Designing solutions in Ecosystem based companies
Index
Introduc)on Ecosystems: Product Service System environment
Design Process Explora)on Idea)on Prototyping Implementa)on Conclusions Bibliography
Introduction In this document we draw a process with the aim to foster radical innovation in companies. It is not focused in an specific department but how can everyone in the company be more user/ market/customer oriented and create new solutions. We understand companies like Ecosystems where ideas flow and everyone has the ability to innovate thanks to the team development. This is a process based in experimentation tools to develop human centered approach among people in the company. The process is defined and it explains several tools to use, some of them have additional templates for you to use and experiment by yourself. You are brave enough to start, enjoy!
Ecosystems: new playground for design In our ever-‐changing world, companies look like constantly forced to reinvent themselves in order to be successful. Companies and people that embrace naturally this reinven=on process, and not the ones that are forced to do that, are those that are able to understand the complexity and create sustainable innova=ons and real impact in their surroundings. Based on this we consider that organiza=ons are live-‐systems that learn and change to adapt in a more and more open and global environments. e strongly believe that the companies that specially take care on designing this ecosystem are richer and fer=le in crea=ng new solu=ons. For this reason we put in the basis of our model the way of design the organiza=on or maybe beBer called ecosystem (with all the elements of the organiza=on as a living-‐ system). It can generate controversy to consider that the Strategy comes late We can say that yes, the WHY (strategy) comes earlier than the HOW (organiza=on/system); but the change in organiza=on we are looking for requires deep change in the way of being (how) to create constantly new products, new solu=ons with radically different strategies. Everything turns around the people, and it is the link with WHY we do things, HOW we do and WHAT we do. We need to design the best environment to make people feel courageous, with an entrepreneurial aQtude, crea=ng new opportuni=es with customers and connected with their own strategy Everything relies on “people designing solu=ons to other people”. Star=ng from this DOT, we work to design solu=ons based in a deeper understanding of peopleʼs needs (from inside and outside company) and we merge strategy, organiza=on and product/service design to foster people of the company delivering innova=ve solu=ons for people needs. To tackle peopleʼs needs and design innova=ve products and services, we need more than implement different tools and processes. We design the organiza=on and the strategy differently to create a sustainable ecosystem
that creates innova=ve solu=ons. Intrapreneurial teams characterized by flexibility, innova=on, and risk taking; aligned with the company strategy, really connected with the company´s why are the key players in this new scenario. Teams that get a deep understanding of the customer needs, and co-‐create with them new solu=ons. Teams that contribute to define the general strategy of the company; specially the why of the company that connects emo=onally with clients. This intrapreneurial teams are the ones crea=ng the future of the company empowering them to look for new solu=ons. Crea=ng a rooted culture that encourages innova=on, that fosters crea=vity, experimenta=on and people have a special aQtude and excitement to possibility of building new solu=ons is the way to answer to the new paradigm. Designing a Connected Company, open to collaborate and innovate with other organiza=ons and others disciplines. This characteris=cs and others aim to fast track product and service development to take advantage of a new opportunity or to assess feasibility of a new business.
Ecosystem design
Product Service System Explora)on
Idea)on
Prototyping
Implementa)on
Strategy design Why do we do
How do we do
What do we do
Business model strategy
How organic understanding of design in a company can foster innova=on
Organization design Organiza)onal Structure
Innova)on Culture
Intrapreneurship
Customer Orienta)on
DOT S.coop
February 2014
Ecosystem design: Product Service System
Product Service System Explora)on
Idea)on
Prototyping
Our focus
Implementa)on Understanding the whole complexity of a company we will be focusing in a design process of a Product Service System. Understanding how to reach beBer the users, understand them and be able to create real value.
Strategy design Why do we do
How do we do
What do we do
Organization design Organiza)onal Structure
Innova)on Culture
Intrapreneurship
Customer Orienta)on
Characteristics Product In the types of product that a consumer can buy, there are two types of elements that are valued. One side, the atributes of the product and on the other side the previous comparison before buying the product or physcologycal values of the product. Thus, according to their purchasing behavior or personal mo=vators , can turn a product one kind or another . Convenience products (habitual consump=on with very high sales volumes). Compared p u r c h a s e p r o d u c t s a r e l e s s c o m m o n consump=on than convenience products , with lower margin market. For purchasing decision of this products , price aspects have been considered, quality and style. Specialized Products, unique characteris=cs aBributed to the high brand value . Emergency Products , when the consumer is looking for a product in an unexpected and emergency situa=ons , so there is no comparison to any previous purchase. Unexpected products , the consumer faces d e c i s i o n t o p u r c h a s e t h e s e p r o d u c t s unexpectedly , and normally , as a result of an ac=on of the market , an unexpected event, an offer or a new law. For such products , the market persuasion becomes very important.
