Gestão de Inovação e

Design Thinking/Innovation
Joana Mendonça
Management and Design Thinking [email protected]
2023/24
What is “Design Thinking is a
Design human-centered approach
to innovation.”
Thinking?
TIM BROWN
IDEO
 WHAT IS DESIGN THINKING?

Methodology for generating innovation and solving

problems, based on the discovery and in-depth
knowledge of user needs
INNOVATION THROUGH
DESIGN THINKING
• Design thinking produces solutions with the user and
their context always in mind
• Design thinking is a proven and repeatable problem-
solving methodology that anyone can employ
• Design thinking is called "design thinking" because it
represents how designers go about solving problems.
• While you do not need to be an artist or a designer
to do design thinking, design thinking can benefit from
visual techniques such as sketching and storyboarding.

13/09/2023 4
O DT FOCUSES IN SOLUTION IN THE CROSSING OR
INTERACTION OF WHAT IS DESIRABLE, FEASIBLE
AND VIABLE

Desing Thinking
Desirable
What people desire

Feasible
What is technically Viabele
possible and What is finantially
functional viable
 DESIGN • Inspiration
THINKING • Ideation
PROCESS • Implementation

Fonte: RITx
 INNOVATION THROUGH
DESIGN THINKING
• Design thinking produces solutions with the user and
their context always in mind
• Design thinking is a proven and repeatable problem-
solving methodology that anyone can employ
• Design thinking is called "design thinking" because it
represents how designers go about solving problems.
• While you do not need to be an artist or a designer
to do design thinking, design thinking can benefit from
visual techniques such as sketching and storyboarding.

9/13/23 8
 DESIGN THINKING
METHODOLOGY IS A
DIRECTIONAL PROCESS,
NOT
A LINEAR PROCESS,
BEC AUSE IT ALLOWS THE
TEAM, THE IDEATING
TEAM, TO PROVIDE
ITERATION FOR THEIR
SOLUTIONS
AND GO B ACK, IF
NECESSARY, TO THE
BEGINNING OF THE
PROCESS
IN ORDER TO FIND JUST
THE PERFECT SOLUTION.
9/13/23

9
DESIGN THINKING TOOLS

Fonte: Mathew Davies

 Problem description is the beginning of the design thinking process.

What a problem is and where do problems come from?

PROBLEM
DESCRIPTION Problems can come from different directions and multiple sources:
users that are unhappy using products; companies that discovered,
invented, or purchased new technologies and are looking for ways to
use them; from services that are not used well; from services that are
expensive…

Companies have to decide whether the problem or problems before

them are worth solving.
9/13/23 11
Example

Problem:
You have been hired to re-design the student lockers at a large public
high school.

What PROCESS would you use to tackle this project?

12
 9/13/23

• The research stage of design thinking

begins with initial problem description
and team formation
• The team will list areas of information
RESEARCH that are pertinent to solving the
problem
• Team members will explore their area
of expertise to bring back information
or data that is relevant to the problem.

13
RESEARCH

• Technologists will focus on what is

possible;
• Business will focus on what is viable;
• User researchers will work to learn
more about the user and their context.

14
 • Once you have identified the users and their context, you will
need to select appropriate research methodologies.
R ESEA R C H • A research methodology is a process used to collect
M ET H O D O LO G IES information and data for the purpose of making decisions about
your design thinking problem.
 RESEARCH
Re-design the student lockers at a large public high school

1. Observe how students use the lockers;

2. Ask the students about what they do and don’t like on their lockers.
3. Question the school about problems with students using lockers.
4. Analize the collected data.

16
RESEARCH
RESEARCH

• STEP INTO THE USER'S SHOES

• UNDERSTAND THEIR WORLD.

• GAIN INSPIRATION FOR INNOVATION

Building empathy
• DISCOVER NEEDS AND PROBLEMS

• GET FACTS
 Questions to Consider When Resea

The following list ofQUESTIONS TOas CONSIDER

questions can be used a framework whenWHEN
conducting research. Some
RESEARCHING
may always be investigated, other questions may only be investigated in certain circumstance
depends on your problem description.

