Design thinking: Intro workshop

Slide 1

Slide 1 text

Design thinking Intro workshop

Slide 2

Slide 2 text

jerryjappinen@lateralnord.com +358 40 7188776 @jerryjappinen Product design consultant Jerry Jäppinen

Slide 3

Slide 3 text

No content

Slide 4

Slide 4 text

Slides and materials will be shared You won ’ t need your laptops You won ’ t need your phones Take a day o ff of deadlines Keep an open mind Learn something new

Slide 5

Slide 5 text

Today ’ s program 9:45 Warm-up 10:00 What is design and why is it important? 11:30 Coffee break 11:45 Journey mapping workshop (1h) 13:00 Lunch 14:00 Design thinking process 15:00 Idea generation workshop 16:30 Coffee break 16:45 Implementing design thinking 17:15 Your topics, freeform feedback + Q&A (45 min)

Slide 6

Slide 6 text

Let ’ s warm up

Slide 7

Slide 7 text

Warm-up workshop Stand up! Take out your keys Who are you? What did you do over the weekend? What is each key for?

Slide 8

Slide 8 text

Warm-up workshop Tell us 3 things about yourself: 2 true things, one lie Write down which of the other people ’ s things you think is a lie

Slide 9

Slide 9 text

Meet Tony Tony is a tattoo artist You ’ re finally getting him to do the tattoo you always wanted Draw and describe your next, most beloved tattoo to Tony

Slide 10

Slide 10 text

Why did you come here? Have a think, write the answer on post-its

Slide 11

Slide 11 text

Have you ever started a project that turned out to be more complicated than you thought?

Slide 12

Slide 12 text

Examples? How to make a digital business grow? How to present campaign results? How to get 200 people to work towards one goal? How to deliver new users with OOH campaigns? How to get a customer to trust our expertise? How to automate a campaign booking process? New product? New customer? New processes? Old processes? New value propositions? New competitors? New objectives (OKR)? New key results (OKR)?

Slide 13

Slide 13 text

We ’ ll come back to these topics

Slide 14

Slide 14 text

Please participate!

Slide 15

Slide 15 text

What does design mean to you?

Slide 16

Slide 16 text

Why is design important?

Slide 17

Slide 17 text

What is design actually?

Slide 18

Slide 18 text

How do you create successful products for humans?

Slide 19

Slide 19 text

Solution to a problem …that works …and that people care about What do we mean by product?

Slide 20

Slide 20 text

Let ’ s talk about Norman doors https://99percentinvisible.org/article/norman-doors-dont-know- whether-push-pull-blame-design/

Slide 21

Slide 21 text

People are weird Especially people other than you People never behave the way you want All your users are free-thinking human beings They all have their own thoughts, emotions, needs and wants, interests, motivations, impairments, pet peeves

Slide 22

Slide 22 text

What can we do? People are individuals and individuals are weird But you can research, predict and take advantage of their behavior You can choose a narrow user group You can think in behaviors, roles, user groups, personality types, personas

Slide 23

Slide 23 text

Humans are Lemmings

Slide 24

Slide 24 text

Is this door a good or a bad product?

Slide 25

Slide 25 text

If you continue to get it wrong and if other people continue to get it wrong good sign that it ’ s a really bad door

Slide 26

Slide 26 text

No, it ’ s not a good door

Slide 27

Slide 27 text

This is so obvious… in retrospect when we talk about someone else ’ s product

Slide 28

Slide 28 text

Our challenge for today How do we make sure our own products aren ’ t Norman doors? Before we manufacture them?

Slide 29

Slide 29 text

What ’ s the answer?

Slide 30

Slide 30 text

Design

Slide 31

Slide 31 text

Things we call design Graphic design Motion design UI design UX design Typographic design Information architecture User research Usability List goes on… What are these? They ’ re all activities Specific fields, disciplines, vocations Compare to frontend development, online marketing, financial controlling…

Slide 32

Slide 32 text

Activities are important

Slide 33

Slide 33 text

But…

Slide 34

Slide 34 text

Some time, somewhere • a project manager said the doors were shipped on time • a designer said the handles are consistent with other doors • an engineer said the doors were built to spec • a QA person said the doors work as intended • a CS agent who said “thank you for your feedback” • a head of product said “Spotify ’ s doors open this way” • …and they ’ re all correct, and doing good work

Slide 35

Slide 35 text

Activities are not enough to solve new problems

Slide 36

Slide 36 text

Activities are not enough to create great products

Slide 37

Slide 37 text

We don ’ t deliver shit

Slide 38

Slide 38 text

We deliver products that work and work for humans

Slide 39

Slide 39 text

What do we do when activities are not enough?

