“Love/Hate” Work by Vilhs

Iteration: discomfort or certainty (part#2)

Iterate and develop new ideas that appear along the way it is a designer’s work method. Making space for that approach, browsing, prototyping and recapitulate ideas, learning and modifying, if needed, the original path, is known as a creative process.

Iterate can be done by prototyping generating useful feedback for the team involved in developing an idea. Learn and observe the possible weakness and strength of the idea, and act according to it, is the primary goal.

Observe people and their actions is a significant role in the process of Design Thinking. When observing (managers, designers, and all stakeholders) the human-centered design approach echoes the paths to be taken. New methods arise. The road is not easy, and it is not linear. Shifting the way of thinking, by asking designers and all stakeholders to meet consumers needs and desires instead of filling market gaps, only perceived by competitors analysis, shifts business strategic, increasing new forms of value, otherwise not achievable.

The design process is divided in inspiration, ideation and implementation. The first, labeling the motivation to proceed with a solution; the second, to generate, develop, and test solution; the third to deliver the solution to the market.

Being back and forward through this steps it is the ideal process to resolution grew, innovate, and to involve all the stakeholders in the same way — business, technology and people. By passing this stages and using prototypes, business managers are embracing more experiments in the daily routine of their companies that can lead to more innovation. Doing prototyping, it is only expensive and complicated if needed.

Competitors landscape analysis

Two worlds finding value

Ledtka (2014) found that Design Thinking is not just an innovation process, but also a problem-solving process. The involvement with the problem, when using design tools, can bring to light — such as customer journey maps or user testing or interviewing — encourage people to stay more time reframing the opportunity.

The complex paths to finding similarities between the two languages, business, and design, initiated a debate about the value of Design Thinking in the enterprise context. The value, when incremental, it can be explained by organizational conditions and not solely by the merits of the process. A more holistic approach produces intelligent and meaningful solutions.

Assumptions are tested more frequently, and conversations with the real user are the base to decide the value to follow. Spending time to analyze what is the market and what are the people’s needs help frame the solution, leading to more understanding.

Design as an approach, generating ideas in a collaborative work with other disciplines, contribute to the value chain of the business (Gardien and Gilsing, 2013). Design Thinking and Design Doing are synonymous, optimized, and integrated design processes lead to better business performance and return on investments (Raney and Jacoby, 2010).



References
  • Brown, T. (2008) Design Thinking, Harvard Business Review. June,issue pp. 85–92
  • Collins, H. (2013) Can Design Thinking Still Add Value? Design Management Review. Volume 24, Issue 2
  • Grefé, R. 2011. Experience Design Is the Only Design, Design Management Review. Volume 22, Issue 4, pp 26–30
  • Johansson-Sköldberg, U., Woodilla, J. + Çetinkaya, M. (2013) Design Thinking: Past, Present and Possible
  • Kelley, T. and D. (2012). Reclaim Your Creative Confidence. [Online] Available at: http://hbr.org/2012/12/reclaim-your-creative-confidence/ar/1.
  • Kimbell, L. (2011), Rethinking Design Thinking, part 1. Design and Culture. Volume 3 Number 3, pp.285–306
  • Raney, C. and Jacoby, R. (2010), “Decisions by Design: stop deciding, start designing”. Rotman Magazine. Winter 2010, pp. 36–39