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Designing for Growth: A Design Thinking Tool Kit for Managers (ColumbiaBusiness School Publishing)BOOK DETAILFile Size: KB Print Length: pages Publisher: Columbia 28/06/ · Designing for Growth: A Design Thinking Tool Kit for Managers. Jeanne Liedtka and Tim Ogilvie educate readers in one of the hottest trends in business: "design thinking," or Available PDF Downloads. Designing for Growth: A Design Thinking ToolKit for Managers Pages (pages ) Front Matter (pages ) Individual chapters with a BUY button can be 20/04/ · Abstract. Designing for growth: A design thinking tool kit for managers by Jeanne Liedtka and Tim Ogilvie, pages, $ (hardback) Columbia University Press (June 21, 12/10/ · Here you can download file designing for growth jeanne liedtka. 2shared gives you an excellent opportunity to store your files here and share them with others. Join our ... read more
turn abstract ideas into practical applications for maximal business growth. Liedtka and Ogilvie cover the mind-set,. techniques, and vocabulary of design thinking, unpack the mysterious connection between design and growth, and teach. managers in a straightforward way how to exploit design's exciting potential. Exemplified by Apple and the success of its. elegant products and cultivated by high-profile design firms such as IDEO, design thinking unlocks creative right-brain. capabilities to solve a range of problems. This approach has become a necessary component of successful business. practice, helping managers turn abstract concepts into everyday tools that grow business while minimizing risk. Designing for Growth: A Design Thinking Tool Kit for Managers ColumbiaBusiness School Publishing BOOK DETAILFile Size: KB Print Length: pages Publisher: Columbia Business School Publishing June 28, PublicationDate: June 28, Sold by: Amazon.
com Services LLC Language: English ASIN: BSZNED2 Text-to-Speech:EnabledBook DescriptionJeanne Liedtka and Tim Ogilvie educate readers in one of the hottest trends in business: "design thinking," or the ability toturn abstract ideas into practical applications for maximal business growth. Liedtka and Ogilvie cover the mind-set,techniques, and vocabulary of design thinking, unpack the mysterious connection between design and growth, and teachmanagers in a straightforward way how to exploit design's exciting potential. Exemplified by Apple and the success of itselegant products and cultivated by high-profile design firms such as IDEO, design thinking unlocks creative right-braincapabilities to solve a range of problems.
This approach has become a necessary component of successful businesspractice, helping managers turn abstract concepts into everyday tools that grow business while minimizing risk. Extended embed settings. You have already flagged this document. Thank you, for helping us keep this platform clean. The editors will have a look at it as soon as possible. Magazine: [PDF] D. D Designing for Growth: A Design Thinking Tool Kit for Managers Columbia Business School Publishing Full Pages. EN English Deutsch Français Español Português Italiano Român Nederlands Latina Dansk Svenska Norsk Magyar Bahasa Indonesia Türkçe Suomi Latvian Lithuanian český русский български العربية Unknown.
Self publishing. Login to YUMPU News Login to YUMPU Publishing. That may work for incremental improvements, but if you want something more disruptive you have to go into the field and find something proprietary and experience it for yourself. The old joke is that a lawyer will not ask you a question that he or she does not already know the answer to. Inefficiency and ambiguity are both conditions of the design process. There has to be time for reflection and disagreement. These are core to great, new, big ideas. And they are also what makes processes inefficient. You also need time for disagreement because good design thinking is about bringing together a diverse set of inputs. And that works 80 percent of the time. We ask them to take risks and then punish them for mistakes. And we give them ambitious growth goals and only Excel spreadsheets to achieve them.
Getting new results requires new tools—and design has real tools to help us move from talk to action. Second, design teaches us how to make things feel real, and most business rhetoric today remains largely irrelevant to the people who are supposed to make things happen. The only people who will care enough to help are those for whom the strategy is real. Things that feel real to people, as psychologist William James pointed out over a century ago, are both interesting and personally significant. They are experienced, not just pronounced. While managers are showing spreadsheets—the ultimate abstraction— designers are telling stories. We have a lot to learn from design about how to tell a story that engages an audience, captures the experience dimension, and makes the future feel real. Look at any presentation created by anybody at a design firm and compare it with the PowerPoint dreck you are forced to sit through every day at work.
