Recap: Million Dollar Idea Tool (CO1)

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 Recap: Empathy Map (CO1)

• A simple, easy-to-digest visual that captures knowledge

about a user’s behaviors and attitudes.
• Helps designers see things from the user’s perspective.
• An active ingredient during Listening, Dialogue,
Observation
• Used right from the outset of the Design Thinking
Process to help the Design Thinker develop empathy,
understanding, experiences, insights and observations.
• But...
• It is an iterative tool. Users can go back to the map and
refine it as and when they notice something new during a
dialogue or interaction with the user.

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 Recap: Empathy Map Cont…(CO1)

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 Recap: Mindmap

• Great tool for ideating & getting unstuck.

• Simple free association of words, one after another, to open up idea space.
• Being visual, generates lots of ideas by bypassing the inner logic / verbal
sensor.
• Tool to represent how ideas are linked to each other and to the central idea.
• Used to generate, visualize, structure and classify items.
• Helps to look for patterns & insights.
• Displays data, clusters them and helps themes & patterns to emerge Provides
decision criteria.
• Success lies in being a team activity.
• Taps into the power of visualization.

9/8/2023 Roshni Prasad ACSE0503 Unit-I 4

 Recap: Mindmap Cont... (CO1)

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 Recap: Mindmap Example (CO1)

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 Recap: CATWOE Analysis (CO1)

CATWOE Analysis technique was considered as one of the important part of SSM
approach while identifying stakeholders in solving problems.
• Enlists all the stakeholders who would be affected while solving problems &
understand their perspective

• Helps to avoid the personal bias/beliefs of problem solvers as they critically discuss
each element of CATWOE

• Unearths the bigger picture with regards to constraints, challenges, possible

outcomes and their effects on the stakeholder(s)

• Understand the conflicts between stakeholders, their roles, conflicts in roles &
possible actions (they might take) during the process of problem solving

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 Recap: CATWOE uses (CO1)

• To solve any complex problem where multiple

stakeholders are involved.
• To change an existing system impacting a variety of
people.
• To enable Change Management for better
adoption of change by stakeholders.
• Used in typical Project Management.
• To launch a concept that will radically change the
existing system.

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 Recap: Elements of CATWOE (CO1)

• The ‘CAT’
Customers
• Those who face the current problem for whom you will be
working on the solution.
• Those who will be using your solution
• Those directly affected by your idea
Actors
• Those who actually implement the solution/transformation
Transformation
• Does not involve writing any stakeholder; but write in clear-cut terms about the
Why, What, How of the problem and the solution/transformation you wish to bring to
solve
• By clearly thinking and writing, you will think of stakeholders who can be
classified in other elements

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 Recap: Elements of CATWOE (CO1)

• The ‘WOE’
Worldview
• Very important during analysis when thinking beyond the system
• Considering stakeholders beyond current system who will be
affected indirectly by solution/transformation
• Think of the bigger picture (beyond the system)
Owners
• Stakeholders who own the permission to start/stop/pause/cancel your
transformation / solution
• Leaders who have the ability to guide the solution as well as block it
Environment Constraints
• Constraints (legal, political, ethical, regulation, norms, financial,
human power, etc.) or rules that may hinder solution implementation

9/8/2023 Roshni Prasad ACSE0503 Unit-I 10

 Design Thinking Introduction(CO1)

Design is a process of working to develop solutions in a conscious and innovative way

in which both functional and aesthetic requirements are included based on user
needs.

• Human Centred
• Future Focused
• Creates Value

9/8/2023 Roshni Prasad ACSE0503 Unit-I 11

 Innovation and Creativity(CO1)

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 Design Mindset (CO1)

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 Design Thinking Mindset(CO1)

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 3 Core Design Thinking Principles(CO1)

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 Design Thinking model :
Hasso-Plattner Institute of Design at Stanford

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 Design Thinking Model: IDEO (CO1)

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 Design Thinking Model: IDEO (CO1) Cont….