Service Due to the intangible characteris=c of the services, they can not be perceived by the senses, before the consump=on. Simultanely, describes the inseparability of produc=on and consump=on of services. For this reason it is necessary the interac=on between the person who produces service, and those who consume it . Perishable characteris=c, their inability to be kept or stored, if a service is not is consumed at that moment is lost.
Product Service System (PSS) Product -‐ Service Systems ( Product Service System ) are those that feature both products , as well as services that answer to specific needs of a person or group. In order to design a PSS , we must take into account that these systems can be offered by a single source , or mul=ple coordinated. The PSS underlies a change in a company percep=on. While historically the produc=on and selling products was the backbone of companies, =mes have changed the model to sa=sfy the user needs. The European Union funded a project to develop a methodology about Product Service System (MEPSS -‐ Methodology for Product Services Systems, hBp://www.mepss.nl ) . In this study , there can be differen=ate the different types of PSS according to importance of the tangible elements of the system (products ) and intangible items or services. The methodology is focused on the design and selling interconected products and services and the effort to visualize, analyze and manage the different actors and stakeholders of the system.
by DAKIT DESIGN SL
PSS relation matrix Which is the role of the service in PSS?
Tangible
PSS Product Product oriented PSS Usage oriented PSS Outcome oriented PSS
User oriented PSS
Pure Services
Intangible
Services -‐-‐-‐-‐-‐-‐-‐ The service complements the product The service replaces the product The service replaces the product The service influences the user -‐-‐-‐-‐-‐-‐-‐
Who is the owner of the product?
Products Consumer
Types of PSS
PSS Longer product life (guarantee, manteinance….) End of the product life (recycling, reuse…)
Consumer
Individual use: ren=ng, leasing… Collec=ve use: Sharing, polling…
Supplier
Hiring
Supplier
Knowledge based (tutorials) Informa=onbased (consul=ng)
Consumer -‐-‐-‐-‐-‐-‐-‐
-‐-‐-‐-‐-‐-‐-‐
Adapted by DAKIT DESIGN SL based on: MEPSS-‐Methodology for Product Services Systems, hEp://www.mepss.nl ECO Design Infoknoten, Product Service Systems
Examples Nespresso
Nespresso sells the machine, the capsules and offers a guarantee service and recycling service for the users. Everything is connected through the shops .
Lego
Lego sells the bricks and toys but also they have developed a wide range of services related to educa=on and technology (example: Lego serious play)
The Design Process
Think dierent, think like a designer Design is probably one of the most evolving and changing disciplines in the XXI.century. The changing environment, new ways of communicating, doing and building connected with the global challenges we are facing made the design a tool to merge different disciplines to give birth to new solutions and ideas. There are many ways to design, and many variations in the design discipline too. Nevertheless we will be focusing our process to design new solutions for users from Design Thinking methodology. Design Thinking offers a wide bunch of tools and ways of working that foster new idea generation and creativity. The concept comes from Tim Brown (CEO and president of IDEO) and it has become a trend due to the impact it generated in innovation understanding. One of the main benefits of Design Thinking is the way it merged Business Discipline with Design Discipline and the easy and common sense tools and methodologies it provides to do things differently.
Business Â
*
Design Â
“If I had one hour to save the world Innova)on I will spend 55 minutes to define the problem”. – Albert Einstein
Goo deep into Human One of the main characteristics of Design Thinking is the fact that uses Human Centered approach to innovate in products and services. It puts special emphasis to understand the users, their aspirations, their habits, fears… Going deep into this and following an iterative design process it provides the perfect methodology to create value for the users.
5 Important Keys Viability ü Empathy: Devote yourself to the user. ü Mul)disciplinary: Many ways of understanding the reality make it richer. ü Crea)vity: Build on the ideas of others ü Itera)ve: Fail oben and fail early. ü Think and communicate visually
Business
Desirability Human
Feasibility Technology
Innova)on
Product Design and Development by Karl T. Ulrich and Steven D. Eppinger (McGraw-‐Hill 1995)
hBp://www.designthinkingforeducators.com/design-‐thinking/
The d.school/D-‐School Design Thinking Process
The squiggle, Damien Newman
Many ways to draw the process There are thousand ways of calling the different phases of Design Thinking, but we are always talking about the same approach
The process we are following
Explora)on
Idea)on
Prototyping
Implementa)on
A
B According to our way of doing and understanding the company ecosystem we defined this process to follow, this is not new, as we have seen previously there are many ways to represent the Design Thinking process and this is the one we chose to go deep into the process. We will follow the converging and diverging process in each step tp get the key insights.
This process helps you to get over the blocks.
Less words, more work
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EXPLORATION Take your time to look around
The research must be designed too. Collect Thoughts: As a team, your first step will be to talk about the design challenge you choose to work on. You’ll collect and write down thoughts about your challenge. Your team will discuss how you can refine the challenge if it feels too broad, or too specific. Objec)ve of the service: Define the objec=ves of the service from an organiza=on point of view and from market needs. What does the organiza=on offer? What do the users need? Service Context: Understand the service context. Which are the barriers? Look deep into the market trends to have a general overview. Service promise: Define the match of the organisa=on promise and the user needs sa=sfac=on. Success criterias: Define what will happen if the service succes.