Enough said. The world that used to give us puzzles but now dishes up mysteries. And no amount of data about yesterday will solve the mystery of tomorrow. Designers have no such expectations. They thrive on it—hence their enthusiasm for experiments and their patience with failure. Design teaches us to let go and allow more chaos into our lives. Designers lean into uncertainty, while managers often deny or fight it. Not all managers, though. When we studied managers who had succeeded at organic growth, we found a distinctly designer-oriented attitude toward uncertainty. It has surprised me many times before. Designers have developed tools —such as journey mapping and prototyping—to help them actively manage the uncertainty they expect to deal with.
Fourth, design understands that products and services are bought by human beings, not target markets segmented into demographic categories. This messy reality—that behavior is driven by more than economic logic—is something that designers understand well. They master the skills of observation, of understanding human beings and their needs, while managers learn mostly to evaluate, an activity that rarely involves the kind of empathy that produces fresh insights. Professional doubters are much better at judging than creating. THE CATALYSTS Over the past four years a group of colleagues, including Jeanne, have studied managers who have successfully achieved organic growth in mature businesses.
They taught us a set of growth lessons. Right under your nose there are opportunities to create better value for existing customers that will enhance your relationships with them. You just have to know your customers very well to see them. In fact, big bets often cause failure. Place small bets fast, and learn learn learn. Speed thrills. An obsession with speed drives a surprising and powerful array of positive consequences. SIX THINGS MANAGERS KNOW… THAT ARE DEAD WRONG With or without the benefit of MBA coursework, professional managers tend to follow a set of maxims that simplify their professional lives.
Here are six common management myths that will definitely make your life more difficult. This one is borrowed from trial lawyers, and it traveled into mainstream business because it always seems career-enhancing to look smart. Unfortunately, growth opportunities do not yield easily to leading questions and preconceived solutions. A better maxim for growth leaders is: Start in the unknown. Myth 2: Think big. There are always pressures to be sure an opportunity is big enough, but most really big solutions began small and built momentum. How seriously would you have taken eBay online auctions? Or PayPal online escrow? In an earlier era, FedEx looked like a niche market. To seize growth opportunities, it is better to start small and find a deep, underlying human need to connect with. A better maxim for growth leaders is: Focus on meeting genuine human needs.
Myth 3: If the idea is good, then the money will follow. Managers often look at unfunded ideas with disdain, confident that if the idea were good it would have attracted money on its own merits. Gmail sounds absurd: free e-mail in exchange for letting a software bot read your personal messages and serve ads tailored to your apparent interests. Who would have put money behind that? The answer, of course, is Google. In that light, a better maxim for growth leaders is: Provide seed funding to the right people and problems, and the growth will follow. Myth 4: Measure twice, cut once. And spending time trying to measure the unmeasurable offers temporary comfort but does little to reduce risk.
A better maxim for growth leaders is: Place small bets fast. Myth 5: Be bold and decisive. In the past, business cultures were dominated by competition metaphors sports and war being the most popular. Organic growth, by contrast, requires a lot of nurturing, intuition, and a tolerance for uncertainty. Placing bold bets falls well short of our proposed maxim: Explore multiple options. Myth 6: Sell your solution. When you are trying to create the future, it is difficult to know when you have it right. We think it is fine to be skeptical of your solution, but be absolutely certain you have focused on a worthy problem. In this case, we propose two design-based maxims: Choose a worthwhile customer problem. Let others validate. An unavoidable but healthy tension exists between creating the new and preserving the best of the present, between innovating new businesses and maintaining healthy existing ones.
As a manager, you need to learn how to manage that tension, not adopt a wholly new set of techniques and abandon all of the old. For some managers, a design approach seems natural. Design needs business thinking for good reasons: First, because novelty does not necessarily create value. Profitable growth requires ideas that are not only new but that create value for somebody because of that newness. Second, because even value creation is not enough. Businesses, to survive, must care about more than just creating value for customers. It is an important, but insufficient, first step.
To survive long-term, businesses need to be able to execute and to capture part of that value they create in the form of profits. Understanding the value capture piece is often hard for designers but critical to designing profitable new organizational futures. And third, because how many more stylish toasters and corkscrews do any of us need? Cool stuff is great, but design has the potential to offer so much more. Design has the power to change the world—not just make it pretty. And businesses are some of the most powerful institutions on earth today. So—can business and design build a future together? Let us tell you why we are optimistic that they can. First, organizations similar to yours are doing it right now and making it work, with solid results.
