Faculty Development Program Design Engineering - 1B (4 th GIC – S4, 2, 3, 4 March 2015

FDP - Flow of Sessions Day 1: Introduction & Orientation Case Study Analysis Preparation of PDC canvas

Flow during FDP (Contd…) Day 2: Interviewing/ identify perceptions of user/people - Field Work - Summarization Pre-Design Day 3: Learning Needs Matrix (LNM) Prior Art search Dirty Mock-ups/ Fast prototype Concluding session

Introduction 3 rd semester – 3 canvases  Empathy Mapping  Ideation  Product Development Based on feedback of faculty members during practical exam – Syllabus and Guidelines for 4 th semester

Observations Brainstorming Learning needs identification Learning ahead Reasoning and prioritization Focused ethnography Finalization of Idea Prior art search / Research papers Process Documentation  Reports Evaluation of Idea Prototypes/ Conceptualization VALIDATION BY USERS REFINEMENT PHASE I PHASE II PHASE III Iteration Process

Design Thinking – An Industrial Impact Preparation of PDC canvas - Newly formed teams shall select a problem and prepare a Product development canvas concept and get it validated quickly. Interviewing/ identify perceptions of user/people - A component to verify the people’s experience (PD Canvas) through interviewing/identify perceptions of user/people.

Summarization - Summarize on interview responses Pre-Design - Work out Details/ specifications of identified components (Size, shape, cost, availability in market, variations/ versions, materials, application methods and so on)

Learning Needs Matrix (LNM) Prior Art Search - Each faculty shall search at least 2 most relevant research material on their PD concept – May be referring journals or patent database Dirty Mock-ups/ Fast prototype Concluding session

Design Thinking – Meets the Corporation Needs A Case Study

Nokia - Info Since the early 1990 s, Nokia - the most consistently successful cell phone manufacturer in the world Its products dominate markets from Munich to Mumbai and from Montreal to Mexico City Nokia began as a paper mill in 1865 Then sequence of investments moved from paper to rubber, cables, electronics, and ultimately mobile phones A combination of technological ability, organizational innovation, and top- notch industrial design kept Nokia ahead of the pack

Development of the mobile Internet – changed the rules of the game Now the purpose of mobile is not only - to make a phone call or send a text People want mobile information services, whether for searching maps or for networking with friends Indeed, many customers in emerging countries will have their first Internet experience not on a PC but through a mobile handset Problem Statement

Observations- In 2006 – Nokia began to explore alternatives – existing hardware-driven approach Technologists, anthropologists, and designers Started Ethnographic observations To understand how consumers were communicating, sharing information, and entertaining themselves To look for what was missing

Insights-  They found that people no longer simply wanted to make telephone calls.  They wanted to express their creativity, to discover new things, and to share what they found with others.  They also found that people were often forced to cobble together a variety of devices to make this happen.

Functions – Features – Components Nokia had all the components— 3-megapixel cameras with high-quality Zeiss lenses 3G enabled Wi-Fi network connectivity

Customers’ Emotional Needs Customers’ Emotional Needs But they were not integrated with services that could connect people in richer, more powerful ways

Story Boarding The teams presented these concepts to management in the form of stories from the observations on field and future-oriented scenarios intended to show how these new services might be pulled together into a seamless experience that – involved not just the phone but the Web and desktop

Evaluation of Idea On the basis of these Observations Nokia’s design team - Brainstormed Explored a variety of new ideas (IDEATION) Prototyped (Product Development) That would enable the company to meet Customers’ Emotional Need

Finalization of Idea Nokia decided - under the new model, it would continue to design and sell mobile handsets but the design teams were proposing a radical new future in which hardware ceased to be the company’s offering and became the platform for a richly interactive, service-based business Mobile blogging Online Gaming Photo Sharing Location Services Time Management Mobile blogging Online Gaming Photo Sharing Location Services Time Management

Design thinking – Enabled Design thinking – Enabled Nokia not only to explore new possibilities but also to convince itself that these possibilities were sufficiently compelling to move away from its strongly entrenched and previously successful approach. The timing was right Barely a year later, Nokia announced Ovi, a new service offering that could be accessed through any of its multimedia devices Today Ovi is one of the operating business divisions of the company, and Nokia—a technology leader—has reinvented itself as a service provider

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