Complete Design Thinking Masterclass | E-Book included | | Andy Woynarowski | Skillshare

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Complete Design Thinking Masterclass | E-Book included |

teacher avatar Andy Woynarowski, Chief Rebel of 99grit

Watch this class and thousands more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

74 Lessons (4h 30m)
    • 1. Design Thiniking Masterclass Introduction

    • 2. Welcome

    • 3. My Way of giving back

    • 4. Introduction to Design Thinking

    • 5. Commodities, Products, Services and Experiences

    • 6. Muiltiple points of interaction

    • 7. Areas of Business Impact

    • 8. Broader Business Picture

    • 9. Design Thinking Process

    • 10. Business Context of the project

    • 11. Business Hypothesis - Introduction

    • 12. Design Vision - Introduction to the tool

    • 13. Design Vision - tool breakdown

    • 14. Design Vision - Restaurant Example

    • 15. Business Goals - Introduction

    • 16. SMARTER Business Goals - tool breakdown

    • 17. Business Goals - Restaurant Example

    • 18. Stakeholder Mapping Introduction

    • 19. Stakeholder Mapping

    • 20. Archetype creation - intro and tool

    • 21. Archetype creastion - restaurant example

    • 22. Business Hypothesis Mapping - the tool

    • 23. Business Hypothesis Mapping - restaurant example

    • 24. Business Hypothesis Mapping - Summary

    • 25. Customer Perspective - Introduction

    • 26. Recruitment process

    • 27. Research scenario - Introduction

    • 28. Research Scenario - restaurant example

    • 29. Research Scenario - method types

    • 30. Research methods - brief description

    • 31. Research methods - choosing the right one

    • 32. Research methods - In Depth Interviews

    • 33. Research methods - online questionnaires

    • 34. Research synthesis

    • 35. Business Hypothesis Validation

    • 36. Customer Perspective - Summary

    • 37. Design Challenge - Introduction

    • 38. Experience Map overlaps

    • 39. Root Cause tool

    • 40. Design Challenge Definition

    • 41. Design Challenge - Prrioritisation

    • 42. Design Challenge - Summary

    • 43. Ideation - Introduction

    • 44. Ideation Methods

    • 45. Transformation Method

    • 46. Brainwriting method

    • 47. Prioritising solutions

    • 48. Ideation - Summary

    • 49. Prototyping - Introduction

    • 50. Types of Prototyping

    • 51. Prototyping mindset

    • 52. Prototyping tools

    • 53. Storyboarding using Prisma App

    • 54. Storyboarding with SAP Scenes

    • 55. Prototyping - Summary

    • 56. Testing - Introduction

    • 57. Testing Mindset

    • 58. Testing Scenarios

    • 59. Testing methods

    • 60. Observation method

    • 61. Shadowing method

    • 62. Guerilla Interviews

    • 63. Validation Workshops

    • 64. List of Recommendations

    • 65. Testing - Summary

    • 66. Impact Delivery - Introduction

    • 67. Revisiting the entire process

    • 68. To-Be Experience Map

    • 69. To-Be Experience Map - Business Goals

    • 70. To-Be Experience Map - KPIs

    • 71. To-Be Experience Map - Risks

    • 72. To-Be Experience Map - Change Management

    • 73. Impact Delivery - summary

    • 74. Closing Thoughts

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About This Class

ALL NEW in 2021 | Design Thinking Masterclass Book - "Design [RE[ Thinking - reimagining innovation for the new normal" |  Andy's design thinking book in PDF | this book has all the tools discussed in the course shown and you can look at the paragraphs in the book as you follow along with the course content presented by Andy. It's the best combination of theory and practice put together.


4,5 hours of knowledge packed content in a vlog format for your engagement and convenience!

30 methods fully integrated in the design thinking process

94 resources for you to download including the entire E-Book on Design Thinking worth 30 USD

In this course you'll learn everything there is to know about design thinking. This is the only course on the market that not only shows the high-level process but also goes through each one of the steps in detail. In this design thinking course you'll get to work on an actual business case example - we'll be using design thinking to create the restaurant experience of your dreams. This will allow you to fully understand how the design thinking tools work - we will not only show you the tools but also real examples of the results so that you know exactly what kind of results you should be expecting from each method. You'll learn design thinking methods focused on business requirements analysis, customer research, problem definition and ideation as well as prototyping, testing and the impact delivery. All in all 29 methods fully integrated together into one design thinking process will be presented to you - after you've finished this design thinking course you'll become a design thinking legend.

In this design thinking course you will learn:

  • how to tackle any design challenge that has been presented to you

  • how to not only do the customer research to fully understand the perspective of your customers but also how to synthesise and use the results

  • 29 methods that are fully integrated creating this unique design thinking process

  • how the entire design thinking process works so that you can use any methods you might already know or even create you own exciting methods

  • how to prepare your or your client's business for the deliver of the experience that has been designed - no other course covers these aspects

The course is taught by Andy Woynarowski - a charismatic leader disrupting the landscape of design in Europe. Andy is a determinist and an artist as well as design thinking and experience design expert - he combines the worlds of arts and processes, making it easy to understand how the design thinking process works. Everything is explained using a cause and effect methodology - every design thinking process step creates value for the next step. If you ever felt like wasting time, resources and money on a full day workshop as it didn't lead to anything meaningful and lacked purpose - this design thinking course will cover this exact aspect with diligence and focus. The presented design thinking process is the only one that covers all aspects starting with Design Vision and finishing on the Impact Delivery where the vision is being transformed into reality. If you're fed up with lack of design impact or think that it's just about glueing post-it notes to the wall - this design thinking course is the first one that changes this approach.

Andy worked for Deloitte Digital as Head of Service Design capability in Central Europe and currently is the CEO of 99grit - a creative agency combining Experience Design (UX Design and Service Design), Digital Strategy, Design Thinking and Concept Art into one powerful package making a tangible design impact in Europe. He has worked as part of Research and Development Teams, Software Houses employing north of 500 Developers where he's built the entire Experience Design Team and the design thinking approach from scratch and led the team that delivered the entire creative part of a Digital Transformation project for 25 000 000 EUR.


Meet Your Teacher

Teacher Profile Image

Andy Woynarowski

Chief Rebel of 99grit


Hello, I'm Andy.

Creative director, determinist, leader and an artist. Fascinated with Design Thinking, User Experience Design, Visual Design as well as Concept Art. Worked as Head of Service Design capability of Deloitte Digital Central Europe. Delivered one of the biggest digital transformation projects in Europe - worth approx. 25 million EUR - comprising User Experience Design, Visual Design and Creative Direction - over 1600 UX/UI interface designs, 1,200,000 lines of source-code and 750 people involved in the project. A great follower of simplifying the approach which in effect delivers simpler products. CEO of 99grit - the creative agency changing the landscape of digital innovation in Europe.

