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Ideation + Design Thinking @ Telemark

Telemark
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Sputnik5 by Innovation Lab

on 19 April 2017

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Transcript of Ideation + Design Thinking @ Telemark

Ideation & Design Thinking
Kilde: IDEO og Standford University
"Listeners are Better Innovators"
Tim Brown, IDEO
empati
indlevelse
kreativitet
nysgerrighed
rationalitet
Design Thinking principles Innovation
Start at the beginning...
Focus on the user...
Test your service / product early and often..
Search for inspiration and help through discovery..
“Design thinking is a human-centered approach to innovation that draws from the designer's toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.”
—Tim Brown, president and CEO
Intro: DESIGN THINKING
WHY?
Er I kunde-centreret?
Take pictures, video and notes...
But stay invisible
to the user
Undersøg extremer: hvad kan vi lære af processen?
Undersøg extremer: hvad kan vi lære af teknologien?
Tydeliggør alle findings og brugerindsigter
The process
Inspired by: HPI School of Design Thinking, Stanford D-School, IDEO
1
Take pictures, video and notes...
But stay invisible
to the user
Clarify all findings and user insights
1: Discovery
Research the extreme - what can we learn from that process?
Research the extreme - what can we learn from the technology
3
observation
Empati-kortet
beskriv brugeren
foto journal
personlig journal
Focus group interview
dyb indsigt i brugerens situation
eksplorativ
mulighed for fortolkning
minimal påvirkning
fare for fejlfortolkning
kan kræve samtykke fra brugeren
grundigt forarbejde
generisk metode
kan anvendes som enkeltstående metode
gruppeværktøj
kan baseres på antagelser
This is my work
my biggest dream
my family
my home
my supper
dyb indsigt
brugerens egen fortolkning
kræver brugerens involvering
brugeren fører logbog om emnet

liv
dagligdagen
processen
opgaven
stor kvalitativ datamængde
brugerens egen fortolkning
stor databehandling
omfattende designproces
a lot of inputs
timesaving
people affect eachother
mental barriers (specially with young adults)
brugerinddragelse a la innovation lab
ideation camps
Situations
1.This is a fun situation at work!
2.This is boring!
3.This is something I would like to improve
4.This environment/room is inspiring!
5.This environment/room is uninspiring!
6.This motivates me
7.This demotivates me
8.Aibel being awesome
9.Good times with my colleagues
10.Frustration at work!
11.This is someone I respect
12.This is something I am proud of
13.I wish I had this
14.In this situation I perform my very best!
"hvordan skaber vi en bedre virksomhedskultur?"
brugerinddragelse via facebook
Fra 10 til 140 deltagere på 14 dage (organisk)
40+ billeder
kommentarer og likes
i dag= +400 medlemmer
Observe with an open mind without disturbing the user
Fuzzy Front End
innovation
udfordringen med
Ideation
idéer?
vs
problemer?
vs
muligheder?
"Your brain is a lazy piece of meat"
Gregory Berns, neuroscientist
Den belønner vanetænkning og gentagelser....
idégenerering er kaotisk og ustruktureret
vi har alt for mange idéer - men ingen bliver til noget
det stopper ved de gule sedler
jeg er ikke kreativ
idégenerering = brainstorm & gule sedler
udfordringen:
en systematisk metode:
// kreativ problemløsning
// fælles "sprog" for innovation
// effektiv idé-håndtering
argument
idé
fakta
modargument
kritisk tænkning
parallel tænkning
idé
viden
fakta
idé
LØSNING!
creativity is just
connecting
things
principle_1
Steve Jobs
Sputnik5
principle_2
problem
solution (as usual)
logisk/VERTIKAL tænkning
solution (as UNusual)
solution (as UNusual)
solution (as UNusual)
solution (as UNusual)
vs. "HORISONTAL" tænkning
time requirements/complexity
high
low
interessent-analyse
observation
personal journal
i "markedet" m brugere
workshop
wildness
time reqiurements
low
low
*negative brainstorm
*6-3-5
*creative idol
*S.C.A.M.P.E.R.
*role play
*picture association
*word association
*tech association
*provocation
*trigger cards
example
logo here
logo here
time reqiurements
high
low
*idea clustering
*dot voting
*2-by-2 matrix
*PUGH matrix
*weighted score analysis
*spider web
Product dev.
concept/service
dev.
TOOLS TIL GUL ZONE:
"HVORDAN KAN VI SKABE ET NYT PRODUKT TIL INNOVATION LAB'S KUNDER I C20 SEGMENTET?"
PROBLEMFORMULERING:
Fail often to succeed sooner
PROBLEM
LØSNING
regler i den kreative proces
have fun!
giv plads!

