Page 1

learn

A storybook by SeriouslyCreative
 to help you shift business as usual thinking to design driven, entrepreneurially fueled, innovation producing thinking and doing.


just isn’t enough In an very complex world where the pace of change is set to light speed, competition is global, technological shifts make today’s competitive advantage obsolete in an instant and where one person can challenge the dominance of a whole industry, you bet business as usual is not enough. Today’s business can no longer sit back and wait for gradual evolution of the marketplace. They can simply try and extract more efficiency from their current business model. The age of incremental change is over. It is the age of innovation where any organization that wants to thrive (or even just survive) must be willing to take the leap into the murky waters of innovation, create new value through creativity and imagination and create industry disrupting revolution. We call these organization Innovation by Design Enterprises and the people who run them Idea Engineers. We want you to be one too.


The future is now and creativity is the key As part of their annual Global CEO Survey IBM (yeah, the super smart people) defined the “Enterprise of the Future� as one that would need to be hungry for change, willing to innovate beyond customer imagination and disruptive by nature amongst other things. Having talked with over 1,400 global leaders they found that the greatest challenge organizations are facing is the increased complexity of business. Ask what leadership competency they felt they needed most over the next five years to capitalize on this complexity and they overwhelmingly said

CREATIVITY.


Re-engineering Business for Innovation Businesses need to rethink their love affair with behaviors that cherish the status quo, that efficiency is the only producer of profit and thinking that all things can be rationalized and quantified. We need to re-engineer business to start using the value creating and imagination driven right side of the brain to balance the value finding left side. Think of it as adding a little bit of designer DNA to that of the MBA. Why designer? Because designers have a mindset geared for creating new value and for understanding the complexities inherent to creating anything for consumer. They balance the sometimes myopic perspective of business as usual with an ability to better understand human and complex problems and a process that iterates forward ideas that connect with people on levels that can not be captured on a spreadsheet. They are natural experimenters who are comfortable with the fuzzy front end of innovation. And the way they think is something business needs to add to the table.

The discipline of business + the power of imagination.


design thinking


Design Thinking is a discipline that facilitates innovation and problem solving by taking a human centered approach and focusing on the needs and wants of the end user. It follows a string of steps and involves teams with mixed skills and backgrounds so it can combine their different strengths and point of view. With the help of a facilitator they can reach common ground. The result is that everyone’s voice will be heard and collaboration is achieved in a fun and informal way.


Why consider DT? smoother working integrated approach collaboration dialogue throughout


create choices to make choices


interaction engagement


All of us are smarter than any of us and you just can’t do it alone.

Then

single function solutions

It used to be that to solve a problem we could simply pull together an expert or two, give them some time, maybe some coffee and by applying their deep knowledge of what had been done before and accomplished by others - they could arrive at the appropriate solution. Yes, challenges were complex but they were isolated to specific functions. Marketing challenges were delt with by marketers. Finance by CPAs. etc, etc, etc. Those days are over. Today’s challenge are more often more complex, more fast moving and need new solutions rather than old applications. And it means that the sole expert can’t bring you the answer - at least not by themselves. This is the new world of multidisciplinary teams with diverse thinking styles that work together much like a movie production crew experts and technicians from various and diverse areas come together for a period of time to create something new. Less department focus, less bureaucratic walls, more great work done. This is a good thing. The flip side means that in our complex and light-speed world of business we can create the solutions by sourcing the ideas from a cross section of people in our organization. Read on and we’ll explain.

Now

solutions created by multidisciplinary teams


Great people DON’T think alike “I use not only all the brains I have but all that I can borrow.” Woodrow Wilson US President & one great team leader

Dr. Ned Hermann, author of The Whole Brain and formerly the head of talent development at GE, discovered that the concept of right and left brain thinkers was just a bit too simple. In fact, the brain has four functions - investigative, creative, evaluative and planning. We all have the ability to do any one of these functions but we each have favorites - skills that come more naturally than others. This means that if you are an investigative dominant mind you value data and sequence more than someone who, say, is a creative dominated person who values big picture and strategic intent more. The down side of this is that when we put people with different thinking styles in a meeting they tend to struggle to make the rest of the group “see it their way” or focus on what they think is important. Fear not. There is a silver lining. These different perspectives can lead collaborative teams to create much more holistic ideas that produce better business results. The secret to taking advantage of this diversity is to make sure your planning, strategic, ideation meetings have a diversity of thinking styles included and that everyone is aware of the thinking styles and the need to assure that each styles is given it’s opportunity to shine. This is called WHOLE BRAIN THINKING.