There is a movement toward convergence around some of the most important questions of all: Why are we here? What is our purpose? Increasingly, we are recognizing that the fundamental measure of success—in design and business—is whether we are really creating value for somebody out there. Without that, sustainable profitability is a mirage. A lipstick that lasts an entire year it is nearly 1 meter long. A clock that tells time so accurately that it is impossible for the human eye to read the last two digits it comes with an optional camera to capture an image of those two digits so you can know precisely what the time was a few seconds ago. Our personal favorite, the Moaster, a toaster that launches the toast up to 5 meters in the air.
It is just a different kind of data: Good designers take the time to make their ideas concrete and go out and get better data from the real world rather than extrapolating data from the past. In doing so, they belie another popular misconception—that a design approach is riskier than a traditional business approach. Hiding in your office using questionable numbers from the past to predict the future is just about the riskiest thing you can do. Uncertainty comes with the territory when your goal is growth. CHAPTER TWO: FOUR QUESTIONS, TEN TOOLS Remember the drawing of the design process in Chapter 1? Here is ours: We start and end in the same place as Apple's Tim Brennan, but we've untangled the hairball into a manageable process. What if? What wows? and What works? The What is stage explores current reality. What if envisions a new future. What wows makes some choices. What works takes us into the marketplace.
In the early part of each stage of the design thinking process, we are progressively expanding our field of vision, looking as broadly and expansively around us as possible in order not to be trapped by our usual problem framing and pre-existing set of solutions. After we have generated a new set of concepts, we begin to reverse the process by converging, progressively narrowing down our options to the most promising. There are ten essential tools that a design thinker uses to address the four questions, to navigate this pattern of divergent and convergent thinking. These are the tools you need to create new possibilities and equally important reduce the risk as you manage the inevitable uncertainty of growth and innovation. The rest of this book will unpack each of these stages and tools, and help you apply them to your own growth challenges. First, we want to look at how the process unfolds across the four questions, and how each tool fits within it, acknowledging that this model imposes an artificial linearity on a very fluid process.
As we get started, we want to call your attention to a very special design tool: visualization tool 1. Often, visualization is integral to the other tools we will talk about. Visualization consciously inserts visual imagery into our work processes and focuses on bringing an idea to life, simplifying team collaboration and eventually creating stories that go to the heart of how designers cultivate empathy in every phase of their work and use it to generate excitement for new ideas. What is? Step Away from That Crystal Ball All successful innovation begins with an accurate assessment of the present, of current reality. We save the crystal ball for later. Sounds counterintuitive, doesn't it?
When we think of something new, we usually think of the future—not the present. Why not start there? For a lot of reasons: First, we need to pay close attention to what is going on today to identify the real problem or opportunity that we want to tackle. A lot of managers throw away all kinds of opportunities for growth before they even get started by framing the problem too narrowly. One day they realized with the help of design thinking that what their customers really wanted was cleaner floors, and that could be achieved through means other than better detergents—such as a better mop. Fruitful searches go back to the basics: What is the job to be done? A funny thing often happens as we pay closer attention to what customers are up to—we find that the clues to the new future lie in dissatisfactions with the present.
And not just when the innovation you are looking for is incremental. Ultimately, growth is always about solving customers' problems—even if they don't yet know that they have one. But if you pay close enough attention to their lives and their frustrations, you might see what they don't. You've got to meet your customers where they are today in order to take them where you think they need to be. So the most promising place to start any growth search is to find out what customers don't like about today—and identify the trade-offs they'd rather not have to be making.
THE TEN TOOLS 1. Visualization: using imagery to envision possibilities and bring them to life 2. Journey Mapping: assessing the existing experience through the customer's eyes 3. Value Chain Analysis: assessing the current value chain that supports the customer's journey 4. Mind Mapping: generating insights from exploration activities and using those to create design criteria 5. Brainstorming: generating new possibilities and new alternative business models 6. Concept Development: assembling innovative elements into a coherent alternative solution that can be explored and evaluated 7.
Assumption Testing: isolating and testing the key assumptions that will drive the success or failure of a concept 8. Rapid Prototyping: expressing a new concept in a tangible form for exploration, testing, and refinement 9. Customer Co-Creation: enrolling customers to participate in creating the solution that best meets their needs Learning Launch: creating an affordable experiment that lets customers experience the new solution over an extended period of time, to test key assumptions with market data This is precisely the approach that executives at Pfizer Consumer Healthcare used to address one of their growth challenges. Nicorette, the company's leading smoking cessation product, had reached a plateau. Pfizer was unhappy with Nicorette's performance, in every sense of the word. Its sales and profits had stagnated.