Understanding the User (Desirability)

Understanding
• Who is the intended theuser(s)
Userfor (Desirability)
the product or service?
• What characteristics or other attributes best describe this
person'sWho
life? is the intended user(s) for the product or service?
• WhatWhat
are the user's specific or
characteristics problems or challenges?
other attributes best describe this per
• What are the users specific needs and what are their desires?
• WhichWhat
needs are
andthe user'sare
desires specific
explicitproblems
and whichorarechallenges?
latent?
• Benchmarking
What are- Trends research
the users (color,
specific needsmaterials,
and what behaviors,
are their desires
technologies)
Which needs and desires are explicit and which are latent?

Benchmarking - Trends research (color, materials, behaviors

technologies)
9/13/23 19

…and the Environment (Context)

 The following list of questions c
may always be investigated, oth
depends on your problem descr
...and the Environment (Context)

• What are the characteristics of the space for which the Under
product or service is intended? (interior/exterior,
commercial/residential, size, traffic flow)
• What are the activities, lifestyle, and relevant
environments of the intended user?
• What do users actually do in this space?
• Which are daily activities? Which activities happen less
frequently?
• Which of these activities and actions work well in this
space and which do not?
20

…and
Understanding the Business and Target Industry (Viability)

• What are the size and the intended industries(s) for the product or service?
• What are the characteristics of this industry?
• What are the challenges of the industry?
• What business model would be appropriate to meet our business goals with
this new idea?
• Benchmarking - What similar products or services from other organizations are
currently in the marketplace?

22
Understanding the Technology (Feasibility)

• What technologies might be considered given our understanding of the product or

service problem?
• For each technology under consideration, what are their most important
characteristics, advantages, and disadvantages?
• Benchmarking - What are the materials and resources that competing products or
services use?

23
 Und

Understanding the Technology/Business Overlap

• How might these technologies, built or acquired for this

project, serve a broader portfolio of interests?
• How readily available are these technologies? Are they in-
house? If not, how easy/difficult would it be to build or acquire
the technologies of interest if necessary?
• What are the costs of the technology/resources needed to do
this?
• Benchmarking - What patents are currently out there that we Und
need to be aware of?

24
 What are the costs of the technology/resources n

Benchmarking - What patents are currently out th

aware of?

Understanding the Technology/User Overl

What technological
Understanding aspects are affected by spec
the Technology/User
wants?
Overlap
Howtechnological
• What familiar areaspects
the users with this
are affected by technology/th
specific
user needs and wants?
What is the user's perception of these technolog
• How familiar are the users with this technology/the
materials?
• What is the user's perception of these
technologies?
Understanding the Business/User Overlap
What specific user needs and wants are essentia
25

What are the cost parameters for the users?

What do the users expect from our organization

 What is the user's perception of these te

Understanding the Business/User O

What specific user needs and wants are

What are the cost parameters for the us

What do the users expect from our orga

services, and support?

Understanding the Business/User Overlap

• What specific user needs and wants are essential for business success?
• What are the cost parameters for the users?
• What do the users expect from our organization in the way of products, services,
and support?

26
 9/13/23

• Any time you gather data from users you must consider
how participating in your research might affect them. Will
they provide information that could get them in trouble with
a manager or compromise an upcoming product launch? Will
a manager view your long interview with a worker as
interrupting productivity?
RESEARCH
ETHICS • You must ensure that your research participants are aware
of their rights and that you will promise to:
• Respect their privacy and keep their private information
confidential
• Respect their right to change their mind, to decide that the
research does not match their interests, and to withdraw
without a penalty

27
 • Robust user research and a strong analysis of
the data are critical for refining and clarifying your
understanding of the user problem.
• This new understanding of the problem is based
USING on your empathetic understanding of the users'
RESEARCH TO problem. You will use the story that emerges from
your research to communicate your new
REFRAME THE understanding of the problem to stakeholders,
PROBLEM help the team focus its work in upcoming design
DEFINITION thinking stages, and use it to check against
proposed solutions.
• This is the point where you will reframe your
initial problem description into a more clear and
detailed problem definition.
 What are the aspects of a solid reframed problem
definition?