investigators ask “but why...”

evaluators

ask “which one...” SeriouslyCreative

I

D

designers

E

A

evaluators

ask “what if...”

ask “who, how & by when...” Whole Brain Teams


Conflicting needs Take a look at the conflicting needs of the different thinking styles. Can you see how what one values and wants drives the other absolutely crazy in a meeting. Imagine what an Experimenter/Evaluator thinks when a Designer starts throwing around wild and seemingly unrealistic ideas. Or how a Designer chafes at an Investigator slowing them up from designing ideas by constantly asking “but, why....�

Investigators

Designers

Evaluators

Activators

working solo clarifying issues being challenged analyzing data putting things together making things work technical aspects using numbers/stats analyzing/diagnosing explaining things formal presentation

taking risk having variety creating metaphors seeing big picture dealing with future bringing about change developing new things conceptual framework experimentation time for exploration loose agenda comfortable ambiguity

ordered environment being in control developing structure planning things out evaluation of inputs deadline achievement administration structured tasks attention to detail follow up logistics

organizing teamwork participatory activities communication clarity group interaction working with people hands-on design coaching planning collaboration being part of team expressing ideas listening/talking


Aligning your thinkers based on their skills A team aware of their thinking preferences and given an approach to assure that all these talents are used in a coordinated approach can do great things. Innovation and creative problem solving has a proven trajectory that assures each thinking style is harnessed and that you move from stage to stage building towards a real world solution.


Then use them in powerful ways. Having Whole Brain teams is a great start towards more innovation. But it is half the secret. The other half is pulling together project teams with diversity of experiences, different roles in the organization and different specialties.

If I have an idea and E a share it with youEthere R H good change you will W O haveNa great idea too.

Departments and divisions kill creative thought We have departments to assure we have the right specialties together and to assure accountability and focus. But this tried and true (or is it untrue?) business organization practice is getting in the way of our ability to create and champion great new ideas and game changing solutions. Today’s business complexities demand a more holistic and collaborative approach. So, what are we to do? Create “T-shaped” teams. (T-shaped what?). Stanford university refers to T shaped teams to describe multidisciplinary teams that have people with very deep expertise (think the shaft of a “T”) matched with people with broad knowledge that can connect these areas of expertise (think the top of the “T”). This means that whenever you have a challenge - problem or opportunity - that needs some new thinking, new ideas, a differentiated solution - pull together a team from across the organization to lead and contribute thinking to your challenge. This means enticing people who may not be accountable to the end results of the challenge to join in and dedicate time to building a new solution. A marketing challenge (for example) might benefit greatly from the perspective of a non-expert in accounting. Think not? We have seen it happen. The more complex the challenge with more effect on the overall organization the greater the need for these multidisciplinary team. Now, we know that getting someone from another department or division to join your innovation team might be, let’s say, “difficult.” But don’t be deterred. Look on your own team for diverse thinkers who bring unique experience along with a broad reach to your challenge. You will be pleased by the results (and other departments will be jealous!)


bigger & bolder thinking


emotional innovation

key ingredients

Should we do this?

VIABILITY (business)

Do they want this? process innovation

DESIRABILITY (human values)

Can we do this?

FEASABILITY (technology)

SWEET SPOT

needs and drivers lead to bolder ideas and solutions

Meaningful, value adding, differentiated & defendable opportunity functional innovation


the design iceberg What you see graphic, interior, product

How designers think investigating problems developing ideas testing and trying launching solutions


empathy

get in your customer’s shoes

observation interaction 360 research direct immersion

GET AS FRUSTRATED AS THEM


human centric

from

making people want things

to

making things people want


Logic, Imaginative, How analysis, adaptable, designers procedural creative think (business normal) (business as unusual)


divergent & convergent


then… Create Choices

Make Choices


Comparing Innovation Disciplines Agile - Velocity and “Bug Free� Lean - Efficiency & Reduction of Waste

Customer Feedback from stakeholder, not end user Lack of Imagination / MVP

Design Thinking - Customer Front & Center

Falls short in implementation

Creative Problem Solving Tools for Anyone

Falls short in implementation


Our Approach

IDEAengineering™ Brings together the best from Design Thinking, CPS, Agile & Lean 4 phases. 8 focuses. Dozens of tools. The process of disciplined imagination.

Investigate what is… Understanding needs, customer perspective. Bring the outside in.

Design what if… Apply creativity, brainstorm ideas, identify opportunities.

Experiment what wows… Prototype to learn, test with customers, evaluate solutions.