Spent a year on a motorcycle journey through South America... See full profile

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1. Design Thiniking Masterclass Introduction: I believe that design is not a skill. It's a responsibility. As designers, we should not only change the world around us but actually make it better. Design is an art, and like with any art, it requires mastery. Most of all, though, in order to be calm a true artist, you need to find your own path of creation when you designed. And you must start with a great understanding of what it is that you're trying to solve and for whom. It's not about the idea. It's about the right problem. The further you get into the process, the clearer the image becomes way are rolling, my friends, we are rolling. It's a rolling it out. Very good. Everybody ready? The design Thinking masterclass is my way of giving back to the design community. You can take the knowledge I've gathered over the years and use it on a daily basis. Cheers Body gonna get around today. Kois Amoeba Four years in Scotland made its mark. You know, if you're a business owner looking for ways to innovate or creatively solve your organization's problems, if you're a striving designer trying to make your mark upon the design world, this learning experience will give you powerful tools to tackle any design challenge you might face now or in the future. This course is definitely for you. Each step of the design process is correctly correlated to the step before very early business hypothesis. The customer perspectives design challenge, the ideation stage, the prototyping stage, the impact delivery. I'll be using the same tools you'll have access to. We will fill out each step with meaningful materials, working away on an actual design challenge. I'm and even a rough ski and welcome to the design thinking masterclass. 2. Welcome: Hello and welcome to the Design Thinking masterclass. Let me tell you a story. I was born in Poland, a little country in the center of Europe within very rich history, some of which you might have heard all. I've spent most of my life here, but when I finished university armed with a master's degree in civil engineering design, I decided to move to Scotland. I have spent four years there and learned one crucial thing about I didn't like my jobs. After many weekends filled with reflection and bordering on depression, I've decided to change my life. I've sold everything I had and whatever nobody wanted to buy. I gave away to people. I bought a motorcycle and together with my freshly baked wife, we started to travel. We've spent a year and the role sort of pretty much all of the countries in South America and the US. I had no idea that this journey will have a huge impact on guam becoming and what lies ahead. During the travels, I've considered a lot of paths for my future career and I was certain that being a designer is one of them. I also knew that I wanted to be more creative with what I'm doing with whatever time I have left on this rock we call Earth. After all, we all go around it. One. But some of us never really witness. Once they started digging into this, I found a lot of activities, a really enjoyed. I've spent my time as a photographer, filmmaker, graphic designer, user experience design or service designer, and a leader. I've learned a lot during my past year. And the most crucial thing I've learned that we all need to keep on growing and learning all the time. This mindset is with me even now as I drove into an Australian College of watts studying concept art to learn even more ways to communicate in visual. It's all about communication and words truly have power. I'm Andy Weiner off ski and welcome to the Design Thinking masterclass. As busy. 3. My Way of giving back: Router roller. The design thinking masterclass is my way of giving back to the design community and showing you how I approach design and sharing everything I know so that you can take the knowledge I've gathered over the years and use it on a daily basis. I've worked for mid-sized software houses and research and development teams and big corporate giants like Deloitte Digital. I would like to thank you so much for joining in and following major. I hope that wherever this content reaches you, you'll have an exciting time and the material presented will be abused to you. I focused very deeply on the practical aspect of the course. You'll see me covering all of the elements and all of the detail of each step of the design process. We will fill out each step with meaningful materials working away on an actual design challenge, I'll be using the same tools you'll have access to. I've spent a lot of time to make sure that this design process is comprehensive and deterministic. Each step of the design process is correctly correlated to the step before it. So you're not wasting time and gluing post-it notes to the wall all about the delivery. Heath, not running more access for the sake of running workshops, the knowledge and the tools you'll gain, you'll be able to use on the first day after he finished the course. If you're a business owner looking for ways to innovate or creatively solve your organization's problems. This course is definitely for you. If you're a striving designer, trying to make your mark upon the design world. This learning experience will definitely enriched your outlook on design thinking and give you powerful tools to tackle any design challenge you might face now or in the future. I've put a very exciting set of tools and methods together so that you can participate in the course regardless of your level in the organization and the amount of experience you might have. Over and above that, I have put together a YouTube channel with weekly streams, as well as a Facebook and LinkedIn groups, where we can all share insights into the design challenges we all face as practitioners talk about new tools and methods, books, plans, and reflections to make our design impact tangible. Please join our community and lats begin. 4. Introduction to Design Thinking: Design thinking is a powerful approach that allows for creative problem-solving. And if done properly, can lead to some amazing results. Some people associated with innovation, creative problem-solving, generating business impact. And it's all true. I'll do my best to break it down so that you can pull the grass, which areas are being impacted here, and how to use the entire potential of this approach, your work. One of the main aspects of the design thinking approach is the perspective we take when looking at a product or a service. We put the people in the middle of the process. It's called human-centered design, which forms the backbone of the design thinking methodology. A small side note, I'll do everything I can to minimize the amount of new vocabulary and buzzwords like human-centered design, service design, human-computer interaction designs brands, agile innovation hubs design studios, which sometimes can cloud the issues at hand. For no apparent reason. To me, it's all very subjective and meaningless when you're only talking about methods. What I want to focus on here is to give you a full understanding of the design process, which then will be followed by the appropriately designed methods that suited rather than studying methods for the sake of it. After you've finished the course, you'll be able to either use the methods I've put together or create your own words to fully discovered the artist within you and make the impact happen. Going back to Design Thinking, in short, it's an approach that allows you to create meaningful products and services for your customers, enriched by gathering of insights and WIC. Iterative approach to design and deliver. Putting people you're designing for first is one aspect of the job, but the other very important element is to fully understand the challenges of the business. We will be covering all of those in future chapters. But right now, I need you to know that what design thinking approach does very well is not only analyzing these perspectives, but colliding them together in order to achieve a unique and meaningful result. So on one hand, we can dig deep into the business side and define the business goals. Influential stakeholders, activities that represent what the service or product is offering as value to the end-customer. On the other hand, though, it takes that end-customer and validates that value so that we as designers can synthesized and quantified that value in order to create new tangible experiences and innovation. Design thinking is built around the following principles. The first one is people. The one element that regardless, if we're looking at the business or the end-customers, is that there are people on both sides. People with their aspirations, motivations, emotions, experiences, and contexts. Therefore, we need to explore and find out as much as we can from them. Learning from people and being open to what they have to say without judgment and pre assumptions is key. Another element is patterns. As designers, our role and responsibilities to create the world around us and make it better. We have a unique skill to find, identify, and name certain arrangements and repetitions. This allows us to derive meaningful conclusions so that we can base our designs on the right assumptions. If you don't feel like you have these skills, don't worry, you have it. And we'll make sure you'll start using the skill during this course. Another element is the perspectives. Putting together and confronting many views on a subject we're working on is very useful. It allows the flow of fresh design blood into the system and puts us outside of the box at the right times in the process. Inviting end-customers, representatives from many different departments or divisions in the company, as well as external experts from various parts of the market plays a huge role. Another element is focus. We strive for creativity at each step of the process. At creativity usually generates new possibilities and opportunities. The design thinking approach makes sure that we're able to lead the creative juices flow, but also makes sure that we maintain focus. Every time we generate multiple choices, we identify appropriate axis of prioritization and focus back on the right things so that we keep our design ship pointed towards the right horizon. Another element is iterations. The design process that will be presented in this course has been specifically designed to suit the everyday use of the tools. And it fully integrates the process steps together so that designers can maximize the impact they have at each stage. Nevertheless, we need to remember that this integration allows for both directions of travel, forwards as well as backwards. Whenever you feel like the conclusions you have from the previous design staff are not comprehensive enough. Feel free to go back and do more exploration. Another element is delivering. Each stage of the process needs to deliver value. Design artifacts like prototypes, minimum viable products, insightful research, synthesis, call it whatever you want. It's a tangible design effect that we're expecting. 5. Commodities, Products, Services and Experiences: 40 years of Scotland made its mark. You're all right, let's do it. Now. Let's look at where it all fits into when looking at a broader business picture. Let's have a look at one of the oldest business models known to mankind, namely the restaurant business, and let's try to break it down. The first element is the commodity. It all starts with the commodity, which for this specific area, would be all the ingredients that we put together to create the amazing Michelin star life dishes. Someone grows these in a more rural areas of the world and competes with its competitor with quality and pricing of the product. If we're in the restaurant business, these commodities rarely get in front of our customers without our interference. We can't just simply give them the rough vegetables and needs as they've been grown. We take the commodities and give them to the experts that we employ, id, the chefs in the kitchen. They take the commodities and using their skills, experience, and expertise, deliver a restaurant's products, the dishes we serve. If they do a good job delivering the high-quality product we expect relevant to the local flavors differentiated from the competitors nearby. And with the right price, there's a good chance that will keep the place of law. Are beautiful, award-winning products are not enough though. After all, the chefs don't serve the food to our customers. They just cook it. We need to have people on the ground like waiters that can welcome our customers and show them around to their tables, get their orders, communicate those in the right way to the kitchen staff, and then deliver the Ready products to the table and get everything paid for, including their tips. Looking at the above it, it would seem that that's all it takes to run a successful restaurant business. Have the fresh ingredients, cooked them well, and get them sold for the right price. The thing is though, that the most businesses feel and work this way. But this means that the only things that they can compete with is the quality of the products in the price. This is where design thinking can come in very handy and deliver new dimensions of competitiveness. Don't get me wrong. The price and the quality or the fundamentals we just need to get right. But there are other ways to impact our customers decisions and there's plenty of other aspects customers consider when making that decision. Some of them might be even subconscious. After all, we don't remember the quality of the service. We just remember how it made us feel. These feelings are shaped by experiences we can design and deliver. We can affect how the waiters will act, what the temperature would be, how secluded the tables with what music and unload lab well, when we play, what will be the smell insight? How comfortable the seats will be and if there will be seats at all. But let's not get ahead of us here. All I'm trying to say is that chances are there, regardless if you design them or not. But let me tell you, it's much better to shape them so that you not only make a positive impact on new customers, much for the bottom line of your business, as well. As you can see, there's already a lot happening between the time we take the commodity and get it to the experience level. There's a lot of processes and stakeholders to consider and understand. But don't worry, we'll break it all down and be able to create the restaurant experience or their dreams. 6. Muiltiple points of interaction: Now that you understand that we can shape experiences in our services and products, I'd like to highlight another dimension. Over the last few decades, there's been an unbelievable increase in the scale of businesses. Some have fallen to give others room for growth. And with that, growth came new challenges. Looking at bigger companies specifically. But this is also true for smaller players in the market. We can see an increase in the amount of ways businesses want to interact with their customers. In the past, we used to have a few ways to interact, make a phone call. You could visit the place of business. We could write an email and maybe go to the company's landing page. Currently the situation has dramatically changed. We have business mobile apps, functionality driven web apps, and self-service areas. We have Facebook, Instagram, Twitter, YouTube, Snapchat, WhatsApp, LinkedIn, Viber. And we have newsletters and email marketing, call centers and many, many more. We can reach our customers in various places and they can do the same. The issue is that each one of the aforementioned ways to interact needs a new company department created, like social media department, call center department, digital transformation department, branch management department, marketing department, and again, many, many more. Each department has its own structure and leadership that unfortunately, we very rarely tackles customer centric issues together as one team. It's usually an internal matter of each department. Hence, the only element combining these points of interaction together is the customer trying to make sense of it all? Have you ever been a situation where the information given to you as a customer at 1 of interaction is different than the information given to you at the other. This is a very quick giveaway sign that the communication within the company and trying to interact with has some issues to address. This is the point where customer centricity, forming a crucial part of the design thinking approach, can play a key role in understanding and confronting the issues at hand. We'll address these issues in this course and cover them with diligence and photos will also unravel the differences between stakeholders profiles and persona's so often misused and misunderstood. In order for you to then take the information you've learned and apply it in your daily design challenges. 7. Areas of Business Impact: I don't do it all in the rolling. I know there's a misconception about design thinking of that I would like to highlight. I've seen the approach described in many ways. And unfortunately usually people throw everything into the mix. They say that if you apply design thinking through your business, you'll have more customers. You'll get more cash rolling in and your company is going to be more innovative. First of all, it's a potential, not a result. You need to change the business mindset enough to make things really cheap. The company needs to be diligent and focused on how and most of all, why they want to change. Second of all, we need to separate the business impacts and treat them individually with the design thinking process. There are six main areas of business impact I would like to highlight. I'm sure there's more. But these I found worked very well destructure our approach. It's also very useful when you start talking to business people using a language they all understand. There's a big potential to increase revenue for the business. It's a combination of existing customer segments and new products and services for them. In essence, you want to create new value for our existing customers so that they can buy more and thus generate more revenue for a company to use the restaurant example, let's imagine that arm, main customer is a family with young children. We undertake research and find out that what they really come to a restaurant for is the atmosphere and the peacefulness. But whenever they are here with their kids, the kids get a little frustrated and more. Why don't we include a new playground for the kids, additional personnel that will take care of them while their parents are eating. Additional places to eat specific for the kids right next to the playground so that the kids are not running around the restaurant between their meal and the playground. Why don't we create a Junior MasterChef program that will allow the kids to experience what it's like to be a chef and cooked for their parents. As you can see, none of these ideas are about new dishes or the weight or looking nicer. It's about adding value and enriching the experience of our existing customers through understanding what they really care about. There's a big potential to increase the number of customers. This in turn, is a combination, new customer segments and existing products and services. In essence, what we want to make sure is that our existing offer is viable and interesting to a new customer segment we're trying to attract. This means that our existing products and services need to be improved or adapted to this new group of people. Using the restaurant example, let's imagine that you'd like the younger generation to be part of our customer community. We currently have a lot of families with children coming to a place and would like to open our doors to this new exciting group. We find in our research that what they really value is hanging out with friends, always being online and what's key for them as honesty and transparency of whatever service they're using. Why don't we take our existing restaurant building and choose a time during the day, maybe in the after-school hours or in the evening. If we're targeting the older youngsters and turn it into a space for them to relax and hang out even without pain. Including high-speed Internet and new way to pay for their meals, including discount and simple ways to divide the bill between them and their friends. Why don't we give them the opportunity to use a restaurant audio system to put any music they like from your Spotify. And have a projector displaying their favorite YouTuber that they can control and vote on using Instagram voting. In essence, let's change the products and services we already have to suit the needs of this particular customer. Innovation is usually highlighted as the main area of focus for the design thinking projects, or at least it's being solved as well. Innovation to me, is not about solving people's problems. It's changing the meaning of a business. This can span the entire company, a division of the company, or just focus on one product or service. But nonetheless, it changes the meaning of whatever it touches. To use the restaurant example, let's try and change the meaning of a restaurant. Let's not try to be bigger, better, faster, or more efficient. Let's try the resistance will be looking at specific method of how to get there during our design thinking process. But let's give it a small shock. Now, let's try to imagine what it would be like if the restaurant didn't have a menu. This would mean that everyone coming in would have to imagine what they'd like to eat using only a list of ingredients given by the waiter. It would be the chefs challenge to come up with a dish that uses the chosen ingredients. What if there is no chef? Maybe people can be coming in and using the provided cooking stations and cooking for each other. As you can see, when we're trying to differentiate in this way, we're actually changing the meaning of a place. So far been just another restaurant. Now, it's becoming more interesting and some might say, innovative. Once we generated more revenue and got more customers on board, we need to make sure that the company remains profitable. This means we need to look at what drives the costs of our services and products up and what we could do to simplify the processes and company structures surrounding those to make them easier to handle without the negative impact on the customer experience. This very often means either working very closely with employees and giving them the right tools for the job, automating the processes and sometimes transferring with the personal was responsible for up to this point, the customers themselves. This area is very often used by existing restaurant tours as it's easier for them to implement, It's always easier to give work to others. This comprises the all-you-can-eat self-service prophase, the customers taking their food traced to a specific drop-off point and roughly cleaning them. The customer's ordering meals using mobile apps or restaurants stands with a display that allows for interaction and ordering, as well as paying for what they've ordered before they actually eaten it. And many, many more. One area that is very often neglected, or the company's employees, the people responsible for making sure that everything works as it should. In order to have happy customers, we need to have happy employees to use the restaurant example. Have you ever been to a restaurant that always has the nicest people working as waiters. This means is that someone in the organization understands that it's the waiters as well as the people in the back preparing the meals, make the place what it is. They're working together as one team. Some of them are customer facing, some are not. They are building on each other's strengths and delivering value for each other. The solutions here would solve issues for those teams of people. The right ordering mechanism so that the kitchen knows what they need to cook currently and what is planned. The right shifts structure, the right table managements so that the waiters are not overwhelmed. Additionally, we need to remember that it's not just the things that you need to take care of when people are at work. But make sure that you give them the right training. They have leaders instead of bosses above them. They spent time away from work with each other. This will mean you'll need to commit closing your restaurant for a few days in a year to make that happen. And many other opportunities you might create better the work environment for the people you employ in the growing market. We should never forget about the impact we're having on our local and global communities or on the environment. This is very often a key aspect of decision-making by our customers. They choose our product because we're doing more than others to protect things that they care about. Let's take our restaurant example. I feel this area is now more current than ever. People take an enormous care about what they eat. And this can sometimes mean that we'll need to cover all the elements of our business model all the way to the commodities we buy, the ingredients we use. Not from the perspective of their quality, but where they're coming from. Or the farmers being treated well and get the fair trade, doing business with your restaurant. Do the meats you serve come from a partner that runs their business with integrity. Do the people that work for your partner are being treated well as their employees or are being mistreated and abused in some country you haven't heard about or using local farmers having a positive impact on the local community or a global international partnership. All these factors matter. If this is the area you're trying to build your competitive advantage on. The design thinking process we're about to go into in detail, needs to adopt with the designer's mindset depending on which area of the business we're trying to effect. As you can see, the area we choose dramatically affect what kind of products and services will be designing. Each approach will still need an appropriate amount of research to put every solution through its paces and make sure it is designed in the right context. Do we want the company to generate more growth or do we want it to be friendlier to the environment? The answer to the question matters greatly when designing new services or improving existing ones. 8. Broader Business Picture: Now let's look at where it all fits into when looking at a broader business picture. Let's have a look at one of the oldest business models known to mankind, namely the restaurant business, and let's try to break it down. The first element is the commodity It all started with the commodity, which for this specific area would be all the ingredients that we put together to create the amazing Michelin star like dishes. Someone grows the's in the more rural areas of the world and competes with its competitors with the quality and pricing offer products. If we're in the restaurant business, these commodities rarely get in front of our customers without our interference. We can't just simply give them the rough vegetables and meats as they've been grown. We take the commodities and give them to the experts that we employ. I e. The chefs in the kitchen. They take the commodities and using their scales, experience and expertise, deliver our restaurants, products, the dishes we serve. If they do a good job delivering the high quality product we expect relevant to the local flavors differentiated from the competitors nearby and with the right price, there's a good chance that will keep the place afloat. Our beautiful award winning products are not enough, though. After all, the chefs don't serve the food to our customers. They just cook it. We need to have people on the ground like waiters that can welcome our customers and show them around to their tables, get their orders, communicate those in the right way to the kitchen stuff and then deliver the ready products to the table and get everything bait for including their tips. Looking at the above, it would seem that that's all it takes to run a successful restaurant business, have the fresh ingredients, cooked them well and get them sold for the right price. The thing is, though, that the most businesses feel and work this way. But this means that the only things that they can compete with is the quality of their products and the price. This is where design thinking in come in very handy and deliver new dimensions of competitiveness. Don't get me wrong. The price and the quality are the fundamentals. We just need to get right. But there are other ways to impact our customers decisions, and there's plenty of other aspect customers consider when making that decision. Some of them might be even subconscious. After all, we don't remember the quality of the service. We just remember how it made us feel. These feelings are shaped by experiences we can design and deliver. We can affect how the waiters will act, what the temperature will be, how secluded the tables will be, what music and on what laughable we played, what will be the smell inside, how comfortable the seats will be and if there will be seats at all. But let's not get ahead of us here. All I'm trying to say is that the experiences are there regardless if you designed them or not. But let me tell you, it's much better to shape them so that you not only make a positive impact on your customers, but for the bottom line of your business as well as you can see, there's already a lot happening between the time we take the commodity and get it to the experience level. There's a lot off processes and stakeholders to consider and understand, but don't worry. We'll break it all down and be able to create the restaurant experience of your dreams. 