Perhaps even more disturbing—it just didn't seem to be working very well. Pfizer executives estimated that smokers made seven unsuccessful attempts before they finally kicked the habit. Not good enough, in their view. So Pfizer set a goal of growing the brand significantly—in both sales and performance. The Nicorette team started by selecting a group of customers to get to know better. Pfizer executives chose to focus on a group of customers who were likely to be open to change: young smokers. Their biggest growth market for this target group was in Europe, so they set up a team based in London. In taking a design thinking approach, the Pfizer executives committed themselves to developing a deep understanding of the underlying behaviors of these smokers—beyond the simple fact that they were chemically addicted to nicotine.
They observed their daily lives, following them home and to their offices, trying to understand how both their cigarette habit and their attempts to quit fit into the bigger picture of their lives, the meaning these held for them. This research uncovered a surprising insight: The smokers who wanted to quit did not think of their habit as a medical problem. Instead, they viewed smoking as a lifestyle choice they had made and wanted to gain more control over. They believed that, one day, they would make a different choice, quitting eventually. Once Pfizer managers understood how their customers framed the smoking cessation issue, they felt confident that they would be able to design more effective offerings for them.
Christi was first exposed to design when one of Kaiser Permanente's executives saw the infamous IDEO shopping cart video. He asked Christi if IDEO's design thinking methodology could be replicated in-house at Kaiser Permanente. Maybe so, she thought. So, she recruited a handful of pioneers none with a design background and took on her first project, looking at prenatal services and the journey of an expectant mother. Doing this made me realize that there is never a perfect answer, and you won't come up with one that is close by sitting in a conference room. You've got to get out and get hands-on with what you are trying to do. First, we focus on the customers we hope to serve. Design offers a number of ethnographic tools, such as customer journey mapping tool 2 , to help us assess an idea's potential for value creation.
It is also important in our explorations to assess the potential for value capture that is, profitability. So we need to do a deep dive on the value chain in which this new idea is likely to be implemented. Who are the powerful players? What are their incentives? Will they want and be able to help us? Accurate information on your organization's own capabilities and resources and that of key competitors is also essential. And we'll want to recognize early on the capabilities we are missing and locate the right partner to provide them. All this involves a value chain analysis tool 3. The Pfizer team realized that Nicorette usually did not work as well in isolation; success involved a multipronged program involving counseling, hypnosis, or some kind of clinic or support group. None of these seemed like opportunities that would leverage the organization's strengths. Pfizer would need to position itself in a new value chain, alongside partners that could provide complementary offerings.
When do you know that you've explored enough? This is always a judgment call. There is a deluge of low-quality information available from sources like the Internet. But high-quality information usually requires field research, which is expensive and time consuming, so we don't want to chase data we don't need. Figuring out what you need is not always easy. That comes later. The purpose here is to prepare to generate ideas—not evaluate them. Designers have come up with a number of tools for looking for patterns in and making sense of the wealth of data we've amassed in this exploratory stage. One approach is what we call mind mapping tool 4 , which helps organize the mass of information we've collected and draw insights from it about the qualities of the innovations we need.
We then use these design criteria to generate ideas in the next stage. Pursue Possibilities Having synthesized the data and identified emerging patterns, ideas begin to pop into our heads of their own volition. We start to consider new possibilities, trends, and uncertainties. Even without consciously trying, we are beginning to develop hypotheses about what a desirable future might look like. And so it is time to move from the data-based exploratory What is stage to the more creativity-focused question, What if? We'll do this in Section III. At this stage, we are staring the future in the face.
To generate truly creative ideas, it is crucial to start with possibilities. This is deadly to breakthrough thinking. If we start by accepting all the things that don't allow us to do something better, our designs for tomorrow will inevitably look a lot like those for today. Our only hope for real creativity is to ignore some key constraints in order to identify a new set of possibilities. Then the real creativity kicks in—figuring out how to get those constraints out of our way. It takes a lot of momentum to do this— and that gets created in a good possibilities discussion that energizes the hard work of overcoming constraints.
