In the context of politics and governing, the word ‘design’ is applied liberally – the design of legislation, the design of policy, the design of public services – with little thought as to the significance of the word itself. Here we shift our focus to that word ‘design’, and explore its potential for creating cost-effective public services in the 21st century. Part-polemic, part-manual, this report is the culmination of a nine month inquiry,and our response to a substantially increased appetite for more information on the subject of design in public services.
Michael Graves lost his ability to walk in 2003. As he learned to navigate the world from his wheelchair, He noticed that places meant to empower patients, like rehab centers and hospitals, weren’t.
The projects are part of a growing movement called human-centered design, which aims to redefine how people experience health care by focusing on their specific needs. Because the rehab center Graves used served mostly people in wheelchairs, it should have had electrical outlets higher on the wall and mirrors lower. But, he said, it didn’t have either of those things.
A very brief history on the theory behind design thinking. In order to know where we are moving in the future we must first understand from where in the past we have evolved. Over half of my review was dedicated to historical analysis, tracking the major waves which rippled through academia and into practice to what we know as design thinking today.
As they attempt to square public service demand against supply, governments worldwide must do more, better, with less. To be successful, they need to overthrow old ideas and embrace the next generation of tools and ways of working.
pourquoi reconquérir nos rues? Parce que c’est là que se joue, sans qu’on en soit toujours conscient, une grande partie de la qualité de la vie dans une ville ou un village. Il y a des rues où l’on se sent bien, des rues vivantes - sans forcément être commerçantes - où l’on se dit qu’on aimerait bien habiter et élever nos enfants. Et puis il y a des rues qui, à l’inverse, nous semblent mornes, stériles, désertes, et qui malheureusement sont devenues plutôt la norme dans notre pays.
It’s no longer enough simply to outperform the competition; to thrive in a world of ceaseless and rapid change, business people have to out-imagine the competition as well. They must begin to think-to become-more like designers.
--Roger Martin, Dean of the Rotman School of Management
Design thinking best describes a specific approach to innovation. It is an approach largely ignored by business professionals, educators, and even many designers. It isn't the exclusive realm of designers but a necessary skill that anyone can and should learn to achieve successful innovation.
- Design thinking starts with empathy.
- Design thinking is multidisciplinary and collaborative. Design thinking applies multiple lenses to a problem. Design thinking synthesises information across multiple disciplines and isn't the realm of a single specialist.
- Design thinking is iterative and visual.
Ideas are powerful things. Good ideas can make an organisation. Bad ideas can break one. Design thinking is the process that provides context for your innovation efforts. Design thinking enables more successful innovation.
"I have always thought design was 98% common sense and 2% aesthetics. It's the same for business except the magic ingredient is vision. Design and business are totally interlinked and one cannot run one without the other."
Why couldn’t Facebook develop their own photo sharing solution — for less than $1B. And why didn’t Kodak or Polaroid come up with this idea first?
Instagram is a classic example of design thinking – the missing ingredient in most innovation processes.
Managers are trained as decision thinkers. When faced with a problem they define objectives, review options, analyze data and calculate ROI in order to make the best decision. Design thinkers take a different approach; they believe that if you uncover the right option, the decision will become obvious. Design thinkers ask questions such as: “How do we know these are the best options?” and “What if anything were possible?”
Design thinkers offer new tools for business strategists, such as the customer experience map – for discovering new market opportunities – and the business model canvas – for finding new ways to make money.
The best practice of growth companies is to incorporate these tools into a four-step innovation process:
1. Observe customers to uncover new problems (customer mapping)
2. Create new solutions (ideation, business model canvas)
3. Prototype and learn in the market (lean development)
4. Implement the best ideas (get to market and keep learning)