9. Design Thinking Process: the design thinking process comes in many different shapes and forms. You might have heard off processes that have 35 or six steps with similar names. You might have heard off Double Diamond and possibly others. If you haven't seen or heard anything, that's also OK. As I'd like to present my way of approaching the subject, this process that I find is the most useful and what's very important. Comprehensive actually has seven steps. Each of them subsequently builds value for the next one, with the full allowance for the integrative approach we've discussed already. So without further ado, let's dig right in. First, let's have an overview of the entire process and identify what is the purpose off each step and why it's there. We need to start with the full understanding off the business context. We need to know what kind of service or product are we dealing with. The main reason for this step is to build a relevant and comprehensive you off the design challenge. I would like to change the way these process steps are usually described, starting with the end result and then working our way back toe. What and why needs to happen to get there for this particular step. We want to get to a very well defined hypothesis that considers the following questions. What are the activities or processes we'd like to assess to find out where the current problems occur? Who is relevant to these activities being problematic? And why are those activities there? What kind of business goals are they're achieving and why do we need to achieve these business goals? I mean, what is the underlying long term motivation off? The business leaders, if we answer the above, will have a very good view off what the business people care about. What are they trying to achieve and why? But also who is the key stakeholder that can help them get there? The next settlement is the customer perspective. Once the hypothesis is well defined, we can start validating it. Usually what happens is that we confirm some off the hypothesis. We bring new insights about other parts, and we find new elements that were missed in the first stage of the design process. After all, building your view of the design challenge needs to look at both sides of the coin, the business as well as the customer for this step, we need to authenticate the hypothesis. Answering the following questions What are the key problems and needs off our end customer ? Which of the hypothetical activities and problems were correctly or incorrectly assessed? How do we quantify the insights we've gathered? What questions do we need to ask to get the right insights? Who do we need to talk to? What methods should be used to gather the research data? The answers to the above questions will fully address the main goal of this stage. The validation off the hypothesis. This will allow us to create an authentic view off what is currently happening and get a comprehensive outlook on who Our customers are the next element of the processes of the design challenge. Now that we know what is actually happening, we need to synthesize the information and prioritize it. A lot of the work has already been tackled while undertaking the research, but now it's time to conclusively put it together and define our design challenge. In order to do so, we need to appropriately organize the information answering the following questions. What is the key problem that needs to be addressed How do we prioritize the problems which off? The problems are key to the business goals fulfillment. Which of the problems are key to the customer's experience? How do we define the problems and what is the root cause off? The problem Occurrence. The answers to the above questions will allow us to get to the bottom off the issues that need to be resolved not only to improve the customer's experience, but to the bottom line as well. The next element of the design process is ideation. It's time to put our creative minds to work and come up with multiple ways of dealing with the design challenges. There are many techniques to generate a DS, and very often this is the beginning step for many businesses. They start with the idea in mind, never working through the previous steps. It is essential for the idea to solve a meaningful problem. Without it, it's just annoy idea. In order to ask the design challenge, we need to confront the following questions which off the multiple solutions is the best and why? How do we prioritize the solutions which of the solutions have the biggest potential of addressing the design challenge. Which of the solutions is the simplest to implement? What is the level of detail needed for each solution in order to assess its complexity? How do we generate multiple appealing solutions? Answering these questions will lead on to the path off great discovery combined with the practical and pragmatic approach to delivery. It's a combination of creativity flying high and the appropriate use off constructive criticism. The next element of the design process is prototyping. We need to bring the best solutions to life. Although this stage is not about creating the target product or service, it definitely is about trying to convey the target experience. It's our best shot of delivering. What we can with minimum investment in time and resource is to create a tangible prototype off the solution. Our main goal is to craft something that we can put in front of our customers. At this stage of the process, we need to reply to the following questions. How are we going to create the target experience? What tools and materials do we need? How will the prototype interact with the customers? Where will the prototype be used? Once we have responded to these, we can rest assured that the prototypes we create well delivered the meaningful insights were looking for. After all, we want to reevaluate and refine how the target product should look like at this early stage. The next element is testing. It's time to put the prototypes. We've created toe work and find out how they're being used. We're trying to gather as much insight about what needs to be improved and what just won't work. This is the stage where one of the most difficult things we need to learn is to let go. We need to be willing to terminate any of the ideas that don't work. To make this efficient, we need to answer the following questions. What should be improved for the solution to deliver the value Which of the solutions won't work? How do we gather the insights from the experiments Won't elements of the solutions Are we trying to validate? This will create a final list of validated solutions that should make their way to the forthcoming view off the service or product. Some of them will require more work, and the list of recommendations will tell us exactly what needs to happen. The final stages the impact delivery we get to the final stage, where everything we've done so far needs to be put together. We revisit the entire list of subsequent events that led us here, each one adding more value to the process. The main goal of this step is to visualize what the future of the customer experience looks like. We need to integrate what we've learned in the current business eco system and make sure that this new additional value doesn't damage what's already working. We're operating on the life organism, and it takes finesse to make things happen. We must answer the following questions of this final stage. How will the target experience change if we implement the solutions which business goals will be achieved? By which solution? How will we measure the achievement of the goals? Is the organization ready for the implementation? What do we need to watch out for a while, implementing and maintaining these new solutions? Who will benefit the most after the implementation? This concludes the entire design thinking process. As you can see, there's quite a lot of questions that need addressing, and each one of them takes a while to tackle. We will cover all the methods of how to answer them and get from the very early business hypothesis all the way to the finished out Look at the exciting future ahead. Let's review what we've learned about the goals off each step in the process. The main goal of business hypothesis is to create a tangible picture off what the business challenge is. The customer perspectives goal is to validate the hypothesis so that any future design work is based on facts. Design Challenge is here to create a concrete definition off the problems so that we know what needs to be resolved. The main goal off the ideation stage is to generate as many ideas as possible to then prioritize them with the biggest potential in mind. The prototyping stage is here to bring the ideas to life so that we can refine them even mawr, through working on them in detail. Testing plays a key role in the investigation. What works and what doesn't work. The main goal is to filter the best solutions out off the ordinary ones and improve thumb. The impact delivery has one specific goal in mind. Prepare the business for the new changes that are about to come and look at them from many different perspectives. This summarizes how I look at the design thinking process. I specifically use slightly different terms for the stage names as I wanted to capture the key elements that define each step you now gnome or than a lot of designers out there. And because you fully understand what are the goals of each stage of the process, you can use the experience of gain and start designing your own tools before we get there, though let's dig right into the next chapters off the course and cover all the details off the approach. Each step of the process will begin with the outline off all the tools and materials needed for each stage, as well as responses to the following questions. You'll find out who should be involved at this stage of the process. How many people should be apart off the project from both the client site and the design team? How much time is needed to deliver the results? What are the goals off the activities and what kind of preparation is required by the participants? All of the above will give you a good understanding of what to expect at each stage and who you should be in contact with this dramatically helps with managing the project as well as expectations. I really care about the time you have and I really value the fact that you spend this time with me. This wraps up the first major section of training for some of you. I believe this should be enough to get out there and start designing the world around you. If you feel like you need more information, please stay and listen further. We will now dive deep into each one off the steps. I've mentioned with practical tools showing you how to use them in all the details with a pragmatic business gays example. 10. Business Context of the project: Since we've mentioned this business in many examples so far, I would like to continue with it as we go through each step of the design thinking process so that we can have something tangible and practical to talk about. Let's imagine that an existing restaurant owner reaches out to us and asks if we could help him out with business. The restaurant is profitable and makes the ends meet, but not without effort. It competes with other restaurants and its vicinity and focuses on the fresh products and delicious dishes. It's a reasonably spacious place. Located in a mid sized city with approximately 500,000 inhabitants, it's a fairly touristy place with access to the sea. The restaurant is located in the older part of the city, not too far from the coastline. Their usual customers are local families with Children, but they would like to try and figure out a way to be more attractive and visible for the tourists that visit the city. Or so they think. They've heard something about creative ways of thinking through problems, but have no idea where to start. Sound familiar? Great. Let's get things done 11. Business Hypothesis - Introduction: before we start building the business hypothesis, let's first review a few questions so that we know what to expect who should be involved at this stage of the process. This is a very strategic face of the process, and therefore we should involve people that are responsible for the direction and decision making of the company. For bigger size organizations. This might involve either the sea level staff director or mid management, depending on the project. But there's one common thing to consider. The people you invite should have the knowledge about the area we're trying to effect with the project. Additionally, what is very important They should have a broad understanding about how the entire business works and have justice brought of a perspective when looking at things using the restaurant example. This is not a big company, but the assumption is the same. We're going to invite the owner, the chef, the restaurant manager, the person responsible for accounting. A person from human resource is someone responsible for the waiter on boarding and training as well as the I T specialist and marketing director. This will form our imaginary executive team. Each of these people has a broad understanding of what the business is all about but are very focused on their own area of expertise. All of these different perspectives will have a huge impact on the value off the discussions around the table. How many people should we involve at this part of the project, both from the client's site and the design team? Depending on the size of the project and the company, this should vary. But generally I would recommend inviting 5 to 8 people to this kind of discussions. If there is a need to invite more people, we need to divide them into smaller groups of 5 to 8 people in order to manage the discussions using the restaurant example, we have invited eight people from different areas of the company that will form one workshop team tackling the challenges as we go. How much time is needed to deliver the results? This vastly depends on the complexity of the issues at hand and the availability of the executive team. But an ideal scenario. We could get things done over a two day workshop and then synthesized together and information in 2 to 3 days. Obviously, you can shorten that time and do everything in one day workshop, with the synthesis being very rough around the edges and hanging on the wall. You'll need the judge what your executive team is happy with as far as the delivery bubbles are concerned. Also, please remember that you need time to prepare tools and materials and the team's beforehand so that you don't waste any time during the workshop. Let's use the restaurant example. I would really try to get to the bottom off every little thing to get the most value out of the executive team and go for a two day workshop, even if that meant we needed to shorten the working sessions to four hours a day. It's great to have an additional day to ask new, meaningful questions and have a space to sleep on some of the things that were discussed. What kind of preparation is required by the participants? Participants also mean your design team. Don't worry. If you don't have a massive team behind you, you'll be able to tackle the steps in the process on your own if needed. So far, we have the executive team and the design team. There will be new project stakeholders showing up here and there once we get the progress further, the preparation needed by the design team comprises finding out more about the area both physically and digitally, where the business takes place and its immediate competitors finding out more about the sector. And if there have been any recent disruptions or innovations, we should know about finding out more about the people you'll be working with. How long have they been at the company? What are their interests and passions? What is their past experience and what is their skills? It finding out more about what is being said about the company online and physically go there if possible. The more you know about the participants, the better we're prepared. It's ah, it's like a good journalist that prepares and dust proper research about the person they're going to be interviewing. You might be surprised how well received this kind of research might be. You're showing a proactive interest in the company's well being, and you take their matters seriously. Obviously, you need to be sensitive to the information you find as there's a fine line between doing good research and making people feel like they're under inspection. Each person on the team must do a little bit of soul searching to get to the grips of what they really care about when it comes to the business that they're a part of. It's not an easy task, and we'll dive into how to make it easier for them. They need to get their affairs in order before hand so that they're not distracted during the workshop. We need their focus and attention. They need to be present and active. No laptops, no mobile phones. They need to prepare for it. It's not easy to let these things go. If it's a two day workshop, will provide them with proper breaks to do their emails and phone calls. But once we're working, we're committed to delivery. What are the goals of the activities recovered this subject already, But because it's very important, let's review it once again. The goal is to address all off the questions below. What are the activities or processes we'd like to assess to find out where the current problems occur? Who is relevant to these activities being problematic? Why are those activities there? What kind of business goals are they achieving? Why do we need to achieve these business goals? What is the underlying long term motivation of the business leaders in order to get to the answers? I've picked appropriate tools to get us there. So hang in there and let's dig right in. We're going to start with defining the design vision, which is a great way to structure the long term motivation of the business leaders. We can turn it into a beacon of reason to which we can always revert when we feel lost to remind ourselves what is the over arching promise we want to keep. This promise is for both the executive and the design teams to deliver. It unites us in the design thinking battle. Once we get beyond the design vision, we need to identify key business goals that, when achieved, will turn that vision into reality. When that's done, will move straight into stakeholder mapping to find out who are the key stakeholders. Afterwards, it comes time to identify all of the activities that affect the stakeholders on the journey towards our business goals through the creation off the business hypothesis. I know it might sound a little overwhelming, but once we get into the details, you'll see it really is not 12. Design Vision - Introduction to the tool: we begin with the design vision it's usually hard to define, but it it's something that makes a massive difference in the way that customers look at your company and your brand. It requires time not only to define the vision but also make it tangible in the marketplace . Let's give a couple of examples. Let's take a company like Ford. Would you associate this company with a vision off being the biggest innovator in the automotive sector? I guess your answer would be no. Well, if you look at Ford now, I guess you'd be right. But let's look at the same company and its founder of the beginning of the 20th century. While it wasn't Henry Ford who invented the car, it was certainly him who made it accessible to a wider audience. Ford was the cutting edge of innovation. When it comes to automobiles, they've created their own car concept in the form off Model T and where the first who optimized its mast production pretty innovative. What do you say? Let's keep going with another association. Would you associate, for with the vision off freedom and movie Glenmore again, I guess your answer would be no but again, if we look at Ford in the sixties and the seventies, the company grew exponentially with the sails off their Mustang in the US, the Eiken off True Freedom and being driven by multiple movie stars and celebrities. It was a huge hit off the sixties and the seventies. In fact, Ford needed to limit their production not to surpass the 60% off the market share due to the huge fines they would incur if they did. Currently, the vision of the company is summed up into one sentence and sounds like make people's lives better. And I really wondered, Is this something you'd say is accurate with the weight? You see Ford as a brand today? No, I don't know if the visions I've described for specific time periods afford. We're consciously designed or not, but it does help to illustrate the fact that it can change the way your customers see you. There are multiple examples we could go through from various sectors in the market to illustrate that it's hard to put a name to what the vision off those companies is. But we know that deep down there's a significant difference in a way they do business and achieve success. Let's have a look at Harley Davidson and Honda motorcycles, both successful, totally different visions and customers. Let's look at Apple and Microsoft both successful, totally different visions and customers. It all starts with a vision, and believe me, words have power. 13. Design Vision - tool breakdown: Okay, enough theory. Let's dig right into the tool. We can define the vision. Using a tool called the magazine Cover, we designed a front cover of a mainstream magazine 10 to 20 years into the future. This timeframe allows us to grasp the right perspective, the long term aspiration off the executive team that is sitting around the table. The tool is built around a lot off different associations because it's difficult to define what the vision of a company service or a product actually is. We can use the following areas off association. The 1st 1 is images. What kind of images relates to your vision. You need to allow for as much creativity as possible here so that people can open up to how they feel about their own aspirations, companies and other sectors. Who do you want to be like? And why do you want to be like the apple off or the uber off or the Airbnb off? Or the aguila of etcetera? Customer quotes? What do you want your customers to say about you employees? What do you want your employees to feel when they're at work? Wildlife. Which animal or plant would you pick to represent your company. And what value do you feel it represents? There's a lot of associations that we have developed over the years, and they usually help. Someone could choose a turtle and all of its associations like wisdom or how slow it is. Some people could pick an elephant for its mammary and family values. Some could pick Apple as being the fruit of creation nature form. This is where we use what we know from geography. We associate the vision with massive icebergs, mandarin rivers, solid mountains, quiet valleys, rainy forests or desolate deserts. Each one of those associations has a different story behind it, a different environment and my trigger, a thought that will help with the definition off the long term aspiration. What I would usually do is give these associations as a preparation exercise approximately a week before the workshop takes place, so that the executive team has time to look around their immediate environment, do some soul searching and look for a deeper meaning off why they're a part off the business that they're trying to change. And how would they expressed the end state of that transformation? Once you meet the executives on your workshop. All you need to dio is give them the opportunity to individually present what they found in their pursuits and how they divisional ISAT. After each participant has presented their vision, it's time to have an open group discussion and try to synthesize it into a magazine cover. You can put it all together, using all of those associations and summarizing it into one main sentence, a main photograph as well as a few quotes and highlights. It's not really about the visual representation of the words. It's just a mind trick. It's really about the discussion the executive team has that leads to everyone being on the same page regarding the design vision. A great tool for this. Currently, you could uses photo jet dot com or Canada dot com. Both let you design magazine covers online. You could also go properly old school and use markers, some glue and paper, and leave it on the canvas itself. You can use as many associations as you need or might come up with, but with the ones that I've specified usually worked pretty well for me and hey, it's supposed to be fun 14. Design Vision - Restaurant Example: using what we've just learned. Let's apply that to our restaurant business. Let's imagine that our executive team has spent some time with the guidelines for the associations use, and now it's time that they present the results. I'm going to go through the actual results so that we can try and synthesise them together . Images. We received quite a few image examples from the team. A young girl waiting for the bus with her face stuck in the phone, always connected with her friends. A youngster riding on roller skates with huge headphones on with their caps supporting the local team. Mindful off what he wears and wants to be fashionable. A couple of friends coming back from school, smiling at and hanging out. Together. They can trust each other and count on each other, hanging out on the beach in the afternoon. They loved the outdoors, hanging out in the nearby skate bark with some huge skateboard doing tricks that are being failed by other friends to be put on social sites. And they want to be famous, eating out with friends with a lot of laughs. Good, juicy, healthy ish foods. They're young. They don't need to worry so much about what they eat, although it would be great if someone considered it in a transparent way. Sitting on the grass with a laptop on and some music playing on the headphones, the second element companies in other sectors, the team did an excellent job off finding other companies. They aspire to be Airbnb. We like that every home can be a hotel. We feel that in some way you could bring us with you and your home can become a restaurant . Uber. We want to make the experience seamless specifically when it comes to paying for our services and always being at an arm's length. Spotify. We like the fact that there's so much value for such a low price. The subscription model is definitely relevant to us, but we have no idea how to use it. Snapchat. It's all about the photo and video content. We don't want to be left behind. Musically, we want to give the stage to our younger generation so that they can explore themselves and find the true artist within. We also know that music is a big part of who they are. Apple. We love the way it's always about being different rather than better. We want to be different as well. The next element is customer quotes. This is where we look at our future business with our customers eyes. It's really great that we can finally be in a place that understands what we want and who we are. I just feel like I can really trust these guys. They're just so open to young people. You don't even have to pay and they let you hang out and spend time. It's very unique. We always go there after school, sometimes even during school. Having a place that we can hang out when the weather sucks is great. It's so cool that they let us control the place and make it our own. How did they come up with all this stuff? I've never been to a restaurant like this When it's time to do homework. I like to do it on my own terms, but sometimes I would really love to have someone close to me to help me out when I'm struggling. The subsequent element is the employees quotes a new young customer group might be quite challenging to handle, but this time of the executive team did a fantastic job. I was really scared that the youngsters coming in or going to wreck the place. I'm pretty amazed they didn't. They're actually pretty laid back and easy going. The dishes we prepare are so much more fun to prepare, and there's far less complaints from these guys. It's awesome that we can talk freely with these guys without the sir and ma'am approach. Thanks to the proper communication set up by restaurant management, this is great. We feel like a great, big, happy family working together with the young people. A spark off our new training sessions was great. It allowed us to understand their mindset better and Warri less thanks to these guys being really switched on regarding the tech stuff. It's so much easier to sort out payments and bales with them than it is with our usual customers. The next element is wildlife. Now let's see how they managed to use these kind of associations more abstract, and we're for some definitely cheetah. Thanks to new technological and process improvements and a new young customer group, we feel like the company. It's much more agile and just works faster. Potato, It's some adoptable, and there's so many things you can cook with it. We feel like we can adapt to any new challenge with the right treatment. An approach chameleon we want to be invisible to the human eye were just a scene for the best moments of your life to be played. We're not pushy, but we are listening. Palm Tree. We want you to feel like you're always on vacation whenever you're visiting our space. The next element is the nature form. It's time for the big one. How did our team deal with this area? Off association, As it turns out, brilliantly. The sea. It's the ultimate freedom. If you know where you're going, that's enough. There's a 1,000,000 ways to give their just stay the course ish the beach, the sand, Maybe course, but you can shape it into any form. Given the right tools, we want to be this way. As a company Sunny Vinyard. We want you to feel peaceful and safe and that you can always trust us like where the long gone part off your family. As you can see, the executive team has done a great job off coming up with multiple exciting associations to define the future off their business. Now it's time to synthesize the information into something will be able to put our finger on every step off the way throughout the design process. It will be our guiding light towards the shiny future we all hope to create. It's time to give some time to the team to put their heads together and discuss the ideas and come back to us with a consistent story. But let's help them out a little and try to cluster these elements together so that they just need to sort out a few things that might not fit together too well or even be contradicting. What we want them to come back with is the following. The first element is the main tagline of the vision. One sentence that summarizes the entire discussion. It can be short and simple. The team has discussed all of the aspect that go into it so that they know exactly what it means. The second element is the main photograph. We need to pick an image that best represents what the vision is all about. If we can find it online or in a stack off new or old magazines we take to the workshop. We can create a stick figure drawing. It's just a visual representation off what we mean. The subsequent element is the key quotes we pick from the key customer and employees quotes to have this aspect covered as well. We never forget about the people behind the vision. Another element is the key highlights. A couple of additional sentences, summarising the major values that this vision brings. Great. We've got the design vision in her hands. We're already making great progress and know much more about what the business aspirations are. Believe me, this is a crucial step. I've been involved in many projects that lacked this step, and every time we'd run into a decision to be made, the executive team was all over the place. When it comes to what their motivations are 15. Business Goals - Introduction: having a design vision is a massive leap forward, but it's very rarely tangible. We need to have a way to quantify it into something concrete. This is where business goals come in very handy. There's a lot of different models off how to define business goes, But again, I would like to give you the one that works really well. For me, it's called smart goals. It allows you to fully understand what the goal is, who is responsible for it as well as which area off the business it effects. The main purpose is to not Onley define the goals but also make sure that they somehow are adequate to the design division. This is the additional challenge will be tackling at this stage. Trying to design new value for a business is really difficult without goals. Think of it this way. You can have the best ship and the best tools and the best crew. But if the captain doesn't know where to go, they will just drift around. We need a compass that will determine how and when we'll get to our destination. We have a dream, but we need goals. These need to be short term and long term. They need to be monthly, quarterly yearly goals that we put in front of ourselves. If the time frame is too long, the goal will just fade over time. It needs to be tangible and actionable. 