Design Thinking Frameworks Reference Guide

© Operational Excellence Consulting. All rights reserved.
This slide presentation contains 36 commonly used Design
Thinking frameworks, mindsets and methods for Customer
Experience innovation and redesign.
Design Thinking Frameworks
Reference Guide
Design Thinking Frameworks, Mindsets and
Methods Reference Guide

© Operational Excellence Consulting. All rights reserved. 2
Contents
1. Design Thinking 19. Prototypes
2. Assume a Beginner’s Mindset 20. Rapid Prototyping
3. Persona 21. Storyboard
4. Empathy Map 22. Storytelling
5. Interviews 23. Role Play
6. Extreme Users 24. 2x2 Matrix
7. Point Of View 25. Ways to Grow Framework
8. “How Might We” Questions 26. Feedback Capture Grid
9. Design Brief 27. 70-20-10 Rule
10. Stakeholder Map 28. Kano Model
11. Customer Journey Map 29. Customer Profile
12. Context Map 30. Value Proposition Map
13. Opportunity Map 31. Value Proposition Canvas
14. Brainstorming 32. Business Model Canvas
15. SCAMPER 33. The Golden Circle
16. Affinity Diagram 34. Five Whys Analysis
17. Ideas Evaluation Matrix 35. ADKAR® Model for Individual Change
18. Prioritization Map 36. Kotter’s Change Management Model
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please visit:
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The five phases of design thinking is a human-centered, creative
problem-solving process of discovery, ideation and experimentation
Design Thinking Model
Learn about the
audience for
whom you are
designing, by
observation and
interview. Who is
my user? What
matters to this
person?
Create a point of
view that is
based on user
needs and
insights.
What are their
needs?
Brainstorm and
come up with
as many
creative
solutions as
possible.
Wild ideas are
encouraged!
Build a
representation of
one or more of
your ideas to show
to others. How can
I show my idea?
Remember: A
prototype is just a
rough draft!
Share your
prototyped idea
with your original
user for
feedback. What
worked? What
didn’t?
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Source: Based on Stanford University d.school

How to assume a beginner’s mindset
How to assume a beginner’s mindset
§ Don’t judge
! Observe and engage users without the influence of value judgments on their actions,
circumstances, decisions, or “issues.”
§ Question everything
! Even (and especially) the things you think you already understand.
! Ask questions to learn about the world from the user’s perspective.
§ Be truly curious
! Strive to assume a posture of wonder and curiosity, both in circumstances that seem either
familiar or uncomfortable.
§ Find patterns
! Look for interesting threads and themes that emerge across user interactions.
§ Listen
! Ditch any agendas and let the scene soak into your psyche.
! Absorb what users say to you, and how they say it, without thinking about how you’re going to
respond.
Source: Based on Stanford University d.school

Persona vs. Customer Profile
Buyer Persona Customer Profile
§ A detailed and well planned document for execution § A dynamic tool to clarify customer understanding
§ A semi-fictional representation of your ideal
customer
§ A structured, detailed way to describe a specific
customer segment
§ Relies largely on market research & data through
surveys and focus groups
§ Allows you to step into your customer's’ shoes,
rather than assuming for them
§ Contains a lot of assumptions on customers § Maps out the jobs-to-be-done, pains and gains a
customer may have
§ Primarily based on survey responses or focus
groups (customer’s don’t always do what they say!)
§ Assumptions are validated or invalidated
§ Focus on a static instance in time, rather than a
dynamic evolution through constant customer
learning
§ Outcomes and learnings are based on real
customer conversations and interactions
§ May contain little or no direct customer interaction § Your understanding of the customer and the
customer profile itself will evolve as you gather
more evidence
§ Forces your value proposition onto customers § Forces customer priorities onto the value
proposition you design
Source: Strategyzer

A holiday maker’s concern
Pain
Gain
Holiday
Maker
Think & Feel
Say & Do
Hear See
Will I have a
memorable
experience?
Tourists get
pick-
pocketed
Tourists look
happy &
having fun!
Wow, I
can shop
all day
and night!
Many locals
don’t speak
English
May not be
safe to go
out at night
Food are
cheap and
delicious!
I am
uploading
photos into
Facebook!
Food taste
really great!
I don’t want
to go home!
Polite and
patient
service staff
at hotel
Many touts
on the
streets
Traffic jam
almost
everywhere
Did the hotel
reserve us a
non-smoking
room?
Will I be hit
with food
poisoning?
Will taxi
drivers over-
charge me
for rides?
Tired walking
and carrying
shopping
bags
Taxis that
don’t use the
meter
Hot and
humid tropical
weather
Enjoy the
sightseeing
and local
food
Clean and
comfortable
hotel room
and facilities
Friends and
relatives like
my Facebook
photos
Made friends
with some
locals and
tourists
The flea
markets are
interesting
Nice
breakfast
buffet
Hotel wifi is so
slow!
Empathy Map – Example 1

