Phew! What. a. crazy. year. I never did that before but here it is: My recap of personal highlights in business of this year. I learned a big deal and feel grateful for many things that happened. On that score, I somehow felt the need to write it down. And as not everything I didâŠ
Annual Review 2017 was originally published on Jan Schmiedgen
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I just gave a brief glimpse into S-D logic at the recent Service Design Drinks, Berlin. Below you can find the slides and a record of the video stream (quality isnât the best unfortunately).
Itâs done! It took us a while but we just published our study on design thinking adoption in organizations. Itâs called âParts Without A Whole â The Current State of Design Thinking Adoption in Organizations.â Having been the main author of the report Iâm not only happy and relieved that this major milestone is finally accomplished. Iâm even more glad to finally find time again for neglected things, like spreading âservice logicâ or pushing our website thisisdesignthinking.net. And there is more to come ⊠the next months will be exciting!
  Hereâs a sneak peek into the results as a slide set:
The last two days I had the pleasure of getting updated again what has happened in 2014 within our research program. The range of topics, which are examined within this small community is very broad â as is design thinking. All of them are important but some â at least for me â are outstanding. So here is my very subjective and retitled list of current projects that I really liked:
Augmented reality wound care with Google Glass
Exploring interaction pattern for the upcoming (and moving!) Internet of things
Enabling fast electronic tiny task prototyping a.k.a. build stuff in seven seconds
How to measure design thinking, creative agency and output?
Exiting stuff! Looking forward to March 2015 and the next meeting in Stanford. Became also a fan of Susanne Katharina Asheuer: She captured the essences of all these wild and diverse presentations in her great graphic recordings. Oh, in case youâre interested in our contribution: We talked about different ways of design thinking appropriation.
News from our Design Thinking Research Program was originally published on Jan Schmiedgen
Any holistic user experience â especially when designing for âtransformationâ â should create shared value. That means: Solutions for users do not only have to be aligned and negotiated with the economic realities of the service provider, but also with its attached partner ecosystem and society in general. The clever and resilient configuration of âvalue flowsâ in business ecosystems will therefore more and more become a prerequisite for the development and delivery of truly ânewâ and complex value propositions (e.g. service design for health care, environmental matters, etc.).
A problem however is: Everyone talks about âshared value creationâ (especially since Michael Porter made the concept famous). Yet only a few people so far have developed practical and/or theoretical approaches that help you tackle occurring trade-offs (e.g. âsuperior user value a.k.a. desirabilityâ +/vs. âfeasible technologyâ + âfinancial viabilityâ +/vs. âresponsible eco-footprintâ) when trying to either find the »sweet spot between all of them« â or better â finding creative resolutions that makes our conception of mutual exclusiveness obsolete.
I personally believe that a good starting point is to develop a holistic and clear understanding of what actually âvalueâ is, how the staging of user/actor experiences contribute to its perception and on what levels it can be experienced by the different actors (e.g. of a business ecosystem). Knowing this may also give first hints on how to master the delicate balance/resolution of fore-mentioned trade-offs for the creation of new offerings with service-market-fit AND benefits for society/environment .
Shared #value creation in #ecosystems? Know what is value first!
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Some nice literature on the topic
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Disclosing Shared Value in Business Ecosystems was originally published on Jan Schmiedgen
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Any holistic user experience - especially when designing for 'transformation' - should create shared value. That means: Solutions for users do not only have to be aligned and negotiated with the economic realities of the service provider, but also with its attached partner ecosystem and society in general. The clever and resilient configuration of "value flows" in business ecosystems will therefore more and more become a prerequisite for the development and delivery of truly "new" and complex value propositions (e.g. service design for health care, environmental matters, etc.).
A problem however is: Everyone talks about "shared value creation" (especially since Michael Porter made the concept famous). Yet only a few people so far have developed practical and/or theoretical approaches that help you tackle occurring trade-offs (e.g. "superior user value a.k.a. desirability" +/vs. "feasible technology" + "financial viability" +/vs. "responsible eco-footprint") when trying to either find the »sweet spot between all of them« - or better - finding creative resolutions that makes our conception of mutual exclusiveness obsolete . I personally believe that a good starting point is to develop a holistic and clear understanding of what actually "value" is, how the staging of user/actor experiences contribute to its perception and on what levels it can be experienced by the different actors (e.g. of a business ecosystem). Knowing this may also give first hints on how to master the delicate balance/resolution of fore-mentioned trade-offs for the creation of new offerings with service-market-fit AND benefits for society/environment.
The slides are from a workshop presentation, I recently prepared for the World Usability Day 2012 in Berlin. I havenât included all the (illustrative) examples yet, but the main key messages/concepts should become clear. Iâm really looking forward to getting some feedback (critique, more examples, papers, links, etc.) on this! I'm especially interested on practical (but not as oversimplified as e.g. in advertising "creative briefs") value (proposition) frameworks, templates, checklists from your recent research/projects âŠ
View "Disclosing Shared Value in Business Ecosystems" on Scribd
Innovation and Fear: Continuum's Lara Lee "makes design thinking look sexy" - BIF-8 Summit
Lara Lee, Chief Innovation Officer at Continuum makes design thinking look sexy. Her passion for human centered design has helped companies like Pampers and Harley Davidson redesign the ways they deliver value. Always accepting failure as part of the process, Lee is fearless when it comes to trying new things...
