ with no technology? Changes the scenario How might we have 24 hour support for everything we do? Inverts roles How might we know of these important deals earlier before they become critical? 14
How did emotion ever got out of Information Technologies? Most decisions are emotional, even irrational: When you buy a flat When you choose a restaurant When you pick a holiday destination When you eat chocolate mousse on day one of a strict diet Computers brought a false sense of rationality DEFINIR EM Insert / Header & Footer
How did emotion ever got out of Information Technologies? +400 pages of instructions +???? pages of instructions
What is an IT project? A consultant s perspective The client perspective
How can we erase the frightening dentist out of IT projects? How might we have projects: The client perspective Without 500 pages of cryptographic documentation? With an understandable scope? That actually solve problems? That
How can we erase the frightening dentist out of IT projects? 1 process poster versus To be document of 250 pages
How can we erase the frightening dentist out of IT projects? 1 process poster versus To be document of 250 pages
Salas criativas (pisos 3, 4, 5 e 6)
A prototipagem física
A prototipagem em computador
A prototipagem em papel 24
What s working for me Top management trained in Design Thinking by the Stanford University 25 DEFINIR EM Insert / Header & Footer
What s working for me 60 Design Thinking internal coaches 800 of our people trained in Design Thinking High awareness levels 26
Design Thinking at Novabase Cultural transformation Service Innovation Delivery Embrace innovation Failure is part of the process Internal TED talks Speaker s corner b-side Design as a good thing Empathy as a tool Prototype every time! How can we do it with DT? New Service Development Serious investment in new packaged services New marketing tools Focus on improving project touchpoints New work methods New documentation New project objectives 27
A famous story
GENERAL ELECTRIC Principal Designer Doug Dietz
Children s healthcare (failed) experience
A preocupação mais profunda dos pais: Conseguiremos fazer a criança passar por isto?
Aprender sobre os verdadeiros clientes as crianças! Como criar um ambiente seguro para as crianças?
The Jungle Adventure Ei miúdo, já andaste de canoa?, tens de ficar deitado e quietinho, senão a canoa vira! Vais ver os peixinhos a saltarem do rio e a passarem por cima da tua canoa. Papá, tens de pôr os pés nas pedras, papá!
The Pirate Island És o capitão do navio dos piratas! Toma o teu chapéu e bem vindo a bordo, capitão! Mamã, posso voltar amanhã? Posso? O vaporizador com cheiro a piña colada distrai mais os pais que a criança, ajudando-os a acalmarem e a passarem essa calma para as crianças. O som da máquina ficou disfarçado com ritmos africanos de aventura.
Cozy Camp A máquina é uma tenda e a mesa é um sacocama, com fecho incluído! Vou dormir sozinho na tenda? E o papá fica onde? O técnico e os pais ficam na caravana, porque a aventura da tenda é só para crianças.
Coral Reef Um submarino! Uma prancha de surf. Uma bola de espelhos com um foco de luz branca. Posso respirar debaixo de água?
A equipa do Hospital Pediátrico de Pittsburgh
Sedation rate down 80% in Nuc Med 30% Overall Patient Volume up 7% Patient satisfaction up 90% Sales of USD 30 Million in 6 months Pricing by scan + client satisfaction!
A vision for the future
Design Engenharia Negócio Tornar a vida dos nossos clientes mais simples e feliz!
Your mission: Redesign the Campus TV experience for your stakeholder
Information Emotion Insight
Interviewing for empathy interview tips Encourage stories Don t suggest answers to your questions Don t be afraid of silence Look for inconsistencies Be aware of nonverbal cues Stay on the same path of a question ASK WHY? 46
Your mission: Redesign the Campus TV for your stakeholder. Start by gaining empathy 1 Interview 2 Dig deeper Notes from your first interview Notes from your second interview 47
Empathize Define Ideate Prototype Test Source: Stanford d.school
Source: Stanford d.school MBA Stanford 2007/08 Design project How to create a baby incubator that would cost less than 1% of the price of a traditional, $20,000 incubator? (and also how to solve the distribution problems for the target markets?)
Source: Stanford d.school