Contextual Interview
Contextual Interview
Introduction § Interviews conducted with customers, employees, or any other relevant stakeholders in a
situational context relevant to the research question.
§ Contextual interviews are used to understand a certain group of people (their needs,
emotions, expectations, and environment), to reveal formal and informal networks and
hidden agendas of specific actors, or to understand particular experiences.
§ Contextual interviews can be done, for example, with employees ate their workplace or
with customers during a specific moment of the customer experience.
Preparation § Contextual interviews are conducted “in situational context,” so that researchers can
observe the surroundings and interviewees can point to elements in the environment.
§ Based on your research question, define who, when, and where you will interview and
how you will document the situational context – including the interviewee’s mood,
gestures, and body language.
Use § Try to ask your interviewees to demonstrate details of the concrete experience of interest.
§ It is often easier for people to articulate their motivations and experience when they can
refer to concrete examples.
Expected output § Test (transcripts, field notes), audio recordings, photos, videos, artifacts
Source: Based on Stickdorn et al., 2018

Without understanding what people on the far reaches of your solution
need, you’ll never arrive at solutions that can work for everyone
Extreme Users
Mainstream Users
An idea that suits an extreme user will nearly certainly
work for the majority of others.
Extreme Users

How to define your POV?
Three steps to define your POV
USER
Step 1:
Define the type of person you are designing for – your user. For example,
you could define the user by developing one or more personas, by using
affinity diagrams, empathy maps and other methods, which help you to
understand and crystallize your research results – observations,
interviews, fieldwork, etc.
NEED
Step 2:
Select the most essential needs, which are the most important to fulfill.
Again, extract and synthesize the needs you’ve found in your observations,
research, fieldwork, and interviews. Remember that needs should be verbs.
INSIGHT
Step 3:
Work to express the insights developed through the synthesis of your
gathered information. The insight should typically not be a reason for the
need, but rather a synthesized statement that you can leverage in your
designing solution.

How Might We?
HOW
§ “How” suggests that
we do not yet have the
answer.
§ “How” helps us set
aside prescriptive
briefs.
§ “How” helps us
explore a variety of
endeavors instead of
merely executing on
what we “think” the
solution should be.
MIGHT WE
§ “Might” emphasizes
that our responses
may only be possible
solutions, not the only
solution.
§ “Might” also allows for
the exploration of
multiple possible
solutions, not settling
for the first that comes
to mind.
§ “We” immediately
brings in the element
of a collaborative
effort.
§ “We” suggests that
the idea for the
solution lies in our
collective teamwork.
Source: Adapted from Interaction Design Foundation

A Design Brief contains various elements and can provide information
on core questions
Drawing up a Design Brief
Definition of design space and design
scope
§ Which activities are to be supported and for whom?
§ What do we want to learn about the user?
Description of already existing
approaches to solving the problem
§ What already exists, and how can elements of it help wit our own
solution?
§ What is missing in existing solutions?
Definition of the design principles § What are important hints for the team?
§ Are there any limitations, and which core functions are essential?
§ Whom do we want to involve, and at what point of the design
process?
Definition of scenarios that are
associated with the solution
§ What does a desirable future and vision look like?
§ Which scenarios are plausible and possible?
Definition of the next steps and
milestones
§ By whom should a solution have been worked out?
§ Are there steering committee meetings from which we can get
valuable feedback?
Information on potential
implementation challenges
§ Who must be involved at an early stage?
§ What is the culture like for dealing with radical solution proposals,
and how great is the willingness to take risks?
Source: Based on Lewrick et al., 2018

The power/interest grid for stakeholder prioritization is a useful tool for
stakeholder analysis
The Power/Interest Grid
To manage the stakeholders well, you need to know not only what
to communicate, but how often to communicate.
POWER
Monitor
(Minimum Effort)
INTEREST
Keep Informed
Keep Satisfied Manage Closely
High
Low
Low High

Customer journey mapping – key points
Map to
understand and
diagnose
experience
issues
Use maps to
reframe and
reimagine
experiences
Redesign
experiences to
influence
attitudes
Leverage
mapping to
connect,
collaborate and
align

Context Map of motion sensor that detects when an elderly falls
Customer needs Demographic trends
§ Elderly, aged 65 and above
§ Living alone at home
§ Needs immediate attention or help if a fall happens
§ Children or elderly wants to be notified immediately
§ Aging society
§ Rise in affluent silver generation
§ Increase in one-person living
household
Rules & Regulations Economy & Environment Competitors
§ No current rules and regulations § Adopted in some residential,
commercial and government
agencies for energy-saving
initiatives
§ No current competitors
Technology factors Uncertainties
§ Existing technology of motion
related sensors
§ To connect remotely via app related
devices
§ Adoption rate of the elderly
§ Modification of house required?
§ Execution of the service
§ Support from government and social
enterprises, e.g. subsidy
Context Map – Example