As poet Eric Hoffer observed, there are few incentives to creativity more powerful than being told that you cannot have your own way. During the What is stage, we looked at how customers currently frame their problems and the mental models and constraints that we impose on them. Now we'll use this information to formulate hypotheses about new possibilities. Pfizer executives hypothesized about a new approach to reaching out to customers: What if, instead of presenting doctors in lab coats helping smokers with a medical problem caused by a chemical addiction, the company could offer coaches in sweat suits encouraging smokers to adopt a different training regimen? Pfizer knew that it also needed to incorporate Nicorette into a multifaceted smoking cessation program that would address not just the addiction but broader lifestyle choices. The company hoped to find a way to achieve this without investing in bricks-and-mortar elements, like health clubs and clinics.
Eventually, the team found a small firm in Scandinavia that had developed a behavior modification program based on tailored reminder messages, delivered via cell phones. We will approach the ideation challenge using a familiar tool, brainstorming tool 5 , although we will apply it with more structure than the free-form approach often used. A disciplined approach to brainstorming is crucial to overcome its inherent pitfalls. A key reason that brainstorming is unfulfilling is the lack of a formal process to convert the output into something valuable. Ideas often fit onto a Post-it note, but a concept requires a poster. DIANE TY Diane Ty spent ten years at American Express, in product marketing and new product development. With an undergraduate degree in political science and an MBA from the Wharton School, she had no formal exposure to design until she went to work for AARP and took on the challenge of helping twenty- somethings think about retirement—using design thinking tools to get there.
Diane didn't want to fall into the trap of brainstorming many ideas that would never be pursued. For her, the value of the design thinking tools is in the clear steps to pursue, improve, and validate concepts with users. I have experienced the classic ideation several times, the kind where you bring together a bunch of colleagues and you brainstorm lots of different ideas. I was always disappointed when you got to the point of trying to see if any of the ideas were actually feasible, able to be implemented. Design thinking was an approach that was interesting to me because it was different from typical ideation.
Find the Sweet Spot If all has gone well in the preceding stages, we probably have far too many new concepts to move forward all at once. A firm we worked with recently generated more than ideas of interest, which they narrowed down to 23 concepts. Of these, only five were eventually moved forward into marketplace testing during the What works stage. Clearly, much prioritizing must be done. We need to make some choices. And so in Section IV we move from our What if hypothesis-generating mode to a What wows strategy for culling our concepts down to a manageable number. This necessitates starting with some kind of evaluation of the only data we've got —data about today.
Because it is often difficult to assess the long-term potential of a new concept, we want to tread carefully so that we don't unintentionally favor the incremental concepts and dismiss the more radical ones. The good news is that we have an approach at our disposal that has been little used in business but is far more useful in assessing early-stage innovations than the much maligned but still commonly used metrics like return on investment ROI and payback. This is the good old scientific method. The scientific method uses both creative and analytic thinking. That is what makes it such a useful tool when we want to be imaginative in the search for possibilities and rigorous in figuring out which ones to pursue. Unlike brainstorming, it doesn't ask us to leave our analytic minds at the door. It invites both the left and the right brain into the process, and it is custom- made to deal with situations involving a lot of unknowns.
It accomplishes all of the above by treating our new concept as a hypothesis and then testing it. It starts with the hypotheses generated by the What if question we've just talked about. And so assumption testing tool 7 is one of the most potent arrows in the designer's—and the manager's—quiver. All design is essentially hypothesis driven, which, in the design world, is shorthand for saying that the solutions generated are the outcome of an iterative rather than a linear process. That is, design starts with a tentative solution and expects to improve it through experimentation. Think of an architect's progress through a series of representations of his or her work—sketches, to cardboard models, to wooden models, to perhaps 3D models these days—all before a single shovelful of dirt has been lifted at the construction site. So having tested our assumptions as carefully as we can, given existing data, it is time to move to the real thing—experimentation in the marketplace, which allows us to collect real-time data on our new concept.
In order to do this, we need to take the concepts that have successfully passed through our screening process and translate them into something actionable—a prototype. Rapid prototyping tool 8 a new business idea seems like a challenging task. Even the words sound formidable. But all we are talking about here is taking the concepts generated in the What if stage that have passed our screening tests and turning them into something concrete enough to spur conversations with important stakeholders like customers and partners. Our intent here is to create visual and sometimes experiential manifestations of concepts. By giving our concepts detail, form, and nuance, we can better facilitate meaningful conversation and feedback about what needs improvement. Prototyping should be robust and fast. This is all we need, because we prototype to learn rather than to test a theoretically finished product. This allows us to make mistakes faster, identifying areas that can be improved while agreeing on what's working effectively.