TOOL: context and objec=ve template
We need qualitative insights USER / CUSTOMER Past experiences Expecta=ons Needs / Desires / Aspira=ons / Habits Extrem users & non-‐users COMPETENCE What do they offer? How do they do it? Pricing model What do they communicate? DIFFERENT SOLUTIONS TO THE SAME PROBLEM AREA LAW / POLICY / REGULATIONS
As we have seen Design Thinking process is based in an empathic and User Centered approach. According to that, we need to look for qualita=ve insignts, clues that give some light about user’s habbits, feelings, emo=ons, percep=ons… This research must be designed to look at the problem in a different way. For that, we need to define very well what do we want to know.
What do we want to know
We have to define which are the key informa=on we want to know.
Interviewing actors in the service We need to define who do we want to interview. Habitually in a service we have different type of actors to take informa=on from. Users, employees, stakeholders… each of them will give us different point of view and different informa=on. Beforehand we have to define what do we want from each actor and focus in order to focus de research.
TOOL: Research ques=ons
Personas Play to who is who If we have to design for people we have to know them, their jobs, families, habits… If we make them part of our life’s we will think about them , we will get to know their tastes so it will be easier to design solu=ons for them. It is really helpful to create a common understanding in the team, common way to see the user. ARer doing the research of personas we need to define the paSerns to see who are the ones we are designin for, the personas exercise helps for that. We define her/his story, skills, dreams, fears… in order to have a general overview.
TOOL: Personas
Personas tool used for KALON project done by ARTEKLAB, DAKIT DESIGN and DOT
Empathy map Going beyond people’s demographic characteris=cs to develop and synthesize a beBer understanding.
TOOL: Empathy map
Inmersion Service Safari Experiencing an exis=ng service yourself, exploring from the point of view of a user and analyzing it.
Desk research Make a broad search with resources available (books, internet, studies, papers, other projects…) in order to gain understanding.
More tools for exploration
Shadowing The researcher makes an immersion in users’, workers’ or other stakeholders’ lives to observe the experiences and how they act.
Actor map
Representa=on of c u s t o m e r , s t a ff , p r o v i d e r s , partners… and the interplay between them.
TOOL: Actor Map
A day in a (week/day) life
Cultural Probes Representa=on of the ac=ons and habits of people in =me, in order to spot the paBerns or interes=ng issues.
Informa=on gathering packages based on user-‐par=cipa=on via self documenta=on.
Contextual Interview Interview that happens in a relevant space and =me frame in order to get deeper informa=on on the research topic.
KEYS FOR INTERVIEWING -‐ Leave preconcep=on in the door. -‐ Use their wording. -‐ Give them =me to process ques=on (Don’t push people) -‐ Go broad at first to understand them as people -‐ Don’t leave without asking your most pressing ques=on. -‐ Be naturally curious-‐push to understand their world. -‐ Ask for examples and stories. -‐ Pay aBen=on to what is not said. -‐ Take a lot of notes -‐ Observe ar=facts and surroundings.
Interview in the train from San Francisco to Palo Alto, doing a research about people’s mood in train journeys.
Interviewer+Interviewed+Observer
Interviewed
Interviewer
Observer
Generative session Session in which many people at the same =me are asked the research ques=ons and the explora=on is done collec=vely.
Define You must begin defining user needs, what goals you plan to accomplish and how you plan on posi=oning yourself within the compe==on.
Design Scope Once we have collected all the date it’s about =me to define the design scope, where are we focusing to ideate? It is helpful to go back and review the first hypothesis and complete with all the insights we got aber the research. Aber opening the explora=on it is =me to close and define the key elements to take into account.
TOOL: Design challenge
Everything begins with and idea
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IDEATION Dive into the impossible
Creativity is a phenomenon whereby something new is created (such as an idea, a joke, an artistic or literary work, a painting or musical composition, a solution, an invention etc.). The ideas and concepts so conceived can then manifest themselves in any number of ways, but most often, they become something we can see, hear, smell, touch, or taste. The range of scholarly interest in creativity includes a multitude of definitions and approaches involving several disciplines; physicoly, cognitive science, education, philosophy, technology, theology, sociology, linguistics, business studies, songwriting and economics , taking in the relationship between creativity and general intelligence, mental and neurological processes associated with creativity, the relationships between personality type and creative ability and between creativity and mental health, the potential for fostering creativity through education and training, especially as augmented by technology, and the application of creative resources to improve the effectiveness of learning and teaching processes. Wikipedia
5 important key elements before to start We all are creative It is within the human nature to be crea=ve, the human being developed during the years overcoming obstacles. It is an skill that can be learned and increases by prac=ce.