ha' en åben indstilling

byg videre på idéer

sig "JA"
hæng fast ved egne idéer

dømme idéer (og personer)

"krigshistorier"

autoritet
TOOLS TIL GRØN ZONE
POTENTIALE
cases/ref's

Intel Youth enterprise program
15 agenter + 150 deltagere til ideation dag
+100 trænet. Nu et integreret framework
3: Ideation
Metodegrundlag
vs
solution (as UNusual)
solution (as UNusual)
solution (as UNusual)
solution (as UNusual)
vs. "HORISONTAL" tænkning
problem
solution (as usual)
logisk/VERTIKAL tænkning
The Business Model Canvas
&
User Empathy Map
IDEATION:
af SPUTNIK5 & INNOVATION LAB
IDEATION
=
=
viden & erfaring
nye inputs
evnen til at kombinere
Skab fælles udgangspunkt
Output for Gul Zone:
Problemformulering
"HVORDAN KAN VI skabe energi-neutrale og modulare studenterboliger?"
kom på MINDST 10 idéer til hvordan en gris kan flyve...
if pigs could fly..
rød zone output
ideation-værktøjer
hvordan ville Steve Jobs løse problemet?
hvordan kan denne teknologi bruges til at løse problemet?
mængden tæller
"The best way to have a good idea is to have a lot of ideas"

Linus Pauling
"The slow hunch"
Steven Johnson (author)
"...create an open database of hunches, the Web 2.0 version of the traditional suggestion box. A public hunch database make every passing idea visible to everyone else. Others can comment or expand on those ideas, connecting them with their own hunches..."
hvordan får du dine idéer?
"good ideas are networks"
Charles Darwin
theory of natural selection
September 28, 1838
road map

projektskabelon

Bis Case
challenge:
hvordan udvælger I de gode idéer?
"The slow hunch"
Tools til RØD ZONE
empati-kort
"innovative thinking is a slow and gradual process based on the concept of the "slow hunch" rather than an instant moment of inspiration"
hvad gør du for at tænke kreativt?
ensretning af mindset
udfordring af mindset
R du KREATIV?
INNOVATIVE
IMAGINATIVE
INTUITIVE
INSPIRATIONAL
is curious
is insightful
is resourceful
is a visionary
JA! det er vi alle
Sputnik5
principle_2
business as USUAL
vs
business as UNusual
Steven Johnson (author)
horisontal inspiration
contents:
what is design thinking and why do we need it in innovation
people before technology
problems before solutions
function over form

are you solving the REAL problem?
WHO are your users?
WHAT are their true needs?
See challenges as opportunities....
Start with the problem

Ask yourself:
WHAT is the problem?
WHO has the problem?
WHY is it a problem?
WHERE is it a problem?
WHEN does it occur?
Example: Student housing


WHAT: there are not enough apartments i uni-cities, students have little money
WHO: students + universities + parents
WHERE: all uni-cities
WHEN: peak at semester start
Reframe it into an opportunity statement, beginning with "How might we...."