16. SMARTER Business Goals - tool breakdown: the tool is built around a abbreviation smart. There's an extended version of the tool called Smarter, and I think it would be great if we've covered the extended version. So let's break it down into what each letter means and why it's going to help us define concrete business goals. Letter s stands for specific In order to make the goal specific, we need to address the following questions. Which area off the business will this effect? As you know, there's a lot off areas in a business, and this is one off the many reasons it's important to have people from multiple fields on your workshop. Each person should know in detail how their area works and what could be improved. The examples off areas would include sales, customer loyalty, service quality, cost structure, social media, brand awareness and many, many more. Is there room for interpretation? We must have an unequivocal definition off that area that doesn't leave any room for interpretation. Everyone on the team must fully understand what the specific area off the business is. Letter AM stands for measurable. In order to make the go measurable, we need to answer the following questions. How will we know that we've reached the goal? This means putting a number against the goal. After all, we can't measure if we don't have a quantified benchmark. This is sometimes difficult to address for business people, but the main purpose is to understand the scale of the achievement. We don't need to have a precise percentage like 27%. What we need to understand is the level off magnitude. Is it 3%? Is it 30% or is it 300%? Obviously, if the business has a record off its achievements in the past and a very specific number and they're available than bio means, let's make this aspirin size as possible. Is it an increase or a decline for a specific area? We must specify the direction off the goal. Do we want a specific area to be increased by a given number like sales or customer loyalty ? Or do we want to bring the number down, like in the context, off costs or customer complaints? Letter A stands for Assign Herbal. I've explicitly changed this letter from its usual description, being either achievable or ambitious. The questions below will specify why. Who is responsible for the achievement off the goal. This is extremely important to address, as in many cases, this responsibility spreads over the management structure and trickles down the organizational chart. It becomes a group responsibility, and if everyone is responsible, you've guessed it. No one is responsible. Is this the right stakeholder? We must make sure that each go has its owner and the owner is excited to have to go in their hands. Sometimes it's difficult to assign the owner due to organisational constraints and processes at multiple stakeholders affecting the goal. Nevertheless, it needs to happen. Letter R stands for realistic. This is a reality check for the business and needs to be addressed with the following questions. Do we have enough resources and time to deliver this goal? This allows us to bring the gold closer to the ground and have a pragmatic look at it. We need to be confident that it's credible and we've achieved similar goals in the past. How ambitious are we? It's not about defining goals that are easy to achieve. We need to aspire to more and to be impressed by the goal. There's a fine line between the goal being realistic and ambitious enough to tackle it. The workshop will help you get there. Letter T stands for time related. Now it's time to start the alarm clock and look at each goal with a plan for its delivery using these questions. When do we plan to achieve the goal? The more accurate the time, the better the outcome. There needs to be an unmovable point in time that will be monitoring against. It's difficult to put a date stamp in, but thanks to the work we've done so far, it should be a little bit easier. Should we deliver it in stages? If the task is too big for the executive team to handle with a given timeframe, maybe it's best to deliver the goal in stages, working their way back from the achievement. If we give ourselves two years for success, what needs to happen over the next months so that we know that we're on the right track? What time frames should be used? The intervals we use vary depending on the goal, but in my experience it's best to use months, quarters and years to a maximum of three years, and even then break it down to something more tangible, like quarterly goals. Letter E stands for exciting. This is the moment where we come back to our design division, which motivates us from the very start and answer the following. Are we enthusiastic about the delivery of the goal? By no means should any of the goals be neutral. We need to feel inspired to go after it. Otherwise we won't get very far. It needs to validate that by its delivery. We move closer towards our design, a vision and the last letter R stands for recorded. This is the activity were being apart off during the workshop. We're recording our conversations on pieces of paper. It requires a proper synthesis after the work show and getting commitment from the executive team on the delivery. It's a commitment they give to themselves were just helping hat. After the in depth discussions, we usually end up with a quite numerous list off business goals. We need to prioritize them in 1/4 with one element. The fulfillment off the design vision, the way I recommend you do this, drawing a horizontal axis with the design of vision of the end. You take the first goal put it on the wall. Its location on the wall determines the scale off the axis. Next goals you consider will either be mawr impactful or lead you Morris tray from your design vision. Therefore, the goals will either be closer to the vision or further away from it. Once you've done this exercise, you pick the top business goal and this wraps up this stage of the process you can obviously consider taking. Mawr goes to the next stage, but for the sake of this course, I'll keep things simple so that we don't get overwhelmed with the amount of content. 17. Business Goals - Restaurant Example: since I like this training to be adaptable to the future students, let's create a benchmark date, which would be the aunt off the restaurant design thinking project. It's a specific but a relative date, and it will work for this exercise. The executive team sat down together and listed out the following business goals. Let's break down the first goal and then follow up with the next one 20% measurable off our current customer base to be made up off young people. It's very specific. Within 12 months from the end off the Restaurant Design Thinking project, it's time related. Assigned to the restaurant management, it's assign Herbal. The executive team acquired other customer groups in the past through promotional activities, so it's realistic. We know that we've done that in the past. It targets young people who form the crucial part of the design vision, so it's exciting. It has been written down and signed off, so it's been recorded by the executive team. The next goal is 40% increase in the social media chatter about our restaurant and the local area within six months from the end of the Restaurant Design thinking Project assigned to the marketing department. The next one is 30% increase in restaurant brand awareness among young people in the city within nine months From the aunt of the Restaurant Design Thinking Project assigned to the marketing department, the subsequent goal is 20% increase in the kitchen efficiency three months from the end off the Restaurant Design Thinking Project assigned to the kitchen chef, the following one is 30% increase in the service quality among young people 12 months from the end off the Restaurant Design Thinking Project assigned to the waiter management and the last one is 20% increase in the online orders within 12 months. From the end off the Restaurant Design Thinking Project assigned to the I T specialist, please note that we're not specifying how will measure the achievement off. The goals were only saying What will be the result will cover all aspects off. How will make sure those are delivered during the last stage off the process. The impact delivery of this stage It's too early to get to that level of detail for the sake off the course will pick the first business gold 18. Stakeholder Mapping Introduction: it's time to look at the stakeholders in the project. We know what we're trying to achieve, but who are the crucial people we should consider? There's a lot of stakeholders surrounding the business. There are people we partner with as a business. There are customers and many others. I usually defined two main groups off stakeholders. Internal stakeholders in S is these are the people and business relationships you are able to control. These aren't your business partnerships, people. You count on delivering the products you sell people responsible for your advertising. These are your employees. These are companies, but provide services that could be a potential link to your business. These are your potential business partners that could create new opportunities and services . External stakeholders. These are the people and business relationships that are out of your control. These are your current customers. These are customers you're trying to attract. These are influential personalities that can affect your brand. These are your competitors. These are local and global authorities. These are administration and educational institutions. The idea is to keep the lest as brought and exciting as possible within the context off our business goal. And the designer vision. You might run into some overlaps in the aforementioned areas, and that's OK. It's just a guide off how to look at this topic. Our job is to name multiple internal and external stakeholders that can have an impact on our chosen business go. In many cases, this turns out to be the customers themselves, as this is very often what we're chasing. But in other cases, these might be our employees or social media influencers that will affect most of your business. For each of the stakeholder names, I would suggest to use the following structure for stakeholders that our people demographic is the first element. Make sure that you describe the people you're talking about using their age, i e. How all they are their gender. Are they a woman or a man and location? Where do they live? Or spent most of their time on top of that, at some small detail that were characterized them, like being really busy or stressed or laid back and loving life, try to add a totem to bring them to life like a baby carriage or smartphone shopping bags or a skateboard. The second element is psychological. Give more insight into what they need or aspire to. Why are they on the list of your stakeholders? What is the context off their relationship with your business? Are they looking for something you're offering? Are they upset with your competition for stakeholders that our organizations use structural information? Give Mawr insight into what is the size of the organization you're referring to? Where is it located? Is it nearby or doesn't have a global reach? What sector is it from? Is it something adjacent to yours or more remote with a big potential off corporation? The second element is the business. Dr. What is the main purpose off this organization and doesn't have any needs you'd be able to fulfill at more context into why is this stakeholder on the list? 19. Stakeholder Mapping: Once we have the entire list off internal and external stakeholders in place, it's time to put it to use. We need to prioritize the list in accordance with one thing in mind. The business goal were trying to achieve, as we did with the prioritization off the business goals will put a horizontal axis with the chosen business goal at the end of it and put the first stakeholder from the list on the wall. This again will form the scale and every additional stakeholder we include will either be mawr or less impactful on the business goal for the sake of this course will pick the top stakeholder, and this will conclude this stage of the process. We can obviously take more steak alerts into account when doing the actual work. But I don't want you to be overwhelmed with the amount of data that we gather 20. Archetype creation - intro and tool: before jumping into the next stages of the process. Let's spend some time refining are chosen stakeholder group to have a better understanding of who they are. The goal of this exercise is to broaden the perspective so that the stakeholder were were imagining in the previous section can now be represented by numbers. With the addition off some variety, I usually use the following dimensions to define the chosen stakeholder group in more detail age. We've covered this attributes in some respect, but now we need to be more specific about what do we actually mean? This property should be described with a number. So instead of saying that a person is mature, let's say exactly how old is the person for example, 34 years old. In addition to that, let's at a little more variety so that we can catch a wider audience. For example, let's at a range of years we're looking at like 30 to 40 years old. It still matches what we've initially said but gives a lot more room for interpretation gender. If it has a big impact on the business goal, let's specify that as well. If it doesn't, I would recommend keeping it open and varied location. This characteristic could also benefit greatly from additional diversity. Instead of focusing on one specific location, we could say that it's any location in a given country that meets a specific set off requirements, for example, lives in a city off approximately 50,000 inhabitants close to rural areas and commutes to school approximately 30 kilometers away. Another element is needs. It's good if we diversify the needs off our stakeholder group. We can specify what do the people that are their age and live where they live need on a daily basis. It's important to keep it pragmatic and down to earth aspirations. It's important to try and have an understanding what is the underlying reason they act a certain way. What is the motivation regarding their relationships and their other suspects off their lives? I fully appreciate the fact that the executive team might have a problem with specifying the above. Please make sure that you remind them that it's just a hypothesis that we're creating, and this will be validated during our research. This entire stages more about imagining the future 21. Archetype creastion - restaurant example: the executive team thought it was really difficult for them to imagine, but they came up with the following archetype definition. When it comes to age, they've defined a range and between 13 and 17 years old. When it comes to location, they've defined a city of approximately 500,000 inhabitants with a harbor with a person that goes to school in the central part of the city and spends times outdoors. When it comes to needs hanging out with friends, being constantly connected via social media to a wider network of people they know standing out from the crowd with their own unique style. When it comes to the aspirations, being an artist in whatever field, their end constantly looking for new inspiration, being free to do what they want with their time, having friends they can trust and count on. This doesn't need to be very detailed. It just isn't quick exercise for the executive team to think through and defined the stakeholder group a little more. This archetype is missing a lot of dimension, and that's on purpose. We don't want to get into profiling or design personas just yet. All we want is to get a more detailed picture and get everyone on the same page that we have a good idea about the stakeholder group that were targeting. 22. Business Hypothesis Mapping - the tool: we have most of the building blocks ready. We know what the overall design a vision is and how it translates into the business goals. We know who we should target first to achieve these goals and what this stakeholder group is all about. Now it's time to add the last piece of the puzzle and then put it all together into the final deliverer Herbal. If we had to deliver on the business goal that we've defined in the previous chapter and incorporate the needs off the chosen stakeholder group, what would it look like with the current state off the business? The main goal is to assess which parts off the business are key to deliver on the goal and which ones are unnecessary. Also, how they differentiate in the context of the stakeholder group. This is the moment we put the executive team through its basis. We need to generate as many current activities as possible, keeping in mind the business goal were trying to achieve each one of the activities listed should at some level have an impact on the business. Go as this is the element that ties the design vision together with the key stakeholder. Every activity that effects it effects the rest. Justus. Well, this is where the hypothetical mindset really needs to kick in. We're looking at what could happen if we progress towards the goal without changing anything in our business. Each executive team member has. They're all area off expertise, and this is the moment he needs to shine. We need to use this area knowledge to list as many activities as possible. With the right team, the list grows pretty fast. These activities can vary from strategic through tactical to everyday activities, as long as it effects the business goal it's allowed in. Once the list is created, it's a good idea to have an open discussion and try to cluster the activities into groups off similar nature. I would like to propose a framework that I have been using in the past that structures and speeds up the process off. Grouping these activities. It's built around a customer life cycle. Many different companies define it differently for the sake of this course will use five steps. The first step is awareness. These are the activities you undertake as a business in order for your current and potential customers to find out about you, your products and your services. This usually comprises a lot off your marketing and promotional activities. The second element is consideration. This is an area where your current or potential customer is starting to consider your product or service and any activity you undertake here that helps with that consideration ends up in this cluster. The subsequent element is purchase. If the consideration is positive, you need to act and make sure that the purchase process and Harvey onboard your customer into your business world is exceptionally well designed. The next element is use. Once your customer bought into your service. You need to make sure that you properly maintain the quality of the experience. Deal adequately with any issues, be proactive and make sure they're happy with the service you provide. The subsequent element is share if all of the above elements work properly. This is the area where your customer will become your advocate and we'll share his or her thoughts with their immediate network. Every activity that you put to incentivize your customers to do so end up in this area. The time has come to combine all of the elements together and create the business hypothesis. We take all of the activities subdivided into areas mentioned and put them on the horizontal axis. We take the stakeholder group and put it on top so that we can look at our activities through their eyes. The last part of the hypothesis creation is the stakeholder assessment for each of the activities we need to assess what the stakeholder experience would be like. What would they say? How would they feel? Why would it matter? Instead of answering all of these questions for each activity, we just need to represent the responses with one number in the range from 0 to 3 zero, meaning that the activity is neutral to them. There are no issues one, meaning that the activity has some issues currently two meaning that there are real issues that need addressing and three meaning that there are huge issues that, if not addressed, will deter the stakeholders from interacting with your business. On some level, most businesses intuitively feel where these issues are, and at this stage it should be a pretty simple exercise to highlight the problematic areas of the end of the day. It's their assessment and their perspective. Even though we're trying to empathize with the stakeholder group, it's still there. Few. But hey, that's exactly what we need at this stage of the project. Once the assessment is done for each of the activities, it's time to connect the dots and will end up with a wonderful visual representation off the business hypothesis. 23. Business Hypothesis Mapping - restaurant example: our executive team spent a long time listing out the activities from each area of the restaurant business. Let's see what they came up with. They came up with social media posts about promotions, waiter giving all the specific details about the dishes, providing healthy and fresh ingredients. Putting a sign outside that shows the deal off the day having a hostess that invites people inside playing local music inside to make the place feel lively. Local radio station ad Having a very competitive pricing strategy Providing meal bundles for better deal When more people are coming in The menu has been designed by a professional graphic designer. You can order meals online to be delivered to you. There are special discounts for returning customers. You can gather stamps for each visit after you've gathered 10 you have a free lunch. We have great seasonal dishes. We serve the best and the freshest fish in town. We have a breakfast buffet. We have ah, Facebook Page. We have a website where you can find information about new deals. We give out leaflets about a restaurant in the Old town. We have a TV that the guests can tune according to their needs were able to host bigger groups of guests. We have a full table. We have darts. We have very comfy chairs. We have air conditioning and we have free WiFi. 24. Business Hypothesis Mapping - Summary: This concludes the entire business hypothesis step of the design thinking process. Let's recap. We've started with the design vision which has shown us what the true aspirations of the business are. We enforced the vision with concrete business goals and we chose the crucial one. In reference to that choice. We've analyzed the entire scope off potential stakeholders that might have an impact on that. Go and again, we've chosen the key stakeholder group. Afterwards, we've broadened our understanding off this stakeholder group so that everyone on the team was on the same page. Subsequently, we've taken all current business activities and through the understanding over stakeholders , we have mapped the hypothetical experience with the full assessment off each activity. This forms a great first step into the world off, fully understanding what the design challenge will be. We can now take the hypothesis and validate all of its dimensions in the next phase of the design thinking process, namely the customer perspective. See you there 25. Customer Perspective - Introduction: again like we did in the previous face of the design thinking process. Before we start building the customer perspective, let's first review a few questions so that we know what to expect who should be involved at this stage of the process. This stage off the process is all about the customers, and these are the people will be involving and interacting with regularly chosen Stakeholder Group says We've defined one stakeholder group in some detail, will be covering that and adding additional information so that we can get in touch with the actual people behind it in the real life scenario, would probably choose two or three main stakeholder groups and define those using the same exact tools you've already learned. But for the sake of this course, we'll just cover one. The executive team will obviously need to be in touch with our executive team, but only to gain feedback and give them updates about our progress and sometimes ask them for a few favors here and there. Most of the time, though, it's our job as a design team to deliver. The result in conjunction with the research will be undertaking. It's very important, though toe invite the executive team members to where your undertaking the research so that they can hear for themselves. Some of the insights live from the participants. It always creates this by an effect. It's good. When that happens, External recruitment agency is another one, since this part is quite research heavy we might use external resource is to recruit some of the research participants to make our lives a little easier. We'll cover how to deal with these entities and detail. Since the stakeholder group we've defined are the young people, these are exactly the individuals will be focusing on will have to report back to the executive team. But probably from now on, we pick a single point of contact so that the person could coordinate the information flow throughout the organization. That really saves Ah, lot off time and hustle when there is a person like that on your team as well, basically a proper project manager on both sides. How many people should be a part off the project, both from the client's side and on the design team? When it comes to the team numbers, we just need a project manager on the business site to receive the information from us and have the executive team at the ready to reveal what we have learned after the research has been synthesized. It's good that there will be at least one representative off the executive team. During a research. The design team should be formed a to least two people, one undertaking the research and the other taking care of the back office, making sure people are on time. There's coffee and cookies on the table, etcetera. Using the restaurant example, I would make sure that there is the following structure one person dedicated from the restaurant that the design team can communicate with one person from the executive team, preferably the restaurant owner or other team members. If he's not available, one person responsible for the back office a spark of the design team at one person, undertaking the research. A spark off the design team. One person dedicated from the design team to deal with the communications. And this could be the same person taking care of the back office as well. How much time is needed to deliver the results? Well, usually, research, if taken seriously, takes a bit of time. We need to properly prepare for it, create the research scenarios, recruit the participants, undertake the research and then synthesize it. I would say that in a very fast based environment with close to no budget and small window of time, this could take as little as a few days to quickly prepare and do some quick gorilla interviews. If we have some budget and more time, I would provide approximately five days for the prep 10 days for recruitment. But depending on how difficult it is to find the people, this could take longer 5 to 10 days to undertake the research, given the right methods and 5 to 10 days to actually synthesize the information into a tangible result. Using a restaurant example for our case, I would say the preparation would take 2 to 3 days. The recruitment off the group says they seem to be pretty open minded and accessible should take about five days. The research itself should take approximately five days, and I would suggest the same amount of time for the synthesis. What kind of preparation is required by the participants? The preparation is probably the most crucial part off the process. There is ah lot of thanks to prepare and a lot of things can go wrong. The preparation needed by the design team. We need the team to prefer the following elements. The 1st 1 is research scenarios. We must know what questions need to be answered through research. They need to recruit the participants. So we must manage the recruitment process properly. The preparation needed by the executive team. We need constant access to them as things tend to change dynamically and they need to be prepared for the following elements they need to sign off on the research scenarios. The vein to validate that the questions we plan to ask are the questions they are seeking answers. To sign off off the recruitment profile is another thing. They need to validate that the people we plan to speak to are the right people. What are the goals of the activities? The main go is to validate the business hypothesis with meaningful insights from the actual people that represent the group. The business is aiming to understand to tackle this entire face of the design thinking process and address all of the questions we need to recruit the right respondents after we know how to do and manage that. We can then create research scenarios which basically give us the detailed list of questions we need to answer to satisfy the hypothesis validation. After we've picked the right methods for the job and undertaking the research, we make sure that insights are properly recorded and synthesized. This will help us intensely with the creation of design personas, which in turn will lead to the final validation of the business hypothesis. 26. Recruitment process: I've witnessed this going wrong so many times that I really wanted to emphasize the importance of this step. Having great research methods in place, the design team and the best hypothesis ISS worthless. If we don't confront that with our customers, I'd like to focus on three areas. The 1st 1 is incentives. This is the way you motivate the respondents who wants to recruit to take part in your research study. After all, regardless off the method you use, you're going to need their attention. One element is definitely motivating with money. For the most part, cash incentives will work efficiently for your qualitative methods and depending on the country you're in and the amount of time you want to have with the respondents. This varies from $25 to even $100. Bear in mind that the maximum time it makes sense to meet with the respondent is 1.5 to a maximum of two hours. After that time, the person you talk to is pretty tired, and the insights you get are forced and not thought through, sometimes in to motivate differently. There are stakeholder groups and quantitative methods of research, where cash incentive is either too expensive to handle due to the size of the group and the difficulty of the payment process or the stakeholder group IHS, wealthy and even a couple of $100 won't convince them to give you their attention. In this case, I usually try to find out what my stakeholder group cares about and try to build an incentive around supporting that cause or getting them closer to their interest using external recruitment agencies. There are times when the stakeholder group you define is very diverse or spans the entire country. These situations require professional support, and the recruitment agencies are there to help you out. They usually price their work per person recruited, and they deal with the incentivizing off the respondents. So you just need to show up for the interviews and not worry right wrong. There's quite a few elements we need to manage to make sure we get the right quality of respondents. Let's review them the recruitment profile. This is a starting point and gives the agency detailed information about the demographics as well a specific requirements off the recipients you want them to recruit. We need to specify their age brackets their gender, if critical, where they live, where they spend most of their time, their profession, their education, their family and relationships, their past experiences. If they're relevant, as well as the context off the business and many more, let's come back to a restaurant example. We have a broadly defined archetype, so let's Atmore information to it. We know that the age varies in between 13 and 17 years of age. You know that the location is the city of approximately 500,000 inhabitants with the harbor and that the person goes to school in the central part of the city and spends a lot of time outdoors. We know that they spent a lot of time playing sports and being outside. They're not professional athletes. They don't aspire to be. Sport is more of a fashion to them. A lot of their time is being taken by smartphone devices and multiple social media platforms. We want to focus on simultaneous instagram, Facebook and Snapchat users. This definitely brings more focus to who will be recruiting. Another element is the family. We would like to find out more about people who have at least one sibling and would like the recruitment profile to be spread over 50 and 50 when it comes to respondents from families with married burns and families with divorced parents. When it comes to relationships, we would like to recruit people who are in a relationship or have been in one within the last year. We'd like to also talk to people that have at least one friend they've know for a minimum of five years when it comes to business context. Since we're doing research around the restaurant business, we'd like to find people that go to a restaurant at least once a month. We'd like to research people that spend a minimum of $50 a month on eating out. As you can see, the recruitment profile doesn't cover any emotional parts of the person that focuses mainly on the facts and things that can affect the recruited group of people. It's very down to earth and pragmatic. The more details you put in, the smaller the potential recruitment sample and the more time it will take for the recruitment agency to find them. So make sure that the requirements you put forward are sensible. Additionally, you need to accept this profile with the executive team before you give a green light to the recruitment agency. Another element is the recruitment brief. Depending on the sector were doing the research for there might be specific legal requirements we need to follow. There might be procedures we need to take account off. You should make sure that the recruitment agency knows about any restrictions the recruitment process should consider. Additionally, you must remember to provide the respondents with the information that you will be recording the audio and video of the conversations you might have with them and that they will need to sign a legal document that allows for that to happen. Another element is time management. Like with any project activity, there's a deadline, so you must be in daily contact with the recruitment agency and get an update on how they're progressing with the recruitment. You plan the research to take place on specific dates, and your calendar needs to be failed with the people. The recruitment agency invites for specific times during those days, plan for unforeseen circumstances and recruit more people than you need, as some percentage won't show up or give you their time online another element is the quality management. In addition to the time we need to manage the quality off are recruited respondents. It's good to have a pre interview to make sure that the person we were interviewing fits the recruitment profile. Just a few questions that validate the key information will suffice. 