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 Design Thinking Process: School of Design Thinking(CO1)

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 Daily Quiz

• Design is a process of working to develop solutions in a conscious and innovative

way in which both _____and ______ requirements are included based on user
needs.
a) functional and aesthetic
b) Customer and seller
c) Weak and strong
d) Good or Bad
• Design Thinking typically helps in _______
a) Innovation
b) Creativity
c) Dialogue
d) Observation

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 Daily Quiz

• Design thinking is often also called________

a) Human Centred design
b) Ecological sustainability
c) Alien diversity
d) Intellectual property
• What is Innovation?
a) The process of turning a new concept into commercial success or
widespread use.
b) The creation of a new idea or concept.
c) The act of turning new and imaginative ideas into reality.
d) None of the above

9/8/2023 Roshni Prasad ACSE0503 Unit-I 21

 Simon Sinek’s – Start with Why (CO1)

Start with Why shows that the leaders who’ve had the greatest influence in the world
all think, act, and communicate the same way—and it’s the opposite of what everyone
else does. Sinek calls this powerful idea The Golden Circle, and it provides a
framework upon which organizations can be built, movements can be led, and people
can be inspired. And it all starts with WHY.

9/8/2023 Roshni Prasad ACSE0503 Unit-I 22

 The Golden Circle (CO1)

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 Simon Sinek – The Golden Circle (CO1)

9/8/2023 Roshni Prasad ACSE0503 Unit-I 24

 Asking the “Why” behind each example (5-WHYS)
(CO1)

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 Asking the “Why” behind each example Cont…(5-WHYS)
(CO1)

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 5-WHYS example (CO1)

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 Weekly Assignment

• Explain Design thinking & Innovation.

• Summarize Design Thinking Mindset and Principles.
• Discuss 5-Step Process of Design Thinking.
• Briefly describe Design Approaches.
• Illustrate examples of each design approaches.
• Describe Simon Sinek’s – Start with Why
• Analyze ”The Golden Circle”.

9/8/2023 Roshni Prasad ACSE0503 Unit-I 28

 The Higher Purpose (CO1)

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 Class Activity (CO1)

LDO & sharing insights

(Low-Defination Oppertunity)

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 LD0 Framework Example for Innovation Input Index(CO1)

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 VISUALIZATION - Dream after 5 / 10 years….. (CO1)

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 Visualization (CO1)

• Visualization is about using images. It’s not about drawing; it’s about visual thinking. It pushes us beyond
using words or language alone. It is a way of unlocking a different part of our brains that allows us to think
nonverbally and that managers might not normally use.

9/8/2023 Roshni Prasad ACSE0503 Unit-I 33

 Visualisation importance in design thinking (CO1)

• Understand the problem

• Idea generation
• Build and test solutions

9/8/2023 Roshni Prasad ACSE0503 Unit-I 34

 WHEEL OF LIFE – How much time are we devoting to
priorities? (CO1)

Learnin
Fitnes
g
s

Caree
r
Famil
y
Week 1
Week
2 0 – 10
rating
9/8/2023 Roshni Prasad ACSE0503 Unit-I 35
 BALANCING PRIORITIES – 4 Quadrants of Stephen Covey
(CO1)

9/8/2023 Roshni Prasad ACSE0503 Unit-I 36

 Daily Quiz

• The golden circle has three layers______, _____ & ______ .

a) Why, how and what
b) More, much and less
c) Good, Bad and worst
d) There, here and where
• ________ is a core component of the way that we communicate, whether we're
aware of it or not.
a) Visualisation
b) Dialogue
c) Observation
d) Empathy

9/8/2023 Roshni Prasad ACSE0503 Unit-I 37

 DBS SINGAPORE – Banking for theElders (CO1)

9/8/2023 Roshni Prasad ACSE0503 Unit-I 38

 DBS SINGAPORE – Banking for theElders (CO1)

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 KEEP THE CHANGE – Bank Of America (CO1)

https://thisisdesignthinking.net/2018/09/feeling-in-control-bank-of-america-helps-
customers-to-keep-the-change/

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 LITER OF LIGHT – Low Cost Power of Light (CO1)