Slide 40

Slide 40 text

Design thinking

Slide 41

Slide 41 text

Many models, one reality

Slide 42

Slide 42 text

In the process of trying to define and build a successful product, you form hypotheses in all five of these areas (whether you realise you are doing so or not). The Product-Market Fit Pyramid helps you be more explicit and rigorous about your hypotheses. Product-market fi t pyramid https://leanstartup.co/a-playbook-for-achieving-product-market-fit/ Problem Solution Market Product

Slide 43

Slide 43 text

Have you heard of “Jobs To Be Done”? Jobs-to-be-done describe the tasks that a product or service is carrying out. People don ’ t just buy products or just want to use a certain service. They “hire” them to do a job. Clayton Christensen

Slide 44

Slide 44 text

Jobs to be Done is a theory of consumer action It describes the mechanisms that cause a consumer to adopt an innovation

Slide 45

Slide 45 text

A good product is a good solution to a meaningful problem

Slide 46

Slide 46 text

A good product is a solution that works and that people care about

Slide 47

Slide 47 text

Good product has a good design

Slide 48

Slide 48 text

What is good design?

Slide 49

Slide 49 text

Design as a quality of a product “This door is a shitty design” “This site is so well designed” “This vase has such an amazing design”

Slide 50

Slide 50 text

Can we break this down?

Slide 51

Slide 51 text

What does it mean to have good design?

Slide 52

Slide 52 text

No content

Slide 53

Slide 53 text

https:// www.youtube.com/ watch?v=PqVfLqu1l20

Slide 54

Slide 54 text

How do we know if this teapot is a good product?

Slide 55

Slide 55 text

Good design works for humans On a visceral level On a behavioral level On a reflective level

Slide 56

Slide 56 text

Visceral Sensorial, nearly subconscious, pleasures

Slide 57

Slide 57 text

Behavioral Usability

Slide 58

Slide 58 text

Re fl ective Pleasure from social life, identity etc.

Slide 59

Slide 59 text

Is this teapot a good product? Why?

Slide 60

Slide 60 text

Which design? For the most part, your customers don ’ t break down and analyse the design of your product The design either works or it doesn ’ t (on a spectrum) It is valid to talk about design as one quality of a product Distinctions between visual, motion and usability design are not very user-centric

Slide 61

Slide 61 text

A good product works for humans on visceral, behavioral and re fl ective levels

Slide 62

Slide 62 text

But we also won ’ t talk about this today

Slide 63

Slide 63 text

“Design” has one more meaning

Slide 64

Slide 64 text

Design thinking

Slide 65

Slide 65 text

We believe that good design makes the world a better place. That holds true also at this airport Therefore, we are developing the design of the Security Control. Please tell the security control o ffi cial how this works for you. We are listening closely in order to make Helsinki Airport even better for us all.

Slide 66

Slide 66 text

No content

Slide 67

Slide 67 text

Design is a mindset

Slide 68

Slide 68 text

Design is an approach to problem solving

Slide 69

Slide 69 text

Design is a methodology to move from a poorly-understood problem space towards one solution that works great

Slide 70

Slide 70 text

No content

Slide 71

Slide 71 text

And how do we do it?

Slide 72

Slide 72 text

How do we get from status quo to something that works on visceral, behavioral and re fl ective levels for humans?

Slide 73

Slide 73 text

Problem space Solution space Wealth of options to ideate and test Wealth of details to discover and research

Slide 74

Slide 74 text

No content

Slide 75

Slide 75 text

Design is discovering and testing multiple ideas

Slide 76

Slide 76 text

Design is creative problem solving

Slide 77

Slide 77 text

This is what we call design thinking

Slide 78

Slide 78 text

No content

Slide 79

Slide 79 text

No content

Slide 80

Slide 80 text

Break!

Slide 81

Slide 81 text

Customer journey mapping

Slide 82

Slide 82 text

Customer journey mapping Simple framework to help you think through key moments for your customer as they experience your solution

Slide 83

Slide 83 text

What does a journey map look like?

Slide 84

Slide 84 text

Steps Phases Goals Pain Points Expectations Emotions

Slide 85

Slide 85 text

Why do we journey map?

