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IBM Enterprise Design Thinking
- 3. History of Design Thinking Horst Rittel coined the term “Wicked Problems.” championed the human experience and perception when designing. 1973 Richard Buchanan published Wicked Problems in Design Thinking. 1992 IDEO has popularize the terms Design Thinking and Human-Centered Design 1991 IBM executives decided to build a new development approach. 2012
- 4. Designers don’t try to search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they converge upon their proposal. DESIGN THINKING PROCESS -Don Norman, author, The Design of Everyday Things ”
- 7. Enterprise Design Thinking INTRODUCTION It helps teams to continuously understand and deliver. A framework that aligns multi-disciplinary teams around the real needs of their users.
- 8. Enterprise Design Thinking INTRODUCTION It’s a proven way to come to better solutions, faster. Teams can work more efficiently, because they stay aligned and keep people at the center of their work.
- 12. Fail Early & Learn Well Enterprise Design Thinking MINDSETS You have to know what doesn’t work in order to really appreciate what does!
- 13. Be Patient, Be Explorer. Enterprise Design Thinking MINDSETS The best designs don’t happen in a single stroke. Be able to better appreciate, accomplish the ideas of others
- 14. Be Wild Duck. Enterprise Design Thinking MINDSETS A restless explorer who are always looking for a new angle on a big problem.
- 15. The Framework
- 16. Enterprise Design Thinking THE FRAMEWORK A human-centered mission to solve our users’ problems at the speed and scale of the complex enterprise. The Principles The Loop The Keys
- 17. Enterprise Design Thinking PRINCIPLES See problems and solutions as an ongoing conversation.
- 18. Enterprise Design Thinking FOCUS ON USER OUTCOMES Success isn’t measured by the features we ship - its measured by how well we fulfill our users` needs. Shift the conversation from one about features and functions to one about users and user outcomes. help us deliver more useful, usable, and desirable solutions.
- 19. Enterprise Design Thinking FOCUS ON USER OUTCOMES Differentiate between users and clients Build empathy with users Understand their role
- 20. Enterprise Design Thinking DIVERSE EMPOWERED TEAMS Two team factors to generate better ideas and deliver outcomes for users: diversity and empowerment Diverse teams see the same problem from many angles. Empower them with the expertise and authority to turn those ideas into outcomes.
- 21. Enterprise Design Thinking DIVERSE EMPOWERED TEAMS Differentiation through diversity Speed through empowerment Form self-contained teams
- 22. Enterprise Design Thinking RESTLESS REINVENTION Everything is a prototype. Everything; even in-market solutions. When you think of everything as just another iteration, you are empowered to bring new thinking to the oldest problems.
- 23. Enterprise Design Thinking THE LOOP Understand users’ needs and deliver outcomes continuously.
- 24. Enterprise Design Thinking THE LOOP Understand users’ needs and deliver outcomes continuously.
- 25. Enterprise Design Thinking OBSERVE Everyone on your team should have chance to see their users’ world Observing users in their world gives you the opportunity to empathize with their experience, understand their context, uncover hidden needs, and hear their honest feedback.
- 29. Enterprise Design Thinking REFLECT Reflecting brings your team together to synchronize your movements and synthesize what you’ve learned. Come together and look within! Get to know each other. Align on intent Plan ahead
- 32. Enterprise Design Thinking MAKE Explore possibilities The earlier you make, the faster you learn Don’t be afraid to share ideas even if they aren’t fully baked Prototype concepts Drive outcomes
- 35. Enterprise Design Thinking THE KEYS If every problem could be solved by a handful of people, the Loop would be enough. But in the real world, complex problems call for complex teams.
- 36. Enterprise Design Thinking HILLS Align complex teams around a common understanding of the most important user outcomes to achieve. A Sales Leader can assemble an agile response team in under 24 hours, without management involvement Who What Wow Focus on Three and Only Three Hills Commit resources Break them down
- 37. Enterprise Design Thinking PLAYBACKS Reflect together in a safe space to tell stories and exchange feedback. Hills Playbacks Playback Zero Delivery Playbacks Tell your story | Make us care. Show before you tell If disagreements arise, don’t panic. the goal isn’t perfection — its clear, engaging communication.
