DESIGN Thinking Review
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Design Thinking, IDEO, and Disruptive Business Model Innovation

To be honest, I get a bit bored about the mantra that design thinking will solve the problems of large corporation. ...I have seen several design thinking sessions and I am not impressed at all with the output. The results are very often: More-of-the-Same but with fancier design.


The problem with design thinking starts very early in the process with the problem definition phase. And that is where large corporations fail. They define the scope too narrow and than you get nice new things that sustain your current business but not new business models that rock your industry and yourself.

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DESIGN Thinking Review
Today's Top Design Thinking News, Posts and Opinion
Curated by Len Netti
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Fostering Behavior Change for Better Health

"Behavior change isn’t about crafting the perfect message; creating better programs requires really listening to and understanding the patient experience."

Four guiding steps—watch, listen, map, and test. 

Watching. Disciplined observation. 

Listening. Asking a lot of questions and listening closely to the answers.

Mapping and Brainstorming. Creating personas and journey maps from qualitative insights.

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The 10 Innovation Secrets of Google

1. Have a mission people understand and care about.

2. Start with the user.

3. People matter; build a meritocracy. 

4. Be transparent and data based. 

5. Small teams that demo and iterate. 

6. 20 percent time. 

7. Apply a portfolio model. 

8. Set high expectations, but measure progress.

9. Provide a platform for others to innovate.

10. Set the expectation that innovation is the rule, not the exception.

David Baker's curator insight, November 2, 2016 12:49 PM
Designing for change without considering the group and the audience is vital. Reflects Design Thinking principles.
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12 Pillars of Innovation

12 Pillars of Innovation | DESIGN Thinking Review |

Articulate Vision and Inspire.

Form an Innovation Management Team.

Promote Reverse Mentoring.

Optimize Decision-Making.

Invest in People and Processes.

Employ Technology as an Enabler.

Incentivize Ideas and Reward Risk.

Teach Creative Thinking Up/Down.

Reward Contribution.

Foster Collaboration.

Fail Forward.

Manage Accountability.

OLIVIER PENNING's curator insight, June 12, 2017 12:28 PM
it sounds   complete list of disruptng innov 'actions 
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Bring Design Thinking Down From On High

1. Put people at the center of your problem solving. 

2. Invite collaboration and participation with visual communications.

3. Embrace experimentation and failure. 

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Human Centered Design Mindset Manifesto

Understand and respond to the needs and feelings of the people you are designing for.


Bring together innovators with varied backgrounds and functions to enable breakthrough insights and solutions to emerge from diversity.


Human Centered Design and Design Thinking is more about doing than thinking. Take action.


Communicate with pictures, sketches, physical objects and Human-Centered stories. As Fabolous would say, “You should make more moves and make less announcements.”


Prototype everything! Not just your solutions, but also your process, your point-of-view, your techniques and if you’re reading this article, your next outfit. Architecting a fresh look does not happen on accident.


Know where you are in the design process, what methods to use in the that stage, and what your goals are.


Produce a coherent vision out of a messy problem. Frame it in a way to inspire others and to fuel ideation. 

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Design Thinking Business Tools for Innovation

– Research as listening and conversation. Ethnographic research is not new - but the integration of listening, watching and dialog is.

– Seeing/mapping. Making invisible systems visible, illustrating dynamics and relationships that facilitate or restrict forward momentum. Creating strategies for the future founded on current conditions.

– Cross disciplinary problem solving. A method for recognizing patterns, seeing across boundaries to make connections that people inside silos cannot see. When this ability to see emerging patterns is facilitated, new learning occurs and potential expands exponentially.

– Co-creation, collaboration. Creating with a community (also customers) rather than for, and teaching the habits of creativity so it can be carried on and built on by all.

– Education, knowledge sharing, storytelling. Capturing the heart of issues, simplifying complexity, communicating through visual language that presents information in the way that people learn, using storytelling to engage and shift thinking are key benefits of the new design, and ways in which learning is shared. Science continues to confirm that facts do not change people, that intellect alone is not enough to incite a culture to greatness.

– Persuasion. Regardless of context or scale, beauty and elegance continue to make ideas and choices compelling.

