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Design Thinking Comes of Age. There’s a shift under way in large organizations, one that puts design much closer to the center of the enterprise.

Design Thinking Comes of Age

But the shift isn’t about aesthetics. It’s about applying the principles of design to the way people work. This new approach is in large part a response to the increasing complexity of modern technology and modern business. That complexity takes many forms. Sometimes software is at the center of a product and needs to be integrated with hardware (itself a complex task) and made intuitive and simple from the user’s point of view (another difficult challenge).

I could list a dozen other types of complexity that businesses grapple with every day. A set of principles collectively known as design thinking—empathy with users, a discipline of prototyping, and tolerance for failure chief among them—is the best tool we have for creating those kinds of interactions and developing a responsive, flexible organizational culture. SVID on Twitter: "Idag är @SVID Ocean Observations @ocean_sthlm och @ExperioLab på plats i Riksdagen för att prata design. Vi ses där!" SVID sur Twitter : "Följ #Peoplepoweredfuture via LinkedIn. Massor med saker på gång redan nu #ppfdesign... Lisa Lindström sur Twitter : "@smodig @lex_crawford såklart:... Tusentips.se on Twitter: "Nytt innovationstips: Myndigheterna som förstår kundnytta på riktigt - #innovation #ledarskap #hrsve"

Årets finalister - offentligarummet. Årets finalister är: Ersättningskollen, Försäkringskassan och försäkringsbolagen Ersättningskollen är en användarvänlig digital tjänst som ger människor en uppfattning om sitt totala försäkringsskydd om man skulle råka ut för en olycka eller bli sjuk.

Årets finalister - offentligarummet

Tjänsten är ett exempel på ett modigt samarbete mellan privat och offentlig sektor, där brukarnyttan stått i fokus för samarbetet. Det här är också ett bra exempel på behovsdriven utveckling med en helt ny tjänst där besökarsiffrorna tydligt visar att detta är efterfrågat. Juryns motivering:Juryn är mycket imponerad av genomförandet som är smart, enkelt, begripligt och med stort brukarfokus Det är enkelt att se hur tjänsten skulle kunna ta flera steg framåt, t ex när man med hjälp av e-leg också kan få reda på exakt vilka försäkringar man egentligen har och därmed också få mer exakta siffror på samlade ersättningsnivåer och effekter av eventuella kompletteringar av försäkringsskyddet.

Experio Lab, Landstinget i Värmland. #Folklabbet on Twitter: "Läs mer om de olika alternativen och var med och rösta här: #folklabbet #almedalen2015 #designlabb #svpol" Design Thinking for Business Innovation. Creating Relevance by Design. Witter / ? Stage-Gate and Design Thinking – BFF’s or Frenemies? The Stage-Gate process and Design Thinking process are two very different ways to approach innovation and many people subscribe to either one process or the other.

Stage-Gate and Design Thinking – BFF’s or Frenemies?

They are matched up and pitted against each other in a cordial way. In other words, they become frenemies. But like most things in life it’s not so much and “either/or” decision, but a “both/and” decision. Both processes have strengths and weaknesses and can play off each other in a powerful way. They become B.F.F.’s. Stage-Gate is a wonderfully linear process and works just like it sounds – there are stages followed by gates where progress is assessed before moving on.

The Design Thinking process is much different. Let’s start with Design Thinking. Stage-Gate is best to use when trying to achieve incremental innovation; you’re not trying to invent the next big market, but simply trying to get some more mileage out of your current portfolio (think line extensions). Stage-Gate can make a nice follow-up to Design Thinking. Our Process Told as our Team's Timeline. **As of 2/7/2012 9:30 PM this our process..

Our Process Told as our Team's Timeline

Agile Discovers a Solution Lean Startup Discovers a Problem Design Thinking Discovers Customers Lean Discovers Efficiency At first we were an Agile Software Development team that used Lean Software Development management principles. We would come up with ideas and iterate towards a working prototype with minimal waste. However, after some failures we realized that we were often iterating to nowhere. We were pushing ideas out that nobody cared to receive. We began designing and building experiments that were Minimum Viable Products to subjectively measure and learn about our ideas and the problems we were attempting to solve. For months we successfully conducted focused experiments in coordination with other teams, and when we found a success the other team would pull it into their delivery pipeline. Now we gain empathy for our customers to discover who they truly are, what their lives are like, and what their biggest problems are.

‎www.iftf.org/uploads/media/GovFuturesLab_Toolkit.pdf.