Try to include as many of the questions as possible, without giving any solutions

Example:
"How might we solve the housing issues for students in uni-cities around semester start?"
More tools to understand the problem
User mapping
Who does the challenge / problem effect?
Note them down and answer per user:
"What's their problem?"
"What are their needs?"
interviews

fokusgrupper

surveys

statistikker

case studies
Always challenge your understanding of the problem and opportunity.
Often you need to research it further to get the right insights. It's also by far the best way to get inspiration for innovative solutions.
Add this to the "How might we.."
Modify it if needed
"How might we solve the housing issues for students in uni-cities around semester start?"
Once you understand the problem/opportunity, you can start looking for inspiration outside the "domain"
Think of places and situations where they you and find a similar process for solving your problem...
look for extremes

example: "How might we find a better, faster and cheaper way to change tires on a car?"
https://www.google.dk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2F103582860151886202%2F&psig=AFQjCNFCPk_ijerBoA9Epo5XftJEqToWvg&ust=1446622156188046
Step 1.1: Understand the challenge and problem
Step 1.2: Research the problem
Example: Student housing


WHAT: there are not enough apartments i uni-cities, students have little money
WHO: students + universities + parents
WHERE: all uni-cities
WHEN: peak at semester start
Reframe it into an opportunity statement, beginning with "How might we...."

Try to include as many of the questions as possible, without giving any solutions
Step 2.1: Refine findings
Step 1.3: Gather inspiration
2: Interpretation
Interviews
Observations
Video
Pictures
Notes
Ideas
Testimonials
Visions
Dreams
Sketches
Use your imagination:
Mood boards
Story Boards
Drawing
Personas

Example:
"How might we solve the housing issues for students in uni-cities around semester start?"
Step 3.1: Focus
Step 3.2: Ideate!
Step: 3.3 Conceptualize
workshop
GUL
GRØN
RØD
Fokusering

hvilke interessante udfordringer har I pt?
Interessent-analyse
hvem bliver påvirket af / influerer udfordringen?
3 x why: eksempel
HVORFOR er det et problem?


Vi kan kan ikke tage os af vores ældre..
Fordi vi har brug for støtte når vi ældes...
HVORFOR er det et problem?


HVORFOR er det et problem?


Fordi det kræver mange ressourcer og mande-timer...
Problem explorer
HVORFOR er det et problem?

HVAD forsager problemet?

HVEM/hvad forsager problemet?

HVEM påvirker problemet?

HVAD er konsekvenserne?
"HVORDAN KAN VI...."
skriv det ned og placer det synligt
BRAINSTORM
ÅBEN VS LUKKET
Give Space

Be Open-minded

Build on ideas

Promote wildness
Clinging on to own ideas

Judging ideas (and people)

War stories

Pulling rank
gør det fokuseret

hvem er målgruppen

gør det spændende
slut altid GUL ZONE med:
skriv idéen ned
sig idéen højt
placér den synligt
byg videre på andres
skriv idéerne ned
Arbejd i stilhed og individuelt
del idéerne til sidst
Vend tilbage til den positive formulering
Omformuler til en negativ problemformulering
NEGATIV BRAINSTORM
"Hvordan kan vi gøre problemet endnu værre?"
Brainstorm på NEGATIVE ideer
Brug de NEGATIVE ideer som inspiration til nye POSITIVE ideer
Creative Idol Brainstorm
Fremprovokér horisontal tænkning
Vælg de kreative idol

Tænk over hvad vedkommende kan og gør

Du skal nu løse udfordringen som dit kreative idol

brainstorm!
Et kort trækkes fra bunken

Fortæl om teknologien eller produktet. Hvor/Hvordan har I set det anvendt?

Brainstorm: hvordan kan I bruge dette til at løse jeres udfordring?
Hvilken inspiration giver det?
clustering
X
Y
Z
Høj unikhed
Høj værdi
Ikke unik
Lav værdi
2x2 Matrix
Præsentation af idéer
projekt

koncept

produkt

business case
notér detaljer
idébeskrivelse + pretotyping
Proto+Pretendotypes
SØG INSPIRATION
brainstorm og research
HVORFRA KAN VI HENTE INSPIRATION? ANDRE BRANCHER OG SITUATIONER

HVOR HAR MAN ELLERS LØST JERES UDFORDING?
Look at extremes
Seek alternatives
PROTOTYPING
Stanford students
INTERVIEW
HVILKEN UDFORDRING FINDER DU MEST SPÆNDENDE?