Activate what works… Create action plans, measure results, accelerate action.

IDEA Engineering™ allows for innovation to be managed, directed and produced when needed. It is not a linear process like so much of what business are used to; but it does have rules, direction and best practices that make it practical and repeatable. It harnesses the inherent tensions that ignite innovation balancing iteration with direction, divergence and convergence, abstract and concrete, learning and creating, analysis and creativity. This tension is what makes innovation fuzzy and sometimes intimidating but also what makes it a powerful agent of change. Our framework is a theoretical understanding but a tested approach that builds upon the shoulders of great thinkers in how imagination is applied. We have learned from the best of foundation processes in innovation like OsbornParnes CPS, PDCA, AcceleratedInnovation,ThinkX and Design Thinking to produce a framework that is memorable, practical and proven in the field.


DESIGN mindsets

Iterate Throughout Process

Suspend Judgement

Show & Tell Stories

Prototype to Learn

Bias Towards Action

Be Radically Collaborative

Be Human Centric


let’s jump in!


IDEAengineering 4 Disciplines. 6 focuses. The process of disciplined imagination.

Design Ideas

Test with People

Accelerate Action

3 5

1

2 4

Understand the Problem

Reframe the Challenge

Prototype to Learn

6


The method to the madness.


Investigate (understand the problem)

•understand the problem


insights

things we learn, discover or understand better as we go


Understand the Problem Answer these questions to help everyone understand this issue better.

1

Explain the Problem or Challenge In plain words, what is the problem or challenge we must address? Explain it so anyone else can understand it.

1. Divergent conversation to create common understanding and bring different perspectives to the table. 2. Pick main themes (put them on the right) 3. Based on themes, nominate stories you have that serve as good examples of when this happens well (or not at all) 2

That time that‌.. Give examples of when this issue comes up? Where and when is it happening that showcased the problem at its best or worst?

theme 1. 2 3.


Investigate (understand the problem)

deep dive interviews


Deep Dive Interviews Entice

Guide Questions:

Interview time 5 minutes great, 10 minutes awesome. Following are questions to help you structure your interview, however, the most important thing is to create a conversation. Avoid yes and no answers. Tips to get deeper information: Tell me more, Explain that better, What do you mean by that?

STORY

Engage

Enter

• Tell me about… • How did you find x /get to x? • What did you like most, dislike most about your experience? • [Dig deeper into a theme from above] What did you, How did you, Why did you? • [Dig deeper from above] Since you mentioned XYZ, that raises the question of… • In a word/number how would you describe your experience? • Alternative A. If you were going to compare us to a brand (analogies: cars or food) which and WHY? • Alternative B. Rate your experience between 1-10 (10 mind-blowing)… and WHY? • Given what you know now, what would you recommend or do different next time.

WHO

What do you know about this person(s)

team name

Exit

WHAT

Extend

What did they say? Capture quotes, stories, important themes and your own thoughts. eg: “We really wanted to get more into the real Puerto Rican culture but it feels like everything is made for tourist.”

theme 1. 2 3. Name, Age, Family, Work, Likes, Hangs Out, Lives, Drives

If you can; take a selfie!

GAINS

PAINS What “pains” or problems does this person have as it relates to the challenge? What is frustrating or disappointing them? What problem would they like addressed?

This is an IDEAengineering(TM( worksheet created by SeriouslyCreative to support genius thinkers and corporate disrupters of all kinds.

What does this person seek to satisfy? What do they wish to gain? What is missing for them? What motivates them?

engineering


Roles: 1.Storyteller 2.Interviewer 3.Recorder 4.Listeners


unpack

term used for action of discussing all outcomes or discoveries made during an investigation or research.


Deep Dive Interviews Entice

Guide Questions:

Interview time 5 minutes great, 10 minutes awesome. Following are questions to help you structure your interview, however, the most important thing is to create a conversation. Avoid yes and no answers. Tips to get deeper information: Tell me more, Explain that better, What do you mean by that?

STORY

Engage

Enter

• Tell me about… • How did you find x /get to x? • What did you like most, dislike most about your experience? • [Dig deeper into a theme from above] What did you, How did you, Why did you? • [Dig deeper from above] Since you mentioned XYZ, that raises the question of… • In a word/number how would you describe your experience? • Alternative A. If you were going to compare us to a brand (analogies: cars or food) which and WHY? • Alternative B. Rate your experience between 1-10 (10 mind-blowing)… and WHY? • Given what you know now, what would you recommend or do different next time.