Creativity has become one of the most valuable skills The ability to generate new ideas and solu=ons in current ever changing environment is considered one of the key elements to be developed by leaders.
Barriers keeps us from being creative Mental models, social habits, close understandings… are one of the main killers of new ideas. Being in a constant openess to new s=mulous and reali=es gives us food for our thoughts and ideas.
Creativity needs focus Crea=vity doesn’t require a lot of =me, it requires focus and aBen=on. We need to train our brain to look for connec=ons.
There is much more than Brainstorming Although it is a good tool if used appropriately, there are much more tools than a Brainstorming session to foster crea=vity.
The creative process
1. Starting phase 2. Diverging phase 3. Converging phase Diagram: Change by Design
The creative process
Diverging
Converging
Starting point
The defini=on of the star=ng point is the key step of the process. Defining well the right ques=on, problem, framework… is probably half of the answer. There are a number of simple ways to generate alternate problem statements. Subs=tute a word in the problem statement, add words, use the opposite meaning of word, synonyms, anonyms, or a number of other subs=tu=ons.
The creative process Divergence Divergence is the process of thinking broadly, of expanding one's mind, of going places where one does not normally go. In fact it is very much what most people think about when they consider crea=vity. Social varia)on Divergent thinking is very important in crea=vity as the process whereby ideas are generated. Although everyone can do it, some take to it more easily and find idea crea=on (some=mes called ideaLon) both natural and fun.For others, it is something more of an effort, both to create the ideas and also to get over the internal blocks that prevent them from telling others about their half-‐formed ideas.The fear of social punishment and ridicule keeps many from even admiQng to themselves that they could be good at divergent thinking. Quan)ty first Divergent idea=on creates a constant flow of ideas, no maBer how good or bad they are (and without even a thought about this), with the knowledge that they will be sorted out in the subsequent convergent ac=vity. Basic Rules: -‐ No judgement -‐ Look for alterna=ves -‐ Associate elements -‐ Dare with crazy ideas
The creative process Convergence When you have created a big pile of ideas, the crea=ve ac=vity does not stop there. The next stage, which can be very difficult, seeks to thin down the idea set into a very small set of ideas (maybe one) that will be taken forward for further development. Judgement and Selec)onThis approach requires skills of selec=on, evalua=on and judgement to whiBle down the list to the most useful ideas. In this process, there can be argument and debate about the true poten=al of ideas. Retaining crea)ve seeds A danger here is that the baby gets thrown out with the bathwater, as good ideas are thrown out with the bad. It is important here to keep a balance, and the divergent thinkers have an important task to challenge the ejec=on of any ideas that may have serious poten=al.
Basic Rules: -‐ Think posi=vely -‐ Combine ideas -‐ Be aware of our conserva=ve mindset -‐ Ideas belong to the team
How to facilitate a creative session •Organize the session and build the crea=ve team •Define the crea=ve process •Extra informa=on about the topic/problem…
Team
-‐ -‐ -‐ -‐ -‐ -‐
Facilitator Problem owner Experts in the topic Experts in analogies 5-‐10 people Some=mes is good to have a simultaneous team working in the same process
The facilitator • The facilitator is the crea=ve process responsible, not the content responsible • He/she s=mulates, mo=vates and encorages the process and the team • He/she helps with analogies, jokes and experiences (not to solve the problem but to help in the process) • The knowledge about the topic helps to lead the crea=ve process • The facilitator is inside and outside the process at the same =me, without losing the contact with the team. • He shows the right aQtude to the par=cipants
The participants The right a`tude to ideate • Willingness to help in the process • Use your own experiences • User all your senses to ideate • Make space to the rest to explore • Create good atmosphere • Use stories and experiences • Use mistakes • Let yourself be surprised • Sharing is fun • Use your body and mind
Preparation • The facilitator has an interview with the problem owner in order to get the right insights. • Create the crea=ve team: chose the right par=cipants. • Chose theright tecniques for the process (remember, there is much more than a brainstorming) • Generate analogies to s=mulate the par=cipants in the session. • Use physical things to facilitate the process (pictures, music, s=ckers, toys…) • Make the process visual (write all the ideas, draw, use colours, big papers….) • Chose the right place for the idea=on.
Planning Divergent and convergent ac=vi=es do not go well together, and keeping them deliberately separate is a very good idea. Thus you can explain the principles to people you will then be able to use the language, saying 'excuse me, I hear convergence' if someone starts cri=cising ideas in the middle of a divergent session. Likewise in convergent sessions, further divergence needs to be carefully managed. It is, however, more important to keep convergence out of divergent ac=vi=es, as people easily take cri=cism of one of their ideas personally and may just clam up and sit back if they feel this has happened.
The right planing X-‐Problem orienta=on 1/2X =me: idea genera=on: divergence 1/2X =me: sum up of ideas, clustering… 1/2X =me: select the ideas X-‐=me to develop the ideas Save =me to think about the implementa=on: who, how, when, where… is going to do the idea? S=mate the total =me =...
