DESIGN

THINKING
CxO Conclave , November 30, 2018

Pranav Kumar
Chief Experience Designer

Hyderabad, IN Former Head of Customer Experience (CX)- Dr Reddy’s

Disruptive Business Model: Harnessing Emerging Trend

“Going direct to consumers is a big

disruptor….
There are new opportunities to
gather data and insights about
Olof Schybergson,
CEO Fjord
consumer behavior, likes,
Olof leads Fjord, the dislikes….Those who have data and
team within
Accenture Interactive an appetite for
focused on design and
innovation
innovation will prevail.”
HOW DESIGN THINKING IS
DIFFERENT THAN DESIGN?
What is you idea about Design Thinking?
B. Joseph Pine II & James H. Gilmore

Welcome to the ‘new’ Economy 1998

 The shift
5
 Which are the sought after skills in future ?
6
7
What is that single most important
customer’s problem We should solve?

 We think…no, we know that we know our customers’ need;

but fact is that even they (customers) don't know some of their
most persistent needs.
 If you simply ask your customers, they can tell you only what
they know or you wanted to know.
 Entering in to the shoes of customer discovers some of the
latent pain points which were otherwise taken as granted or
never apparently felt.
Difference: usual way to Design Thinking way
Hypothesis Driven Discovery Driven
“Design thinking is a process for creative problem
solving.” COE LETA STAFFORD, Managing Director IDEO U

“Leaders now look to innovation as a principal source

of differentiation and competitive advantage; they
would do well to incorporate design thinking into all
phases of the process.”
-TIM BROWN, Present CEO IDEO
 Design thinking is a problem-solving
method that encompasses elements of art,
science and design.
 It can be applied to a variety of
businesses, products and processes.
 By encouraging multidisciplinary
collaboration, exploration of multiple
solutions and focus on uncovering user’s
needs, design thinking has proven to be
useful to innovate, reshape and simplify
not only products or processes but
organizations as a whole.
13
Design Thinking Process
15
Customer Empathy Mapping

1. How the customer thinks and

feels
2. What the customer hears
3. What the customer sees
4. What the customer says and
does
5. The customer’s pain
6. The customer’s gain
Extensive immersions and interactions
required to define relevant personas .

Bahurani Social Research My

minded Doctor
know the
best
 Watching what people
don’t do

 Listening to what they

Immersion is superior technique to understand & un-earth NEED
- diving deeply into the context of the lives of the players and
the subject under study.
- an attempt to focus on the human dimension with the aim of
retrieving different types of information
- The idea is to identify extreme behaviors

- as well as people’s latent needs.

- The research is qualitative and does not seek to provide
exhaustive knowledge on consumption and behavior segments
- but by gathering opportunities to compile extreme profiles,
- it allows the creation of specific solutions.
- Often these solutions cater to other groups, but they would not have
emerged if scrutiny had not been done on the differences.
- project team members meet clients or users of the product or service in
question to observe or interact with them in the context of use, to get a
feel for their point of view and find out not only what they have to
say, but also what they are doing and how they are feeling.
- The time is taken to get to know their lives so as to develop empathy,
better understand their points of view, and thus identify their beliefs,
concerns and needs.
Ideation Workshop
Create personas to deeply understand customers
(multiple persona for variance as observed)

Ethnographic observation, diary studies, and other

qualitative methods to build up a three-
dimensional synthesized portrait that incorporates
(i) emotional,
(ii) cognitive, and
(iii) physical elements such as behavior patterns,
personal goals, pain points, mood shifts, and
decision-making drivers
Tangible rapid prototype of idea to present to customers for
getting their feel for further iterations for a particular
persona
Low Fidelity Prototype Testing with real customers
• Flexible movement back & forth to refine and re-define
• Simultaneous working on multiple ideas can be done till pilot
• Customer Insights can be applied to other products and services
• Process learning give new capability to team for design any
campaign or refining existing one
Design Thinking Metrics

Customer feedback – the feedback from the consumers after using the product or
service to determine the level of satisfaction based on their testimonials
Design thinking activities – the number of design thinking processes and employee
participants in it
“Immediate” results – the number of implemented projects based on design thinking
sessions
Traditional KPIs – units such as financial performance, market success, and revenue
outcome of design thinking projects
Reflective Measurements – questionnaires and surveys completed internally and
externally by participants in design thinking processes including the practitioners,
employees, and consumers
Working culture – the impact of the design thinking inside the organization measured
by factors such as motivation, team collaboration, and engagement
“In order to survive in today’s complex world,
organizations need to generate, embrace, and
execute on new ideas. That takes creativity and a
creatively capable workforce. It’s the secret sauce,
or in evolutionary terms, it’s what keeps you fit.
Organizations without it can’t compete.”
– Tim Brown, CEO IDEO