"How might we solve the housing issues for students in uni-cities around semester start?"


+
insights
Invite people who think different than you
First:
Realize that we are all creative people. Just in different ways...
Make sure everybody knows the "How might we..."
Tydeliggør alle findings og brugerindsigter
Individual Brainstorming

While group brainstorming is often more effective at generating ideas than normal group problem solving, several studies have shown that individual brainstorming produces more – and often better – ideas than group brainstorming.

This can occur because groups aren't always strict in following the rules of brainstorming, and bad behaviors creep in. Mostly, though, this happens because people pay so much attention to other people that they don't generate ideas of their own – or they forget these ideas while they wait for their turn to speak. This is called "blocking."

When you brainstorm on your own, you don't have to worry about other people's egos or opinions, and you can be freer and more creative. For example, you might find that an idea you'd hesitate to bring up in a group develops into something special when you explore it on your own.

However, you may not develop ideas as fully when you're on your own, because you don't have the wider experience of other group members to draw on.
Group Brainstorming

Here, you can take advantage of the full experience and creativity of all team members. When one member gets stuck with an idea, another member's creativity and experience can take the idea to the next stage. You can develop ideas in greater depth with group brainstorming than you can with individual brainstorming.

Another advantage of group brainstorming is that it helps everyone feel that they've contributed to the solution, and it reminds people that others have creative ideas to offer. It's also fun, so it can be great for team building!

Group brainstorming can be risky for individuals. Unusual suggestions may appear to lack value at first sight – this is where you need to chair sessions tightly, so that the group doesn't crush these ideas and stifle creativity.

Where possible, participants should come from a wide range of disciplines. This cross-section of experience can make the session more creative. However, don't make the group too big: as with other types of teamwork, groups of five to seven people are usually most effective.
http://www.wikihow.com/Brainstorm

go for quantity
: This rule is a means of enhancing divergent production, aiming to facilitate problem solving through the maxim quantity breeds quality. The assumption is that the greater the number of ideas generated, the bigger the chance of producing a radical and effective solution.

Withhold criticism:
In brainstorming, criticism of ideas generated should be put 'on hold'. Instead, participants should focus on extending or adding to ideas, reserving criticism for a later 'critical stage' of the process. By suspending judgment, participants will feel free to generate unusual ideas.

Welcome wild ideas
: To get a good and long list of ideas, wild ideas are encouraged to have. They can be generated by looking from new perspectives and suspending assumptions. These new ways of thinking might give you better solutions.

Combine and improve ideas
:As suggested by the slogan "1+1=3". It is believed to stimulate the building of ideas by a process of association.
Four general rules of brainstorming
http://www.friendsfirst.ie/uploads/pdfs/Brokerfirst/Spotlight/Successful%20Brainstorming.pdf
TBA step by step brainstorming
1: individual
2: group

4: Preto/prototyping
5: Testing / evolving
www.pretotyping.org
PRETOTYPING
MARVEL: app for wireframes

UXPin/Balsamiq: for mockups

POP: for interactive mockups
Wireframes
Mockups
Storyboards
Moodboards
Lean Start Up
Inspired by Continuous Deployment at Toyota (Check for defects right away to prevent later-stage problems + smaller batches + work-in-progress inventory of incomplete designs, unvalidated hypothesis and business ideas)