Tools: Lotus Blossom TOOL: lotus blossom
Lotus Blossom The point is that by organizing his thinking around loosely-‐ connected themes, Darwin expanded his thinking by inven=ng alterna=ve possibili=es and explana=ons that, otherwise, may have been ignored. A crea=ve-‐thinking technique that will help you expand your thinking in a similar fashion is Lotus Blossom, which was originally developed by Yasuo Matsumura of Clover Management Research in Chiba City, Japan. The technique helps you to diagramma=cally mimic Darwin’s thinking strategy by organizing your thinking around significant themes. You start with a central subject and expand into themes and sub-‐themes, each with separate entry points. In Lotus Blossom, the petals around the core of the blossom are figura=vely “peeled back” one at a =me, revealing a key component or theme. This approach is pursued in ever-‐widening circles un=l the subject or opportunity is comprehensively explored. The cluster of themes and surrounding ideas and applica=ons, which are developed in one way or another, provide several different alterna=ve possibili=es. The guidelines for Lotus Blossom are:
1. Write the central problem in the center of the diagram. 2. Write the significant themes, components or dimensions of your subject in the surrounding circles labeled A to H surrounding the central theme. List The op=mal number of themes for a manageable diagram is between six and eight. If you have more than eight, make addi=onal diagrams. Ask ques=ons like: What are my specific objec=ves? What are the constants in my problem? If my subject were a book, what would the chapter headings be? What are the dimensions of my problem? 3. Use the ideas wriBen in the circles as the central themes for the surrounding lotus blossom petals or boxes. Thus, the idea or applica=on you wrote in Circle A would become the central theme for the lower middle box A. It now becomes the basis for genera=ng eight new ideas or applica=ons. 4. Con=nue the process un=l the lotus blossom diagram is completed.
Tools:Five Ws and H The ‘Five Ws and H’, are six universal ques=on and are an influen=al, inspira=onal and imagina=ve checklist. The technique uses basic ques=ons genera=ng prompts. The ‘Five Ws and H’, are six universal ques=on and are an influen=al, inspira=onal and imagina=ve checklist. The technique uses basic ques=ons genera=ng prompts:
?
Who
?
What
?
Where
Problem
?
When
?
Why
?
How
Tools: Scamper SCAMPER technique is a checklist that will assist in thinking of changes that can be made to an exis=ng product to create a new one. These changes can be used eather as direct sugges=ons of change or as star=ng points for lateral thinking. SCAMPER stands for the following seven kinds of poten=al product changes: . S-‐ SUBSTITUTE: components, materials, people… C-‐ COMBINE: mix. Combine with other assemblies or services, integrate. A-‐ ADAPT: Alter, change func)on, use part of another element. M-‐ MODIFY: Increase or reduce in scale, change shape, modify aSributes. P-‐ PUT to another use E-‐ ELIMINATE: Remove elements, simplify, reduce to the core func)onality. R-‐ REVERSE: Turn inside out or upside down.
Start by isola=ng the product or subject that will be the focus. Next ask the seven SCAMPER topic ques=ons about the product or subject. Con=nue asking “How can…?”, “ What else….?” “How else….?”
Tools: Superheroes Imagine how a superhero would tackel the problem
How does she like? How does he move? How does she feel? What is he capable of? …
Tools: Analogies Analogies are used to estrange par=cipants themselves from the original problem statement and come up with inspira=on for new solu=ons and approaches. These analogies can take a number of forms.
Starter Analogy
Descrip)on Professional
Direct Analogy
Star=ng from some aspect in the problem, one looks one looks for
comparable or analogous situa=ons.
Personal Analogy
Nature Analogy
What if you were an element in the problem
What kind of situa=ons in the nature does this remind me of?
Paradoxical analogy
Characterize the issue in two words which are each other’s opposites.
Tools: Inverse Brainstorming Make all the ingredients posi)ve
Ideate how to make something nega)ve
Choose the best ones
Ideate on top of the last ones
The inverse Brainstorming consist on thinking on the opposite you want to achive. Once you have ideate on that, playing with the mind you turn the nega=ve into posi=ve to ideate focusing on them , it is helpful to choose the more radical ones to con=nue idea=ng on top of them.
Define Now that many ideas are stored it’s =me to select the best ones to prototype easily and see how do they work.
Tools: Idea selection
Choosing the best ideas doesn’t mean that we are forgetting the rest. It is always good to have the idea box to keep the ideas we have generated for future situations. Idea selection matrix helps to the team to choose and to dialogue about the best ideas, the ones that are more incremental and the ones that are not feasible at the moment but could work in the future.
TOOL: COCD
The method that will work is the idea you believe in
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PROTOTYPING Time to put yourself hands on
What do we prototype When we prototype we have to look at three layers to see how it works.
IMPLEMENTATION
Create a pilot trial of a service before implemen=ng it.