Slide 86

Slide 86 text

To understand what ’ s happening and learn from it

Slide 87

Slide 87 text

To focus on users and business value

Slide 88

Slide 88 text

To empathise

Slide 89

Slide 89 text

Choose your problem and scenario to research

Slide 90

Slide 90 text

Don ’ t get stuck Write down EVERYTHING your team can think of

Slide 91

Slide 91 text

Get your post-its ready

Slide 92

Slide 92 text

Define the activities and steps in the customer’s experience • Phrase as a verb i.e. “downloads the app” • The flow of steps is similar to recipe instructions • Don’t be concerned with the touchpoint i.e. mobile, in-person, etc. • Don’t try to list the steps of your entire product • Think from the customer’s point of view Gets out of bed Takes a shower Gets Dressed Makes coffee Makes breakfast Eats breakfast Gets to train station Buys a train ticket Boards the train Key activities Phrase as a verb i.e. “downloads the app” The flow of steps is similar to recipe instructions Don ’ t be concerned with the touchpoint i.e. mobile, in-person, etc. Don ’ t try to list the steps of your entire product Think from the customer ’ s point of view

Slide 93

Slide 93 text

Group the activities into phases • Still from the viewpoint of the customer • If you can’t think of a phase, you can categorise them as before, during, and after an event like paying • Group them based on mental spaces • Aim for 3-7 phases • Try to summarise the steps from the user’s perspective i.e. “Starting Out” not “Onboarding” Gets out of bed Takes a shower Gets Dressed Makes coffee Makes breakfast Eats breakfast Gets to train station Buys a train ticket Boards the train Get Ready Eat Breakfast Commute to Work Mental phases Group your customer ’ s steps into 3-7 phases Think of your customer ’ s mental state over the course of the journey Try to summarise the steps from your user ’ s perspective, e.g. “Starting out” over “Onboarding” If you can ’ t think of a phase, do before/during/after a key event such as “payment”

Slide 94

Slide 94 text

What are the customer’s goals? • The Goal is what will propel them from one step to the next • Arrange them between the steps to reflect that they are the propellors Gets out of bed Takes a shower Gets Dressed Makes coffee Makes breakfast Eats breakfast Desire for cleanliness • You can write multiple goals per sticky • This will help you understand what is happening behind the scenes Wants to be warm and comfy Wants to be more awake and alert Wants to eat healthier Has to go to work. Needs to take out the dog. Goals and motivations A goal is what will proper a user from one step to the next Write one goal per sticky and arrange them between each step to reflect that they propel a user between two steps Write one goal per sticky This will help you understand what is happening behind the scenes. Remember, humans need inherent motivation to do things

Slide 95

Slide 95 text

What are the pain points? • Pain Points will keep them from moving to the next step • Arrange them between the steps to reflect that they are the obstacles between steps • You can write multiple pain points per sticky • This will help you understand why your product or service is not effective Clothes are all dirty Out of coffee Doesn’t have time or ingredients Burns the toast Doesn’t hear alarm clock. Didn’t sleep very well. Gets out of bed Takes a shower Gets Dressed Makes coffee Makes breakfast Eats breakfast Desire for cleanliness Wants to be warm and comfy Wants to be more awake and alert Wants to eat healthier The smell of food makes him hungry Has to go to work. Needs to take out the dog. Pain points and blockers Pain points keep a user from moving to the next step Arrange pain points between the steps to reflect that they are obstacles between two steps Meteorites can always fall from the sky… but think about is it interesting to us in this context Write one pain point per sticky

Slide 96

Slide 96 text

What are the expectations? • What will your customer need for a successful experience at each step? • These are things that the customer will expect as a given/the assumptions • These will often be industry-specific insights • These should be checked often with your customer knowledge of the outside temperature Expects that it will contain caffeine Assumes that he has time Expects to sit down and read while he eats The alarm wakes him up/it’s the right time to get up. Gets out of bed Takes a shower Gets Dressed Makes coffee Makes breakfast Eats breakfast Assumptions and expectations What will your customer need for a successful experience at each step? There are things that customer will expect as a given, the assumptions. These will often be industry-specific insights. These should be checked often with your customer.