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 LITER OF LIGHT – Low Cost Power of Light (CO1)

https://www.youtube.com/watch?v=cQCHvO2H0_0
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 ARAVIND EYE CARE – Affordable & Efficient (CO1)

https://www.youtube.com/watch?time_continue=588&v=Wfsrg7aait8&embeds_referring_eur
i=https%3A%2F%2Fsocialbusinessdesign.org%2F&source_ve_path=Mjg2NjMsMTI3MzAwLDI4
NjY2&feature=emb_logo
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 Daily Quiz

• “The problem of avoidable blindness rapidly escalating remained a major cause of

concern in the Indian healthcare scenario”. This statement belongs to _______ .
a) Aravind Eye Care
b) Fortis
c) AIIMS
d) Escort
• __________first initiative failed to produce more sales because they didn’t ask their
customers the right questions.
a) McDonalds’
b) Dominos
c) KFC
d) Pizza Hut

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 Weekly Assignment

• Discuss the “Why” behind each example (5-WHYS).

• Describe the Higher Purpose.
• Explain Visualization and it’s importance in design thinking.
• Illustrate reflections on wheel of life (in-class activity for visualization & Wheel of
Life).
• How we can link reflection of wheels with Balancing Priorities.
• Summarize DBS Singapore and Bank of Americas’ Keep the Change Campaign.
• Discuss Litter of Light & Arvind Eye Care.

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 McDonald’s Milkshake – Job to be done theory (CO1)

https://www.youtube.com/watch?v=s9nbTB33hbg
46
9/8/2023
 Amazon Easy Model E-Commerce for RuralIndia (CO1)

•AMAZON EASY is a store-owner assisted

shopping model, creating a network of physical
stores for users in Tier 2 &Tier 3 cities, towns
and villages. Just like amazon.in.

•AMAZON EASY is an APP OR DESKTOP based

e-commerce assisted shopping experience.
Buyers will be assisted by Store owners

•AMAZON EASY is an online shopping

experience for purchase of wide range of
products like electronics, apparel/clothes, day-
to-day utilities, accessories, footwear, luxury
products and so on.

9/8/2023 Roshni Prasad ACSE0503 Unit-I 47

 Gillette – Safety First (CO1)

https://sites.psu.edu/tizio/2016/04/05/gillettes-india-shaves-movement-case-study/
9/8/2023 Roshni Prasad ACSE0503 Unit-I 48
 Design Thinking Case Study – CareerBuddy(CO1)

Case Focuses on failures of application –

• Did not prioritize experience for users
• Didn’t prototype in iterative ways
• Didn’t engage all stakeholders
• Designed overly complex system

https://www.loisel.ca/loisels-work/career-buddy-case-study

9/8/2023 Roshni Prasad ACSE0503 Unit-I 49

 Design Thinking Case Study – Me You Health Story(CO1)

Case Focuses on
• Development of an program (leveraging technology & social media) for healthier
lifestyle.
• Conducted Research for their target users (ethnographic research) – unstated
needs
• Importantly, they told users to visualize their well-being (after 5 years)
• Health is emotional subject – Case focuses on how stimuli was given to
participants to garner their ideas about their health
• Arrived at 7 different personas depending on multiple factors
• What appealed to one persona totally differed to what appealed to other persona
• Gamification for Minimum Viable Prototype – Fail Fast Fail Quickly (making small
incremental changes)
• This helped to arrive at notification time-table, reminders for exercises, small
tasks about fitness etc.
• Platform uses technology, social feedback, app(s) etc for their users
https://www.coursera.org/lecture/uva-darden-design-thinking-innovation/the-meyouhealth-
story-part-i-what-is-W6tTs
https://www.coursera.org/lecture/uva-darden-design-thinking-innovation/the-meyouhealth-
story-part-ii-what-if-YSBV7
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 Design Thinking Case Study - IBM Learning Launch(CO1)

https://www.coursera.org/lecture/uva-darden-design-thinking-innovation/the-
ibm-story-iq0kE