27. Research scenario - Introduction: In order to validate the hypothesis, we need to ask the right question for each off the activities we've highlighted on the business hypothesis map. This is why it has been created in the first stage of the design thinking process. We can now use it to its full extent to help us with deriving the right questions to verify it's accuracy. All we need to do is take the hypothesis map and look at the key areas off impact. For example, the highest peaks off the experience map and start there work your way to the activities that, hypothetically matter the least. Remember, this is the hypothesis were dealing with here. I recommend you to sit down with your team and go through each one of the activities and individually general rate minimum three questions you'd like to ask to validate the experience off the customer. Each member of the team should spend three minutes generating the questions for each activity and then present those questions to the team. The more members you have, the more time it will take. So keep this sensible and down to a maximum of five people. After the questions have been presented, see If you could summarize them into two or three key questions that need addressing for each activity very quickly, you should end up with a massive list. This is the first building block off our research scenario. Please remember to keep the questions open ended. These types of questions usually start with words like Why? What? How when, who, where or which, and end up giving you the best answers because the respondent cannot answer them with a simple yes or a no additional element when asking the questions you need to watch out for is to not include the answer in the question itself. For example, how do you usually make sure that you stay in shape unless you did not recruit people that you specifically no workout? Asking a question like that assumes that the person stays in shape. What if they don't? You might end up in awkward situations and damage the quality of the interview. You ask these types of questions once you've established the facts that mitigate the risk of you being wrong. Once you have the questions written down, now it's time to pick the right method for getting them answered. I would suggest picking the qualitative method, like in depth interviews. First, to tackle the areas off them business hypothesis map that need the most exploration and then leave the rest to the online questionnaires. This will allow you to find out the most about the areas where the business sense is the most issues arising and still cover the entire map with proper responses. If there are new things you found in your online research that you'd like to find out more about, by all means the qualitative method is there for you to do that with another iteration off research. 28. Research Scenario - restaurant example: Now let's see how our design team would tackle the list of questions for each off the activities in the business hypothesis map. Let's review some of the activities below and go through the questions we ask to validate them so that you understand how we go about doing this for the activity. Social media posts about promotions, questions like which Social Media platform delivers the most value for you and why? How much time disband on each one off the platforms you use, and does it differ during the day or time of the week? If you had to imagine an ideal promotional ad, what would it need to comprise for the activity waiter giving all the specific details about the dishes? The questions could look like this. How do you usually decide about what you're going to eat in a restaurant? What is the ideal time for a waiter to take your order? What was the best experience you ever had with waiter? And why, for the activity providing healthy and fresh ingredients, these are the types of questions you could ask. How would you describe a healthy meal? How would you recognise that a dish has been prepared from fresh ingredients. What would be your ideal dish in a restaurant? As you can see, we're trying to get the respondents to tell us a story and provide context to what we're trying to validate in order to learn mawr about what they actually feel about the business activity we want to be able to assess if they have strong emotions associated with it, or is it a neutral aspect off the service that they don't pay that much attention to? 29. Research Scenario - method types: I would like to highlight two main types of research methods, namely qualitative and quantitative methods of research. I would like to show you some of the differences and emphasize how best to use the methods to validate the business hypothesis. I believe that it's not an absolute must to use both types in your research. The key is to understand how they work and what to expect and then choose the right method for the job. I don't feel like you need to use up the entire arsenal of complex methods to get through the validation process. We can compare the methods using a number off different dimensions. The first dimension is the questions were answering. This is the simplest way to determine the difference between these two types of research methods. Quantitative methods like online questionnaires are employed when we're looking to find out what is happening within our product or service, whereas qualitative methods like end up interviews are being used When the questions were trying to address concern, Why is something happening? Another element is the participants with quantitative methods we can get pretty quickly into thousands of respondents if we've picked a broad range off multiple stakeholder groups . The information we're going to gather is closer to statistical analysis, and therefore there needs to be a good representation in the respondent groups to make the results credible. With qualitative methods, we can talk to as little as 5 to 7 respondents. Burst Stakeholder Group. In my experience, when we undertake research on a particular stakeholder group and we have 15 respondents to interview, I find that the 14th or 15th person I speak to rarely delivers any new astonishing insights . It is said that 15 people will exhaust the Insight pool, so it's better to undertake research on 5 to 7 respondents. They will already cover 80% of the insights. It's just not worth doubling the effort for the additional 20%. It's better to do another iteration of research. After you've reviewed the result and have additional areas, you'd like to find out more about another very important aspect off. Choosing the right method is the amount of time you need with the respondent. If you're doing a massive quantitative study and wish to research hundreds off people, they will probably give you five to maximum 10 minutes off their time. If you want to have higher conversion rates on your online form and have people actually filling all the blanks. If you require more time with your respondents, you should opt for qualitative methods like interviews where you can sit down with them and a cup of warm coffee and spent an hour and 1/2 to dig really deep into their beliefs, concerns and aspirations. Another element is the respondent location. This is a crucial part of choosing a type off method will use if you want to get a grasp on things that matter to the entire country or on a global scale. The qualitative methods off research are just not feasible. They require you to either go to your respondent or get them to visit you. You can do the interviews online and get around some of those logistical obstacles, and that's how you'd probably do it anyway. But I would use them in the additional research to find out mawr once you've learned something from your quantitative methods. Another element is the incentives with quantitative methods. There's either no incentives or there close to none. People don't usually expect to get a huge payout. When they spent five minutes online to answer some questions about a product. The story is vastly different when talking about qualitative interviews. People need to take time from their lives to get to your lab, spent an hour with you and talk about things they might not care about. They expect to be paid. It's even more interesting when the group you're trying to research is more difficult to get to or is very wealthy. We need to be really clever about how we incentivize them. Sometimes it's giving them the opportunity to meet someone they admire. Sometimes it's the opportunity to help a cause that they care about. I hope you understand the main differences between these types and went to use which method . It's fantastic when there is time and budget to do proper research in the project, I found that this part is very often neglected as people want to get the results as soon as possible. This, however, forms the most crucial part of the process. If we get this wrong, everything we come up with later is built on the wrong assumptions 30. Research methods - brief description: There will be two methods that I would like to cover in this course, one of them being quantitative and the other being qualitative. I wish to make this as simple as possible, and also these are methods I use on a daily basis, and I just know that they work and deliver every time. The in depth interviews. It's a qualitative methods off research, and it's also pretty simple in its assumptions. It, however, is a little trickier, as you need to pursue the insights a bit more. And depending on who you're respondent is and how that person behaves, you need to use different tricks to get them to talk about what you want rather than what they feel like talking. Another method is the own land questionnaires. It's a quantitative method of research that is very easy to use. The biggest challenge here is too big, which questions to ask. Using this method and the limited time you have with the respondent, which in turn limits the number of questions you can ask. You have access to a larger number of people, but since the incentive is none existant, you need to worry about the conversion off your form. Conversion is nothing else but the percentage of respondents that made it to the very end of your form and answered all of your questions. 31. Research methods - choosing the right one: Now that you fully understand what methods will be using, we can now decide which method will be applied to which part of the business hypothesis map . This stands to be very subjective, but I'll do my best to give you some hands on how to tackle this. I usually look at the experience map and start with highest experience peaks and see how many of those can I actually cover with the in depth interviews marrying in mind. But I need to take 5 to 7 participants and cover the same area with enough questions to fit a maximum off 1.5 hours off their time. Depending on how much budget and time you have, you can cover 2 to 3 areas with 2 to 3 groups of participants for the same recruitment profile, everything else that is left to be validated on the business hypothesis map. I would leave to the online questionnaires with some sections that could potentially overlap with the areas covered by interviews. Just to get more insight into these. This approach will allow you to cover the entire experience, map and gain understanding for every activity so that you can use the data and assess it from the perspective off the actual customer 32. Research methods - In Depth Interviews: we need to validate the critical elements off the hypothesis, and in order to do so, we must dig deep and get to the bottom off. The underlying issues in depth interviews are a perfect method. To do that, you need more time with each respondent so that you can really derive a lot off meaningful insights. Let's review the structure of the interview and what to look out for. These interviews usually take place and some location, so you'll need a place for the respondents to take their coats off, sit down, get comfortable, pour themselves a cup of coffee or tea and wait for their turn to be interviewed. They also need to be welcomed by someone, so make sure there's a back office person taking care of them. The first element of your interaction is the pre interview. This is a crucial part off your verification that the recruited respondent is relevant to the profile that we've defined. We need to ask a few initial questions like their age where they live, where they work or go to school and validate that they're relevant to the business context we're researching. If everything is OK, we can give them any legal documents they need to sign, like agreement to being recorded or any other legal requirements of your research. This should have been communicated during recruitment, but it's important we have that on record. The second element is the actual interview. This is the moment we meet with our respondents. So let's introduce ourselves. This might take place in a lab environment with some people watching or listening to it life far from a comfortable situation for a respondent. So let's try and make them feel better. Allow them to speak to you informally, pour them something to drink and offer a snack. Make them feel welcome. Start a simple conversation about something like how they got here. The weather outside, how their days going but don't make it run for too long, 2 to 3 minutes is plenty. Let's look at the interview structure itself. Start by repeating the fact that the session will be recorded. But it's just for the sake of research, analysis and the design team, and it won't be published anywhere. They've just signed legal document, but it's good to put their minds at ease with additional reassurance that they're safe. Additionally introduced them to the context of the interview. What kind of business were working for what will be exploring today and how long this should take? Another element is the questions. We have a whole list of questions to go through. Make sure you cover all of them. But since you have the person in front of you do explore the ends and outs off their responses. There is a technique we use very often called five times why this is essentially what it means. Every time you receive an answer, try to get to the root off the issue, asking a simple Why is that? Do it enough times and you should get to the bottom off the issue at hand. With the exploration, there might be situations when your respondent goes on a little conversational detour and starts talking about things that are not that important or interesting to the research scope about for some of it, and then gently steer the conversation back to where you left off manager time so that you get through all the questions in your form. It's good to mark some benchmarks on time on the form to see where you are versus what time it actually is. The last part is the ending. So once you've covered all the questions, this is the moment where you can provide some room for the respondent to ask you questions . If, if they have any, respond politely, thank them very much for their time and walk them to the door and say goodbye. Allow for a few minutes between the interviews so that you can prepare yourself and the room for the next person. Another aspect of it all is the interview observers. It's great to have the executive team members during the life research sessions to get their immediate feedback and gain their by end into the process. There's a few things to keep in mind. If they're observing and listening to the interview, we need to watch the noise and visibility. If there's too much noise coming from behind the wall or glass, it could distract the respondent, and we don't want to make them more uncomfortable. This wraps up the interview process and how to structure it once you get a couple of interviews under your belt. This should be a great experience not only for the design team but for the business stakeholders as well 33. Research methods - online questionnaires: the questions are ready now let's put them together, create the questionnaire and distributed among the customers to get their feedback. Let's review some off the key elements off online form creation as well as a few examples off tools I would recommend you use. The 1st 1 is the welcome screen. The questionnaire, like any other interaction with your respondents, needs to have a beginning. We need to put them into a relaxed state and manage their expectations. Just because they received a link and some incentive to do the form doesn't actually mean they'll jump at the occasion. We need to give them some information about the background context. Tell them that they don't need any training or competence is to answer the questions and explicitly say how much time it will take them to fill it out. And, yes, we need to repeat the incentive they'll be receiving for spending their time. The questioner content. This is mainly questions, obviously, but there are multiple ways to provide the answers, and the less friction you have, the better. Let's review some of the examples for the way you can answer questions and see their pros and cons. The first element is multiple choice. This is a great method as it allows people to easily read the potential responses to your questions and pick multiple ones that make sense to them. It's good to always add additional answer, for example, other with a possibility for the customer to fill it out manually. If any of the answers we've provided don't match his or her preference. Another element is short text. This type adds a little more friction as the person needs to manually input the information . This is specifically difficult when they're filling out the form using a mobile device. Make sure the question allows for a short answer or even motivates it. Another element called long text. This is one of the most difficult ways to give responses, and if you need to use it, use it wisely and Onley for the critical questions where it can at great value to your research. This usually allows for some line breaks to get the point across and sometimes has a word editing plug ins so that you can added the typefaces. But I would really avoid this way of answering at any cost. Another way of doing this is statements. It's sometimes good to break up the questionnaire into sections divided with simple statements telling someone what the next set of questions will be referring to. Another element is picture choice. A great way to make people's lives easier is to provide pictures so that they can make up their minds just looking at and choosing pictures that best resemble their answer. This leaves a lot of room for interpretation, though a picture is worth 1000 words. But which words yes and no online questionnaire is definitely a place where you can provide simple kinds of questions every now and then, so that the person has an easier time. It's important to makes things up so that the questioner is a journey from the difficult to the easy and back again. Another element is the opinion scale. You can add opinion scales so that the respondent can give you an indication of how much they agree with or disagree with the statement. Very useful and good to use this on some of the key elements off the hypothesis map rating . This is a great question for the person to assess something for you. It's very direct, so make sure you structure the question properly so that you get meaningful results. After all, it's important if a person gives you five out of five stars versus four out of five the date. If you want someone to give you a specific date on something you're researching, this is a simple question. To add the number if there is a specific number or amount you're looking to identify. This question is a good Adam drop down. This is similar to the multiple choice type as it shows many possible answers, with the main difference that this Onley allows the respondent to choose one of them instead of multiple legal. This is a great way to get to the end of the questioner if you need some clauses to be read , understood and accepted of the end and finally, the thank you screen. This is the final screen that your respondents will welcome with relief. Make sure it's lively and gifts away to get to the incentive. It's sometimes good to add a short text inputs here so that the respondents can tell you anything that hasn't been covered in the form and might be important to them. Online questionnaires are a great way to gather insights. And there's a few tools I'd like to recommend, the 1st 1 being type form dot com that creates great and interactive forms with a lot of tools to analyze the results in a statistical matter. The other one I would suggest you use is Google forms, which provide a massive amount of value and are free and easy to use. Subjectively, I would go with type form dot com due to the exciting interactions, but whatever you use, you'll get the results. 34. Research synthesis: we've undertaken the research. We've covered the entire business hypothesis map with various questions and research methods. Now it's time to synthesize the raw research data into meaningful insights that are several steps to cover in this crucial part of the process. So let's dig right in road data. This is the starting point. We've received a lot of information from our respondents, but at this moment in time it's just data. These are the recorded responses to our questions on the online questionnaires as well as the in depth explorations recorded on the interviews We've completed the result recorded data insights. We need to turn the role data into something more meaningful. We need to derive the maximum out of them. This means putting the data through its paces and gain insights. These are the observations we had. This is our interpretation off what people told us through the various means of interaction . This tends to get quite subjective. Therefore, the team members dealing with this step need to keep an open mind and preferably allow for multiple iterations off feedback internally. Each recorded response should trigger a thought, and these thoughts brought together should allow the team to derive their observations. Each observation must have a direct link to an activity on the business hypothesis map. If it doesn't, it's either relevant or it highlights a new part off the experience map, which makes it extremely relevant. Remember that each insight needs to be connected to an activity on the map. Therefore, if you found a new issue, it needs to have an activity that goes with it. This is usually the case, as it's the activities that triggers the issue. Each participant should be treated individually so that we end up with a clear picture off the area covered by each respondent, with the list off insights divided into individual activities, The essence off the insight is built around two main aspect. The first aspect is the problems. These are the negative aspect that we've noticed have an impact on how the person perceives certain activities on the hypothesis map. The 2nd 1 are the needs. These are the unfulfilled aspirations that a person has that also leads to negative impact on how the person assesses their experience. The final result is a list of problems and needs attached to each experience map activity identified for each research participant. The next element is quantification. So once the list off insights for each participant correlates with each activity on the experience map, we need to assess their relevance. As far as the experienced quantification is concerned again, we're doing this for each research participant separately, so that we have a clear, quantified picture off what the experience map looks like for each respondent. The quantification should have the exact same scale as the hypothesis map, namely from 0 to 3 on the scale of the experience. The result is the list of problems and needs quantified for each experience map activity for each research participant. The next element is the patterns. The quantification unifies our view off the research result for each respondent and makes it a lot easier to find similarities between respondents, which we call patterns. Let's imagine that we're undertaking research on a group off 25 respondents and eight of them show similar quantification values at similar activities. It's a very relevant pattern. We undertake this analysis separately for each research method as they cover separate areas off the hypothesis. I would usually find 2 to 3 patterns per research method, but sometimes the online questioner just gives us the statistical information about the entire group off the respondents, which basically ends up being a single batter. It's a compromise I'm willing to accept, since the online to has been used for the less important activities coming back to patterns . If you really think about it, these patterns were there from the very beginning. Even when we were undertaking the research, we felt like some people have similar issues on similar stages off the experience map. This is basically a proof of this intuition being right. The result is 2 to 3 patterns off inside quantification identified for each risk search method used. The next element are the design personas, because it's very difficult to think about so many different respondents. We need to have a communication to that aggregates them. The essence off this aggregation are the problems and the needs. We've recorded the patterns for once we've identified 2 to 3 patterns per research method. It's just an exercise off connecting the dots that should lead to the creation of 2 to 3 design personas with a very obvious distinction between them. This can now be followed up by listing out all the problems and needs gathered from the respondents that are a part of this persona and clustering them into groups so that it's a little bit easier to comprehend. With the addition off some demographic information, this forms something we call a persona document. The final result is 2 to 3 design persona documents that combine the patterns and at MAWR information to fully visualized the aggregated respondent groups. Don't worry if you don't have 2 to 3 design personas, there are many situations where you just end up with one, and that's absolutely fine. I know that this sounds pretty complicated, but really, once you follow the steps off, turning the data into problems and needs and attaching them to each experience map activity , it really doesn't take too long to get to a full understanding and visualisation off our stakeholder group. The main value off this kind of approach is the fact that it's deterministic. It follows a very strict sequence of events to get from your starting raw data all the way to the persona document. If you feel like there's still a lot of questions regarding them, this method please reach out to me and I'd be glad to respond 35. Business Hypothesis Validation: Now that we have a full understanding off what our chosen stakeholder group says about the current state of the business activities, it's now time to put the two together and see where we stand. There are a few things to take care of. The 1st 1 the quantification. Each design persona is an aggregation off many respondents according to their similarly quantified problems at needs at each activity. We were able to do this thanks to the quantification off our research insights, but these were done for each respondent. The missing link is how do we assess the experience off the persona? Since it has so many respondents aggregated inside, I would recommend looking at each activity and calculating the average value off the experience given by each respondent and putting that calculated assessment as the design persona value. One decimal point from 0.0 to 3.0 will suffice insights. We have a numerical representation off the insights, but we need to have a variable illustration off the value as well. Some of the activities will have mawr insights than others. I leave it up to you, but make sure you list at least one problem or need for each of the activities. This will vastly improve our workflow while working on the next step, naming the design challenges. There might have been additional activities that we need to include on the experience map. These usually refer to a specific design persona and should be treated as such. We take any new activity and put it of the end off the lifecycle area it refers to. This will keep things organized once we get into MAWR. Advance analysis. All we need to do now is to take the full list of activities, the design persona quantification and the verbal examples of insights and put them on the experience map and pretty much just connect the dots. We have created the final view off the customer perspective. We have validated the business hypothesis and created the as is customer experience map. 36. Customer Perspective - Summary: This concludes this part off the design thinking process. We've covered all the aspect, starting with the recruitment process and what to watch out for followed with an in depth analysis off how to create research scenarios. We've covered how to create the list of questions for research as well as which method should be used to answer them. We said a lot about what are the differences between qualitative and quantitative methods of research and covered in detail how to use them. We finally looked at how to synthesize the results and derive a meaningful design personas , which we then managed to map back onto our business hypothesis in order to validate it and create the as is customer experience map. We can now use what we've learned from confronting the business hypothesis with the customer perspective to define the actual design challenge and conclude the understanding part off the design thinking process. Looking forward to seeing you there 37. Design Challenge - Introduction: before we start defining the design challenge, let's first review a few questions so that we know what to expect who should be involved at this stage of the process. This stage involves your design team and the executive team working together in order to get to the root cause off the problems and needs we've identified in the customer perspective, part off the design thinking process. This is the stage when we take the validated, as is customer experience, map and look up the results in more detail. Each problem or need that we've highlighted needs to be looked at in order to establish the root cause. We're becoming design, thinking doctors for a while, trying to diagnose the cause of the symptoms we see in the experience. How many people should be a part of the project, both from the client site and the design team? The design team and its structure remains the same, although now the project manager can take a little rest. Since we're in a more relaxed stage where we don't need to deal with recruitment and external agencies, the executive team needs to help us understand what underlying issues might be causing the problems for their customers, so the entire team should be available to us using the restaurant example, each one off the executive team members can add MAWR detail to the highlighted issues the waiter manager can cover aspect off their interaction with the customers. The chef can relate to the dishes and internal processes that might affect the waiting time and the dish quality. The idea specialist can tell a bit more about the issues they're dealing with. Software wise, the marketing director can share their thoughts on the social media. Every person around the table can add to the equation how much time is needed to deliver the results. You can definitely cover this in a 1 to 2 day workshop with the business. Depending on their availability and focus, you need a little time to prepare, as most of your work for this stage has been done during the customer perspective Stage off the process. But I would give want to two days. Also, you also need approximately 2 to 3 days to record everything and deliver the final assets to the executive team. If you're running in a very agile environment, all of the above could be done in one day. Also, if you don't need the fancy delivery bubbles and can leave elements hanging on the walls, you're fine. What kind of preparation is required by the participants? This is the final step off the understanding. So we need the teams to be available and open minded to see this part through the preparation needed by the design team, we need to have a very good understanding of our design personas and how they fit onto our business hypothesis map. What has been confirmed? What hasn't been confirmed and which additional elements should be highlighted the preparation needed by the executive team. They need to keep an open mind to discussions. As many of the topics we're going to be discussing are going to have a root cause in someone's department, we need to strongly advise against judgment. We're not here to blame. We're here to get to the root cause and cure it. What are the goals of the activities? We want to find out what needs to be addressed In order to elevate the customer experience to a new level, we need to find and prioritize the design challenges we will be facing in the upcoming stages of the design thinking process. We're going to start with putting all of the design personas together on one map in order to find as many overlaps as possible afterwards, will start arranging the problems and needs into design challenges and finally prioritizing the design challenges in accordance with the relevance for the customer and the business goals. 