Slide 97

Slide 97 text

What are the feelings? • Think about the spectrum of emotions that the customer could be feeling at each step • Keep it simple. One-word emotions or emojis • Can be multiple emotions per sticky • These should be checked often with your customer Uncertain Anticipation :) Cranky Chipper Excited Gets out of bed Takes a shower Gets Dressed Makes coffee Makes breakfast Eats breakfast Relaxed Recharged Emotions and feelings Keep it simple: one-word emotions or emojis Can be multiple emotions per step Think about the spectrum of emotions that the customer could be feeling at each step These should be checked often with your customer

Slide 98

Slide 98 text

• Use the previous emotions to determine th positive or negative of the step • Don’t overthink, this is just a starting point • This exercise should be repeated with customers to determine if it’s accurate Gets out of bed Takes a shower Emotions summary Use the emotions from your post-its to draw user ’ s journey on the chart Don ’ t overthink it, it ’ s not meant to be scientific Repeat this exercise with customers from different target groups or personas

Slide 99

Slide 99 text

How did you like it?

Slide 100

Slide 100 text

Was it useful?

Slide 101

Slide 101 text

No content

Slide 102

Slide 102 text

No content

Slide 103

Slide 103 text

No content

Slide 104

Slide 104 text

No content

Slide 105

Slide 105 text

Journey mapping Can be used to model any service flow from customer perspective Maps out one customer flow - not a complex architecture Find pain points / areas of focus of existing solution Works for validating your new solution Works for researching status quo (when you have no solution yet)

Slide 106

Slide 106 text

Journey mapping Service flows are rarely obvious and have multiple touch points Helpful as a starting point or to explain a process to others Avoids getting lost in too much detail or specifics Produces a testable journey Great team exercise

Slide 107

Slide 107 text

Lunch!

Slide 108

Slide 108 text

Solving problems is nothing new

Slide 109

Slide 109 text

Case study from 100 years ago Before we had apps, scrum, Slack and Trello, history of engineering and industrialism has hundreds of years of educational stories https://youtu.be/jFG02bh6oQk?t=19s Listen carefully the language used in the video

Slide 110

Slide 110 text

Creating products for humans has always been complex

Slide 111

Slide 111 text

Case study from 100 years ago Everything Ian said is so obvious 100 years later How do we figure this out before we manufacture our product?

Slide 112

Slide 112 text

The design thinking process

Slide 113

Slide 113 text

Design thinking is a methodology for problem solving

Slide 114

Slide 114 text

No content

Slide 115

Slide 115 text

No content

Slide 116

Slide 116 text

No content

Slide 117

Slide 117 text

No content

Slide 118

Slide 118 text

No content

Slide 119

Slide 119 text

No content

Slide 120

Slide 120 text

No content

Slide 121

Slide 121 text

No content

Slide 122

Slide 122 text

No content

Slide 123

Slide 123 text

Let ’ s go through each step with examples

Slide 124

Slide 124 text

No content

Slide 125

Slide 125 text

1. De fi ne Define the problem Question the brief Reframe and rewrite Ensures shared understanding Gets stakeholders/customers/coworkers on the same page Helps you course correct yourself along the way

Slide 126

Slide 126 text

No content

Slide 127

Slide 127 text

No content

Slide 128

Slide 128 text

No content

Slide 129

Slide 129 text

No content

Slide 130

Slide 130 text

No content

Slide 131

Slide 131 text

No content

Slide 132

Slide 132 text

2. Research Understand the problem Get familiar with the entire problem space Am I the first one to look at this problem? Probably not Get some data. Interview people. Talk out loud, act stupid, be curious

Slide 133

Slide 133 text

No content

Slide 134

Slide 134 text

No content

Slide 135

Slide 135 text

Spreadshirt

Slide 136

Slide 136 text

No content

Slide 137

Slide 137 text

Last 30 days 0 130 260 390 520 Request After Booking Change Request Cancellation Request Resending Confirmation from GoEu Cancellation Request - NR Change Request - NR Ticket Printing More info needed of customer Address of Station Name on Ticket Refund Request 493 493 329 329 180 180 178 178 154 154 65 65 54 54 47 47 41 41 35 35 1,856 # Contacts after booking Trending Top Ten Topics - Contacts after booking Request After Booking % Δ Last 7 Days Last 7 Days Δ Last 7 % Δ Last 30 Days Last 30 Days Δ Last 30 Address of Station Refund Status Refund Request More info needed of customer Change Request - NR Belgium - Any Station / Domestic Trains ↑ 60% ↑ 40% ↑ 11% no change ↓ 30% ↓ 30% 16 7 10 12 33 7 6 2 1 0 -14 -3 ↑ 31% ↓ 5% ↑ 35% ↑ 6% ↑ 2% ↓ 41% 47 20 35 54 154 29 11 -1 9 3 3 -20 . Address of Station Cancellation Request Cancellation Request - NR Change Request Change Request - NR More info needed of customer Name on Ticket Refund Request Resending Confirmation from GoEu Ticket Printing 3% 3% 21% 21% 11% 11% 31% 31% 10% 10% 3% 3% 3% 3% 2% 2% 11% 11% 4% 4% Contacts After Booking 07/25/2016