• Provides clear and concise descriptions of deficiencies, inefficiencies, or lack of

responsiveness to needs in the current situation
• Identifies the individual or entity most likely to benefit from a strong solution
• Describes why the problem matters to users
• Describes why previous solutions to the problem did not succeed

29
 What are the aspects of a solid reframed
problem definition?

• Indicates the advantages of the new potential solution(s)

• States the most promising opportunities and potential risks
• Throughout the rest of the design thinking process, you will come back to the reframed
problem definition to select which ideas and potential solutions are more or less likely to be
successful based on your current understanding of the user research.

30
The Galaxy Foldable Phone, by Samsung (2019)
 G E H EALTH C ARE- TH E IM PO RTA N C E O F EM PATH Y

• How might we provide the child

with great experience during the
examination?
• How could one create a scanner
experience that children would
love?
• At GE Healthcare empathy was
needed to understand how children
experience CT, X-Ray and MRI
scanning procedures

https://knowwithoutborders.org/unpacking-design-thinking-empathy/
 https://knowwithoutborders.org/unpacking-design-thinking-empathy/

GE HEALTHC ARE

• Patient satisfaction went up 90%.

• Children do not suffer of anxiety anymore. Some of them even ask their parents if they can
come back tomorrow.
• Its easier for children to hold still during the procedure which prevents the doctors from
having to repeat the scan.
• Less need for anaesthesiologists meant more patients could get scanned each day- heavily
financial impacts.

In the Pirate Adventure, a visual transformation of the equipment that was available before, patients are on a dock.There is a shipwreck and some
sand castles in the corner. Children then work on the plank to be scanned. The Coral City Adventure in the emergency room gives children an
underwater experience. It has a disco ball that makes light like bubbles around the room; children get into a yellow submarine and listen to the sound
of harps whilst the procedure takes place. The Cozy Camp gives children the chance to be scanned in a specialized sleeping bag, under a starry sky
in an impressive camp setting
Caso GE Healthcare

90% 10%

10% 80%
EFICIEANCY Need to sedate the children

• More space
• Less resistance “If you got the child you got the parent, and if you got the parent,
you got the child.” Doug Dietz now trains other GE employees to
• Shorter Exams use design thinking and innovation methods in their teams

• Calmaer operation
 • We brought 200 people into contact with design
DEUTSCHE thinking – with the help of seven HPI Academy Lead
B AHN- FOCUS Coaches and enlisted DB assistant coaches, who we
ON THE CLIENT trained one day before the event. Experiment
number two: to dive into six different challenges with
33 teams and 30 coaches.”

• Challenge: redesign of the service counter

• We decided not to do it in the old way: we lock

our architects in, they design something pretty
that we like, and then customers and employers
say ‘I can’t use this’

Fonte: https://thisisdesignthinking.net
In field research the team realised that many processes were analogue, forcing customers to fill in paperwork, and that queues
built up because customers asked the same simple questions again and again

Some service counters did not seem very approachable

The team found an empty train station building and transformed it into a creative workshop and conducted workshops with
different user groups
Built the advancing prototypes in cardboard. The prototypes were tested by real employees and real users
Design thinking
is an iterative
process
Build

Learn Measure
 Extreme Bathroom Users: Lapeyre Embraces
the Elderly
A company Lapeyre intending to expand the company’s market towards people above the age of
giving a 50 in France
challenge challenged the team to reinvent the bathroom experience of elderly people to gain
more autonomy in their houses.
to a group
The final product had to be producible in France and sold for a price below 1000
of students euros.

“As an old adventurer in marketing, I thought I had seen it all, heard it all”,
“Putting the user in the center of my thoughts is the basis of my work.” Design thinking? Merely “a new
design discipline among others, nothing new on the horizon, something fashionable.”
Jean-Philippe Arnoux, director of marketing at Lapeyre
Research

• students conducted desk

research and interviewed
experts in the field of elderly
psychology and physiology,
such as nurses, doctors, and
ergotherapists.

