Banny Banerjee, Stanford University

Banny Banerjee

Banny Banerjee, Stanford University

Design Thinking based Co-Creation: An approach to tackle complex challenges

Text

Banny Banerjee, Stanford University

“Innovation is now recognized as the single most important ingredient in any modern economy..”

Banny Banerjee, Stanford University

EXISTING OFFERINGS

NEW OFFERINGS

EXISTING USERS

NEW USERS

Banny Banerjee, Stanford University

Artifacts, Expressions

Experiences Services

Systems

Strategies

Transforma- tions

Visions

Solutions to pre-determined problems

Problem Definition & Transformative action

Banny Banerjee, Stanford University

Design Thinking

A process to rapidly generate innovative solutions, strategies, systems,and paradigms.

Banny Banerjee, Stanford University

Design Thinking is being used to address a highly diverse set of questions…

Banny Banerjee, Stanford University What is the future of mobile technology?

Motorola

Banny Banerjee, Stanford University

HOW MIGHT WE CREATE NEW MODELS FOR MINING THAT LEAVE COMMUNITIES IN BETTER CONDITION THAN BEFORE WE ENTERED?

Global Mining Company Expanding Operations in Africa

Banny Banerjee, Stanford University

HOW MIGHT WE MAKE OUR PRODUCT DEVELOPMENT PROCESS (AND OUR CULTURE) MORE INNOVATIVE?

Global Automobile Manufacturer, Japan

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Co-Creation

A creative collaboration between diverse stakeholders to define, clarify, create, and realize visions that provide value in a deeper sense

Banny Banerjee, Stanford University

Co-creation at all levels

Co-creation within organizations/teams Co-creation across stake-holders Trans-disciplinary co-creation Trans-Agency co-creation Co-creation with end user

Banny Banerjee, Stanford University

Mindfulness

Doing the right thing

Doing things right

Creating the Future

Managing the Present

Looking through the windshield

Looking in the rear view mirror

Value Creation

Value Capture

Synthesis based strategic decisions

Analysis based strategic decisions

Using induction, abduction, retroduction, situated cognition

Using pure logic and evaluative deduction

Platforms and Paradigms Solutions

Rapid Prototyping: inexpensive way to eliminate risk; think through doing

Think it all through before acting/investing

T-Shaped thinking

Expertise in a single discipline

Impact, diffusion rates, enduring value

Elegance

Co-creation and trans-disciplinary processes

Celebrate individual effort and lone genius

Banny Banerjee, Stanford University

Social, Cultural, Economic & Environmental issues

Technology Human

Business

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

doing the right thing doing things right

Intentionality

Implications

Design Solutions & Expressions

Banny Banerjee, Stanford University

FOG

QUEST

MOVIE

PAINT BY NUMBERS

PROCESS OUTCOME

PROCESS OUTCOME

PROCESS OUTCOME

PROCESS OUTCOME

Banny Banerjee, Stanford University

GENERAL AREA OF NEED

FOCUSSED AREA OF NEED

CLARIFIED INTENTIONALITY

DESIGN EXPLORATION

DESIGN EXPRESSION

Banny Banerjee, Stanford University CONCRETE

ABSTRACT

ACTUALIZE

IMMERSION

DATA GATHERING (QUALITATIVE)

CURATION

REFLECTION

EVALUATIONS DECISIONS

PROTOTYPING HELICAL COGNITION

CONCEPT INSTANCES

CONCEPT SPACE ABDUCTION RETRODUCTION

STRATEGY SELECTION DECISIONS

ABSTRACT OPERATIONS

FRAMEWORKS SYNTHESIS

EDUCTION

ANALYSIS INDUCTION DEDUCTION

PROBLEM SOLUTION

Banny Banerjee, Stanford University

Sense Making: Framing

Eduction and Synthesis

Understanding, Seeking Insights

Strategic Visions, Directions

Design Solutions Tangible Plans Implementation

Banny Banerjee, Stanford University

CONCRETE

ABSTRACT

ACTUALIZE

IMMERSION

DATA GATHERING (QUALITATIVE)

CURATION

REFLECTION

EVALUATIONS DECISIONS

PROTOTYPING HELICAL COGNITION

CONCEPT INSTANCES

CONCEPT SPACE ABDUCTION RETRODUCTION

STRATEGY SELECTION DECISIONS

ABSTRACT OPERATIONS

FRAMEWORKS SYNTHESIS

EDUCTION

ANALYSIS INDUCTION DEDUCTION

PROBLEM SOLUTION

PROBLEM GENERATION

PROBLEM DEFINITION

SOLUTION GENERATION

SOLUTION DEFINITION

Banny Banerjee, Stanford University

Empathy

Banny Banerjee, Stanford University

DO

SAY

FEEL

THINK

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Understanding User Needs explicit can and will state them

tacit can but won’t state them

implicit can’t state them

latent don’t exist yet, but will

no bruising, less pain

use it discreetly

use it in her sleep

to feel more ‘normal’

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Patterns of behavior

Banny Banerjee, Stanford University

Analogous cases

Institute for Healthcare Improvement

Emergency care Nascar analogy:

Rapid response teams

Anticipation of unpredictable events

Flexible but specialist roles

Insights about “repair kits”

Banny Banerjee, Stanford University

Achieve shared empathy and a common vocabulary

Share Stories

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Operational Design to “Design Thinking”

Banny Banerjee, Stanford University

Multi-disciplinary collaborations

Banny Banerjee, Stanford University

Trans-discipline: Optimization for a class of problem & effective collaboration

Copyright Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Meta-Discipline: A strategy for the future of design

Banny Banerjee, Stanford University

Thank You

Banny Banerjee, Stanford University

1. Identity

Banny Banerjee, Stanford University

2. Capability Experience with design thinking and integrated systems thinking

3. Impact Mindedness

Engagement: New types of engagement : Take Design Thinking to the world

New institute called the d.school

4. Radical Co-creation

Banny Banerjee, Stanford University

abstract

frameworks

observations

synthesis

• insights

opportunities

now future

current product concepts concrete

• design principles • design levers

Banny Banerjee, Stanford University

Different Cognitive Modes Different attitudinal stance A process that ensures innovation A culture that fosters innovation A culture of radical co-creation

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Abductive, Retroductive

Inductive

Deductive

Eduction, Synthesis

•  Collaborative thinking •  Process mindedness •  Holistic, multi-disciplinary •  Human centered need finding •  Technology factors, business factors •  Systems thinking •  Synthesis, sense-making •  Rapid concept generation •  Envisioning •  Rapid prototyping •  Visualizing, storytelling •  Catalyzing intelligent decision making •  Strategizing, road-mapping •  Realizing •  Storytelling •  Managing transformation

Designer Complex

Holistic Proactive

Integrative Empathic

Banny Banerjee, Stanford University

Hands-on integrative processes

Purely mental processes

Banny Banerjee, Stanford University

Imagination & creative systems thinking

Using pure logic and evaluative deduction

Banny Banerjee, Stanford University

Bottom up Breadth first

Top Down Depth First

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Banny Banerjee, Stanford University

Immerse Observe Synthe- size Frame Imple-

ment

Strategize

Prototype

Ideate

Test

Banny Banerjee, Stanford University

DESIGN PROCESS

Banny Banerjee, Stanford University

•  Creating world class Designers and Design Leaders

•  New methodologies, tools for the design field

•  Bringing “design thinking” to other disciplines •  Multidisciplinary team based experiences

Stanford Design

Program

Hasso Plattner Institute of Design