McKinsey on "Designing products for value" (for what else?)
"By combining deep insights about customers, competitors, and costs, a few leading companies are finding the âsweet spotâ in product development: lowering costs while designing better products that customers value more. Along the way, these companies are strengthening organizational capabilities that will help them thrive in an era of heightened global competition."
Sounds familiar, huh? However - again a typical McKinsey article, focusing on "product attributes" and design as a means to create value in terms of "optimization" (e.g. the "sweet spot" in terms of customer satisfaction Ă la KANO). No word about user experience or an accompanying innovation of meaning ...
I think: Obvious, product-centered and boring! BUT nevertheless another step forward in building awareness on people-centric thinking and holistic value creation from the guys you would expect it the least. ;)
âThe goal must be to build frame creation ability into organisations! In the end one can view companies as a series of frames: Frames for resilience.â â Kees Dorst
Kees Dorst, industrial designer and professor from the University of Technology, Sydney is a man who is studying things thoroughly. All the more the d.confestival participants were listening reverently when he gave exclusive insights into his profound knowledge from 20 years of research into the practices of designers. With the objective of developing a design-based innovation method for governments, institutions and companies, he focuses his research on the pattern of what expert designers are really doing.
Deduced from these observations of expert procedure, he found nine distinct but overlapping phases, which he put up for discussion: Archeology â paradox â context â problem arena â themes â frames â futures â transformation â connections. Along these stages he explained how the methodology has already been used successfully by presenting some insightful examples projects. Especially his »Designing out Crime« program was an interesting example of how frame creation may shift perspective and even the problem owner. Whereas the responsibility for »crime« (public urination, young people fighting due to the overcrowded streets, drug and alcohol abuse, etc.) in Sydneyâs entertainment and nightlife district Kings Cross laid with the city police it is now with the city council. How come? The issues to solve werenât really related to »crime«. Once the new frame »organizing a music festival« was applied to the problem most of the »criminal incidents« suddenly disappeared...
Following his presentation, he gave an additional two hour workshop were participants had the opportunity to get advanced insights into his frame creation method. During the session he introduced more cases of wicked problems and projects were the method has already been applied.
One of the examples was the Sydney opera house, whose roof often gets »abused« for campaigns of environmental activists. The challenges the opera house administration faces withal were elucidated in detail by two guest speakers from the city council and the police department of Sydney. Both also helped explaining and discussing the several phases in more depth.
Finally the attendees were given time to form small groups and pick one of the distinct phases of the frame creation method. The task then was to collect activities, which from their point of view, happen in the respective stages. Or in other words: Which prerequisites in terms of knowledge, skills, methods and tools does one need to create new frames and innovate like an expert designer? Everyone noticeably enjoyed the insightful exercise and one participant from VW research finally stated: âThis I will definitely bring back to my team!â
Professor Kees Dorst, Associate Dean (Research) of Design at UTS, talks about how design thinking can help businesses reframe problems in order to solve them.
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The above text chunks are part of the first drafts for the documentation booklet of the d.confestival. The complete documentation will be available soon at the official d.confestival site.
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Product Service Systems (PSS) are nothing new â they basically exist as early as we can think and with a wide variety of offerings. However, up to now the focus of design has often been on the product with a mere attachment of service. Today this seems a bad idea, as in the sheer mass of available consuming options product attributes alone arenât a guarantee for differentiation anymore.
What exactly that means he showed the participants by introducing his E3 value concept, which covers three main types of value: Economical, ecological and experience value. Especially the latter has been paid little regard to in the past. Through and through design researcher he first theoretically broke it down to its sub-categories (extrinsic value with functional and extrinsic social value as well as intrinsic value with emotional, intrinsic social and epistemic value) and elucidated its interplay with context-based activity modeling. He then gave further illustrative examples in how far the alteration of âmereâ experience value can radically change the success of a PSS. One out of many service design cases he presented was the improvement of a âclothing donationâ experience in Korea: Nowadays rather unaesthetic donation containers are usually placed in dark side roads. Thatâs why especially during evening hours woman often have a feeling of insecurity when inserting clothing alone. So in order to improve their psychological context and promote the experience value for any donator, the location context for the activity had to change.
Therefore widespread convenient stores have been chosen as the perfect new donation environment. Donation box models have been improved and now also cleverly feature many elements of co-creation (pre-washing at home, self-labeling, etc.). As all this needs some digital technology, the new âsaveâ environment provides the perfect location context, for the box as well as for the user and not least for the shop owners. A perfect example of systemic activity design for and with various stakeholders that focused on the experience, but created value on all levels.
These text chunks are part of the first drafts for the documentation booklet of the d.confestival. The complete documentation will be available soon at the official d.confestival site.