Fontes:ThisIsDesignThinking.net; Lapeyre
• Trying to immerse themselves
into the physical situation of
elderly people, they built their
own grand age accelerator or
tried one at an exhibition.

Fontes:ThisIsDesignThinking.net; Lapeyre
• The team interviewed
users: the students were
able to talk to the
inhabitants of an elderly
house in Bry-sur-Marne,
a suburb of Paris, where
they would also return
regularly for testing.

Fontes:ThisIsDesignThinking.net; Lapeyre
The Morning Routine
• how to improve the bathroom
experience for elderly people
• Observe the morning routine
• It was easier to follow close friends
or relatives through their daily
course of action in the bathroom.
• All needs and problems were linked
to a problem: the lack of a piece of
furniture that would allow a
comfortable morning routine at the
sink.
• The team established six needs of
elderly people doing their sink
routine.

Fontes:ThisIsDesignThinking.net; Lapeyre
Fontes:ThisIsDesignThinking.net; Lapeyre
the need of reaching storage space from the sink (Need 4) was not yet fulfilled by
furniture on the market, and that none of the offers managed to satisfy all of the
detected needs within one solution.

Fontes:ThisIsDesignThinking.net; Lapeyre
We realized that elderly
people are the extreme
users of the bathroom

• “Some people say design

thinking is about developing a
crazy idea that no one ever
had,” Florence explains. “But for
me, our solution shows the beauty
of design thinking. It’s when you
hear: ‘Why did this not exist
before? It’s so simple!’”

Fontes:ThisIsDesignThinking.net; Lapeyre
 • Have a purpose
• You always start with a problem that needs solving and
you arrive at the solution using the design thinking process.
• You are not using design thinking to figure out who may
benefit from solution you already have. In other words,
design thinking isn't meant to work backward from
GOOD solution to problem.
SOLUTIONS
• Is useful: The solution fulfills its intended purpose.
• Is understandable: A good solution should be easy to
understand or learn. Or, the work to learn the solution
should be worth the effort.
• Is honest: A good solution does not promise more than
it provides.

51
 • Is sustainable: A good solution does not adversely affect
the environment, nor does it require resources (whether
material or personnel) in a way that can't be maintained over
time.
• Is long-lasting: Make sure the work you put into the
design thinking process is worth it. Provide a solution that
does not break often or deteriorate quickly.
GOOD • Fits to the context: A good solution makes sense for
SOLUTIONS the location it is used in, the people who use it, and the
function it was meant to perform.
• Is compelling: It should resonate with the user by
making them feel confident when they use it. They should
want to use your solution.
• Is simple: The solution should include only those
elements necessary for fulfilling the rest of the criteria in this
list.
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 9/13/23

• A good solution must take into

account the complexity of humans and
their practical and emotional responses
(their needs and their wants). Both
GOOD aspects must be considered during all
SOLUTIONS stages of the design thinking process.
• To begin a design thinking process that
will provide you with a good solution,
you need to begin with a strong problem
description

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 KEY TAKEAWAYS

• Human-centered design: Empathy for the person or people you are designing for, and feedback from users, is
fundamental to good design.
• Experimentation and prototyping: Prototyping is not simply a way to validate your idea; it is an integral part of the
innovation process. We build to think and learn. A bias towards action: Design thinking is a misnomer; it is more
about doing that thinking. Bias toward doing and making over thinking and meeting.
• Show don’t tell: Creating experiences, using illustrative visuals, and telling good stories communicate your vision in
an impactful and meaningful way.
• Power of iteration: The reason we go through this exercise at a frantic pace is that we want people to experience a
full design cycle. A person’s fluency with design thinking is a function of cycles, so we challenege participants to go
through as many cycles as possible—interview twice, sketch twice, and test with your partner twice. Additionally,
iterating solutions many times within a project is key to successful outcomes.