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10 Traits of the Effective Design Thinker

1. An observing eye and a constant sense of wonder (what is possible, not what is probable).

2. An empathetic attitude towards people’s behavior and habits (qualitatively-based through in-context observation and discovery)


3. A questioning mind that goes beyond the obvious.

4. Patience to remain in the problem space until the right questions are identified (problems are opportunities in disguise)

5. A holistic approach to problem solving.

6. A willingness to experiment and build (doing!).

7. A passion for team-based collaboration that puts the user at the center of the opportunity challenge.

8. A willingness to always be sharing.

9. An acceptance of the messy (design thinking is not neat).

10. A commitment to lifelong learning.

David Baker's curator insight, March 4, 2015 5:19 PM

I wish I had posted this on each table during my first experience facilitating design thinking with an adult group. This is an important list of attitudes and habits.

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Innovation Leadership through Business Design

Business Innovation by Design is multidisciplinary framework that guides businesses on what and how to innovate and grow. In a hyper-competitive market, business can no longer compete by using one discipline as single source of value creator for growth. Business must combine multiple disciplines to enable a holistic approach in innovation.

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Service Design Toolkit

The tools presented here are a means for you to analyze your thoughts. By seeking the answers to their questions, you may realize something essential about your business, your customers' needs and their value determination process.

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The User-Centered Design Process as a Simplicity Engine

Simplicity is not natural. Simplicity changes behavior. Simplicity sells. Making things simple requires dedication, discipline and intelligence. Cultivate simplicity as a capability.

Len Nettis insight:

Simplicity is anything but simple:

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Service Blueprinting

Services are outcomes in which customers do not take ownership of physical elements involved. Services are co-created by service users and service employees. Service blueprints: (i) map the value exchanges and touchpoints, (ii) clarify the interaction between customers and employees, and (iii) reveal how these are supported by backstage activities.

willdonovan's curator insight, February 27, 2014 6:37 AM

It takes a team, however the Service Blueprint can be a very powerful tool for discovering new ideas.

Something to play and discover during the March 7-9 Global Service Jam

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An Overview of Service Design

What is service design? What are the benefits of a service design approach? Why engage in service design now? How does service design compare to other innovation methods? What are service design methods and tools?


Key principles of Service design:

(i) aims to create services that are useful, useable, desirable, efficient, and effective. 

(ii) is a human-centred approach that focuses on customer experience and the quality of service encounter as the key value for success. 

(iii) is a holistic approach that considers in an integrated way strategic, system, process, and touch-point design decisions. 

(iv) is a systematic and iterative process that integrates user-oriented, team-based inter- disciplinary approaches and methods in ever-learning cycles 

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Business and Philosophy (and Design Thinking)

Businesses are often not thinking deeply and broadly enough about human needs and are therefore flawed in their eventual understanding of their customers. The parameters of their investigations are too cut off from broader cultural, psychological and social scientific insights; their questions are wrongly framed. So they will ask, 'How on earth do we fight off the competition from other hotels?' rather than asking 'Where is the need for hotel rooted in our deeper selves?' They'll wonder how much to discount a holiday package rather than try to work out what people actually need from a trip.


This lack of a philosophical perspective on customer needs routinely deny corporations key advantages. It prevents them from perceiving new market areas; it leaves them to fiddle around with price points and margins.

Let loose on a business, philosophers consider how well a given corporation is catering to the deeper human needs in the areas in which it operates. He or she attempts to give the leaders of a corporation three advantages:


i) a more profound understanding of the ultimate purpose -- what one would call the eudaimonic promise -- of the company.

ii) an understanding of where the company is failing to maximize the potential of its promise.

iii) suggestions of new products, services, brand and communication strategies to align a company more closely with its eudaimonic promise, resulting in a deeper and more loyal engagement with customers.


A business is an idea of human satisfaction, put into practice. Profit should be the reward for recognizing a hitherto untapped area of satisfaction.

Letting philosophers into the boardrooms should lead society to more sophisticated account of what businesses should be doing for us, and by definition, should also help the bottom line. The division between the office and the ivory tower has gone on too long.

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How to Lead through 'Wicked' Problems

1. Bring the whole system to the table.

2. Your first job is not devising the solution—it’s to build and sustain trust around the table.

3. Your next job is ensuring short-term wins for all, on the way to the longer term system solution.

4. Build ongoing, adaptive learning into the process.

5. Be aware of your power, and share it responsibly.

6. Manage relationships at home in tandem with those of your problem-solving community.
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5 Reasons Why Design Thinking is Good for Organizations

Reason # 1: Building with your hands is good for your brain.

Reason #2: Real risk leads to transformative innovation.

Reason #3: Rhythm and timing may be everything.

Reason #4: True collaboration requires rethinking expertise.

Reason #5: Empathy always matters.