The SCAMPER is a creativity tool that helps you to generate ideas for new products and
services by encouraging you to think about how you could improve existing ones
SCAMPER
Source: Adapted from Osborn et al.
1. Substitute
§ What can be substituted?
§ What can be used in its place?
§ Who can be involved instead?
§ Which process could be used instead?
§ What other material could be used instead?
2. Combine
§ What can be combined?
§ What can be mixed?
§ How might certain parts be connected?
§ Which purposes could be combined?
3. Adapt
§ What other ideas are suggested by it?
§ Is there anything that is similar and can be
applied to the existing problem?
§ Have there been similar situations in the past?
4. Modify
§ What modification could be introduced?
§ Can the meaning be changed?
§ How might the color or shape be changed?
§ What can be increased or reduced?
§ What could be modernized?
§ Can it be enlarged or downsized?
5. Put to Other Uses
§ For what other purposes could it be used in its
present state?
§ For what purpose could it be used if it were
modified?
6. Eliminate
§ What could be eliminated?
§ What are the things it could still work without?
7. Rearrange
§ What other patterns would also work?
§ What modifications could be introduced?
§ What could be replaced?
§ What could be rearranged?
SCAMPER = Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, Rearrange

Affinity Diagram – Example 2
Orders Consistently Late Last Quarter
Communications Issues
Sales & Marketing
Fail to alert when price
changes may affect
volume
Inconsistent adherence to
due dates
Fail to check production
schedule before
promising product
Manufacturing
Fail to keep production
schedule updated
Fail to keep inventory
updated
Fail to communicate
unscheduled equipment
down-time
Equipment Issues
Equipment
Breakdown
Inconsistent adherence to
maintenance dates
Equipment operated
outside of specifications
Old equipment, due to be
replaced, not operating at
peak capacity
External Factors
Major Supplier Filed
for Bankruptcy
Just-in-time inventory
system failed
Lack of inventory affects
60 orders
New supplier overloaded
with new clients

Idea Evaluation Matrix – Example 1
Ideas M1 M2 M3 M4 M5 Total Score
Idea A 2 8 6 4 2 22
Idea B 2 3 6 4 6 21
Idea C 2 5 5 6 2 20
Idea D 4 8 3 2 2 19
Idea E 5 8 5 2 2 22
Examples of Selection Criteria:
M1 = Meet Customer Needs
M2 = Increases Customer Gain
M3 = Reduces Customer Pain
M4 = Ease of Implementation
M5 = Cost Effective
Selection Criteria (1=Bad, 10=Good)
Ideas Selection Matrix

Prototyping using theatrical techniques such as acting is a structured,
full-body way to clarify the emotional side of an experience
Role-playing explains a service or product idea by acting in
order to tell, explain and share it.

Storyboard – Introduction
What It Is
§ Storyboards visually represent each step through
illustrations, photos, screenshots, or sketches to tell
the story of specific situations, including their
environment and context.
§ A storyboard increases our empathy with a journey
map and allows quicker navigation.
Why We Use It
§ By visually plotting out the elements of your product
or service, you can learn a lot about your idea.
§ To understand who will use the product or service,
where it will be used and how it will be used
§ To visualize key steps of a customer experience so
as to tell the story of specific situations.
§ To highlight the actor’s actions, thoughts, feelings
and moments of truth at key steps of the journey
map for understanding, analysis and improvement.

What makes a good story?
Source: Based on HubSpot
Entertaining
Educational
Memorable
Organized Universal
COMPONENTS
OF A GOOD
STORY
Good stories keep
the reader engaged
and interested in
what’s coming next.
Good stories spark
curiosity and add to
the reader’s
knowledge bank.
Whether through
inspiration, scandal,
or humor, good
stories stick in the
reader’s mind.
Good stories are
relatable to all readers
and tap into emotions
and experiences that
most people undergo.
Good stories follow a
succinct organization
that helps convey the
core message and
helps readers absorb it.

