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Intro to Enterprise Design Thinking

3fbd987f2b4b4a8538038c649409d7be?s=47 Rifat Najmi
October 28, 2019

Intro to Enterprise Design Thinking

Design Thinking workshop with Style Theory's Product Design team.


Rifat Najmi

October 28, 2019


  1. Intro to Enterprise Design Thinking Rifat Najmi 28th October 2019

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  5. Traditional Design Thinking is human-centered creative problem solving.

  6. IBM Design Thinking is the framework that allows to apply

    design thinking to understand consumers and build empathy with the speed and scale that industry demands.
  7. Great experiences don’t just happen.

  8. They start with you, your team, and the people you

  9. Enterprise Design Thinking A framework that aligns multi-disciplinary teams around

    the real needs of their users. When teams apply these scalable methods, they’re able to move faster and deliver differentiated outcomes over and over again.
  10. Enterprise Design Thinking The Principles The Loop The Key

  11. The Principles See problems and solutions from a new point

    of view. Before we start our journey, embrace the principles of Enterprise Design Thinking: • a focus on user outcomes, • diverse empowered teams, and • a spirit of restless reinvention.
  12. The Principles A focus on user outcomes Diverse empowered team

    Restless reinvention Our users rely on our solutions to get their jobs done everyday. Success isn’t measured by the features and functions we ship—it’s measured by how well we fulfill our users’ needs. Diverse teams generate more ideas than homogeneous ones, increasing your chance of a breakthrough. Empower them with the expertise and authority to turn those ideas into outcomes. Everything is a prototype. Everything—even in-market solutions. When you think of everything as just another iteration, you’re empowered to bring new thinking to even the oldest problems.
  13. The Loop Understand users’ needs and deliver outcomes continuously. At

    the heart of Enterprise Design Thinking is a behavioral model for understanding users’ needs and envisioning a better future: a continuous loop of observing, reflecting, and making.
  14. The Loop Observe Reflect Make Immerse yourself in the real

    world to get to know your users, uncover needs, learn the landscape, and test ideas. Come together and form a point of view to find common ground, align the team, uncover insights, and plan ahead. Give concrete form to abstract ideas to explore possibilities, communicate ideas, prototype concepts, and drive real outcomes.
  15. The Keys Scale your practice to complex problems and complex

    team. If every problem could be solved by a handful of people, the Loop would be enough. But in the real world, complex problems call for complex teams.
  16. The Keys Hills Playbacks Sponsor Users Align complex teams around

    a common understanding of the most important user outcomes to achieve. Bring your extended team and stakeholders into the loop in a safe, inclusive space to reflect on the work. Collaborate with real users to increase your speed and close the gap between your assumptions and your users’ reality.
  17. Stakeholders

  18. Stakeholders Externals • Investors • Clients • Users • etc

    Internals • Bosses • Other Departments • Other Teams • etc
  19. How do we discover and document shared ideas about our

    stakeholders, their expectations, and their relationships?
  20. Stakeholder Map If you’re integrating new team members, starting a

    new project, exploring a new market, or expanding an offering, this activity helps you identify project stakeholders, their expectations, and relationships.
  21. What is it? A tool to capture the full landscape

    of stakeholders in a project or process.
  22. What makes a good stakeholder map? 1. It includes everyone

    you can think of. 2. It’s completed as early as possible and revisited periodically.
  23. Exercise Create a stakeholder map

  24. • Ideate silently.

  25. • Ideate silently. • Clusters.

  26. • Ideate silently. • Clusters. • Draw relationships between groups.

  27. • Ideate silently. • Clusters. • Draw relationships between groups.

    • Draw relationships between people.
  28. Pro-tip: This isn’t an org chart. Think broad & deep.

    Leave yourself space.
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  30. Playback

  31. If history was told in stories, no one would ever

    forget it. - anonymous
  32. What is a playback? Playbacks are distinct, story-like presentations that

    align your team, stakeholders and clients on the user value — not project line items — you are delivering.
  33. What makes a good playback? 1. Delivers a story 2.

    Creates an emotional connection 3. Gives a compelling sales pitch 4. Presents a solution
  34. What can it look like? 1. Storyboard 2. Skit 3.

    Post-it animation 4. First-person narrative 5. Documentary-style video 6. Deck
  35. Exercise Present a playback

  36. Present a Playback 1. Refer back to all your work

    2. Figure out how you want to share your story and what info to include 3. Give a five-minute Playback to the entire room
  37. Thank you Hope to see you again!