A strong prototyping phase can identify and correct potential problems and will ensure a smoother implementation. As Frank Lloyd Wright noted, it's easier to use an eraser on the drafting table than a wrecking ball on the building site. Regardless of the form that prototypes take, the focus is on capturing details of how the model will work and how people will experience it. Remember the goal: creating a compelling story that makes sense and makes the idea feel real to your collaborators. At Pfizer, the team created a prototype of a new behavior modification program by combining the Scandinavian firm's IT platform, tailored to smoking cessation, with other elements of the business model, such as increased user interactivity and social networking elements like family support.
Each of these elements was prototyped using tools like screen shots and story panels. Customers were asked to walk through the interfaces and provide their reactions to the design team. What works? Time to Get Real Finally! We are ready to launch and learn from the real world. First we'll try out a low-fidelity prototype on some customers and see how it goes. If it succeeds, we'll build a higher-fidelity prototype of our idea and see if any customers are willing to part with their money for it. This is our focus in Section V. A particularly powerful approach to determining what works involves inviting the customer into the conversation in an active, hands-on way. The tool we'll use here is customer co-creation tool 9. There is no more effective way to reduce the risks of any growth initiative than to engage customers in designing it. Improved prototype in hand, we are now ready to move into the marketplace. To accomplish this, we will offer a tool we call a learning launch tool 10 , which moves your developing concepts into the field.
As you design the launch, you will want again to be explicit about the search for disconfirming data. This is the information that disproves your hypotheses. It is the most valuable information to find—and the easiest to miss. To enhance your ability to detect it, you must lay out in advance what disconfirming data would look like. Included in the learning launch is attention to another important task: designing the on-ramp. How do you launch your new offering in a way that will best persuade customers to give it a try? Without trial, all that value creation potential is only that —potential. So you will need to pay attention to how you get to awareness of your new offering, and from there to trial. As you proceed, keep in mind some of the principles of this learning-in-action stage: Work in fast feedback cycles. Fail early to succeed sooner. Test for key trade-offs and assumptions early. Most important, play with the prototypes in the field instead of defending them.
The Pfizer team tested three different on-ramp approaches: putting the offering on a retailer's shelf, selling it through intermediaries like employers or insurance providers, and selling direct over the Internet. To the executives' surprise, the offering sat on retail shelves and went nowhere. Selling through intermediaries proved to be too slow to meet growth targets. The third option, the Internet, emerged from the learning launch as the big winner, though Pfizer had never used this channel before. Before we walk you through the ten tools in greater detail, there is one more ingredient you will need to become a successful design thinker. The Project Management Aids To succeed at harnessing the power of design thinking to grow your business, you need to do more than try out the ten tools of design thinking: You have to manage the growth project itself. This is not as easy as it may sound. You are gathering large amounts of data, dealing with significant ambiguity and uncertainty, and working with new internal and external partners—all under the pressure of deadlines and resource constraints.
With all these new tools and new types of data, this train can easily come off the tracks. To make sure that it doesn't, we will introduce four project management aids PMAs in this chapter as well. Turn to the Appendix for more-detailed descriptions and templates. The PMAs are not design tools—they are not about generating or testing ideas. Instead, they are communication protocols that link the design thinking process to the established project management structures of the organization. They will help you control the project by systematically capturing the learning from each stage, codifying decisions and transitioning from one stage to the next, and integrating the results into a successful growth project. The diagram to the right shows the purpose of each project management aid and how they fit together.
And that's the design thinking process: four questions, ten tools, and the project management aids. That's all there is to it. Incorporating design thinking into your search for growth is going to take some patience on your part. All kinds of obstacles will probably be thrown your way while you are being asked to find profitable new growth opportunities. That challenge— moving a design project through an organization—is the subject of our final chapter. Managers trying to innovate and grow new businesses in big bureaucracies need all the help that they can get. And design really can help. Big time. So let's get started on showing you how. IN THIS SECTION As managing director of strategic marketing development at AARP, a nonprofit organization dedicated to serving Americans over the age of 50, Diane Ty faced a common challenge: how to cultivate future members among the next generation while serving current ones.
