wahine forum 2017 - hawaii business magazine€¦ · wahine forum 2017 renée mckaskle svp, cio...

1 © Hitachi Vantara Corporation 2017. All Rights Reserved 1 © Hitachi Vantara Corporation 2017. All Rights Reserved

Design Thinking: A Strategy for Innovation & Empathy Wahine Forum 2017

Renée McKaskle SVP, CIO Hitachi Vantara October 26, 2017

2 © Hitachi Vantara Corporation 2017. All Rights Reserved

Have you ever asked yourself . . .?

How do I get myself unstuck … and show others how to do the same?

How do I find patterns and clues others don’t realize … be innovative?

Design Thinking is a way of reframing the way you look at the world. And most importantly, it is steeped in the idea of Empathy.

© Hitachi Vantara Corporation 2017. All Rights Reserved


What is Design Thinking?

Source: ExperiencePoint

Design thinking is about accelerating innovation to create better solutions to the challenges facing business and society.

It starts with people - what we call human centered design - and applies to the creative tools of design, like storytelling, prototyping, and experimentation to deliver new breakthrough innovations.

– TIM BROWN, CEO, IDEO CHANGE BY DESIGN



Building Innovation Muscle

§  Deep-rooted desire to know more

§  Must be curious

§  Be creative and courageous

§  Be willing to be a path finder or path creator

§  Ultimately be a problem solver



Design Thinking Steps

1.  REFRAME – See the hidden, step back and relook •  Are you making assumptions that prevent you from uncovering the real problem?

2.  COLLABORATE – Embrace differences and encourage different perspectives. 3.  UNDERSTANDING – Know the person behind your “customer”

•  Gain a deeper insight into your customers’ behavior, uncovering their real needs and values.

4.  IDEA – No idea is too crazy, rapid fire brainstorm (this will feel uncomfortable at first ); 10-15 ideas per person in 10 minutes. •  Ask a wacky question, “What is an idea involving food?”

5.  PROTOTYPE – Test it out, use low cost, low tech materials; role-play and seek instantaneous feedback.

1

2

3

4

5

REFRAME

COLLABORATE

UNDERSTANDING

IDEA

PROTOTYPE

See the hidden, step back and relook §  Are you making assumptions that prevent you from uncovering the real problem?

Embrace differences and encourage different perspectives

Know the person behind your “customer” §  Gain a deeper insight into your customers’ behavior, uncovering their

real needs and values.

No idea is too crazy, rapid fire brainstorm (this will feel uncomfortable at first); 10-15 ideas per person in 10 minutes §  Ask a wacky question, “What is an idea involving food?”

Test it out, use low cost, low tech materials; role-play and seek instantaneous feedback



Innovative Women

Anandibai Joshi

Rosie Bonavita

Rell Kapoliokaʻehukai Sunn

Queen Kaʻahumanu Billie Jean King



Want to learn more about Design Thinking?

§  https://dschool.stanford.edu/resources/getting-started-with-design-thinking

§  http://mitsloan.mit.edu/newsroom/articles/design-thinking-explained/

§  https://harvardmagazine.com/2013/01/the-business-of-design-thinking

§  https://www.id.iit.edu/news/patrick-whitney-design-visionary-businessweek/



Your Innovation Muscle

Creativity is a science and by following specific brainstorming workouts, you will increase both the quality and quantity of your ideas, benefitting you, business and society. You will become a Design Thinker



Design thinking principles More of… Less of…

Questioning §  Question long held assumptions §  Place users at the center of work §  Replace proposed solutions with broad questions

§  Lead with solutions in mind §  Protect existing solutions §  Consider benefit to organization only

Empathy §  Acknowledge and mute assumptions about users §  Leave the building! Conduct direct, qualitative research §  Capture and report observations, not interpretations

§  Judge user behavior §  Assume we know what the user wants §  Asking users closed questions

Inspire New Thinking

§  Seek extreme subjects as research candidates §  Conduct purposeful site visits of analogous situations

§  Relying on surveys or focus groups §  Focusing on the average user

Radical Collaboration

§  Invite participation and perspectives from different profiles, departments, and backgrounds

§  Generate many ideas quickly, building on ideas of others §  Generate wild ideas §  Incorporate visuals in brainstorms

§  Judge ideas of others or debate ideas as they are presented §  Suggest only ideas that we know will work

Explore Potential §  Focus on and select ideas with the greatest potential to connect with user needs §  Focus on ideas we know will work because they have worked before

Build to Think §  Prototype ideas quickly and seek feedback §  Test aspects of ideas with the generative intent to learn and grow them §  Test aspects of ideas by introducing changes into users environments §  Provide feedback to others in a generative way (I like, I like, I wonder…)

§  Create implementation plans without prototyping or experimentation §  Plan what prototypes will look like through discussion §  Seek validation of ideas before learning and evolving them §  Ask and trust what people say they would do

Expected Outcomes: Behavior Change

© Hitachi Vantara Corporation 2017. All Rights Reserved Source: ExperiencePoint


Design thinking process Leading indicators of success Lagging indicators of success

Define the Challenge

§  When challenges and solutions are proposed, responds with “why?”; “what’s stopping us from doing that now?”; and “who is our user?” questions

§  Proposed solutions converted to questions §  Projects begin with clearly defined “How might we…?” challenges that identify

a user and the imagined benefit to them in very broad terms

Observe People §  Identify extreme users and analogous scenarios for challenges and projects §  Conduct in-situation interviews to uncover user needs

§  Documented observations of extreme user behavior §  Documented observations of analogous scenarios

Form Insights §  Divergently form many hypothetical insights about user behavior §  Converge around refined insights according to what is authentic; non-obvious; and

revealing

§  Uncovered new insight about user behavior that inspires new thinking (i.e. forces the business to approach the problem differently than current practice)

Frame Opportunities

§  Explore the overlap between user insights and organizational capability and strategy

§  Brainstorms begin with more narrowly focused, user-centered “How might we…?” questions

Brainstorm Ideas §  Divergently brainstorm many ideas (guideline of 11 ideas per participant every 10 minutes)

§  Brainstorms include many ideas that are currently impossible or otherwise wild

§  Product of 2-3 ideas that project sponsors deem to warrant testing

Try Experiments §  Feedback sought on prototypes of ideas are produced requiring minimal investment (guideline 0$, <15 minutes)

§  New ideas are tested with minimal investment (guideline of <$100 USD, <1 hour)

§  New learning about user behavior §  New learning about what is required for a new idea to succeed §  New idea launched, resulting in desired outcome (e.g. new revenue; cost

savings; customer acquisition; improved customer/employee engagement ratings; increased talent retention; etc)

Successes

© Hitachi Vantara Corporation 2017. All Rights Reserved Source: ExperiencePoint

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