But letâs start from the beginning: According to Schuhmann being a leader, sportsman or citizen doesnât imply ethical and moral standards. One can be the »world leader of environmental pollution«, a doping sportsman or even a criminal citizen locked up in prison. Once one adds the little suffix »âship« however, things look totally different. Sportsmanship stays for ethical and exemplary behavior and practice. Leadership usually gets associated with skill, integrity, responsibility, determination and many other traits, which have rather positive connotations. And if we apply now the same principle to design â ergo designership â will we have to assess the goodness of design differently? Apple may be conceived as a design leader, but it also is a leader in planned obsolescence. Is this good designership? And what does designership mean anyways?
In his search for ideas and characteristics that may describe designership he looked into the worldviews of many different domain experts like for instance Dieter Rams with his famous ten principles of a good designer. The latter were then used for a lively and still open-ended discussion with the d.confestival participants. There was broad agreement that designers act as change agents that move the world into new directions, being consciously or unconsciously in a leadership role â if they like it or not. Such leadership at best brings along responsibility for people and their surroundings. Therefore designership not only implies designing products and systems with a purpose but also doing that with the least possible negative impact on our environment. In its pure form most of the attendees sympathized with the idea of designership as striving for value creating solutions, which simultaneously have a positive impact on society and the world. One participant put it very well by saying âIt is about looking into the future and caring. We need more leadership and more designership.â So it is individually up to every designer (as it is to every leader) to take it upon himself and to follow the principles a little suffix brings along with.
These text chunks are part of the first drafts for the documentation booklet of the d.confestival. The complete documentation will be available soon at the official d.confestival site.
âIn my other life I gave people âknowledgeâ. I was disempowering them. There was no way for them of being like me: the professor. [âŠ] D.school is different. After the second day they know more about the project as I do. This is very empowering and life changing.â â Bernie Roth
Bernie Roth, the Director of the d.school at Stanford University, probably gave the most moving and remarkable d.note of this yearâs d.confestival. No other speech had such a strong human and emotional touch. The whole d.circus was listening spellbound when he told those stories and facets in remembrance of Bill Moggridge that usually arenât known to the broader public. For him and many others Bill wasnât just the »designer of the first laptop« or one of IDEOâs early co-founders. He moreover was a friend, family father and an incredibly inspiring and empowering person. And especially this latter unique characteristic of Bill Moggridge is the one Roth considers most important. âIn the endâ, he said, âit is all about empowerment, about making people feel good about themselves â something Bill was very good at.â
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These text chunks are part of the first drafts for the documentation booklet of the d.confestival. The complete documentation will be available soon at the official d.confestival site.
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Update (Dec 18'th 2012): Here is a video from the d.confestival site.
In the last years there has been written and spoken a lot about the importance of design. All the more it was another highlight of the d.confestival to get a perspective on its future from the dean of an institute that has one of the longest traditions in teaching and preaching design thinking: Patrick Whitney from the Institute of Design at the Illinois Institute of Technology.
The real power of design for Whitney is therefore manifested in the process of reframing and rejecting initial problem definitions. This, he concluded, leads to better decisions and less waste of energy in organizations that are in the need to innovate. Or as he put it: âWe move from an economy of scale to an economy of choice. [âŠ] Companies may now know how to build anything, but all too often they donât know what to build.â
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Below I added a short video were he shortly explains the importance of reframing for real innovation. Some of this important topic is also covered here.
Patrick Whitney, Institute of Design Dean and Steelcase / Robert C. Pew Professor explains the value of design for business and innovation--in under four minutes!
These text chunks are part of the first drafts for the documentation booklet of the d.confestival. The complete documentation will be available soon at the official d.confestival site.
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Hanswerner Dreissigacker, SAPâs design thinking veteran from the very start, added that the igniting of people doesnât happen without getting a »bloody nose«. Especially successful teams and units in the organization may turn out to be resistant to change. So he recommended to find those, which for some reason have failed repeatedly and know that they canât go forward anymore in their old ways. Due to the many skeptics, SAP also conducted internal research on design thinkingâs impact for project success and quality. The results clearly proved improvements in the dimensions of creativity and feasibility compared to traditional approaches, he added.
These text chunks are part of the first drafts for the documentation booklet of the d.confestival. The complete documentation will be available soon at the official d.confestival site.
Communication design focuses on delivering messages, and it encompasses most graphic design, signage, and communicative objects of all kinds, from printed materials to three-dimensional and digital projects. Interface and interaction design, which is sometimes brought under the more generic and functionalist rubric of user-experience design, delineates the behavior of products and systems, as well as the experience that people will have with them. Information or visualization design includes the maps, diagrams, and visualization tools that filter and make sense of the enormous amount of information that is more widely available than ever before. Critical design is one of the most promising and far-reaching new areas of study, using conceptual scenarios built around hypothetical objects to comment on the social, political, and cultural consequences of new technologies and behaviors. Its disciples are experts in âWhat if?â
MoMAâs Paola Antonelli defines the four key sub-disciplines of design in Talk to Me: Design and the Communication Between People and Objects (via explore-blog)
Innovating User Value @uservalue - Tumblr Blog | Tumlook