BUSS1000 Lecture Notes - Lecture 8: Project Management, Linear Model
28 May 2018
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WEEK 8: DESIGN THINKING
INNOVATION: The use of a new idea or method BUT new is relative
DESIGN THINKING FOR INNOVATION:
• Tim Brennan from Apple, design thinking looks like this à
o Suggests there is no formal process, it is inaccessible for regular people
o “Mocks any idea that a formal process could exist for navigating those many
hairpin turns” (Ogilvie & Lietdka)
• Critiquing attitudes towards design and innovation:
o Often frame innovation as an enigma
o Often think of design and innovation as the domain of the artists, creatives, innovators
o In modern business, people work in teams and solve problems together
o People don’t exist in isolation à people are inspired by others
• The Double Diamond:
o Maps the divergent and convergent stages of design process
o Start with a challenge/problem à A ‘good problem/need’ is:
§ Unmet
§ Frequently felt
§ Urgent
§ Unworkable
§ Unavoidable
o Discover: initial idea or inspiration
§ Needs are identified, including:
• Market research
• User research
• Managing information
• Design research groups
§ Objective is to act as a phase of divergent thought, broad perspectives to allow for a broad range
of ideas and influences
o Define: interpretation and alignment of these needs to business objectives is achieved
§ Key activities are:
• Project development
• Project management
• Project sign-off
§ A filter, where the review, selection and discarding of ideas takes place
• Where findings from discover stage are analysed, defined and refined as problems, and
ideas for solutions are pitched and prototyped
o Develop: where design-led solutions are developed, iterated and tested within the company
§ Key activities and objectives:
• Multi-disciplinary working
• Visual management
• Development methods
• Testing
§ Failure is important à
§ Formal sign-off à corporate + financial backing
o Deliver: resulting product or service is finalised and launched in the relevant market
§ Key activities and objectives:
• Final testing, approval and launch
• Targets, evaluation and feedback loops
§ Where the final concept is taken through final testing, signed off, produced and launched
o Critiques:
§ Linear model that doesn’t have a chronological element embedded in it
§ Useful guiding tool to understand process BUT ideas are only evaluated against brief + need à
there can always be unanticipated elements
• E.g. Coca Cola 1980s à new recipe, people in blind testing preferred à issue when they
cancelled production of original coke
§ In reality, the process isn’t the meritocracy that we are seeing portrayed
• Social desirability à people perform in ways which they believe others would during
market testing
• Face management
• Experts
Document Summary
Innovation: the use of a new idea or method but new is relative. Tim brennan from apple, design thinking looks like this : suggests there is no formal process, it is inaccessible for regular people. In modern business, people work in teams and solve problems together: people don"t exist in isolation people are inspired by others. The double diamond: maps the divergent and convergent stages of design process, start with a challenge/problem a good problem/need" is: Unavoidable: discover: initial idea or inspiration. Needs are identified, including: market research, user research, managing information, design research groups. Objective is to act as a phase of divergent thought, broad perspectives to allow for a broad range of ideas and influences: define: interpretation and alignment of these needs to business objectives is achieved. Key activities and objectives: multi-disciplinary working, visual management, development methods. Formal sign-off corporate + financial backing: deliver: resulting product or service is finalised and launched in the relevant market.