User test of interac=on of some touchpoints
LOOK & FEEL
ROLE
Explana=on of the way the service works. (video)
What do prototypes prototype? Sthephanie Houde.
Implementation Create a pilot trial of a service before implementing it.
The importance of making ideas tangible is one of the main key elements of Design Thinking process, it gives us the place to test if our ideas work well, are understandable, …. Key elements for the protyping: -‐ CHEAP: You don’t need to spend a lot of money in materials. -‐ QUICK: It has to be quick to test, fail oben fail soon. -‐ UNDERSTANDABLE: Everyone understanding the process in order to have more insights, -‐ USEFUL FOR TESTING SOMETHING: The prototypes are made to prototype something, to test, to measure…. The concept, the service, the idea… -‐ NON-‐FINISHED: You can/must create on top of it.
TOOL: test preparation
Different ways to prototype
3D prototyping of services
Imagining service interac=ons in small scale, walking throw the service moment
Different ways to prototype
Paper Prototype Rough and ready prototypes to design interfaces. “Fail early, fail oben.”
Different ways to prototype
Service Staging Ac=ng out scenarios and interac=ons to test, ideate or represent services
Different ways to prototype Physical mock-ups Crea=ng an similar object that is supports the tes=ng of the concept.
Source: Pinterest
Different ways to prototype
Large scale service mock-ups Crea=ng an similar object that is supports the tes=ng of the concept.
Look & feel
User test of interaction of some touchpoints As we have said before prototypes are made to prototype something, to see how it works, to test and to change if necessary. But, how can we get the right insight about what do we want to test? We can test many things: - If the concepts solves the problem - If the way of working of the service is understood and friendly. - If all the elements of the service are coherent with all the service (aesthetically, conceptually…) - If we have choose the right users. - …
Tools for testing Product- Service system Map Understanding what different actors of the service give and take is a key element. How do we represent the intagible exchange of value? The elements of the system: -‐ Informa=on exchange. -‐ Material exchange -‐ Monetary exchange -‐ Data exchange -‐ …. Important! Make sure that everyone takes and gives something otherwise your Product Service System is unbalanced and it would not work.
Tools for testing PSS emotional map & journey Looking at the service from an emo=onal point of view helps to design for emo=on. In order to give the best solu=ons we need to go deep understanding how do the users feel . This helps you detect if the emo=ons are what you expected to be. Tips: -‐ What happens? (Ac=ons) -‐ How do you feel? (Emo=ons) -‐ Who do you meet? (Actors) -‐ How does interac=on happen? (Touchpoint) -‐ Don’t forget about =me and space! -‐ Express in informa=on/material flows. -‐ Careful with the representa=on: Colours, Type of line, Arrows, Icons, LeBers… TOOL: Journey and emotional map
Tools for testing
PSS Blueprint A way to specify and detail each individual aspect of a service. Thus usually involves crea=ng a visual schema=c incorpora=ng the perspec=ves of both, the user, the service provider and other relevant par=es that may be involved. TOOL: Blueprint
Role
Explanation of the way the service works
Storytelling is a powerful tool to make things understandable and connect with the people through the message we are telling. Key elements of storytelling: -‐ Who is the protagonist? -‐ What is his/her problem? -‐ How does she/he realize that she/he has a problem? (awareness) -‐ How is the trip? (the service) -‐ How does the transforma)on of the protagonist happen? -‐ Which is the new stage/situa)on?
TOOL: Storytelling template
Social culture: MAKERS Prototyping: tool for constant learning
The maker culture is a contemporary culture or subculture represen=ng a technology-‐based extension of DIY culture. Typical interests enjoyed by the maker culture include engineering-‐oriented pursuits such aselectronics , robo=cs, 3D prin=ng , and the use o CNC tools, as well as more tradi=onal ac=vi=es such asmetalworking, woodworking , and tradi=onal arts and crabs. The subculture stresses new and unique applica=ons of technologies , and encourages inven=on and prototyping. There is a strong focus on using and learning prac=cal skills and applying them crea=vely. 'Maker culture' emphasizes learning-‐through-‐doing (construc=vism) in a social environment. Maker culture emphasizes informal, networked, peer-‐led, and shared learning mo=vated by fun and self-‐fulfillment. Maker culture encourages novel applica=ons of technologies, and the explora=on of intersec=ons between tradi=onally separate domains and ways of working including metal-‐ working, calligraphy, film making, and computer programming. Community interac=on and knowledge sharing are oben mediated through networked technologies, with websites and social media tools forming the basis of knowledge repositories and a central channel for informa=on sharing and exchange of ideas, and focused through social mee=ngs in shared spaces such as hackspaces. Maker culture has aBracted the interest of educators concerned about students’ disengagement from STEM subjects (science, technology, engineering and mathema=cs) in formal educa=onal seQngs. Maker culture is seen as having the poten=al to contribute to a more par=cipatory approach and create new pathways into topics that will make them more alive and relevant to learners.
Wikipedia
Define Can we implement successfully this project?
