It anticipates our needs, creates our experiences and tips the scales in a competitive global landscape. Never have design thinking, design practice and creative skills been as important to Canada’s future as they are now. Today, competitive success is determined by the ability to understand human needs and desires and to deliver richly imagined ways of addressing them. Many organizations recognize the importance of innovation, but they don’t know how to achieve it. The answer is design.
Design thinking takes aim at the heart of unnecessary workplace complexity by putting the employee experience first–helping to improve productivity by designing solutions that are at once compelling, enjoyable, and simple.
Unser Kolumnist Jürgen Siebert nimmt den Design-Thinking-Hype aufs Korn.
Im Sommer 2011 startete in Berlin die Nahverkehrs-App Touch&Travel, die Autofahrern wie mir einen roten Teppich zur U-Bahn entrollte. Sie erstellte ein Handy-Ticket, einen Code aus schwarzweißen Feldern auf dem Display: Vorbei der Ärger über komplizierte Fahrscheinautomaten und fehlendes Kleingeld. Einfach einsteigen und losfahren. Tatsächlich war ein solcher Service längst überfällig. Trotzdem wunderte ich mich, dass ausgerechnet die Bahn das hingekriegt hatte: eine leicht zu bedienende App, eher selten aus Softwareschmieden von Großunternehmen. Zwar klemmte das System hier und da noch, aber die Basics funktionierten: einloggen, ausloggen, Rabatte berücksichtigen und am Monatsende die automatische Lastschrift.
Internet und Smartphone mögen unsere Wirtschaft revolutionieren. Doch selten sind solche bahnbrechenden Erfindungen, die breiten wirtschaftlichen Wandel anstoßen, nicht. In den vergangenen 250 Jahren gab es davon Dutzende. Ein Blick auf die wichtigsten disruptiven Technologien der Vergangenheit und Gegenwart, sowie ihre Gewinner und Verlierer.
The first step in any User Experience or Design Thinking process should involve getting to know your users. When starting a project from scratch or moving into a new market, you may not have any experience or a deep understanding of your users. Ethnographic research, such as user observation and interviews, will allow you to discover who your users really are, and the environments in which they live. It will provide great insights into the way that your users will interact with your product
Design Thinking has become one of the most visible and promising innovation movements in recent history, yet all design thinking is not the same.Five Common Design-Thinking Mistakes
From our experience embedding design thinking within large organizations, we have repeatedly observed shortcomings in the practice of design thinking and have outlined five ways in which organizations err when engaging design thinkers or developing their own capacity for design thinking.
We hope that this list not only helps organizations avoid these costly and time-consuming mistakes, but also preserves the long-term viability of design thinking practice.
Mistake 1. Design can fix all that ails an organization. Design is often over-promised and under-delivered – a magic pixy dust in the form of a 3-day boot camp. In reality, not all problems are well suited to design thinking, which works best with ill-defined problems or persistent problems not easily addressed through other means. With its focus on problem seeking, problem framing and problem solving, design thinking offers an up-stream compliment to an organization’s other change activities, such as process improvement.
As we look to the future, design thinking will play an increasingly critical role, and organisations will need to evolve and embrace this creative and agile practice if they are to stay ahead of the pack.Design thinking is not just the way of the future, but is essential to business success, according to Tim Brown, CEO and president of international design consulting firm IDEO, who are considered pioneers in this progressive and creative methodology.
Regardless of the industry, tomorrow’s organisations will need to apply tools from the world of design and think like designers, but with a strong skew on human behaviour, if they are to keep ahead.
Service blueprints were first described by Lynn Shostack, a banking executive, back in 1982 in the Harvard Business Review. They’ve become popularized over the last few years as service design has grown as a profession. In addition to being useful in service design they are often used by operational management to gauge the efficiency of work within an organization.A service blueprint is, in essence, an extension of a customer journey map. A customer journey map specifies all the interaction
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