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Embracing a Design-Centric Culture

The attributes of design thinking include:


1. Empathising with users by focusing on their experiences: design-centric organisations facilitate observational behaviour to better understand what consumers want and need. 

2. A willingness to learn from failure: design thinking recognises that it is rare to get things right the first time round - teams learn from failure and mistakes. 

3. Efforts to make ideas tangible: design thinkers use physical prototypes to communicate complex developments.

4. The preservation of ambiguity: being comfortable with not knowing the total answer to the problem that needs a solution. 

5. Collaboration and co-creation with a diverse set of people who all have unique insights into the strategic challenges that a business is facing.

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How to Make Sense of What's Going On [in a System]

Put yourself in others’ shoes. Start with what people value. Create experiences that embody your values. Seed change throughout the system. Support people to change their behavior. Assemble all the actors involved in the system to build change.

Len Nettis insight:

There's a lot of overlap here with design thinking. 

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The Operating Model That Is Eating The World

The Operating Model That Is Eating The World | DESIGN Thinking Review |











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Defining Design Thinking

Defining Design Thinking | DESIGN Thinking Review |

Defining Design Thinking

– The best designs are human centered. Putting human beings at the center of the process helps us create and maintain humanity as we innovate and move forward.

– Framing the problem is the foundation to the design. Starting with the right question(s) is everything.

– Innovation is born from the class of ideas. By grafting on to ideas and transforming ideas from different sources to fit our context, we get the best solutions. Rare is the transformative idea that emerges fully formed from one person or one source.

– Showing is better than telling. Experiencing solutions is far more engaging and illuminating than telling people about them. Think about how much more you learn from a sample of food than a description of it.

– The difference between creative people and innovative people is action. Live testing and iterating is what brings innovations to life. Without that essential step, there are just a lot of intriguing ideas.

OLIVIER PENNING's curator insight, June 12, 2017 12:32 PM
thats a good definition of design thinking
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Communicating the New

How "communicating the new" requires that the communication be a shared experience, not a transfer of information.

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Mapping Experiences and Orchestrating Touchpoints

willdonovan's curator insight, March 4, 2014 10:02 PM

Very timely!!

Mike Donahue's curator insight, March 29, 2014 10:21 AM

I wish I could have attended this workshop. The slides contain a great deal of good info to get someone started, at least considering, doing experience maps.

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Design Thinking and the Business Model Canvas

"Design thinking can be described as a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.” — Tim Brown


“A business model described the rationale of how an organisation creates, delivers, and captures value” — Alex Osterwalder

willdonovan's curator insight, March 2, 2014 6:26 AM

Find an edge with these tools #GSJam #GSJ14

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All Models are Wrong; Some Models are Useful

All Models are Wrong; Some Models are Useful | DESIGN Thinking Review |

Models are representations and simplifications of reality. Models help us to understand, but do not in any way describe the full reality.

All models are wrong, some models are useful. And yet they serve a great purpose: to give us insights.

Models help us to navigate through complex situations. They are useful, and yet incomplete and incorrect. When they are ingrained in our perception of the world, we start to use them more as an automated thinking processes. We mix up the model with reality. We start to see the world through the eyes of the model. Whilst initially it was only intended to understand the given situation.

We do not look at reality anymore, as we just project the model on reality.

So models are useful, and yet they are all wrong. When we start to use models as truths, it starts to decrease our capacity to see beyond the model.

A model is useful as long as it is useful. Models work as long as they provide new insights. As long as they allow you to study more intensively the subject of matter. As soon as the model starts to provide answers that come from the model itself and not from reality, the model becomes obsolete.


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Hierarchy of Empathy

Hierarchy of Empathy | DESIGN Thinking Review |

The levels of empathy or insights we can get from interacting with users.

The reality is that as you move up the levels, it takes more much time, energy, training, determination and experience to reach the next level of empathy when interacting and interviewing with End-Users. On the flip side, the higher the level of empathy, the more core the insight. If you want to be a great Design Thinker, you want to be moving upwards in the hierarchy, to get those more deep-seated, core insights and drivers.

Leslie Matté IntuitiveWorld's curator insight, December 11, 2013 9:15 AM

On ne peut pas être un bon ergonome sans savoir faire preuve d'empathie. Le niveau ultime c'est partager les émotions de l'autre. Vous y arrivez ?

willdonovan's curator insight, February 27, 2014 6:33 AM

Plan to Empathise, or plan to fail - interesting map to empathy