Slide 138

Slide 138 text

No content

Slide 139

Slide 139 text

No content

Slide 140

Slide 140 text

Be creative Be analytical Steal ideas Generate ideas Don ’ t censor ideas

Slide 141

Slide 141 text

No content

Slide 142

Slide 142 text

No content

Slide 143

Slide 143 text

No content

Slide 144

Slide 144 text

No content

Slide 145

Slide 145 text

No content

Slide 146

Slide 146 text

Build a facade of the experience Time to fail! Test your most promising ideas Don ’ t fall in love; discover what works Remember status quo vs desired state? you ’ re trying to mock up the desired state in comparison to status quo Use Marvel, 3D printer, a survey, PowerPoint… anything goes

Slide 147

Slide 147 text

Are all potential solutions worth even prototyping?

Slide 148

Slide 148 text

No content

Slide 149

Slide 149 text

No content

Slide 150

Slide 150 text

No content

Slide 151

Slide 151 text

No content

Slide 152

Slide 152 text

Now, on to people ’ s favourite place to start For god ’ s sake don ’ t start here

Slide 153

Slide 153 text

No content

Slide 154

Slide 154 text

Pick one over others You ’ ve now gained intimate knowledge on problem space As well as solution space - how different solutions perform - how difficult they are to implement - what problems you didn ’ t think of before prototyping Go back to your problem definition and use all available data and understanding Be tough also on your favourite ideas (They might get their time to shine some other day)

Slide 155

Slide 155 text

No content

Slide 156

Slide 156 text

https://designsprintkit.withgoogle.com/methodology/phase4-decide

Slide 157

Slide 157 text

No content

Slide 158

Slide 158 text

Implement Get it done Stay focused Pay attention to detail

Slide 159

Slide 159 text

No content

Slide 160

Slide 160 text

Learning How did we identify the problem in the first place? Is it now resolved, did we actually solve the problem?? Are stakeholders happy with the results? What could be improved? Do we need another iteration round? Did we find new issues to work on?

Slide 161

Slide 161 text

Break!

Slide 162

Slide 162 text

Idea generation

Slide 163

Slide 163 text

Today we will ideate a new product

Slide 164

Slide 164 text

Choose a problem for your team

Slide 165

Slide 165 text

We ’ re at step 3 We have already identified, defined and gained intimate knowledge about a problem

Slide 166

Slide 166 text

But you don ’ t know the solution

Slide 167

Slide 167 text

Take one A4 Fold it in half 3 times Give me 8 ideas You have 6 minutes

Slide 168

Slide 168 text

Pitch your ideas within teams: max 20 sec per idea

Slide 169

Slide 169 text

Review and fi nd your team ’ s most e ff ective idea based on fi tness for purpose in 4 minutes

Slide 170

Slide 170 text

Take one solution Develop a product pitch Draw a storyboard from user perspective A4, 8 steps, 10 minutes

Slide 171

Slide 171 text

Present!

Slide 172

Slide 172 text

What would you do next?

Slide 173

Slide 173 text

That ’ s right: prototype!!!

Slide 174

Slide 174 text

Another day though

Slide 175

Slide 175 text

Break! 🍻

Slide 176

Slide 176 text

Interpretations of design thinking

Slide 177

Slide 177 text

No content

Slide 178

Slide 178 text

No content

Slide 179

Slide 179 text

No content

Slide 180

Slide 180 text

No content

Slide 181

Slide 181 text

PROCESS & COLLABORATION FROM A DESIGNER PERSPECTIVE DOUBLE DIAMOND DESIGN PROCESS UNDERSTAND THE PROBLEM 1 2 PROBLEM SPACE SOLUTION SPACE FIND A SOLUTION TOGETHER

Slide 182

Slide 182 text

SPECIFIC PROBLEMS PROCESS & COLLABORATION FROM A DESIGNER PERSPECTIVE DOUBLE DIAMOND DESIGN PROCESS DISCOVER DEFINE DELIVER GENERAL PROBLEM STATEMENT SPECIFIC SOLUTIONS _ User-centred Empathetic RESEARCH INSIGHTS _ Needs/Values Touch Points _ Brainstorm DEVELOP IDEATION _ Speciﬁc solutions PROTOTYPES reality…