Entrepreneurs are everywhere

Learning trumps finished products

Lean Start Up is a systematic way to find the right stuff to build

If you can't fail, you can't learn!
Minimum Viable Product
- Viable product built with fewest possible ressources and gives the shortest route through the BML-loop
Can vary from a LinkedIn-ad (pretotyping) to a 3D printed prototype
Remove features that do not add to the learning
Gives opportunity to measure real user data & experience unexpected behavior
Measure
What have we learned?
Metrics should be simple, cohort-based and accessible to all
We learn the most when we "publish" the product
Learning obtained creates need for new loops
Build it fast, build it simple
Fail fast then go to plan B
Minimize the time through a learning loop
Build-Measure-Learn
Code
3D-print
Hackathon
Business Models
Data
Analysis
Build
Learn
Learning points
Ideas
Features
Improvements
Build-Measure-Learn to find out whether or not you are on track
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
https://labs.spotify.com/2014/09/20/spotify-engineering-culture-part-2/
Measure and test without losing your vision.
Build personas. Print them and put them on the wall.

Cohort analysis - measure differences. Pursue best solution.
Value hypothesis - set metrics
Activation and retention of users
Growth hypothesis - set metrics
User acquisition and referral
Test the most risky Leap-of-Faith hypotheses on archtype personas
Lean Start Up:
LEAN STARTUP
DONG
Structure:
V1: Intro
V2: Phase 1 - Discovery
V3: Phase 2 - Interpretation
V4: Phase 3 - Ideation
V5: Phase 4 - Pretotyping
V6: Phase 5 - Test


"An experiment is a product"
- eric ries
The minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
TOOLS
Interview
Inteview two people you don't know and ask them how they see the challenge / problem?
How can their experiences help you learn?
Do they experience the challenge / problem different then you and does that give you new insights on your challenge / problem?

Tell a person about the interview and write down at least 3 insights that you got.
PROTOYPING @ STANFORD
THE KEY TAKE-AWAY:
WHAT HAPPENS WHEN YOU SPEND
TO MUCH TIME ON A PROTOTYPE?

TWO THINGS:
- USER DOESN'T GIVE HONEST FEEDBACK
- CREATOR TOO INVESTED
New stuff coming out daily, search for tools
"Unlike a prototype, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypothesis.
WHEN IN DOUBT,
SIMPLIFY!

Early adopters
are forgiving!
TECHNOLOGY
USER
ORGANIZATION
BUSINESS
#STAY RELEVANT
Split testing
Split testing (also referred to as A/B testing or multivariate testing) is a method of conducting controlled, randomized experiments with the goal of improving a website metric, such as clicks, form completions, or purchases.

A/B testing can also be performed in serial fashion where a group of users one week may see one version of the product while the next week users see another. This can be criticized in circumstances where external events may influence user behavior one time period but not the other. For example a split test of two ice cream flavors performed in serial during the summer and winter would see a marked decrease in demand during the winter where that decrease is mostly related to the weather and not to the flavor offer.
https://hbr.org/2013/05/why-the-lean-start-up-changes-everything
Ideas
Entrepreneurs are everywhere
Entrepreneurship is management
A Startup exist to discover a sustainable business model
Build-Measure-Learn
Innovation Accounting
5
Customer archetype (personas)
The Pivot
Wireframes and mockups are the cheapest versions of a system, product or service
Moodboards are a collage that gives an holistic visualization of an ide.
Net promoter Score
USABILITY TESTING
"Always prototype as if you know you're right, but test as if you know you're wrong. Testing is the chance to refine your solutions and make them better"
- Waag Society for art, science & technology

To refine prototypes and solutions by informing the next iteration of a prototype even if it means going back to the drawing board
To accelerates the learning process by providing additional opportunities to learn about users often through deeper engagement and observation that yield totally unthought-of and unexpected insights.
To reveal instances when individuals and teams failed to frame problems correctly, which may invalidate favored solutions.
Why do we test?
1. From a scale from 1 -10 how likely are you to recommend our product to a friend, family or co-worker?
2. Why did you give us that score?
3. What would it take to earn a 10?
Test design on real people
Determine whether or not you have an effective design
Make decisions based on data
Full transcript