38. Experience Map overlaps: we need to begin with taking the 2 to 3 experience maps we've created for the 2 to 3 design personas and put them together. There might be some overlapping issues, as in some cases there are additional activities be found for a specific persona. But since we've covered the way to deal with these, they're nicely lined up at the end of each life cycle area for multiple design personas. We just need to add the subsequent activities in the appropriate order, starting with design persona number one, followed by design persona number two and so on and keep the order for each life cycle area . This should give us a clear view off how the identified design personas correlate with each other. Thanks to the visual representation of the experience values, it is so much easier to identify the key areas off overlap. We have a specific order off looking at these things, so let's review it. The 1st 1 is the highest overlaps. We look at any overlaps, regardless off how maney personas they encapsulate with the experience value off 2.0 to 3.0 . Afterwards, we write down all the verbal representations off problems we've included in the customer perspective part of the course. I told you it will be useful and we put it in the top area off the route Costil I've created for you. The 2nd 1 is the highest individual. We identify any areas on the map that have individual design personas with the experience value off two point after three point. Now we take the verbal representations and write them down in the second area off the root cause too. The third element is the medium overlaps. We take the areas of design persona overlaps that have an experience value off 1.22 point Oh, and put the verbal representations in the next part off the canvas medium individual. This should be the last area we consider. These are all the areas on the map that for individual personas were valued at one point of 22.0, we then take the variable representations and put them on the last part off the cannabis. We have a full list of problems and needs on the left prioritized into four areas off impact. Now it's time to identify the root cause off these 39. Root Cause tool: This is the moment where we really start discussing why the problems occur. We're going to use a root cause, too. It identifies. Why is a specific problem occurring, which basically highlights another problem, which is subsequently broken down into another problem. Down the line, the tool is built around a method called five wise. You start with a problem you found in your research and then start asking, Why does the problem occur? What is the underlying reason for being there once you find that out, usually end up with another problem. So you do the same thing and ask, Why does the subsequent problem occur and so on? You need to ask why questions to determine the real cause of the problem. Occurrence. It's a great and a very simple tool to use, but there are a few things to consider to make the most out of it. Keep the responses factual. Make sure that every time you respond to the question your response is accurate and based in reality, it's something you know that is happening, not just assume it's happening. Using the restaurant example, imagine that there is a problem when the customer is trying to choose what to eat. A simple problem statement would be customers don't know which dishes to choose. Let's run with this. Why don't they know which dishes to choose? Because they don't have the right amount of information. Why do they not have the right amount of information? Because the menu Onley provides the basic dish names. Why does the menu Onley provide the basic dish names? Because the team responsible for the menu printing does not know what the ingredients are. Why does the team not know what the ingredients are? Because they haven't been introduced to the restaurant menu? So to sum this up, as you can see, it only took us a few wise to get to the root off the actual problem at hand here, which could be reframed into the restaurant staff, needs proper on boarding and training in order to inform customers about the dishes. And restaurant staff needs to communicate better so that every team member knows what is on the menu. The number of wise it doesn't matter. What matters is the quality off the answers. If you no longer get factual responses that bring you any value or you feel like you're going back to other responses you've already covered. It's time to move to the next problem and tackle its root causes. Keep it dynamic. Don't let the team get drowned in the detail. There's a lot of problems to cover, So if you feel like the team is struggling, let the move onto the next one. And if the time allows, go back and look at it with a fresh mind set. Record the links. Remember to have a good understanding how the root causes are connected to the problems we've started with, so that once we start generating solutions will have a good idea about what impact they're going to have on the problems. Multiple reasons. There might be multiple reasons for the problem occurring. Record the mall and link them together. There will come a time when coming up with additional reasons will feel difficult and non realistic. And this is the moment you need to move to the next problem. Types of reasons. There are three main types of reasons for problem occurring. The 1st 1 is physical. There's a physical aspect that causes a problem. This can be the building layout, a computer or mobile device, not working vehicle damage or faulty door and many, many more. Another aspect is human. This is a person, a team or a department that is the reason for a problem occurring. Remember to avoid placing blame on people. It's about keeping an open mind and getting to the reason why something is happening, not who is responsible. The third element is organizational. This is referring to elements like company processes, internal policies and guidelines, as well as systems and automation is that are a part of the organization that caused the problem occurrence. This can be a faulty organization process or unusable internal system. Getting to the root cause is key to create a meaningful design that has an impact. It's difficult to get comfortable with this technique at first, although it might seem simple at the beginning. But the more you do it, the better the results 40. Design Challenge Definition: Once you have multiple different root causes for your problems, we need to specify a structure that each design challenge should follow. The design challenges basically one sentence that best summarizes the root cause you managed to find in your analysis. It is built off three main elements. The stakeholder. This is the person that is the main beneficiary off the root cause being resolved. The need. This is a specific need off that stakeholder that must be for failed in order to resolve the root cause. The third element is the context. This is to give a little bit more information about Why is it important? And what is the expected outcome to go back to the restaurant example? We took one problem and ended up with two root causes, which is fine. There is a big potential that some over those already identified root causes have impact on other existing problems. Let's break it down. Waiting staff. The stakeholder needs proper on boarding and training the need in order to inform customers about the dishes, the context, the 2nd 1 wait a ring and kitchen staff. The stakeholders need to communicate batter the need so that every team member knows what is on the menu, and that's the context. There's a specific reason why we're changing the definition structure off a root cause into a design challenge that is defined as a need off a stakeholder. I believe that thanks to this approach, we're getting into a more actionable mindset. Instead of problems and root causes which are negatively saturated, we can talk about positively wrapped design challenges. We want these to be closer to aspiring aspirations to get into the creative stage of the process with more optimism. The design Challenge card is included within the curriculum of the scores, so that once you have all the necessary details, your team can write these down and have a standardised form it off, putting them together. This is optional and just adds a little bit more often. Order to the upcoming task 41. Design Challenge - Prrioritisation: defining all the root cause is listed on the count of us can be a daunting exercise. But once you get the hang of it and remember about the structure, it should become easier. With every step you take, it's crucial to have the structure as it can, then be easily prioritized. On this stage. With all of your challenge definitions, you might sometimes feel like you're addressing some of the stakeholders that are more internal, like your employees, and that we've somehow lost the customer in the process. This is exactly why we need to access for our prioritization. The 1st 1 is the customer relevance. This is very key to address. We need to prioritize all of the design challenges, starting with one thing in mind. How will this affect the experience off our customers? We put all off the design challenge definitions on a horizontal axis with the customer of the end. The customer, as you remember, is now represented by a makes off our design personas with the biggest overlaps off needs and problems. We don't need to be activity specific here. It's just a prioritization exercise and again like with the others, The first design challenge we put on the wall determines the scale. Every additional design challenge we take will be either more relevant to the experience of your customers or less. The relevance is defined as an answer to the following question. If we solve this challenge, how important will it be? Toe our customers? The second accesses the business goals, achievement. We can't forget about the thing that got us here in the first place. What are we trying to achieve here? We tackle this as a second part of this exercise because we always want to put the customer first. So now that you have a horizontal axes that covers the needs of the customer, we now want to see how that reflects on the business. We start with the design challenge with the biggest potential and work our way back. We assess how each one of the challenges, if solved, will affect our business goals. We always need to take note off those each step of the way. As you remember, they are tied together with the design vision on the stakeholders we've targeted. The business goes achievement. Potential is a vertical axis with the list of business goals of the very top. If solving a challenge has a big potential off achieving our business go, it goes out the ladder. If the potential is lower, it goes down the ladder again. Like with the initial privatization, there are no two equal challenges. Every design challenge that ends up in the top right corner and gets a green light. It means that it not only fulfills the needs over customers but also has a great potential to achieve our business goals. The second tier off challenges would be the ones that solve challenges for our customers and have a lesser impact on the business goals. The 30 year are the challenges that have a big impact on business goals, but a lesser effect on her customers and whatever ends up in the fourth quadrant goes to the bin. 42. Design Challenge - Summary: This concludes this part off the design thinking process. We've taken what we've learned from the confrontation of the business hypothesis with customer perspective and learn even Mawr. We've overlapped the experience maps, taken the key problem areas and put them through their bases in order to identify root causes off our problems. We made sure that we're solving the right challenges, that mud, just the symptoms. We've been prioritised every challenge in order to get the final list of the design challenges to be tackled in the future stages of the design thinking process. This is the last stage of the understanding part off the process. We are now armed with all the tools and all the knowledge to start using our creative minds and get many exciting concepts out into the world. I'm looking forward to seeing you in the next chapter where we'll be looking at how to generate as many solutions to the challenges as possible. See you there 43. Ideation - Introduction: before we start generating solutions, let's first review a few questions so that we know what to expect who should be involved at this stage of the process. This stage is very exciting. This is the creative part of the process. Hence the team should put their creative hearts on. This will include the executive team as well as your design team. In addition to that, I recommend a few more groups that you should involved at this stage. The 1st 1 is customers during the creative design work, and coming up with ideas on how to solve them is great. But it only uses the pragmatic approach of the business involving your customers and allowing them to come up with the way they would approach a certain challenge brings you more to understanding what they imagine it could be like. In my experience, this sometimes generates solutions that are not feasible to implement due to their costs and resource is needed. Nevertheless, it's really important to include them at this stage of the process and keep your design office doors open all the time. The second group is external experts. This is a crucial element that is very often overlooked within the stage of the process, inviting people that are experts in other market sectors other than your own. For example, architect doctors, lawyers, airplane pilots, local government officials, engineers, retail store managers and many, many more really has a massive impact on what kind of solutions you'll be able to come up with. Something that might be an obvious solution in one market can be an outstanding innovation in another. Finding these patterns and connecting the dots using these multiple perspectives is key. How many people should be a part of the project from the client side and the design team? This stage of the process is pretty engaging, and I would suggest having three teams working either in parallel or on separate workshop days, depending if you have the resources to properly facilitate three group workshops. I would suggest 5 to 8 people from the executive team they're buying into the solutions they come up with is very important. Although very subjective, I would apply the same structure to the other teams, so 5 to 8 people on the customer side, as well as 5 to 8 people representing the external expert group. How much time is needed to deliver the results. In order to prepare yourself for the workshop, I would suggest that 1 to 2 days should suffice, followed by want to three works up days, depending on the team's structures and 2 to 3 days for synthesis off the results. Again, as mentioned before, this could be all tied into a single day of heavy duty work if needed, and various approaches will be covered with in this course what kind of preparation is required by the participants. The preparation needed by the design team is a very good understanding off the design challenges as well as their underlying problems and the activities they're associated with . The preparation needed by the executive team is an open mind. With the lack off, criticism will go a long way of this stage. We need to generate a lot off alternative solutions to the challenges, and this unrestricted mindset is key. They also need to make sure that they're ready to make decisions and define priorities as well as have a good grasp on how to assess the feasibility of a certain solution. People from various areas of the business will add value to this equation. What are the goals of the activities. The main goal is to generate as many solutions to design challenges as possible and then prioritize them so that they can form the backbone of a tangible prototype experience. This stage is the very beginning of an extremely exciting part of the project. To my amazement, many projects start here a lot of ideas air being thrown around without a proper understanding off, what challenges we're trying to solve and for whom not to mention the business goals or the design vision and how to keep it all together. We've obviously covered all of those aspect and can now safely move to generating solutions I've prepared to amazing methods will be using. They are really simple to use and approach the challenge from different perspectives. There are hundreds of tools out there, as I've mentioned before, it's not about the tools. It's about understanding what you're trying to achieve, each step of the way. I've chosen the tools that work very well for me, and I hope that you find them useful. Let's dig right in 44. Ideation Methods: the previous step of the process has delivered to us a prioritized list off design challenges. Now it's time to generate as many solutions. It's possible we're going to be using two methods of ideation. I've used these methods, and they're so powerful that I'm using these on a daily basis on a lot of the design project transformation method. This is a very effective way of generating ideas that end up being very impressive and very often lead to a unique solution. It's sometimes also leads to a simplification off current processes. It takes an existing process or challenge context and instead off pushing for more ideas. It initially creates blank spaces in the process so that the team members can come up with meaningful and exceptional ways off bridging the process gap. The second method is the brain writing method. It's the second method that I'd like to show you. It's a little bit simpler, but also works very well. The standard way to use this method is for the participants to write ideas and a piece of paper and then passed the papers around the table so that the next person can build additional ideas on top I'll cover both methods and detail so you'll be able to know how I undertake these and what tapes and tricks I used to make them more tangible. I believe that it's not really about the method, but how you tackle it with the team. There are a lot off methods out there. If you feel that there's a need to include more methods, please let me know. My main goal is to make you understand the purpose off this process step so that you can then choose any method you'd like from a wide variety. 45. Transformation Method: This must be one of my favorite methods off all time. It's simple and makes a huge impact. It creates very unique solutions to the challenges. And I see it working and some of the biggest market disruptors, although I'm not sure if they used it or we're just plain lucky. If you look at companies like Uber Airbnb, their entire business concept is an effect of this method. Okay, so how does it work? I think the easiest way would be to illustrate it with an example. So let's do exactly that. Using our restaurant example, let's take one of the design challenges we've defined and used the method on it. The way that this method works is instead of focusing on the solution off the challenge, it firstly eliminates elements off the challenge to make it incomplete and then analyzes what would need to happen to make it whole again and solve it in the process. Sounds difficult, I know. Let's dig right into our example. You can look at each element of the challenge and start taking elements out. Let's look at the challenge definition below. Wait a ring staff. The stakeholder needs proper on boarding and training the need in order to inform customers about the dishes. The context sounds fair enough. We have the stakeholder, the need and the context. Let's firstly get rid of the stake holder and imagine that there is no waiter in the process. In fact, there are no waiters at all in the restaurant. How would we make sure that the customer knows what they want to order? And how would we take that order and translated to the kitchen? If you've ever been to McDonald's restaurants, you can see that they've installed these digital stands where you can order your food without talking to anyone, pay for it and just pick it up once it's done. And this is just one solution. Another would be to change the restaurant into a buffet so that the dishes are displayed and there's no need for paper menu. As you can see already, these ideas very often are very impactful and generate quite a lot of change within the business. But isn't that the price of being different? Let's look at another element. What if there is no on boarding or training for waiters? How would we make sure that they still can't talk about the dishes in a meaningful way. How about we make the restaurant a fixed feet entrance for our customers and they can spend as much time there as they need? And the waiters are constantly walking around with new dishes. The customer can decide there and then if he wants to try it or not. The winners don't need any training about the menu. They just carried the dishes and present them to the customers. A model that has worked great in Brazilian but serious made me go there several times over . Let's now look at another element won't if there are no dishes? This would mean that it's not a restaurant anymore, right? Well, maybe. But if we could provide the facilities to the customers than instead off the tables, that would be kitchen stations. And then it would be the customers that cook, and we would just provide the shaft that supports them. They basically cook for each other. Or maybe there is no shaft, and they literally just group for each other and just have a good time. This method doesn't get you to generating hundreds off ideas a minute, but the ideas it does generate are pretty special. It really allows for some amazing conversations around the table and with the right mindset , can lead to some amazing out of the box ideas that not only solve the challenge, but most of all change the meaning off the business. 46. Brainwriting method: this still, in contrast with the transformation method, allows for generating mawr ideas to a certain problem. I believe you can get into a few 100 tangible ideas and one workshop day, and this makes this my go to method. If the high numbers are my goal, the way it usually works is you take a design challenge from the top of the list and you give a piece of paper each workshop participant. Their task is to write three ideas for the solution to the offer mentioned Problem. Each person does this individually for 180 seconds. Timing them is a crucial part here. After this time has elapsed, we asked the participants to pass the papers with their three written ideas around the table. Each participant then ends up with his neighbors card, with three ideas already written. The task now is to read these ideas and try to use them to spark three additional new ideas on the basis off the written down ones. This time, though, you give the people additional 30 seconds to read the ideas first. With each pass, there's more ideas to read. So at 30 seconds of time to the task at each turn with a team of eight people, this will mean that you start with three minutes and end up with 6.5 minutes for the last stretch. These times are not mandatory, and you can adapt them to the agility and creativity of your team. The thing that I would like to change in this method is twofold. Firstly, I would suggest that instead off pieces of paper that each participant passes along, I would recommend a huge sheet, the flip chart paper glued to the wall and giving people markers instead of pens so that they can write in huge letters for the next person toe easily digest the written information. Secondly, because the sheets of paper are glued to the wall, the participants need to walk around the room instead of sitting behind the table. This makes them move around a bit and get the creative juices flowing A little more they can't reached for their laptops, phones and other distracters. They're completely focused on the job at hand. They're standing up, so they're in this mawr energetic state For this short period of time. There's always a little bit of giggle with people tripping over each other. I found this added more value to the method and made it more fun. The drawback is that you might need more space, but the additional benefit is that you have everything written down with huge ladders, so that it's also easier for the design team to synthesise. 47. Prioritising solutions: Each method works great and delivers on the promise, but also has different ways of going about it. And what's the most impactful focuses either on the amount or the quality of the ideas put forward. That sometimes requires to pick the appropriate method for a specific design challenge. But in most cases, it just works. Now that we've got a lot of ideas with various level of quality and detail, now it's time to put all of the ideas together and prioritize them. The solution card is included within the curriculum of this course, so that once you have all the necessary details, your team can write these down and have a standardised format of putting them together. This is optional and just adds a little more order to the upcoming task for the prioritization we're going to be using to access the 1st 1 is the customer experience. This will form the basis off our horizontal axis. We need to make sure that we pick the solutions that have the biggest potential fulfilling the needs or for customers like we did with every prioritization scale. In this training, we take the first solution card and put it on the wall, it creates the scale off the axis. Every solution we put next is going to be either affecting the customer experience more or less. This means that it's either going to be closer to the top off the Axis scale or further down towards the bottom. We already know that the design challenges we've chosen are key to our customers and the business. This is just to validate that whatever we want to create has the biggest potential toe elevate the customer experience to a new level. The second element is the delivery. He's generating solutions is a lot of fun, specifically when you undertake this task with multiple groups of people that have a vastly different outlook on things. This approach, however, can bring solutions to the table that might not be feasible to deliver. Therefore, at this stage, they need to be validated from this perspective as well. This means looking at each solution with a magnifying glass with the following aspect in mind. The 1st 1 is the physical constraints. Will the creation of the solution require changing a building loud? Will it need a lot off investment into infrastructure? Would the organization need to allocate resources for the purchase of new devices or vehicles. Another one is human constraints. Will the creation of the solution require a lot of human resource is well, we need to recruit or train or personnel. The 3rd 1 is organizational constraints. Will the creation of the solution require a lot of change management? Will it affect companies procedures? And is the company ready to be disrupted? Implementation versus maintenance The final aspect of this consideration is looking at the two main stages of the solutions lifecycle. Will it be difficult to implement and what will happen after? Please don't spend too much on the offer mentioned. These are just guidelines to assist when it's difficult to assess. If one solution is easier to implement and maintain than the other, I would highly recommend leaving these types of detailed discussions. What it's really hard to determine. The difference otherwise, just tried to use common sense. The ease of delivery forms the vertical axes off our privatization. The further up you go, the easier the solution is to implement and maintain. All you need to do now is take each solution, starting with the most customer facing and move it either up or down the scale off the delivery ease access. Every solution that ends up in the top right quadrant of your pressurization is are obvious choice, as it has a great potential to deliver fantastic customer experiences and shouldn't cost too much time or resources to create. Second in line are the solutions that ended up in the top left quadrant off the chart. These are maybe not most impactful, but at least they're really cheap to implement. Third and light are the bottom right quadrant solutions. They tend to be costly, but they affect our customers very much. The solutions that end up in the bottom left quadrant go to the Ben as they don't affect the customers and cost a lot of cash to implement. 48. Ideation - Summary: We started off with a list of design challenges that we knew have the biggest impact on her customers as well as our business goals. We've tackled them with various methods off idea generation. We have created, ah, lot off potential solutions. We've got things here that are very impactful and might go as far as disrupting our current business model. And on the other hand, we have solutions that are more to the point and be just as effective. We have put them together and prioritize them according to how we expect them to perform, and how much will it take to put them in front of our customers. We have a final list of solutions that will form the basis off our design work during the upcoming stages of the design thinking process. I'm looking forward to seeing you in the next chapter where will be looking at how to bring these solutions to life through creation off tangible prototype experiences. See you there 49. Prototyping - Introduction: before we start creating tangible prototype experiences. Let's first review a few questions so that we know what to expect who should be involved at this stage of the process. Prototyping is a very fun stage of the process, but it requires getting your hands dirty. Hence it's not for everyone. The design team needs to take lead here on creating prototypes that deliver the required target experience or at least aimed at that goal. The executive team can definitely play an active part. But from my experience, not every company leadership is ready for this kind of involvement. There's a way that I would recommend to tackle this when there's an opposing force on the executive team. I would encourage them to be part off the very early prototyping sessions with the design team and then, once they've communicated what matters to them vacant, then leave the design team to its methods. In essence, we will include the executive team and work very closely with um while doing low fidelity prototypes, but rather go back to our design drawing boards. Once we start dealing with high fidelity prototypes, we'll discuss the details as we go. How many people should be apart off the project boat from the client side and the design team. There's usually a lot of work associated with prototyping off the solutions, and therefore we might need help from all sides. People dealing with delivery operations, marketing software development designers, project managers from of the team's anyone who can contribute. But please keep the list and numbers. Sensible, in essence, have multiple teams. And, depending on how many solutions are you trying to prototype, have them do the work simultaneously? You can have the teams working on many smaller solutions in teams off 2 to 3 people. Or you gonna have a couple of bigger teams of 5 to 8 people working on 2 to 3 prototypes. It would be good to have a least one person from your design team being part off the prototyping team. Firstly, you have someone that has been on the project from the beginning and understands the context of the solution being prototype. Secondly, has the necessary skills and methods to make the prototyping run as smoothly as possible. How much time is needed to deliver the results? I would recommend having 2 to 3 days for preparation, gathering the prototyping kits and materials needed for the sessions. We now know what will be prototyping, which could give us some clues as to what might be needed. Apart from scissors, markers, paper and glue 2 to 3 days of prototyping itself. This will vary dramatically depending on the fidelity of the prototype for trying to make. But I would specifically try to minimize this time in order to keep the prototypes simple in the early stages of the design thinking process and more advanced and the later phases. In addition to that, we need to remember that we're prototyping for the purpose off testing. Therefore, we need a few days to clean them up and transport them so that they can be placed in front off users. The time you spanned on those can be obviously shorter. One day should be enough to create low fidelity prototypes. With a creative team off, people will cover different approaches to the entire design thinking process. Regarding the time it takes versus the result, you get what kind of preparation is required by the participants. Prototype is a fun stage, and I think that the preparation is pretty minimal. The preparation needed by the design team is that we need to make sure we know how many teams will be creating, who will be in which team which solutions are going to be prototype and what kind of materials might be useful. The preparation needed by the executive team is that they need to spread the word in the organization among people that arm or operational and involved them into this process. They will have vital input into the workings off the prototypes and how to create them in a tangible way that they can represent the target solutions in any way, shape or form. What are the goals of the activities? The main goal is to aim high and try to get as close to the target experience as possible with your product types. 