- 38. Enterprise Design Thinking SPONSOR USER Give user a seat at the table. Invite them to observe, reflect and make with you. Design for real target users rather than imagined needs. Sponsor User should attend Playbacks. Potential users are all around us. Users that bring lived experience and domain expertise to the team. Active Participants that help you deliver outcomes meet their needs. Interactions ensures that your product is valuable and effortless.
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- 40. Radical collaboration means that all key stakeholders are part of co-creating great user experience from the beginning. You need to commit to a cross-discipline way of working throughout the entirety of a release.
- 41. Enterprise Design Thinking TOOLKIT Empathy Map Help to put your team in your users shoes, align on pains and gains.
- 43. Enterprise Design Thinking TOOLKIT Empathy Map Make sure you have defensible data based on real observations Gather Draw grid and label quadrants with; Says, Does, thinks and Feels. sketch your user in the center. Describe who they are or what they do. Setting up Everyone place what they know about the user within the appropriate quadrant. Capture Observation Look for similar or related items. then, move them closer together. Cluster
- 44. Enterprise Design Thinking TOOLKIT Empathy Map Stay focused on your users. Diverge to get everyone’s ideas. then, converge to determine the strongest ideas. Everyone participates. Yes, and … keep them at the center of your attention. there are no bad ideas. stay engaged and avoid side conversations. instead of dismissing an idea, push yourself to build on them.
- 45. Enterprise Design Thinking TOOLKIT Prioritization Grid Help to prioritize anything, big-idea to user stories, by focusing discussions on user value and feasibility.
- 46. Enterprise Design Thinking TOOLKIT Prioritization Grid Draw two axes: “Importance to the user” (low to high) and “Feasibility for the team” (difficult to easy). Set up the activity Evaluate each idea on their own, and roughly plot them on the grid where they make sense. Evaluate ideas Draw rough sections across the map radiating out from the upper left. Label them No brainers, Utilities, Big bets, and Unwise. Focus the discussion around Big bets; mid-feasibility, high-importance. Focus the discussions
- 47. Enterprise Design Thinking TOOLKIT Big Idea Vignettes Rapidly diverge on a breadth of possible solutions to meet your users’ needs.
- 48. Enterprise Design Thinking TOOLKIT Big Idea Vignettes Begin the activity with a good prompt. Write this prompt somewhere everyone can see it. Set up the prompt Create many big ideas and quickly share them with each other. Avoid talking about implementation details. Diverge Converge on a set that you would want to advance. Look for similar ideas. Move them physically closer together. As you do, name the clusters. Converge
- 49. Enterprise Design Thinking TOOLKIT Experience-based Roadmap Help to scope what you’d like your users to be able to do, and when you’ll deliver those experiences.
- 50. Enterprise Design Thinking TOOLKIT Experience-based Roadmap Label columns: Near-Term, Mid-Term, Long-Term. Write statement: Our user can/ Our user will be able to … Set the structure Complete the sentence with user enablements related to your solution. Something like: “Our user will be able to... sign up for a trial”. Put everything on the table Do certain ideas need to be implemented in the near-term, or can they wait until a future release? Sort ideas into groups
- 52. Agile and IBM Design Thinking CUSTOMER COLLABORATION WORKING PRODUCT RESPONDING TO CHANGE INDIVIDUALS AND INTERACTIONS FOCUS ON OUTCOMES FOR USERS CONTINUOUS DELIVERY AND LEARNING RADICAL COLLABORATION
- 53. Agile and IBM Design Thinking Clarity of outcomes Self-directed whole teams Iteration & Learning Focus on user outcomes Multidiscipline teams Restless reinvention IBM Design Thinking principles Agile principles
- 54. Enterprise Design Thinking KEY TAKEAWAYS Make the user the NORTH STAR. Co-create with your business users and stakeholders from Day 1. Diversity is crucial to a team’s ability to deliver robust, differentiated outcomes. Playback at any time for a feedback. Succeed or fail as a team.
- 55. IBM Design Language Enterprise Design Thinking Practice Design Thinking Empath Map: a complete Guide Enterprise Design Thinking KNOWING HOW
- 56. Thank you! Ahmed Kraiz Business Analyst akraiz@live.com 0 5 9 0 0 6 5 1 6 2