Innovative Prototypes Once you have created your prototype answer to this ques)ons
Value Proposi)on Revolu)onary ¿Which is the value proposal we are offering? (one key idea)
Rela)ons Speed
¿How this idea could change the service? ¿Which is the role of the different actors to make the experience posi=ve?
¿How fast can we implement this concept and where?
Adapted from Presencing InsLtute´s work by Manish Srivastava
Nothing is a mistake There is no win and no fail. There is only MAKE – John Cage
E
IMPLEMENTATION Make things happen
We have done a great journey so far, it’s about time to make it happen and jump!
Time to go deep in our business strategy
From needs explora=on to idea=on and prototyping we have made a journey to look around and create value to our customers and users. How do we communicate this value to our customers to make it economically sustainable? Which is the value exchange we are defining in this new concept idea? Which is the business model of our new Product Service System?
These are some ques=ons we have to answer in order to implement successfully our idea. Business models enable(new) products and technologies and help solve (en)rely new) customer problems
Business Model Generation
Alex Osterwalder Business Innova=on Canvas method
to describe, challenge, design and invent business models more systema=cally
Business Model Canvas
TOOL: Business Model Canvas
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BMC: Customer Segment
Who are our main customers? Why? For whom are we crea)ng value? -‐ Mass Market -‐ Niche Market -‐ Segmented -‐ Diversified -‐ Mul)-‐sided pladorms
BMC: Value Proposition
Which one of our customer’s problems are we helping to solve? -‐ -‐ -‐ -‐
Newness Performance Customiza=on GeQng the job done
-‐ -‐ -‐ -‐
Design Brand status Price Cost reduc=on
-‐ -‐ -‐
Risk reduc=on Accesibility Convenience/ usability
BMC: Distribution and communication channels
Through which channels do our customer segments want to be reached? Which are the best ones? How are we integra)ng them with customer rou)nes? Awareness
Evalua)on
Purchase
Delivery
ARer sales
BMC: Customer relationships
What type of rela)onship does each of our customer segments expect us to establish and maintain with them? Which ones have we established? How costly are they? -‐ -‐ -‐ -‐
Personal assistance Dedicated personal assistance Self-‐service Automated services
-‐ -‐
Communi=es Co-‐crea=on
BMC: Revenue streams
For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? -‐ -‐ -‐ -‐
Asset sale Usage fee Subscrip=on fees Lending/Ren=ng/ Leasing
-‐ -‐
Licensing Adver=sing
BMC: Key resources
What key resources do our Value Proposi)on require? Our dis)bu)on channels? Customer rela)onshiops? Revenue Streams? -‐ -‐ -‐ -‐
Physical Intellectual Human Financial
BMC: Key activities
What key ac)vi)es do our Value Proposi)ons require? Our distribu)on Channels? Customer Rela)onships? Revenue Streams? -‐ -‐ -‐
Produc=on Problem solving Playorm/Network
BMC: Key partnerships
Who are our key partners? Who are our key suppliers? Which key Resources are we acquiring from partners? Which key ac)vi)es do partners perform? -‐ -‐ -‐
Op=miza=on and economy of scale Reduc=on of risk and uncertainty Acquisi=on of par=cular resources and ac=vi=es
BMC: Cost structure
What are the most important costs inherent in our business model? Which key resources are most expensive? Which key ac)vi)es are most expensive? -‐ -‐ -‐ -‐ -‐ -‐
Cost-‐driven Value driven Fixed costs Variable costs Economies of scale Economies of scope
Value Proposition Canvas
Value Proposi=on Design is about applying tools to the messy search for value proposi=ons that customers want and then keeping them aligned with what customers want in Post-‐search. Value Proposi=on Canvas helps you to design and test great value proposi=ons in an itera=ve search for what
customers want. This is a never ending process in which you need to evolve your value proposi=on(s) constantly to keep it relevant to customers.
TOOL: Value Propostion Canvas
Some examples: Google
Some examples: Skype
It is a good tool for ideation
Think of different possible scenarios and test
Lead users Innova)ons adop)on curve Number of adopters
Category Percentage
Characteris)cs
Innovators 2,5 - Venturesome - Interested in new ideas
Early adopters 13,5
Early majority 34
- Deliberate - - Convey ideas of - Adopt new - innovations to innovations just others before the - Greatest degree of average opinion leadership member of a system.
Late majority 34 Skeptical Adopt new ideas just after the average member of a system
Laggards
Time
16 - Traditional - Suspicious of innovations - Last to adopt an innovation - Not opinion leaders
Lean Canvas
Lean Canvas is based in Business Model Canvas, nevertheless it is more focused on a quick view and it is a good tool for documen=ng your hypothesis.