50. Types of Prototyping: prototyping is all about bringing the ideas to life. It helps both the design team and the executive team to get to the bottom of how the solution will work. This is the moment where we really define what are the key values of the solution and why they matter. It supports the designers and going from an abstract idea to a tangible thought through product. The whole concept of prototyping is all about failing sooner rather than later. It's about investing. The least amount of effort, time and resource is to validate if the solution we imagined will bring the expected return . Additionally, when a solution fails, we can derive conclusions and correct the errors at an early stage of the process. This mitigates any business risks associated with investing into something that hasn't validated. There are two main types of prototyping low fidelity prototyping. This involves the use off very basic materials and models of interaction with a potential customer. It conveys on Lee the basic principles of operation and the key features. It is very useful, as it requires very little work to create the prototypes and also to repeatedly change and improve them. It is a very powerful communication within the team, creating the concept as it turns theon strict thoughts into tangible product features and makes everyone understand what people mean. The solves a lot of future miscommunication issues that might arise. The only issue with this kind of prototyping is that it produces a very primitive product that lacks the realism. Basically, the potential customer knows from the get go that they're dealing with something that doesn't work and therefore, and new research undertaking might not deliver relevant testing information. Additionally, this type of prototyping requires a physical presence off someone from the design team to explain how it works or make it work at all. I feel this is one of the main differentiators between low and high fidelity prototyping. I recommend using this method of prototyping when you're trying to get everyone on the same page and come up with a strategy for the way to tackle the high Fidelity prototypes. This is not to say that they're not good for testing. By all means. We can still learn a lot from putting them through their bases in user testing. However, the fidelity of the prototype has an effect on the level of detail. Off questions will be asking during testing with low fidelity. The questions aren't going to be more fundamental with high fidelity. They'll be more detailed and relevant to the prototype function or value proposed high fidelity prototyping. This involves the use off more advanced materials and techniques and usually takes a lot longer to deliver, However, depending on the solution were prototyping. This also varies with a clever approach. We can create something that looks and acts like the end product, but on Lee on one very specific path, it's our job to prepare the prototype and the testing scenarios so that the customer stays on this path. The person using the prototype doesn't need to know that. For example, the app we're testing on Lee schedules meetings in April, and if you click anywhere off the screen is going to crash. Sometimes if we put enough off cause trained on how the person who uses the prototype, we might end up with something that very closely resembles the end result. If we accomplish this task, it then allows us to put the prototype in front of a person and just observe the interaction from afar. The prototype is complex enough to defend itself. This type of validation gives the strongest insights as we're not interfering. And I believe this is the critical component off what high Fidelity prototyping allows you to do. There is one thing to look out for. Since it takes a long time to deliver, it usually takes a long time to implement changes. Also, the design team tends to resist. 51. Prototyping mindset: Let's talk a little bit about the mindset. It's about target experience, not the target product. Even the most advanced solutions can be prototype. It took the team at Google one day to prototype Google glasses. They've used whatever materials they could find to come up with a way to put a person in the middle off the experience and validate if this is something that they should be pursuing. Once they got the hang of it, it took the same team 45 minutes to create a prototype off the minority report interfaces where you can interact with a huge screen without the user touching it. It's all about creating the target experience, not the target product. Specifically, low fidelity prototyping is built around this concept. The aim is to speed up the process of creating and then improving the prototype in a fast paced manner. This allows us to quickly get to a tangible concept that can be validated with a customer. The next element is prototype for testing. Make sure that you always keep in mind that you're creating a prototype that will be used by someone. You need to look at every feature you designed from the perspective off the customer, keep his needs and challenges close to heart and let them guide you through the creative process. This very often needs a very good plan off. What are the key values were trying to convey in the concept and how the customer is going to find out about them and validate their significance or usefulness? Additionally, we need to consider where the prototype is going to be used. What is the context off that use and will whatever we create fit into that situation? Keep it simple. This process is very creative and fund and make sure you keep it this way. The environment you create around this process is a very important aspect off the creation . The team responsible for the fabrication is usually in a very vulnerable state, as there's a lot of room for judgment, not by other teams or the facilitators, but by the teams themselves. You need to make sure that you encourage simplicity and action, illustrate how you tackle the challenges with very simple examples. According to Brennan Brown, an amazing speaker and researcher, vulnerability is the birthplace of creativity and joy, but also emotions like fear and shame. create an environment where these negative emotions have no place. Once the team will start to defend themselves from these emotions, they will also automatically switch off their creativity. It's impossible to selectively numb emotions. Keep an eye on that. Also, please make the team's aware that the prototype doesn't need toe work. It just needs to act as if it does focus on the value. Every solution has a core element you should be making very evident. Make sure that each prototype has a list of those key features and that these have a good representation in our prototype. Don't get stock with meaningless log in pages when you're trying to show off your amazing dashboard designs. Also, keep in mind that the value you're looking to present is relevant to your customer, not the design team. We're in the midst off the human centered process. Let's not forget about anything goes. Use any measure necessary to create your prototype. This is a certain moment when you can see that the team is really going at it. You can almost hear their creative process. They might go over the top when it comes to using the available materials like taking the room apart. For the sake of the creation, I would suggest letting it go. Unless they're really going to wreck the place, let them do it. You'll see that the end product of your workshop and the atmosphere gets hotter and better every step of the way. Although there might be a certain point when you feel overwhelmed, don't worry. That just means that it's working and be prepared before we get our hands dirty. It's always a good practice to prepare for the creative activities. For each of the solutions we've chosen to prototype, we need a comprehensive list off features. Additionally, we need to confirm that each off the qualities is mirrored to customers value. Always keep that in mind and look at any future asking yourself this question. Will this bring value to our customers? Why will this be important to them? Used existing facilities. When you're working on prototypes that deal with a physical aspect or are built to improve infrastructural elements, it's great to use the existing accommodations. This a place very well to restaurants, banks, hospital spectral stations, retail stores, shopping malls, airport terminals and office spaces as well as many, many more putting prototypes and existing eco systems that customers can use on a daily basis is a great way of verifying where and how the solutions should be located so that they delivered the most value to our customers. Creating tangible experience through prototyping is a very exciting stage, and it should be. After all, we're finally turning our abstract concepts into something that works the beginning stage and works up. Corporation is important and should be focused on fast delivery off low fidelity prototypes . The main aim is to communicate the way we understand the workings of a given solution and to put it in front off our customers to see if they see it the same way. Once this has been achieved, the design team can go back to their drawing boards and create more advanced and higher Fidelity prototypes for further testing. 52. Prototyping tools: I would like to share my process and what kind of tools. I used to get two prototypes as soon as possible. These are great addition to the low fidelity prototyping capabilities we've already discussed through the use of those methods. You bring the prototyping effects to a new level. This is closely connected to whatever has been discussed and prototype during our life workshops. It's an additional step. You can either try and include within your prototyping sessions or get your design team together and built these having fully understood what the solution is all about. Both of these methods will be closely connected to the method called story boarding. It's a basic illustration off the entire solution in a form of a process of the customer, goes through. It's a very visual representation off that process and is a great way to validate the value off the solution the usual way most designers would approach. This is to use pan and paper to get the ideas across, and it's definitely a good way of tackling the issue. I would like to give you two solutions that I use so that the fear off drawing stick figures disappears. There's an additional benefit. The customers see a visual product that it's more refined and understandable, which delivers more insight into what should be improved. The best thing about it, though, is that it takes even less time to deliver the final result than using pen and paper. 53. Storyboarding using Prisma App: the 1st 1 is storyboard in using prisma app. This is an amazing way to improve the quality and the speed of storyboard generation. After all, why should we draw anything if we have access to a camera in her pocket? I'm sure it delivers the images faster than we're able to draw them. On paper. The underlying issue usually is the fact that the photographs don't look professional as they have different colors, exposure levels, compositions, etcetera. This is where the Prisma AB comes in. We'll cover that using an example, the first thing we need to do obviously, a stake, our photographs in a way that best describes the story we're trying to convey. Each photo becomes a scene in our storyboard and as such requires a name. The name should describe the Essenes off the photo. Afterwards, we add additional details in the scene description that should highlight the key features off the prototype. Usually the photos taken with a camera vastly differ. All we do here is run them through an app called Prisma, its free and very cool. I've used the free preset filter called curly hair, and it usually works well for me. You can obviously use any other photo filter, app or use, and a graphic design software like Photo Shop. Take as many photographs. You need to show all the ins and outs off the prototype and lined them up into a storyboard , using digital media or even print them out and at the details manually. 54. Storyboarding with SAP Scenes: another great way to improve the quality of the conversations in the team as well as the result is to use a tool called S A P scenes. It's a pre made set of story boarding elements with the capability to be adapted to any scenario you're trying to storyboard. You have sets off environments, characters, creative spaces, vehicles, elements of services and many more. You even have a whole set dedicated to health care, with more sets being constantly delivered. No more stick figures. Let's bring our design quality to a whole new level. We start with downloading the scene sets in PDF and Power Point format and print them out. Cut out all the appropriate elements from the sets. This is a great team activity to do together. Ah, lot of laughs flying around and it's highly recommended. The creative fun begins. We start with the background to have a setting for the scene. We quickly follow up with a building if needed to add more context. Then it's time for additional details characters as well as their thoughts and remarks. And finally, we add some rough solution sketches to convey the prototype features, finalized the scene with the appropriate name and detailed description, have a lot of fun and change your mind constantly 55. Prototyping - Summary: Now that we have the great tools at our disposal, we can really make a change and deliver meaningful prototypes of our products and services to our customers. Remember to keep the prototypes simple and to the point look up features your design from the perspective off the customers we've started with an understandable yet abstract loosed off great potential solutions to our design challenges. Through the application off low fidelity prototyping methods, we managed to fully grasp their functionality and value they bring. This led us to take it a step further and design high fidelity storyboards that fully illustrate how a solution is working. Thanks to this approach, we can now take these storyboards and the prototypes we've created with our teams and put them in front of our customers to validate. If our approach is correct, additionally, will be able to assess of the solution solved the design challenge and watch should be improved to make an even Mawr tangible impact. So now that we have the prototypes and storyboards ready, let's learn more about their potential and put them through their bases. Let's see how they handle riel customer feedback. The next stage of the design thinking process is the testing stage. Can't wait to see there 56. Testing - Introduction: before we start validating our design assumptions with our customers, let's first review a few questions so that we know what to expect who should be involved at this stage of the process. Just like with the customer perspective, part off the process will need to invite our customer stakeholder group back into the process will use the recruitment agency once again, or try to reach the customer base on our own. We've covered the details off. Their recruitment with in previous chapters, will do a lot off the work in conjunction with the executive team. Their involvement at this stage is crucial due to the fact that we're exposing our solutions to the customer base. Their opinion is critical. How many people should be apart off the project, both from the client's site and the design team? We need at least one person from the design team dealing with the back office aspect. This is very often the project manager. We need 2 to 3 people undertaking the testing evaluation. Prototype testing is a little different than building the customer perspective due to the fact that it takes place in the actual eco system. There is no lab with the exception off. One method will be covering the executive team as small in numbers of this stage, how much time is needed to deliver the results? We need 2 to 3 days to prepare the location, the prototypes as well as the research scenarios. We need additional 4 to 5 days for recruitment off our customer base. It's a little easier since we went through their recruitment process already, but still will require some time to get done. We need wanted two days off. Testing followed with 4 to 5 days off evaluation and synthesis. We need to provide a list of recommendations for improvements for each prototype. It takes a while, depending on the number of solutions were testing What kind of preparation is required by the participants. The preparation needed by the design team is that we need to clean up the prototypes to the best of our abilities so that once they're presented to our customers, they can give us relevant feedback. The preparation needed by the executive team is if we're taking some off the solutions to the existing infrastructures, they need to process this within their organization. They must decide which branch will be affected and on board the personnel accordingly. What are the goals off the activities? The main goal is to validate the usefulness and value off each design solution prototype. 57. Testing Mindset: Let's talk a little bit about the mindset for testing. Know what you're testing? This is critical. We need to make absolutely sure that we know exactly what questions were seeking the answers to. For each of the prototypes, there needs to be a list off those so that we can pick the right method off validation. This is very similar to the task we've already undertaking the customer perspective part of the process. This time, though, instead of business activities, were trying to assess the validity off a certain feature. This means we will also need a research scenario at this stage off the process. Try to have a separate testing team. This is not always possible, but nevertheless, relevant design is a process off solving problems in a creative and meaningful way. There's one byproduct off that process. The designer starts caring for the solution he's created. There's nothing wrong with that. We should encourage that emotion. After all, we want passionate people working on our solutions. This just means that it's going to be difficult for them to validate their own ideas. Even with the most open minded designers, there's an underlying need to defend the idea to explain how it works, basically trying to educate the customer rather than educate themselves about what needs to be fixed. Therefore, whenever possible, I recommend to use a separate team off people for this step in the process. People who haven't been a part of the creative process thus far, they obviously will need to be on boarded so that they understand the context but will have no relationship with the ideas themselves. The results of the validation will be much more reliable. The next element is killing the ideas. Yes, this is the moment the entire team needs to be briefed on this from the very beginning of the process. We're here to make sure that we either find out how to improve the solution or kill it in the process. No prototype should get out of this stage untouched. They should all get better or be discontinued. We don't want to invest into anything that hasn't shown promise during this stage. If we end up with hardly any solutions on the table through the process, so be it. We can always go back to the drawing board and rethink the approach, but there's no excuse for endorsing mediocre solutions. Let's strive for greatness. Multiple integrations. Whatever possible, do as many as you can. I know there are project deadlines, and it's sometimes really difficult to convince the executive team to do another iteration . But if there's anywhere a good place to do this, it's here. Go back, Rethink, redraw, reevaluate. Don't settle on something you know is wrong. We're almost at the end of the design thinking process. And whatever leaves this station gets approved for implementation, we need to make sure it works. There will always be time to improve it even further, but if we know something requires work, let's do the work. 58. Testing Scenarios: much like we did at the customer perspective stage off the process. This step also requires a specific list of questions and explicit list off assumptions we're trying to address. Let's revisit some of the steps to see where we are. We've taken the best potential solutions and from abstract ideas, turned them into tangible prototypes. Each one of the prototypes had a detailed invent. Torri of Features and Values is delivering. Now it's time to validate which off those qualities needs more work, which is right on the money and which needs to be terminated altogether. In order to do that, we have to take each prototype we've created at assess the value it delivers ourselves. First, we put the prototypes together and used the list of features and anticipated values. We put them on a horizontal axis, just like we did with the business hypothesis. We have a very similar view, but this time, instead of customer life cycle stabs, we have specific prototypes. Depending on the number of prototypes and associated values, this can be quite substantial. Once we've put the horizontal axis together. Now it's time to assess what we expect from the features we put forward. Namely, we look at each feature from the perspective off the customer. We use the same scale as we did within the business hypothesis, experience, map, exercise, but with slightly different definitions. Zero is no impact on customer experience. I would assume that there are no features that reflect this, but once we validated the experience map, there might be so this level is definitely relevant. Number one is some impact on customer experience. These are the features that are not key to the solution but are needed to make the solution work efficiently. Number two is real impact on customer experience. These features are very important to the working of the prototype. They form the essence off what the solution is about and make a tangible impact. Number three is the huge impact on customer experience. These features are the ones we anticipate will be spoken about. This is the experience that the customer will remember and share with his network. These are the elements that will create the brand advocates. All we need to do now is assess each feature according to the values above and connect the dots. This will form a very good basis for the generation off our research questions. The task at hand is very similar to the task we already described in the customer perspective. Part of the training. I recommend you to sit down with your team and go through each one off the features on individually generate minimum of three questions you like to ask to validate the experience off the customer. Each member of the team should spend three minutes generating the questions for each feature and then present those questions to the team. The more members you have, the more time it will take. So keep this sensible and down to a maximum of five people. After the questions have been presented, see if you could summarize them into 2 to 3 key questions that need addressing for each feature very quickly. You should end up with a massive list. This is the first building block off our research scenario. Please remember to keep the questions open ended. These types of questions usually start with words like Why? What, how when, who, where in which, and end up giving you the best answers because the respondent I cannot answer them with a simple yes or a no. Once you have the questions written down now it's time to pick the right method for getting them answered. 59. Testing methods: having the questions is very important. What is even more important, though, is how do we get the responses and what method will be used to record the data again, like with the other chapters? I've picked the best methods that work for me, and I highly recommend their use. They also worked great in conjunction with each other. The 1st 1 is observations. This is a method for testing solutions that are closer to the high Fidelity state and have a way off defending themselves. They don't need the presence of a design team member to explain or make them work. They can be operated by the customer. We observe the customer from afar at record what his reactions are and how the features we've designed work on the basis off that interaction. The next method is called shadowing. This is a method that I find very useful for testing solutions on the move. It's either a prototype the customer takes with, um, and you follow along to verify how it works, or it's in prototype that has multiple touch points or stages that the customer goes through. The next method is guerrilla interviews. This is a method of testing that works really well with the observations method. When once you observe what a customer is doing from afar, you can have a quick paced interview that takes 5 to 10 minutes just to get a broader understanding off what you've observed. Another one is co workshop. This is a method used very often when we're dealing with service prototypes and storyboards . I e. The solutions are not located in the actual business eco system. You invite a group of 5 to 8 customers and you present the solution and then rework it with them to suit their preferences. The use off the above methods vastly depends on the prototype we want to validate as well as the questions were seeking the answers to, we checked the prototype assessment experience map we've created and the questions we've generated. Now all we need to dio is choose which method will be using to get to the answers. Once we've completed this task, we can now get ready for the field testing and run our experiments 60. Observation method: let's review the methods of testing in detail, how to prepare them and how to operationalize them. The observation method requires us to have a solution concept that is robust enough to interact with customers on its own. The goal off the testing team is to figure out a way to record the findings. Please note that were not recording customers. We're trying to record what they do and how they interact with our prototypes. We just want to answer our questions about which features are key in the solution, and watch should be improved. Remember that if you want to put any of your customers thoughts on record, you need their consent to do so. This might be the case, so it's good to either have a written legal document that the sign and discovers your legal requirements or retreat the customers and have them sign the recording consent. Beforehand. We take our solution prototype and put it in the real business ecosystem. This means that it's exposed to riel customers with real needs and aspirations, with no additional incentives to use it or give you any feedback. This can lead to very harsh feedback. Don't take these reactions personally take them seriously. This is how a real customer is reacting to the solution you've designed. You'll be amazed how many people will actually give you positive and creative feedback about the solution and even thank you for trying to make their lives easier. Take note off everything you see and hear and record your insights. You can either sit in the vicinity of the solution and observe the prototype being used. You can also place a discreet camera that will be recording whatever is happening to the prototype and observe the life feed somewhere in the back room if you're in the vicinity. The benefit is, but you can quickly step up to the customer and get their feedback directly after using the solution and do a quick gorilla interview. The risk is that the customer might notice that you're watching them, and if you ask them additional questions right after, other customers will have uncovered your observation post, you'll need to reset the machine every time you do a quick interview so that you can revert back to your undercover state. This method is very powerful and, if done properly, can deliver very meaningful results. Real customers and the rial business ecosystem make it a heart not to crack, but it's really worth the effort. You'll learn a ton. 61. Shadowing method: Another very useful method of testing is the shadowing method. It's effective when your prototype is spread over a few stages or requires the customer to take the prototype with them. This method also exposes the solution toe actual business environment and riel customers. But this time there's a member of your testing team present that actually shadows the customer using the prototype. So there is some room to actually help with the workings off the solution, and therefore the prototype itself doesn't need to be as high fidelity as with the observation method. The way we do this is we first approached a customer and ask them if they'd like to be part off a prototype testing and get them to sign a legal document giving us recording consent. This can also be tackled with ourselves, recruiting the customers through a recruitment agency and meeting up with them at a specific location and point in time. Once we have the customer, we can now start the testing evaluation, make sure we onboard the customer properly, telling them that we're testing the prototype and not them, and that it is a solution concept, so there will be things that don't work so that they don't worry that they have broken something. We basically follow the customer as he goes through the stages of our prototype, giving him the opportunity to use it freely without constraints and above all, allowing for mistakes to happen. It's not a walking interview, so we need to allow enough time for the customer to use the prototype on their own and pick the right moments to dig a little deeper into what works and what doesn't. It's great to record whatever is being said for later analysis. A GoPro camera will do a great job and add more credibility to the test. Video can be something we can later show to our executive team so that they have a full understanding about how the prototype did in the field. Obviously, if carrying a camera around is difficult or not feasible at all, a pocket audio recorder will be just as useful. The method is definitely useful and brings a lot of insights. However, shadowing definitely takes a longer time specifically with more complex prototypes. Therefore, you might be able to speak to less customers, then with other methods 62. Guerilla Interviews: this method, it's somewhere in between the observation and shadowing. It's basically a quick interview, allowing us to find out more about why something wasn't clear for the customer. While working with the prototype, it grants us the possibility to get to the bottom of the issue at hand. It's very good, complementary method to use with the observation method. Once we've observed something that we'd like to get more clarity on, we can speak to the customer immediately afterwards. They've used the prototype. As you remember, each prototype had an appropriate list of questions for every feature. Therefore, we to pick the right question that refers to what we're trying to validate. Please note that this is not an in depth interview. We won't be able to immerse ourselves in the conversation and ask a lot off. Why questions We need to keep it concise, relevant and short. This interview shouldn't last longer than 5 to 10 minutes, the latter number being a stretch. Already, there is one challenge to keep in mind. It's a very short interview, and therefore, if you want to record it and get customers consent, it's sometimes defeats the purpose off the agility of this method. So just try no doubt