WHO

What do you know about this person(s)

team name

Exit

WHAT

Extend

What did they say? Capture quotes, stories, important themes and your own thoughts. eg: “We really wanted to get more into the real Puerto Rican culture but it feels like everything is made for tourist.”

1. unpack your notes to WHO and WHAT 2. after you unpack and review notes, look at main themes and identify what is the PAIN and what are they looking to GAIN 3. separately, identify 7-10 key moments of the story and number them (sequentially)

theme 1. 2 3.

Name, Age, Family, Work, Likes, Hangs Out, Lives, Drives

If you can; take a selfie!

GAINS

PAINS What “pains” or problems does this person have as it relates to the challenge? What is frustrating or disappointing them? What problem would they like addressed?

This is an IDEAengineering(TM( worksheet created by SeriouslyCreative to support genius thinkers and corporate disrupters of all kinds.

What does this person seek to satisfy? What do they wish to gain? What is missing for them? What motivates them?

engineering


Investigate (understand the problem)

journey mapping


touch point

a specific moment of contact between customer and the business or organization. specifically used when using journey maps.


Journey Map Entice (Before)

team name and theme

Map out your experience. Think of different moments, events or interactions. Place events high on the table if they are positive, or low under the central line if they were “not so great�. On the line goes for average ratings. Make sure that you see the difference between events. That you recognize how good or bad they were according to where they were placed.

Enter (Start)

Engage (During)

Exit (Closing)

Extend (Follow Up)

+

2

1

6 and map them by 1. bring story moments rating them and positioning them 9 3 according to how positive (high) they felt and negative (most frustrating) 2. see lowest moments and re-validate what is not working (PAIN) 8 3. By solving that PAIN, what are they looking to GAIN? 5 4. Come up with a quote from the customer 7 that summarizes their POV (point of view) 4

This is an IDEAengineering(TM( worksheet created by SeriouslyCreative to support genius thinkers and corporate disrupters of all kinds.

10


Investigate (Re-frame the Challenge)

Persona (bringing it all together)


persona

human centered profile representing the point of view of that who we are designing solutions for


Persona

team and theme Name

Javier [el bombillo] Martinez

Point of View Write a quote that helps us understand this persons point of view as it relates to the challenge

A one liner that describes their point of view regarding the issue at hand.

Stop asking me for ideas if you’re not going to do anything with them or involve me in the implementation.

Draw this person here.

Description

Name that describes them in context of theme

Name or Title we can use to refer to this person. Titles should help us define this character. ie. “Technology Adverse Shopper”

Image that captures the person we are solving for

organizational support

E L PainsP M A X

Describe the person here. Add details relevant to the challenge you are working on like age, profession, location as well as hobbies, interests… (think facebook profile)

E

What “pains” or problems does this person have as it relates to the challenge? What is frustrating or disappointing them? What problem would they like addressed?

a little more about them work, status, hobbies, i.e. young, talented, Gains creative, reads and listens interests to podcasts. has young kids and appreciates time with them. wants to make sure that time spent in office is productive and worth it.

What is not working or is frustrating

Not motivated to give ideas any more.

What does this person seek? What do they wish to gain? What are they seeking to satisfy? What is missing for them? What motivates them?

What are they seeking?

Feeling valued. Appreciation. Recognition for ideas.

This is an IDEAengineering(TM( worksheet created by SeriouslyCreative to support genius thinkers and corporate disrupters of all kinds.


Persona

team and theme Name

Lucas OMG

Point of View Write a quote that helps us understand this persons point of view as it relates to the challenge

A one liner that describes their point of view regarding the issue at hand.

E L P M A X Pains

Seriously? It’s 2018! Do we really need to have this much stuff in paper?

Draw this person here.

Description

Name that describes them in context of theme

Name or Title we can use to refer to this person. Titles should help us define this character. ie. “Technology Adverse Shopper”

Image that captures the person we are solving for

operaciones

Describe the person here. Add details relevant to the challenge you are working on like age, profession, location as well as hobbies, interests… (think facebook profile)

E

What “pains” or problems does this person have as it relates to the challenge? What is frustrating or disappointing them? What problem would they like addressed?

a little more about them work, status, hobbies, i.e. tech friendly. has Gains on his phone. interests everything very productive. values time

What is not working or is frustrating Too much paper Takes too long, not efficient for me or client

What does this person seek? What do they wish to gain? What are they seeking to satisfy? What is missing for them? What motivates them?

management. likes going to the gym and being with family.

What are they seeking?