Slide 183

Slide 183 text

PROCESS & COLLABORATION FROM A DESIGNER PERSPECTIVE AGILE PRINCIPLES _ Early feedback from customers _ MVP Mindset _ Cross-functional & co-located teams _ Working collaboratively, iteratively, in parallel _ Stop and reﬂect _ Avoid Handoffs _ Get early feedback _ Transparency _ Work at a sustainable pace _ Continuous Improvement _ Eliminate Waste _ Do the RIGHT thing. Not do the thing right. _ Early validation of assumptions _ Learning culture _ Fail early and often _ Focus on outcome, not output _ Maximize business value _ Stop starting. Start ﬁnishing. _ Small slices of value for the customer _ Work with constraints: timeboxes, Work in Progress limits _ Shared ownership

Slide 184

Slide 184 text

Slide 185

Slide 185 text

Slide 186

Slide 186 text

PROCESS & COLLABORATION FROM A DESIGNER PERSPECTIVE AGILE PRINCIPLES _ Early feedback from customers _ MVP Mindset _ Cross-functional & co-located teams _ Working collaboratively, iteratively, in parallel _ Stop and reﬂect _ Avoid Handoffs _ Get early feedback _ Shared ownership _ Transparency _ Work at a sustainable pace _ Continuous Improvement _ Eliminate Waste _ Do the RIGHT thing. Not do the thing right. _ Early validation of assumptions _ Learning culture _ Fail early and often _ Focus on outcome, not output _ Maximize business value _ Stop starting. Start ﬁnishing. _ Small slices of value for the customer _ Work with constraints: timeboxes, Work in Progress limits

Slide 187

Slide 187 text

The general mindset remains the same

Slide 188

Slide 188 text

How do we identify the problems we solve?

Slide 189

Slide 189 text

Identify?

Slide 190

Slide 190 text

Design thinking teaches you how to solve a problem right

Slide 191

Slide 191 text

How do we know we ’ re solving the right problem?

Slide 192

Slide 192 text

No content

Slide 193

Slide 193 text

Contact Languages 0 150 300 450 600 User Locale en-US it es fr de nl 590 590 376 376 325 325 196 196 101 101 37 37 Provider Distribution - Top 15 0 70 140 210 280 Travel Provider unclear Movelia Trenitalia Renfe Other (Smaller Providers) MeinFernbus-Flix Deutsche Bahn SNCF Baltour Eurolines BlaBlaCar SNCB Raileasy Flights egabus 275 275 235 235 152 152 138 138 119 119 116 116 69 69 69 69 44 44 37 37 36 36 35 35 34 34 33 33 25 25 Changes / Layover Doubts Bike Policies Group Booking Can I buy at the station? More info needed of customer Address of the Station Payment Options Age of Travellers ↑ 100% ↑ 56% ↑ 25% ↑ 23% ↑ 19% no change no change ↓ 19% 10 14 10 16 19 26 9 13 5 5 2 3 3 0 0 -3 ↓ 3% ↑ 4% ↓ 22% ↑ 113% ↓ 16% ↑ 20% ↓ 2% ↑ 76% 28 56 52 66 85 107 40 51 -1 2 -15 35 -16 18 -1 22

Slide 194

Slide 194 text

Decision-making

Slide 195

Slide 195 text

What really matters? Treat decision-making as identifying what works best for a given problem Reach consensus by demonstrating what works Just because 80 % people in your team voted for something doesn ’ t mean it solves users ’ problem Just because your boss likes something it doesn ’ t mean it solves users ’ problem A product developer who goes by opinion, their own or someone else ’ s, is an irresponsible one

Slide 196

Slide 196 text

What is your discussion culture? “I like it” “Andi likes it” “I think it works” “Does this work?” “Does my user think it works?” “Can we test if it works for her?”