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 Design Thinking Case Study – CANVAS (INTELLECT DESIGN
ARENA LTD.)(CO1)

Case Focuses on
• Application of Design Thinking & IT / FinTech
• Framework of Unstated Needs (COPARIS) : Non Functional Requirements
• Story of how we arrived at that framework & conversation with a CIO of bank
• Customer First Approach reflecting User-Centric Design
• Framework for seamless experience across different operating systems
• Moving from Mystery to Algorithm
• Prototyping ,User Journeys, Last 2% for end-users
• Storytelling for internal users
https://www.intellectdesign.com/technology/canvas/

https://www.google.com/search?q=Design+thinking+case+study+canvas+intellect+design+arena
+ltd+&sca_esv=563635297&bih=657&biw=1366&rlz=1C1YQLS_enIN1068IN1068&hl=en&tbm=vi
d&sxsrf=AB5stBgPg6hvtV2nPhUqTLCX3KdZQKHMDg%3A1694153397592&ei=tbr6ZILDI-
vcseMP8bKSkAw&ved=0ahUKEwjC8dSbrZqBAxVrbmwGHXGZBMIQ4dUDCA0&uact=5&oq=Desig
n+thinking+case+study+canvas+intellect+design+arena+ltd+&gs_lp=Eg1nd3Mtd2l6LXZpZGVvIj1E
ZXNpZ24gdGhpbmtpbmcgY2FzZSBzdHVkeSBjYW52YXMgaW50ZWxsZWN0IGRlc2lnbiBhcmVuYSB
sdGQgMgQQIxgnSOMPUPUEWJ8IcAB4AJABAJgB0gGgAcsFqgEFMC4zLjG4AQPIAQD4AQGIBgE&sc
lient=gws-wiz-video#fpstate=ive&vld=cid:9c821f95,vid:H3IwvVvm1mo,st:0
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 Writable Spaces – Transparent Glass (CO1)

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 Writable Spaces – Writable Walls (CO1)

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 Collaborative Seating Arrangements (CO1)

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 Collaborative Seating Arrangement (CO1)

Collaborative Seating Arrangement

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 Connecting the dots – Different screens to present
effectively(CO1)

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 Collaborative discussions through Magnetic Wall (CO1)

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 Collaborative discussions through Workshop Rooms
– Writable Walls (CO1)

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 working on 1- hour Design problem(CO1)

A Design Challenge is a way for employers to assess how well you approach design
problems and is often a good way to put your skills to the test.
STEPS
• Start by taking a first stab at writing your design challenge down. It should be short
and easy to remember. Try composing a single sentence that conveys the problem
you want to solve. We often phrase these as How Might We questions to set our
teams up to be solution-oriented and to generate a lot of ideas along the way.
• Now that you have a draft of your design challenge, explore and align on the goal or
outcome you hope to achieve. Use the Align on your Impact Goals activity to ensure
that you, your team and any other stakeholders have the same vision of success in
mind.

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 working on 1- hour Design problem Cont…(CO1)

• Next you’ll want to think about the audience you’re aiming to serve and the
context, constraints, and influences in their lives. Use the Define your Audience
activity to map the ecosystem around your user and the shifts or changes that you
might need to influence through your design. This step will help you see how broad
or narrow your challenge scope needs to be.
• Now that you’ve gathered and organized more information, review your design
question and see if it still feels right. Refine your question and capture this, and the
information you used to get there, in your Frame Your Design Challenge worksheet.
• Framing the right design challenge is key to arriving at a good solution. A quick test
we often run on a design challenge is to see if we can come up with five possible
solutions in just a few minutes. If so, you’re likely on the right track. Try this, and
make tweaks as needed to get to the right framing and scope.

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 Applying RCA (CO1)

Root cause analysis (RCA) is a method of problem solving used for identifying the root
causes of faults or problems.
Steps to Apply the 5 Whys Tool
Step 1: Define the Problem
Step 2: Ask the Why questions
Step 3: Discussing the results

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 Brainstorming (CO1)

• Brainstorming is a great way to come with a plenty of ideas that you would not be
able to generate by just sitting down with a pen and paper.

