Heartlight “ The Design Leadership Programme gave us the mechanism to refocus our team and develop new application ideas. The brainstorm was the catalyst for this – everyone still refers back to it.” Workshop Participant “ This should be done for a lot of the projects we see.” Penny Attridge – VC Investment Director 2

Key Points: Divergence & Convergence Explore the WHAT before the HOW Exploring the WHAT ensures you focus on the real problem / need You can diverge fast – it needn’t take much time Get multifunctional teams to work together through the process

03 Collaborative Systems Thinking 4

Systems thinking You need to understand the opportunities and challenges in respect of the whole solution space… Consumers, customers, users Markets, channels & intermediaries Political, regulatory & environmental Innovation SpaceTM Product, system, technology & IP Manufacturing & Supply chain Business models & value drivers Competitors & competing technologies Propositions & brands Model courtesy of Viadynamics 5

Systems thinking Consumers, customers, users Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away? Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape? Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy? Product/supply chain: what is out product system and how do we get it to market? Markets, channels & intermediaries Political, regulatory & environmental Innovation SpaceTM Product, system, technology & IP Manufacturing & Supply chain Business models & value drivers Competitors & competing technologies Propositions & brands 6

Systems thinking Consumers, customers, users Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away? Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape? Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy? Product/supply chain: what is out product system and how do we get it to market? Markets, channels & intermediaries Political, regulatory & environmental Innovation SpaceTM Product, system, technology & IP Manufacturing & Supply chain Business models & value drivers Competitors & competing technologies Propositions & brands 7

Systems thinking Consumers, customers, users Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away? Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape? Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy? Product/supply chain: what is out product system and how do we get it to market? Markets, channels & intermediaries Political, regulatory & environmental Innovation SpaceTM Product, system, technology & IP Manufacturing & Supply chain Business models & value drivers Competitors & competing technologies Propositions & brands 8

Systems thinking Consumers, customers, users Customer/proposition: who are we targeting; what propositions will attract and excite them, what might turn them away? Market/competitors: what markets are we aiming at through which channels? What is our competitive landscape? Business/regulatory: what makes an acceptable and compelling business model? What regulatory hurdles do we have to satisfy? Product/supply chain: what is our product system and how do we get it to market? Markets, channels & intermediaries Political, regulatory & environmental Innovation SpaceTM Product, system, technology & IP Manufacturing & Supply chain Business models & value drivers Competitors & competing technologies Propositions & brands 9

Systems thinking Open Innovation 10

Key Points: Systems thinking A solution is only as strong as its weakest link in the system Consider opportunities and challenges across the system Identifying constraints can focus and drive creativity Try to work with multifunctional teams representing the system.

04 Iteration & Experimentation 12

Products

Digital / interactive

Services / environments

Key Points: Iteration & Experimentation Fail early to succeed quicker: ‘Smart Failure” Fail often – quick, cheap, early, not slow, perfect and late Seek perspective – end users and multi-disciplinary team work Work in context where possible

05 Use a Common Language

Why visualisation? From the book Total Quality Management, J Oakland, 1989. 18

How the technology works 19

Information

Business models Google ‘Business Model Canvas’ for more info.

Storyboarding 22

A vision

Future vision

Navetas 25

Navetas The design work was instrumental in the team securing £900,000 of seed funding to set up a spin-out company. “ We thought we would get support developing a prototype” …but we got something much more valuable – a lot of customer and investor interest for a very small amount of money.” David Baghurst, Isis Enterprise 26

Key Points: Common Language Visualisation can fuel collaboration Use it to simplify complex things Employ visuals as early prototypes to gain feedback on ideas Share your vision through visuals – it can help you win hearts & minds…and sometimes £!!

Summary 28

5 useful principles People Centred - What are peoples real needs, where is the value? Divergence & Convergence - Diverge fast, explore needs before solutions Collaborative systems thinking - Think and work in systems Iteration & experimentation - Fail fast, test early & often with users (in context) Use a common language - Being visual helps collaboration. 29

Design Leadership Programme 30

Design Leadership Programme Harnessing design to drive growth and improve service efficiency We work at a senior level with organisations to help them realise the ambitions of the organisation by identifying practical ways that design can deliver tangible long term results. 31

Design Leadership Programme Pre-Start ups (Universities) Science & Tech focus Start-ups Science & Tech focus SMEs Manufacturing Service businesses Public Services Civil service Local authorities Third sector 32

Programme levels (Universities) 60 min intro PraxisUnico Fundamentals One day course Design for Technology Transfer (D4TT) Embed skills in sector 6 Month support programme Hands on support - projects 32 universities to date 33

Feedback “Course was excellent and informative…” “Very good concise course, will recommend to others.” “Case studies really useful in helping to explain things! And real experience from presenters too.”

6 month support programme Science & Technology 2009 to 2014 Investments of £10K - £25M New licensees and customers New routes to market Well defined products / brands www.designcouncil.org.uk/leadership 35

Impact Economic evaluation of the impact on the businesses… direct return for every £1 spent on design: 36

Feedback said design was integral or important to their businesses 37

Design Associate Network

A clear and proven process Using strategic design methods Total immersion in your business or projects Identifying challenges and opportunities where design can make a difference Clarifying the scope of the design projects and setting realistic goals Helping you find the right design team to deliver returns Helping de-risk projects to ensure they deliver Introducing innovative ways of working within your organisation Bringing a new perspective so you view your business afresh Building capability within your organisation to manage design effectively Ensuring your investment leaves a lasting legacy, equipping you with design management skills for the future

How we work Building awareness and capability….

“Introducing a Strategic Design approach is having a significant impact across a growing number of projects and we move forward” “The support we received from the Design Council gave us the confidence to apply the same thinking we use in product design to designing the business – develping a concept, testing it with users, refining it and staying flexible enough to keep modifying it as the market develops” Dr George Rice, Tech Transfer Manager, The University of Nottingham

“What we learned continues to benefit the business, it enabled Owlstone to communicate the value and potential of its technology and clarify the best route to market. It reduced risk and accelerated revenue generation, so boosting investors’ confidence.” Billy Boyle, CEO, Owlstone Nanotech

“Design is not just about aesthetics “Design is not just about aesthetics. It’s the creative process within the business. Design is fundamental, creating brands, products and an environment for businesses to move forward” Ed Naylor, Chief Executive, Naylor Industries

Design Leadership Programme More information: Pauline Shakespere Contact: leadership@designcouncil.org.uk Tel: 020 7420 5275 www.designcouncil.org.uk

Thank you www.designcouncil.org.uk