anything of value that might be useful in our analysis later on, 63. Validation Workshops: another method that is vastly different than the offer mansion ones. Due to one specific factor. It takes place in a lab environment, not the real business eco system we invite the customers to. Our facilities were together with the executive and the design teams. We can present our solutions and gather their feedback. This method is usually used when we're giving with a solution prototype that is in the form of a storyboard or something that is showing the way we imagine the prototype to work but cannot be really experienced physically by the customers. That doesn't mean that this method brings last value not at all. It's very relevant. It allows us to firstly communicate how we see the idea, working in real life with very little investment and validate our way of thinking. Secondly, it allows us to receive a lot of feedback about what works, what should be improved at what is obsolete. Additionally, it lets a spent a longer period of time with our customers, sometimes a full day, and have a very open discussion about their needs over and above that, because we have more time, we can not only analyze multiple prototypes, but also invite the customers to redesign them with us. They can do a little bit of prototyping together with the design team in order to comprehensively communicate how they see the solution working the way you undertake the method is your first present, the entire solution concept to the customers and response to any questions. Once everything is clear. Now it's your time to ask the questions. You have your research scenarios for each prototype, so you go through them one by one, trying to validate every feature off the prototype. Once this has been done, you can then re imagine what the solution should look like, giving the customers an opportunity to change anything they want. Recording the efforts and the insights is easy as you fully controlled environment that you're in. You can use cameras, digital recorders and you'll have the workshop results on the table to match. It is a very powerful method of validation as it engages the workshop attendees in a very meaningful way 64. List of Recommendations: once you've used the testing methods to the full extent and validated all of your prototypes. Now it's time to assess the importance off the features, exposed the ones that are obsolete and built a list off what needs to be improved for each prototype, we need to come back to our prototype assessment experience map and take all the testing information we've gathered. We now need to look at every feature and analyze what we've learned. This will allow us to undertake a proper assessment off each one. We need to list everything we've learned about each feature and what is the recommended improvement? Each element off the map should have at least one recommendation for improvement unless the improvement is terminating it altogether. After this has been analysed and defined, we can now easily assess if our assumptions about this element have been correct. Where have we made a miscalculation in which areas over prototypes are missing value altogether? This form off synthesis is very useful as it not only gives us a list off all the improvements to our solution concepts, but also prioritizes them in accordance with what our customers value the most 65. Testing - Summary: this concludes this BART off the design thinking process. I would strongly advise to do as many alterations off prototyping and testing asked Feasible. After all, whatever survives at this stage makes its way to the final implementation. Let's recap what's been covered. We've taken the prototypes and put them through their basis in the actual business eco system. We've used multiple methods off testing as well as defined proper research scenarios. For this purpose, we've assessed the feature quality off each prototype and then validated it with really customer this stage gonna be iterated upon for a long period of time and there will always be something to improve. The attitude to take here is finished, not perfect, regardless off how many alterations we were able to undertake. We take the final list of recommendations and move on to the final stage of the design thinking process. Namely, impact delivery will take all of the now validated solutions and put them back onto the as is customer experience map created in the customer perspective. Stage off the process in order to create the two B customer experience map and add even more information to it. Can't wait to see you there 66. Impact Delivery - Introduction: before we deliver the required final outcome off the project. Let's first review a few questions so that we know what to expect who should be involved at this stage of the process. This stage is all about the final delivery, and most of the work will be undertaking by the design team. We need to summarize everything we've learned and put it into juan concise image so that the final result, as well as the way forward, is easily understandable. The design team takes lead and delivers the information to the executive team. It is then joint effort to put additional information into the mix, like risk factors related to the implementation and maintenance off new solutions, a k p. I layer that will guide us through the process off monitoring the achievement of business goals as well as the organization readiness. How many people should be a part of the project both on the client site and the design team ? The entire design team and the entire executive team will be needed at this stage off. The process will need a good understanding off existing business constraints in order to identify any risks. The great thing about the step similar to the first step in the process is that it's all within our control. But there is a huge additional benefit. We now have all the information required to make the right business decisions and make the impact happen. I believe this is one of the most exciting parts of the process as it binds everything together and we're really close to the implementation stage. How much time is needed to deliver the results? We need approximately 2 to 3 days to prepare for the final workshop with the executive team that works up itself should take two days of undertaking in a comfortable manner. Afterwards, the synthesis and the results and the final two B customer experience map will take approximately 4 to 5 days to deliver, which then concludes the entire project as mentioned at every stage of the process. This can also be narrowed down to a single day of work. If our business model or the area of impact is slim and the design artifacts congest, hang on the walls, what kind of preparation is required by the participants? The preparation needed by the design team is we need to be fully briefed on the entire process have a very good understanding of what happened during each step, so that we're absolutely sure how we arrived at this stage. There might be some difficult questions flying around the room, challenging if the solutions we came up with are the best solutions possible. After all, we're just about to launch new products into the market and invest a lot off. Resource is it takes courage and the belief that we made the right decision and that is key here. The preparation needed by the executive team is the executive team should do their home work around the solutions we've designed together and have a thorough understanding what it would take to deliver and maintain them knowledge about how their organization response to the process is very important as it will help us in putting mawr information on the map. What are the goals off the activities? The main goal is to summarize the entire project and using the information delivered the final two B customer experience map. This will guide the business people through the implementation and maintenance process. It's a very strategic document that allows for a proper preparation off the business for the upcoming impact 67. Revisiting the entire process: we have come to the last stage of the process. Let's quickly review what we've done so far and how it all fits together. Business hypothesis. We have started with a broad and exciting design vision which defined the long term motivation off the executive team. We quickly followed up with appropriate, smarter business goals to bring this vision closer to reality. We defined which stakeholder group has the biggest impact on our goals and which off the current business activities affect them. We assessed each activity and created the business hypothesis experience map in the process . The final result. The business hypothesis experience map The second element customer perspective. We then use the stakeholder group description in order to create a recruitment profile. We listed out all the questions we need answered to validate the hypothesis and chosen the appropriate quantitative and qualitative methods Off field research. We have undertaking the research with the recruited customers and validated the business hypothesis. Creating the as is customer experience map in the process. The final result waas the ads is customer experience map. Next was the design challenge. We then use this map to define the design challenges using the five times why Method and described them in a consistent matter, which then led us to prioritization. The final result was a prioritized list off consistently structured design challenges ideation. Once prioritized, we've turned to generating solution concepts to the key design challenges, using various exciting methods of ideation. This led us to multiple solutions to each of the design challenges, which at the end, have been prioritized as well. The final result was a prioritized list off consistently structured solution concepts, prototyping. We've chosen the best possible solutions and turned them into tangible prototypes, using several methods off rapid prototyping and some exciting tools available online. The final result was the solution prototypes to living the target experience with a specific list off features testing the features off. The prototypes have been assessed in reference to our experience map and then validated in customer testing. Once the solutions have been tested with actual customers an actual business context, they have been properly described. As far as the improvements are concerned, the final result was a list off recommendations for each solution prototype impact delivery . This leads us to the final stage of the design process, where all of the gathered information will allow us to prepare for the market implementation. The final result, the expected to be customer experience map. 68. To-Be Experience Map: none of the design artifacts created are obsolete. They all play a part in the process and are meaningful steps to deliver the impact. This is the moment where we take what we've learned in the understanding face of the design thinking process, and combine that with what we've identified in the later stages we take the as is customer experience map we've created on the basis off a research of the end of the customer perspective stage. It will form the basis off the creation off the to be customer experience map. In order to create it, though, we need to add all the solutions that we've prototype improved and that made it this far into the process without being terminated. We've assessed each one of their features from the perspective of the customer already. So now it's time to include them within the as its customer experience map and adding what we already know into the picture. This should be a pretty easy exercise as we know exactly how the solutions correspond to the design challenges. We know how these challenges relates to the as its customer experience map. After all, it was this map that started it all. I recommend you start with the horizontal axis first so that all the solutions are nicely lined up with the surrounding existing business activities and are confined within the appropriate life cycle stage. Was this husband accomplished? We can van turn our heads to the assessment. We've tested the solutions with customers and know exactly what should be improved for each off the features in order to deliver the right experience. All we need to dio is to assess the solution using the prototype assessment information we already have. This should be an informed decision that will define our new expectations. No, we just need to connect the dots and are to be customer experience. Map is ready. We know what customer experience where you wish to create through the implementation of the test it solutions and how it differs from the ass is customer experience map. If done correctly, there should be a distinct difference visible between the two maps. Specifically, when you overlap that one on top of each other, having a view off the future from the perspective of the customer is great at a very powerful view to have, however, we now need to close the loop and come back to our business. After all, these are the people that will be responsible for the delivery off. The in fact we're striving for, we will add additional layers to our map so that we can look at one strategic view off what needs to happen and what we asked a business should prepare for. 69. To-Be Experience Map - Business Goals: Now that we have the to be experienced map defined and we have a very good understanding off our expectations, we can now add more information to it. The first element I recommend adding to the map as additional layer is a business goals layer. As you remember, This is the binding element between the long term vision and the stakeholder group we've picked for the project, so vomiting it at this stage would not be wise. In the first stage of the design thinking process, we've listed out all of the business gold relevant to the design vision. We later prioritised these goals to find the key business goal to take to the next stage. This is a very exciting moment when we can come back to the list and review which additional goals might have been impacted with R two b customer experience map. We take each business goal starting from the top one and verify which one off the activities effects the goal. We assess the positive impact on the business. Go Let's look at an example Goal we've identified for a restaurant example 20% off our current customer base to be made up off young people within 12 months from the aunt off the Restaurant Design Thinking Project assigned to the restaurant management, the executive team acquired other customer groups in the past through promotional activities. It targets young people who formed the crucial part of the design of vision. It has been written down and signed off. We need to assess every activity in orderto identify if it impacts the goal in a positive way. In essence, what we're trying to add to the picture is an additional dimension off looking at each activity on the map. From the perspective off the business goal achievement, we specifically want to focus on the positive aspects of the delivery and for clarity off the picture, I would recommend highlighting the activities affecting the business goal in a positive way . If you feel strongly about assessing the positive and negative impacts, go right ahead, include that information as well. What this means is that some activities might bring us closer to the goals, while others might work against it. If we feel that it does, we can show that with a simple symbol like plus and minus. If we feel that this approach is too simple, we can use a more varied scale off impact. Using the impact scale we already covered so many times within the process should work pretty well. Zero is the activity that has no impact on the business. Go minus Want to plus one. This activity has some negative or positive impact on the goal. The minus two or plus two activities have major negative or positive impacts on the goal. The minus three or plus three activity has a huge negative or positive impact on the gold. I would strongly advise to keep the simple in order to keep the image clear and understandable for anyone looking at it. Therefore, using the negative impact assessment as well as multiple levels of impact scale with caution. Using color coding to make it easier to read visually might be a good idea. Once this exercise has been undertaken for the main business goal, we can then take the subsequent goals from the list and include them in the picture as well . This in the ad will create a heat map showing the areas of activities with the highest business impact 70. To-Be Experience Map - KPIs: Once the goals have been properly assessed and put on the map, it's now time to define the appropriate measures to make sure that their achievement is being monitored on a constant basis. This element off the map is very often described as key performance indicators. In short, KB eyes, it represents immeasurable value that we're able to gauge at assess constantly. It basically puts a little mawr information and context to the business. Go let's use a restaurant example to explain a little more. Let's use a shorter version off the goal, namely 20% off our current customer base to be made up of young people within 12 months. The main measurable item is the value off 20%. It's our role now to attach as many potential ways off measuring how we progress towards this value. Additionally, we need to fully grasp what does it actually mean? 20%? Is it relevant for social media or the actual young people coming through the restaurant door? Is it the number of school students that register on our website or is it a combination off ? All off the above? This is exactly what we need to assess. Let's imagine that our strategy of getting to that number is to use social media promotional content in conjunction with local influencers cooperation, as well as support off local schools. If these are the three main activities be like to assess and measure the example, indicators could be number of flags on the social media platforms where the promotional content has been placed. Number off shares of the promotional content number off influencer post regarding art restaurant offer number off Influencers Inc Number off views off the influencer content number of followers on social media, number of schools in cooperation, as well as number off school students registering on our restaurant site. As you can see, there is a number of ways to measure our progress. Each one of the above has a potential off influencing the business. Go using the offer mentioned three activities and there's a lot more we could generate. It's very important to comprehend how the vaguely identified 20% are subdivided into the appropriate KP eyes. This is the first step into the process of creation and to be honest, I would recommend just putting the indicators on the map and connecting them to the appropriate activity and the business go. This is a huge leap forward because we will have an accurate list of things we want to measure. The process of measuring is the first step to a better future. The second step is to have a good understanding of what kind of values were anticipating, and these usually change over time and with the amount of activities we put in front of our customers. This is the additional element. But we need to specify for each one off the measures in place, the time interval and the frequency of how these things we measure are improving. They need to perform appropriately over time in order for us to achieve the business goal of 20% will then 12 months. We need to see what is the performance on a daily, weekly and monthly basis so that we know that we're on the right track. In essence, each of the KP I should have a required performance value that we're aiming to achieve. It's not just about getting to 100,000 likes off our promotional content. Within 12 months, we want to get to 1000 likes a day from 10 legs a day within 12 months. We want the performance to get batter. These are just example numbers, but I hope you understand. It's sometimes tricky to get to the bottom of these and usually requires us to have some track record in place. The performance we measure might change over time, like Christmas time, New Year's resolution, time, summer vacation break, etcetera. All of these events can trigger a different result. Therefore, we should compare the performance off a specific indicator to the contextually appropriate period in time. For the sake of this exercise, I would recommend just putting the indicators in place for each activity. This will generate a massive impact to start with, Peter Drucker once said, If you can't measure it, you can't improve it. Let's measure what we can event. Use the data. We get to see how we can improve the results over time. 71. To-Be Experience Map - Risks: We are in a great position. We have the two b customer experience map ready. We know what kind of business impact we should be expecting and most of all, we fully understand how will measure our progress towards them. Now. It's time to properly prepare for the implementation off the new solutions and their maintenance. This means we must have a close look at the potential reasons not why will succeed but why we might fail, namely identify risks associated with solution. Implementation as well as maintenance, once these have been identified, will look at ways off mitigating them. This is a reasonably easy exercise to do with the executive team as their day job is usually built around dealing with potential risks. It's good to have many different perspectives considering different areas off the organization, although we need to do, is list as many potential risks assess possible for each of the to be experienced map activities. Obviously, we want to keep it connected to the new solutions as they are the ones that need to be implemented. However, there might be situations when existing activities in the map must be adjusted for the new solutions to work properly and this is exactly the moment toe Identify that. Firstly, we identify all the risks associated with the implementation of a certain solution into the market. What could happen that will lead to failure of that process may be the technology were using to implement. The solution could be outdated during our implementation. Who could affect the solution implementation and make it fail? Maybe our competition comes up with a similar solution. Maybe a group of customers will post a lot off. Negative feedback on the way that we approach the implementation is the time period that we should avoid while implementing the solution. Maybe there is a holiday coming up and there is a risk off missing the shipping date. Are there existing processes that could affect the solutions? Implementation may be the way we implement the solution damages other parts off our business that are crucial for its success. These are the questions we need to honestly answer and try to come up with as many scenarios off failure as possible. I know it might sound strange, but this way we plan for the best and prepare for the worst. Secondly, we identify all the risks associated with the maintenance period off the solution. After all, once the solution is implemented, we need to make sure that it operates properly and that we're prepared for multiple scenarios. What could happen once the solution is operational? Maybe we get overwhelmed with the number off new customers and or service quality suffers. Who could affect the solution after it's been implemented? Maybe we run out of resource is or part of our team ends up on a sick leave. Are there any point in time where we should be really careful while operating? Maybe the holiday season will create ah lot of anticipated traffic or the lack of it. There are a lot of potential risks associated with the maintenance off the solution that stretched from scars. Resource is inefficient processes, strong competition, toe agile disruptors in the market. We need to list all of the risks we can come up with. Once we've listed all the risks associated with the implementation and maintenance, we might get into a very scary place. After all, there's a lot of things that might go wrong. That's why we must act and mitigate the identified risks. There is a great tool for risk mitigation that allows for a very structured approach. The model is called Eric. It's built around the following elements e stands for eliminate. This means that the first step in risk mitigation is the attempt to eliminate it altogether . Is there anything we can do to make sure that the risk does not manifest itself in any way , shape or form? If there is, we should put as many ideas on how to make this happen as possible R stands for reduce. This means that the second step in risk mitigation is the attempt to reduce it. We can list all activities that can help with the risk reduction. Is there anything we can do to minimize the impact? If the risk actually takes shape, can we reduce the negative effect? If so, there are risk mitigation activities we put together for the risks we identified. I stands for inform. This means that the third step in risk mitigation is to provide appropriate information about the risk being present and viable. If any of the above steps are not feasible or possible, for example, we can't eliminate the risk or reduce its effect. We need to make sure that we provide the right information in the right context to inform everyone about its potential. C stands for control. This means that if we've covered all of the above steps, we actually have a good grasp on the risks we've identified and we control them. I suggest adding at least one activity for each risk, starting with elimination attempt at finishing with the appropriate information whenever possible. This should not be an overwhelming task for the executive team. We're just trying to have at least one way of dealing with the risk when it materializes. 72. To-Be Experience Map - Change Management: there is one final element off the delivery we need to cover the readiness of the organization. There are quite a few challenges coming their way in order to deliver the business impact they need to provide proper support to create the amazing customer experience. We're hoping to supply this layer off the two B customer experience. Map is built on the back bone off the discussions we already had. We just need to summarize them into a few sentences for each off the new solutions. These are also actions to be taken, but this time we're only looking at the organization itself. We can use the breakdown were already familiar with from art delivery ease, Analys says. We covered in the solution concept part off the design thinking process. The 1st 1 is physical constraints. Will the creation of the solution required changing a building layout? Would it need a lot off investment into infrastructure? What the organization need to allocate resources for the purchase off new devices or vehicles? The second element is human constraints. Will the creation of the solution require a lot of human resource is will we need to recruit or train more personnel? The 3rd 1 is organizational constraints. Will the creation of the solution require a lot of change management? Will it affect companies procedures? And is the company ready to be disrupted? We've used these questions to assess the feasibility of a specific solution. This time we need to bring answers to the table. But the questions still form a great framework to structure our thoughts for each one off the new activities, or the ones that show a lot of impact on business goals or have a lot of risks associated with, um, we should assess if the three after mention areas have any required action. If there's anything we need to address within organization beat human resource is system updates or physical constrains. We should say exactly what needs to happen for our restaurant example. I would imagine the following potential actions that need to be addressed in order for the solutions toe work properly and not overwhelm the organization. The 1st 1 would be new waiter staff needs to be recruited. Aunt on boarded waiter staff needs to be properly trained. A new system to handle all nine orders requires an update off the technological stack. Additional I t re sources are required to maintain the solutions. Additional social media managers need to be recruited and on board it. Communication training should take place in the restaurant for each department. New restaurant furniture will need to be provided. An existing furniture should be refurbished. Additional staging area will be needed and designed and created. Redesign of the restaurant floor plan will be required and many, many more. The list off actions giving more insight into the preparation for implementation and maintenance off new solutions is crucial. At this stage, there are a couple of reasons. Firstly, it shows the executive team what will need the change within the organization in order to deliver the new value. Secondly, it brings a tangible feeling to the entire design process. It is the closest we get to delivery before it actually happens. It turns the two B customer experience map into something really affecting the organization . 73. Impact Delivery - summary: we have reached our final destination and have a very good understanding of what needs to happen now to turn the design vision into reality. We've started by creating the two B customer experience map and reached by new solutions and assessed the impact these will have on the customers as well. Asked the bottom line. We then add it crucial new information into the mix, allowing the executive team to grasp the complexity off their goals and making sure we know exactly what kind of indicators should be measured and how. Afterwards we've included a soul, it list of potential implementation and maintenance risks that we should be prepared for so that we succeed which Van in turn, were mitigated. Using the Eric model of risk management. We finished everything off, adding the information about changes that will need to be made in the company to suit the new customer experiences were trying to deliver. This concludes this part of the design thinking process and also is the ultimate step on our journey. We've covered every aspect and left no stone unturned. It has been an exciting journey, but it's not over yet. I look forward to seeing you in the next chapter, where we'll discuss how we can continue our experience together and bring even more value. Can't wait to see you there. 74. Closing Thoughts: what a journey this has been We've covered at all. We started with a long term design vision and are now left with a very detailed plan for its execution. We've spent a lot of time with our customers to try to either get in their shoes or have a non ist Brandley conversation directly with them to find out what they feel and how they interpret the world around them. We covered all of the questions about how long everything takes as well as who should be involved at each stage of the process. You have all the tools necessary to run your own projects now and over and above that you now fully understand the deterministic way off the process delivery. This means that you're now able to adapt the process to your all needs and aspirations, and with the right amount of experience you'll gain. With each new project, you'll become mawr and Mawr capable off delivering your impact on the world around you. I'm really glad that you were here with me and that you committed your time. I value time very much, and this means a great deal to me. After all, we go around this place once, and since you chose to spend this time with me, I'm really grateful. I would like to think that this is not a good bye, but just a beginning off our experience together, I've set up a Facebook and linked in groups where we can share insights about what challenges you have within your design process is what kind of tools you like to use on a daily basis and how you inspire others to deliver. Also, I would love to hear your feedback about what you feel should be improved within this course. And what kind of content is missing? What else do you find? Interesting? I will have more courses coming your way, and I will deeply use the speed back in order to adjust their content. I'll be covering some useful tapes and answer any questions you might have about design, thinking, user experience, design, visual design and even concept part as well as how it all fits together. A keen traveller, photographer, filmmaker and a game or so feel free to speak about your hobbies and passions. I would love to hear about them and who knows, maybe we'll be able to meet somewhere in the future on some distant place where the true design heroes reside. Ah, place off tranquility and honor. Thank you again for tuning in. And I really hope to see you soon. Thank you.