Be productive, efficient Timely client service

This is an IDEAengineering(TM( worksheet created by SeriouslyCreative to support genius thinkers and corporate disrupters of all kinds.

Areas of Opportunity automatization 1. assess process 2. identify duplicity 3. go paperless 4.


The method to the madness.


Design Ideas

ideate . SCAMPER . leapfrog . cue words . role storming


UP All and any idea Think outside the box DIVERGENT

…then…

DOWN make choices, use judgement CONVERGENT


Avoid “Yes, but”. Push for

Yes, and… Quantity over Quality (for now)


Post-it Note 101 one idea per note headline (not paragraphs) add visuals


develop ideas a mess of possibilities


scamper

simplify combine amplify eliminate


develop ideas cue words

simplify publication research journalism data content distribution mailing healthcare watching information demographics outreach print online connect

technology platforms events pathways physical society higher education motivator engineers status apply brands switch door to door show
 skills
 date test community accumulate entrepreneurship access


develop ideas cue words (2)

ethical culture countries controversial welfare fund language loyalty coop government productive learning trading

retail women minorities economy needs construction algorithm habits children concierge research Buzzfeed anywhere

evangelists ready made right place at the right time domestic Amazon
 fashion
 Tourism transparency


develop ideas rolestorming

•doctor •astronaut •DJ •Madonna •Oprah •Steve Jobs •Disney •olympic athlete •mom •game show •teacher •kid, etc….


develop ideas CLUSTER into similar themes A B C D


3 I’s - Converge (Prioritizing Tool) 1.It is IMPORTANT 2.We have INFLUENCE 3.With a little INNOVATION we could improve things


develop ideas individual voting with criteria + 3I’s + E

A

B

C

D


idea round robin

round 1 1. 2. 3. 4.

adopt top ideas, put on napkin pitch and bring to table draw your idea on the back of napkin pitch write summary (DO NOT GO BEYOND SUMMARY) pitch idea (use your drawing to explain back to the group).

round 2 1. 2. 3. 4. 5.

pass idea to the right: person who gets it, finds barriers for idea (yes but…) pass idea to the right: person who gets it, finds solutions /ways around the barrier. pass idea to the right: person who gets it looks at the entire concept and thinks of what we must have in mind before we move forward. pitch everything back to the group and re-prioritize using 3I’s and E. make your selection for the top idea.

YES! Let’s move the idea forward.


The method to the madness.


Experiment & Activate

Prototype make it concrete


prototype

the action of making an idea concrete though a preliminary model. it can be done through drawing, story boarding, 3D model or even role playing. this is done to gain better understanding of how the idea works, explain test it with other customers or stakeholders.


Build a Prototype - PDCA


feedback tool a productive way to discuss ideas

I like I love I wonder/I worry


The method to the madness.


Experiment & Activate

•test concepts w people •validate assumptions •sprints


assumption

something that you assume to be true. this is something that would need to be clarified, verified or validated before moving forward.


ACTIO N ACC Id “The va

lue of a

1

Validate/PDCA •What is the focus of this idea? •What problem is it solving? •Which users/clients must be taken into consideration? •Which features must be considered? •How are or have others tried to solve this problem? •Why have these approaches succeeded or failed? •How many specific benefits can you think of that this solution provides? •Does this idea already exist? If it does how is this approach different? •Who is our competition? (internal/external) •What/Who could be our barriers to getting this done? •What resources/access do we need in order to get this done? •Who could be our ally/partner/influencer/ambassador in moving this forward? •How might this solution scale or grow? •What would be our MVP (minimum viable product?) •Who could we partner with to maximize this effort? •How could this align with our vision, mission, values etc?

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activate GSD

Bias Towards Action


PM tools to consider SCRUM KANBAN


our why We believe in the power & willingness of people to work together, think beyond and create products and services that drive sustainable growth bringing value to the world.


areas we work in

1

Experience & Service Design

3

Organizational Change

2

Strategy, Research & Innovation

4

Employee Engagement


1511 Ave Juan Ponce de Leon, Plaza Ciudadela/La Capilla - Suite 2, Santurce, Puerto Rico 00909 Tel. 787-283-6077 hello@seriouslycreative.com seriouslycreative[dot]com

Learn design thinking ebook 2018  

Welcome IDEAengineers! Here's the follow up Ebook to SeriouslyCreative's IDEAengineering™ One Day Workshop.

Learn design thinking ebook 2018  

Welcome IDEAengineers! Here's the follow up Ebook to SeriouslyCreative's IDEAengineering™ One Day Workshop.

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