TOOL: Lean Canvas
Experience Economy
Everyone seem to be concerned about what do the customers really value, why do they buy our products or services and what can we do to make them happy or aBract new customers. Many theories and tools are designed day by day to find out which are the elements that make the companies special, and what can they do to increase this value proposi=on. From the last decade many papers have been wriBen going deep into Experience Economy, understanding how to design an experience and trying to visualize the key elements for a meaningful experience. Pine and Gilmore reflect deeply into this topic in their book The Experience Economy, how the cultural and social trends are evolving into something more intangible not only according to the service but also taking into account the experience the user wants to live, the story the company wants to tell. In the already popular graphic they show the evolu=on from commodity to experience, going stage by stage through product and service. They conclude explaining how designing an experience for your customers can differen=ate you from your compe=tors and offer a premium service.
Experience Economy -Pine &Gilmore-
Solution
It is about trying and failing and trying again, prac=cing you will learn how to create beBer Business Models and Value Proposals.
It’s time to jump
Conclusions: The process is iterative Explora)on
Implementa)on
Idea)on
Explora)on
Idea)on
Implementa)on
Prototyping
Prototyping
While there is a general sequence to innova=on, in reality the process is never as smooth as this framework indicates. In actuality, teams need to master each phase, as well as how to move from each phase to another. They will need to be able to toggle between all ac=vi=es at a moment’s no=ce. The ability to do this well is a life=me pursuit and requires ongoing support, mentorship, and above all, experience.
Conclusions Learning about Design on a company transforma=on process is not a coincidence but a decision based on the total believe that this process serves as a boost for innova=on to achieve greater results. Design is about: Improve everyday life of people crea=ng together. Design is a behaviour , not a department. The aim is not to set an innova=on protocol but to train all the people in the company to think and act from a Human Centered approach. The design field has evolved a lot during last years. Some years ago it was focused on “doing things right”. Taking care of form and func=on of objects. Nowadays the focus is not only that but also “doing the right things”, which has broaden the field a lot. Design is Strategy, Design is Business, Design is Emo=ons and Design is Impact. So we must design the best organiza=on that support the transforma=on of people who will transform the world. In an environment on which people can experiment applying theory into prac=ce, learning will arise based on the experience of the people working and interac=ng with design thinking approach and tools. The following are the main elements of that environment: Meaningful purpose: Project and design scope Designers need a challenge, an objec=ve, a problem or star=ng point to base their work on. As we want to design for the beBer we must understand for whom we are designing for, the needs and/or aspira=ons of those people, what moves them and where is the poten=al to make some posi=ve impact. This is why explora=on is the first and there is a lot of =me spent on it. Team to learn with The team is to space to learn faster and where the responsibility of genera=ng results lies. The team leads the project and leads the learning process. Team members are the ones understanding, proposing, ac=ng, tes=ng and implemen=ng. Team is the learning vehicle. We want results The learning is validated by the sa=sfac=on of the users, the clients, the peers and the orienta=on is not on acquiring knowledge but the ability to put it in prac=ce. Design Doing is the objec=ve.
Co-‐crea)on is the only way Design approach is learned among people, on on-‐line communi=es, in conversa=on with poten=al customers, tes=ng with users, competence... The more we involve different agents on the process, the beBer the impact and faster the learning. A map and a compass People in the company need a mentorship in the process, explana=ons, tools, challenges to guide the process and constant feedback in the ac=on. They will learn from reflec=ng about the ac=on and ac=ng differently again. This does not mean that people are becoming designers. They will have an idea of what the whole process is, they will understand the language, they will adapt and create new tools they will start enjoying the beauty of it. But there is much more than that on being a designer. We will always need specialized product designers, graphic designers specialized people to actually design final defini=on and produce the tangible elements that are part of the product-‐service-‐systems.
Bibliography A.Osterwalder & Yves Pigneur, “Business Model Genera=on” “DesignThinking offers the next big advantage for business”, hBp://rgddesignthinkers.word-‐ press.com, Nov 2010. “Driving the crea=ve process forward”, hBp://rgddesignthinkers.wordpress.com, Nov 2010. “The Power of Design”, Bloomberg Businessweek Magazine, 2004 J. Roos, B. Victor, LEGO Serious Play T. Brown, “Design Thinking”, Harvard Business Review, Jun 2008. (MEPSS-‐Methodology for Product Services Systems, hBp://www.mepss.nl) Ries, Eric. “Lean Start Up” Kelley, David and Tom. “Crea=ve Confidence” “This is Service Design Thinking” Gilmore and Pine, “The Experience Economy” Brown, Gray. “Gamestorming” Change by Design. Tim Brown
DOT: who are we
Iñigo Blanco
Irune Gonzalez
Eneko Izquierdo
Olatz Ibarretxe
Business Innovation Director
Design Director
Business Strategy Director
Creative Director
• International Business • Collaborative Network
iblanco@feeldot.com
• Product and Service Design • Social Innovation
igonzalez@feeldot.com
• Business Strategy • Organizational Design
eizquierdo@feeldot.com
• Communication Design • Creative and Art direction
oibarretxe@feeldot.com
www.feeldot.com