• The intention of brainstorming is to leverage the collective thinking of the group by

engaging with each other, listening and building on other ideas.

• Brainstorming can be used throughout the Design Thinking process to come up with
a Design Solution.

• Brainstorming comes in handy when you need to come up with ideas.

• But have you ever been in one of those brainstorms where you ended up feeling
totally blank or, even worse, more confused?

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 Effective Brainstorming (CO1)

• Can be done for a well-defined problem or issue.

• Also can be done for a problem/issue that has several possible solutions.

• Can happen only with few constraints.

• Comes to play when there is a need to generate ideas.

• Happens best in reasonably larger groups.

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 Brainstorming: Do’s (CO1)

1. APPOINT A FACILITATOR
• During a brainstorm, there should be someone to lead the group.
• It doesn’t have to be the same person as the decision maker, but it should be the one
who is able to guide through each topic or agenda as well as build up a positive
atmosphere in the room.
• The facilitator should also be the one who knows skills and expertise of people in the
room, so that he/she could make the best out of everyone’s potential.

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 Brainstorming: Do’s (CO1)

2. BUILD ON EACH OTHER’S IDEA

• What’s expected from a brainstorm is ideas. Many of them.
• But rather than just throwing one idea after another, try breaking them down or
building them up so that you can see where they’re linked together, and it helps you
to see a bigger picture as well.
• Moreover, by breaking down or building up ideas, everyone has a chance to
participate and witness the evolution of that idea together.
3. WRITE AND DRAW
• Visualizing ideas help different interpretations come to light and spark conversation.
• Display them by writing down or drawing them in one place where everyone can see,
so that they can feel involved as a contributor and no idea gets lost during the
process.

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 Brainstorming: Dont’s (CO1)

1. FORCE PARTICIPATION
Force participation, like assigning participants with a turn to speak, will not help
generating ideas but add social pressure to the group and kill the organic flow of a
conversation instead.
2. CRITICIZE OTHER PEOPLE’S IDEAS
• A brainstorm should be focusing on generating ideas rather than criticizing them.
• Avoid making comments on other people’s opinions as stupid or useless. It’ll destroy
the atmosphere of collaboration and intimidate others, making them afraid of sharing
their ideas.
3. HOLD THE SESSION IN THE EVENING
• A lot of people may overlook this point, but it’s very important when the
brainstorming session is happening.
• Try to avoid holding the session in the evening, especially at the time close to the
end of business hours, since people could be distracted by their plans after work and
be unable to focus.

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 Applying RCA and Brainstorm on innovative solutions (CO1)

• The Department of science and technology within the government of INDIA has
developed the INDIA INNOVATION INITIATIVE (i3) to create an innovation
network, encouraging and promoting innovators and commercialization across the
country.
• The global innovation index aims to capture the multi dimensional facets of
innovation and provide the tools that can assists in tailoring policies or promote long
term output growth, improved productivity, and job growth.

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 Main project allocation and expectations from the project
(CO1)
WHEELOF LIFE
Name: Roll Number:

10 9 8 7 6 5 4 3 2 1 0

10 9 8 7 6 5 4 3 2 1 0

Example
Follow the following instructions to get your W heel of Life ready in 2 minutes.

• Identify the 8 most relevant cat egories in your life. Every individual is unique and facing unique
circumst ances; hence, the most influent ial cat egories of life will vary from person to person.
• Label t he eight sect ors on the blank W heel of Life according t o t he identified cat egories.
• Think about each category and assign a score to it based on t he level of sat isfact ion you derive
from t hat category.
• Each sect or has been broken int o 10 sections, the outermost being level 10 and t he sect ion
closest to the center being level 1. Color or shade t he sector up to the level of satisfaction t hat
you ident ified in the above step.
• Repeat the above step for all the sectors.
• Once all the sectors of the circle are shaded depending on their satisfaction from each, using a
marker or a thick pencil, draw an outline of the shaded area. The circumference of t he shaded
area is your W heel of Life.

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