Founded in by a former high school principal who wanted to help retired teachers find health insurance, AARP had grown into an organization of more than 40 million members. Despite dramatic social changes in the second half of the twentieth century, it remained focused on its founding principles: promoting independence, dignity, purpose, and quality of life for older persons. Like any organization with an eye on the future, it was concerned with positioning itself for a new generation of members likely to be quite different from the current one. Enter Diane Ty, a Wharton MBA with a background in both consumer products and the nonprofit world. Diane and her team started with the hypothesis that young people—Gen Xers and Gen Yers—would want to receive services over the Internet, but they had no preconceived notions about what services to focus on.
Having never served this demographic group, they had little research on it. And so they started their exploration with secondary research. A large number of them are unemployed or underemployed. And then look ahead and see the questions around Social Security … This is a perfect storm. Seventy percent of our members today are still supporting their adult children in some way financially. And we know that our members have not saved enough for retirement. Do they want help getting health insurance? The team also took photos and video footage of their home environments and conducted in-depth interviews about their dreams, challenges, and fears.
And how do they respond? The decade of 25 to 34 was when most significant life events were occurring. And each life event tended to be a catalyst for a money decision: starting your career, getting married, buying a house, having a child, changing a job, dealing with divorce. It was a huge group of events. Diane and her team began looking across the data they had amassed about the needs of people under 50 and considering how AARP could meet them. AARP had other strategic objectives, as well. In addition, the organization did not want to replicate or compete with services that already existed in the marketplace. Finally, AARP wanted to focus on those who needed help the most, rather than serving those who were already in good financial shape. The team began with a design brief project management aid 1 that clarified the scope of the project, its intent, the questions it hoped to explore, and the target market it wanted to explore them with.
In fact, you might argue that their lack of prior knowledge about the under set was a plus —it encouraged them to jump into the study with questions instead of answers. They then gathered a lot of data from various sources, including the people they wanted to serve. They took an ethnographic approach to their target customers, digging deeply into their lives. And they were willing to live with the uncertainty and the challenge of making sense of all they learned, translating it into insights that allowed them to identify design criteria for the next stage: idea generation. Since the goal of design is to envision and implement an improved future state, it is always tempting to jump right to it—to the future, that is. Indeed, many people believe design thinking starts with brainstorming; some even think it ends there! Innovative ideas are generated from insights about current reality.
Fashion Books. Furniture Design Books. Industrial Design Books. Interior Decorating Books. Mandalas Books. Music Books. Origami Books. Painting Books. Photography Books. Sculpture Books. Theater Books. Visual Arts Books. Mystery and Thriller. Free Books! Table of Contents. Read Download. Presentation Northern Highlands Regional HS Source: Northern Highlands Regional HS. Books on Digital Tools for Graphic Design In the graphic design profession, you need to have a lot of creativity, but at the same time it requires the mastery of design programs, which can be very difficult at the beginning, but as you gain experience in them it becomes easier to use them. B's Business Ed Web Source: Mr. B's Business Ed Web. Books on Advertising Graphic Design Advertising graphic design is the creation of art to communicate messages online and offline, and basically constitutes the majority of the work that designers do today.
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View the print version of this title. Forgot password. current document Columbia Business School Publishing all documents. Designing for Growth: A Design Thinking ToolKit for Managers Pages pages Front Matter pages Table of Contents pages Acknowledgements pages Section I: The Why and How of Design Thinking pages Why Design? pages Four Questions, Ten Tools pages Section II: What is? Visualization pages Journey Mapping pages Value Chain Analysis pages Mind Mapping pages Section III: What if? Brainstorming pages Concept Development pages Section IV. What wows? Assumption Testing pages Rapid Prototyping pages Section V. What works? Customer Co-Creation pages Learning Launch pages Section VI: Leading Growth and Innovation in Your Organization pages Appenidx: The Project Management Aids pages Appendix: The CNVC's List of Universal Human Needs pages Appendix: Further Reading pages Notes pages About the Authors pages Exemplified by Apple and the success of its elegant products and cultivated by high-profile design firms such as IDEO, design thinking unlocks creative right-brain capabilities to solve a range of problems.