Slide 197

Slide 197 text

When discussion culture fails

Slide 198

Slide 198 text

Solve to make fi rst test Solve during fi rst test Blocker Solve a ft er fi rst test Non-issue Paralysis by analysis Collect all the potential issues and worries Let each individual write as many as they wish, in peace Distribute them along this scale Try as hard as you can to put items as far to the right as possible

Slide 199

Slide 199 text

Timeboxing

Slide 200

Slide 200 text

How many cans and bottles of Coca Cola products will be consumed in the US next year? 10 MIN ANSWER 1 DAY APPROACH 1 WEEK APPROACH

Slide 201

Slide 201 text

https://designsprintkit.withgoogle.com/methodology/phase4-decide 🧐 🧐 👉 👈

Slide 202

Slide 202 text

https://designsprintkit.withgoogle.com/methodology/phase4-decide 🧐 🧐 👈

Slide 203

Slide 203 text

Everyday mindset

Slide 204

Slide 204 text

Do it vs not do it

Slide 205

Slide 205 text

Do it vs not do it

Slide 206

Slide 206 text

Focus of everyday conversations Separate problems from solutions Accept multiple possible solutions Discovery over creativity Testing over argumentation What works, works Your users won ’ t change: empathise and reorient yourself

Slide 207

Slide 207 text

Embrace mindset Build from there

Slide 208

Slide 208 text

Implementing design thinking

Slide 209

Slide 209 text

What about real life?

Slide 210

Slide 210 text

What do I actually do in each step? There is no one answer to this But designer ’ s toolbox looks like this: http://www.designkit.org/methods

Slide 211

Slide 211 text

Design sprint Design thinking approach distilled into an intensive 3-day sprint http://www.gv.com/sprint/ Practical tips on methods and steps: https://designsprintkit.withgoogle.com/

Slide 212

Slide 212 text

Deadlines Launch in 3 days

Slide 213

Slide 213 text

Deadlines Launch

Slide 214

Slide 214 text

Deadlines make failure a non- viable option

Slide 215

Slide 215 text

Commit to each step Don ’ t skip ahead Don ’ t start from 5 Don ’ t skip learning Don ’ t reverse the order

Slide 216

Slide 216 text

Schedule time for each step explicitly Yes, learning as well

Slide 217

Slide 217 text

No content

Slide 218

Slide 218 text

Choose user-centric ceremonies Analyse data or do a discovery workshops over decision-making meetings Get feedback from users over coworkers Test the solution over asking for an opinion on solution

Slide 219

Slide 219 text

Schedule explicit ceremonies for each step

Slide 220

Slide 220 text

Choose the tools that make it easy

Slide 221

Slide 221 text

Surface each step in your project management

Slide 222

Slide 222 text

Formalise your process in tools or guidelines

Slide 223

Slide 223 text

Agile methods Develop in small increments: cheaper and easier to accept failure Break large problems down to smaller ones with agile tools Estimates over deadlines Working products over specification Measurement over judgement

Slide 224

Slide 224 text

Guiding principles

Slide 225

Slide 225 text

Design thinking is not for everyone

Slide 226

Slide 226 text

Design thinking is not for every project

Slide 227

Slide 227 text

Design thinking is not for scaling up an existing solution

Slide 228

Slide 228 text

Solutions fi rst?

Slide 229

Slide 229 text

Guess the design thinker

Slide 230

Slide 230 text

I find out what the world needs. Then, I go ahead and invent it. I never did anything by accident, nor did any of my inventions come by accident; they came by work. Just because something doesn ’ t do what you planned it to do doesn ’ t mean it ’ s useless.

Slide 231

Slide 231 text

There ’ s a way to do it better - find it! Anything that won ’ t sell, I don ’ t want to invent. It ’ s sale is proof of utility, and utility is success. We don ’ t know a millionth of one percent about anything.

Slide 232

Slide 232 text

To have a great idea, have lots of them. I start where the last man left off. It is astonishing what an effort it seems to be for many people to put their brains definitely and systematically to work.

Slide 233

Slide 233 text

I am not discouraged, because every wrong attempt discarded is another step forward. Restlessness and discontent are the necessities of progress. I have not failed 10,000 times. I have successfully found 10,000 ways that will not work.

Slide 234

Slide 234 text

Thomas Edison 1847 – 1931

Slide 235

Slide 235 text

I never did a day ’ s work in my life. It was all fun.

Slide 236

Slide 236 text

That's it!

Slide 237

Slide 237 text

jerryjappinen@lateralnord.com +358 40 7188776 @jerryjappinen Product design consultant Jerry Jäppinen

Slide 238

Slide 238 text

No content

Slide 239

Slide 239 text

Learn more

Slide 240

Slide 240 text

Interesting cases Fordlandia Mind of an Architect Design thinking in politics: Finland is testing basic income Stoner M63 Forgotten Weapons (1300+ videos!!!) Laser discs vs VHS in the 1970s Designing cockpits for the average pilot

Slide 241

Slide 241 text

Learn more Basics Design: Design thinking (ebook) https://99percentinvisible.org/article/norman-doors-dont-know-whether-push-pull-blame-design/ Podcast: 99 % Invisible Muezli browser extension (get inspired and find things to steal) Google! It ’ s all out there!