Example 4 – To decide which user groups to start your research, you can
plot ‘ease of reaching them’ versus the ‘ability to learn from them’
2x2 Matrix
Schedule when
convenient
Ignore
Start here
EASY TO REACH
HARD TO REACH
LEARN
A
LITTLE
LEANR
A
LOT
Plan
Users that
can be easily
accessed
(e.g. same
city, co-
workers)

Ways to Grow Framework – Template
New Offerings
Existing Offerings
Existing Users New Users
REVOLUTIONARY
(Design &
Technology-driven)
INCREMENTAL
(Market-driven)
EVOLUTIONARY
(Design-driven)
EVOLUTIONARY
(Design-driven)
Source: Based on IDEO

Feedback Capture Grid/Matrix arranges thoughts and ideas into four
categories for easy assessment
Feedback Capture Grid
LIKE
Things that somebody
likes or that they are worth
mentioning
WISHES
Constructive criticism
QUESTIONS
cropping up during the
experience
IDEAS
generated during the
experience or presentation

The 70-20-10 Rule is a simple rule for allocating resources between “the
core”, “the adjacent” and “the innovative stuff”, often referred to as
“the transformational”
70-20-10 Rule
INVESTMENT LONG-TERM RETUENS
CORE
ADJACENT
TRANSFORMATIONAL
70%
70%
20%
20%
10%
10%
The Core refers to the
activities that make up
the majority of existing
business
Adjacent refers to new
improvements and logical
extensions for the current
business
Transformational refers
anything brand new for
the organization that isn’t
related to the core

The Kano model classifies customer preferences into three distinct
categories and have a different impact on customer satisfaction when
fulfilled or unfulfilled
EXCITEMENT
(Delighters)
§ These are the unexpected and
pleasant surprises you provide
your customers.
§ They are the innovations that
differentiate your offering.
§ Some companies call them
Unique Selling Propositions
(USP’s), others call them the
WOW factor.
§ They delight the customer
when there, but do not cause
any dissatisfaction when
missing because the customer
never expected them in the first
place!
PERFORMANCE
(Satisfiers)
§ These are the requirements
that the customers are able to
articulate and are at the top of
their minds when making
choices and evaluating options.
§ They are the most visible of the
Kano requirements and likely
easiest to acquire because
customers freely talk about
these.
§ The better they are performed,
the more satisfaction they
bring, conversely, the worse
they are performed, the more
dissatisfaction they bring.
THRESHOLD
(Basics)
§ These are the requirements
that the customers expect.
§ They are taken for granted.
§ When done well, customers
are just neutral, but when
done poorly, customers are
very dissatisfied.
§ They are the requirements that
must be included and are the
price of entry into a market.
Kano Model

Value has to be created for your business, not only for your customer
To create value
for your business,
you need to
create value for
your customer.
To sustainably
create value for
your customer,
you need to
create value for
your business.
A business that generates fewer revenues than it incurs costs will
inevitably disappear, even with the most successful value proposition.
Source: Based on Strategyzer

Example: Nespresso Business Model
Source: Strategyzer
KP KA VP CR CS
KR CH
C$ R$
Machine
Manufacturers
Coffee Growers
Production
Costs
Marketing &
Branding Costs
B2C
Distribution
Costs
Patents Coffee
Marketing
Production
Production
Facilities
Distribution
Channels
Nespresso
Machines
Nespresso
Website
Mail Order &
Call Center
Retailers
Nespresso
Club
Acquire &
Lock-in
Nespresso
Pods
Distribution
Businesses
Repetitive
Sales (Pods)
1x Machine
Sales
Nespresso
Stores
Households
Brand

Example: People don’t just buy what Apple does (their products), they
buy why Apple does it (their motivation and innovation)
The Golden Circle Model
Source: Based on Simon Sinek
WHY?
WHY?
Why are we doing what
we are doing?
What is the designation,
the purpose, or our belief?
Apple Why:
Everything we do, we
believe in challenging the
status quo and thinking
differently.
HOW?
How are we doing what
we are doing?
What is the process of
realizing the Why?
Apple How:
Our products are
beautifully designed and
simple to use.
WHAT?
What are we doing?
What are we doing to
realize the Why?
Apple What:
We just happen to sell
computers.
1
2
3
WHAT?
H
O
W
?

The ADKAR® Model provides a simple and action-oriented framework for
taking control of individual change
Source: Based on Prosci® ADKAR® Model
A R
A
D K
KNOWLEDGE REINFORCEMENT
AWARENESS
DESIRE ABILITY
§ Understand the need for
change
§ Understand nature of the
change
§ Sustain the change
§ Build a culture and
competence around change
§ How to change
§ Implement new skills and
behaviors
§ Support the change
§ Participate and engage
§ Implement the change
§ Demonstrate performance
ADKAR® Model

Kotter’s Eight Phases of Change provides a roadmap for advancing a
culture of performance excellence
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Build a
Guiding
Coalition
3. Form a
Strategic
Vision
4. Enlist a
Volunteer
Army
5. Enable
Action by
Removing
Barriers
6. Generate
Short-term
Wins
7. Sustain
Acceleration
8. Institute
Change
Committed
Leadership
Kotter’s Change Model
Source: Based on John Kotter, 1996 & 2014

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