This approach has become a necessary component of successful business practice, helping managers turn abstract concepts into everyday tools that grow business while minimizing risk. Jeanne Liedtka is a professor at the Darden Graduate School of Business Administration, University of Virginia. Formerly the executive director of its Batten Institute, a foundation established to develop thought leadership in the fields of entrepreneurship and corporate innovation, she has also served as chief learning officer for the United Technologies Corporation UTC and as associate dean of the MBA program at Darden. Tim Ogilvie is CEO of Peer Insight, an innovation strategy consultancy, where he has pioneered contributions to the emerging disciplines of service innovation, customer experience design, and business model exploration.
See below for our purchase options for this e-book. Buy a download of Designing for Growth: A Design Thinking ToolKit for Managers and perpetual online access. Buy perpetual online access to Designing for Growth: A Design Thinking ToolKit for Managers. Get online access to Designing for Growth: A Design Thinking ToolKit for Managers for one month. Students in the Design Thinking for Innovative Problem Solving course can get Designing for Growth for a special price. Powered by Tizra ® Publisher. Terms of Service Privacy Contact Us. Home Browse Authors Browse Titles My Account Shopping Cart. Remember login. Forgot password Register. Advanced search. Unlock Code:. Author s : Liedtka, Jeanne ; Ogilvie, Tim. Designing for Growth: A Design Thinking ToolKit for Managers Jeanne Liedtka and Tim Ogilvie eISBN: pages View the print version of this title. pages 2. Four Questions, Ten Tools pages Section II: What is? pages 3. Visualization pages 4. Journey Mapping pages 5.
Value Chain Analysis pages 6. Mind Mapping pages Section III: What if? pages 7. Brainstorming pages 8. Concept Development pages Section IV. pages 9. Rapid Prototyping pages Section V. Learning Launch pages Section VI: Leading Growth and Innovation in Your Organization pages Appenidx: The Project Management Aids pages Appendix: The CNVC's List of Universal Human Needs pages Appendix: Further Reading pages Notes pages About the Authors pages To unlock, provide the appropriate unlock code. New heading i 1 free Table of Contents vii 7 free Acknowledgements ix 9 free Section I: The Why and How of Design Thinking 1 15 1. Four Questions, Ten Tools 21 35 Section II: What is? Visualization 49 63 4. Journey Mapping 61 75 5. Value Chain Analysis 75 89 6. Mind Mapping 81 95 Section III: What if? Brainstorming 8. Concept Development Section IV.
Assumption Testing Rapid Prototyping Section V. Customer Co-Creation Learning Launch Section VI: Leading Growth and Innovation in Your Organization Appenidx: The Project Management Aids Appendix: The CNVC's List of Universal Human Needs free Appendix: Further Reading free Notes free About the Authors free.
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To schedule an interview with Tim Ogilvie or Jeanne Liedtka, or to request an excerpt or bylined article, contact: Jared Sharpe / / sharpej@blogger.comxandra Kirsch / 28/11/ · Design Thinking is a customer-oriented innovation approach that aims to generate and develop creative business ideas or entire business models. In this book, you'll learn all 28/06/ · Designing for Growth: A Design Thinking Tool Kit for Managers. Jeanne Liedtka and Tim Ogilvie educate readers in one of the hottest trends in business: "design thinking," or 12/10/ · Here you can download file designing for growth jeanne liedtka. 2shared gives you an excellent opportunity to store your files here and share them with others. Join our Designing for Growth: A Design Thinking Tool Kit for Managers (ColumbiaBusiness School Publishing)BOOK DETAILFile Size: KB Print Length: pages Publisher: Columbia Available PDF Downloads. Designing for Growth: A Design Thinking ToolKit for Managers Pages (pages ) Front Matter (pages ) Individual chapters with a BUY button can be ... read more
During the What is stage, we looked at how customers currently frame their problems and the mental models and constraints that we impose on them. Despite dramatic social changes in the second half of the twentieth century, it remained focused on its founding principles: promoting independence, dignity, purpose, and quality of life for older persons. Section II: What is? This is not as easy as it may sound. So you will need to pay attention to how you get to awareness of your new offering, and from there to trial. Ask for stories and examples. capabilities to solve a range of problems.
Before we walk you through the ten tools in greater detail, there is one more ingredient you will need to become a successful design thinker. edu no longer supports Internet Explorer. Diane and her team began looking across the data they had amassed about designing for growth pdf free download needs of people under 50 and considering how AARP could meet them. To get to growth, we have to create something in the future that is different from the present. And that works 80 percent of the time.
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