Slide 242

Slide 242 text

Solutions fi rst MS Bob https://youtu.be/RkU4WWEUj-Y https://youtu.be/RkU4WWEUj-Y?t=14m40s

Slide 243

Slide 243 text

No content

Slide 244

Slide 244 text

Solutions fi rst ProHance Power Mouse from https://youtu.be/gBCFdvBz-j8?t=1m5s https://youtu.be/gBCFdvBz-j8?t=18m40s

Slide 245

Slide 245 text

No content

Slide 246

Slide 246 text

You can approach anything with the design thinking mindset Next time you feel stuck or annoyed: Did you start from a solution and not the problem? Reframe the situation: what ’ s the status quo and what ’ s the desired state?

Slide 247

Slide 247 text

Status quo bias A real, emotional condition - humans are risk-averse Your users, coworkers, stakeholders are humans Desired state is hard to visualise and often seems risky Thought experiment: Flip the status quo Your desired state is now status quo Would you go back?

Slide 248

Slide 248 text

Opinions vs testing Next time you schedule a feedback session Think about scheduling a testing session instead Design is evaluated out there by users, not by internal acceptance

Slide 249

Slide 249 text

5-6 Did you start at step 5? Don ’ t choose before ideating Did you stop at 6? Don ’ t just assume the problem got solved There ’ s life before 5, there ’ s life after 6

Slide 250

Slide 250 text

“Why” vs “why” What do I say when a user/customer asks why? Two different “whys”: Internal, historical vs. external rationale “Why is this text so light?” Is the only answer “It ’ s the shade of grey in our guidelines”? Answer to the internal, historical “why” is not relevant Related: The five whys

Slide 251

Slide 251 text

Final thoughts Keep your eyes open: Someone, somewhere used design thinking to create everything around you Or didn ’ t, and now you have a Norman door Don ’ t fall in love Design for the world out there, not for yourself People are Lemmings

Slide 252

Slide 252 text

That ’ s design thinking Separate problems from solutions Accept multiple possible solutions Discovery over creativity Testing over argumentation What works, works Don ’ t try to change your users, change yourself

Slide 253

Slide 253 text

Misc slides

Slide 254

Slide 254 text

Learn more 1. Define 2. Research 3. Ideate 4. Prototype 5. Select 6. Implement 7. Learn ‏ Multiple solutions ‏ Don ’ t skip here ‏ Empathy ‏ Test and validate objectively

Slide 255

Slide 255 text

No content

Slide 256

Slide 256 text

No content

Slide 257

Slide 257 text

No content

Slide 258

Slide 258 text

Design has a purpose Design is more discovery than creativity Design thinkers are more explorers than visionaries Idea generation is important, but it ’ s not everything Good design is measured out there in the wild Good design fills its purpose: good design works What works, works

Slide 259

Slide 259 text

We will talk a lot about problems and solutions today

Slide 260

Slide 260 text

Applications Design thinking can be applied by anyone to anything Design thinking is often used by designers in their profession Many people with designer titles work in creative professions Not all creative problem solvers work as designers

Slide 261

Slide 261 text

Applications Airport security control design Product concepts Process design UX/UI/web/service/CX design Architecture Politics Prison design Firearms design Anything

Slide 262

Slide 262 text

Designing for humans Today we talk about designing for humans Design thinking is traditionally applied in human- centric fields But at its core, it ’ s about changing the status quo to something that works better for the intended purpose And humans are not that different in the end…

Slide 263

Slide 263 text

User testing Design needs to work Humans are weird Humans who aren ’ t you are VERY weird If it doesn ’ t work for humans, it doesn ’ t work Seeing your design crumble in front of your eyes is painful! Most solutions fail

Slide 264

Slide 264 text

It never works until it works keep failing and iterating

Slide 265

Slide 265 text

Dos and don ’ ts for today Problem space vs. solution space Don ’ t fall in love with your solutions Emphatize, research, observe Be user-centric Design for the world around you (people won ’ t change for you) Test, accept losses, fail

Slide 266

Slide 266 text

Design is a toolbox