1. DESIGN THINKING Methodology, Process, and Philosophy Debbie Yang
SAP User Experience
©SAP AG 2012 | 1

2. What’s Design Thinking?
Empathy
Creativity
Rationality
As a style of thinking, design thinking is generally considered the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. While design thinking has become part of the popular lexicon in contemporary design and engineering practice, as well as business and management, its broader use in describing a particular style of creative thinking-in-action is having an increasing influence on twenty-first century education across disciplines.

4. empathy is:
when you feel what the other person is feeling.
when you can mirror their expression, their opinions,
and their hopes.

7. who and where?
central
characters

8. who and where?
central
characters
other
stakeholders?

9. who and where?
central
characters
other
stakeholders

10. who and where?
central
characters
other
stakeholders
extreme
users?

11. who and where?
central
characters
other
stakeholders
extreme
users

12. who and where? central characters other stakeholders extreme users
analogous
situations?

13. who and where? central characters other stakeholders extreme users
analogous
situations

14. quotes & defining words thoughts & beliefs
actions & behaviors
feelings & emotions
The (simple) tool we are going to use today is called a User Empathy Map.
(Explain quadrants)
“As you unpack, also keep a running list of tensions, surprises, and contradictions.”
“We will unpack our empathy work by retelling our team what we saw and heard -- and capturing all the data using a user empathy map. We will watch our performers here demo the process . . .”
(flip slide, demo)

16. (Embrace story)
The Embrace organization started as a class project in the Entrepreneurial Design for Extreme Affordability class in The original design brief asked the student team to build an infant incubator, to be used in the hospitals and clinics of Nepal, that is less expensive and easier to maintain than traditional Western incubators.
Team member Linus Liang traveled to Nepal to experience the problem first-hand and to engage with doctors, nurses, mothers, and babies. When he arrived at the hospital in Kathmandu he saw a lot of functioning donated Western incubators. What surprised him was that they were mostly empty. When he asked a doctor about it, the doctor told him that most premature babies were born in the rural areas outside of the city and that mothers were unable make the trip to the hospital or afford the care. This was a huge insight. The original brief directed the students to design a cheaper, more durable incubator for hospitals, but Linus had discovered there were thousands of premature babies who would never reach those hospitals.
Based on this finding, the team re-defined the problem. They forgot about traditional incubators and all of the requirements of incubators. Their mission became to help give rural women “the means to give their dying premature baby a surviving chance.” (flip slide)

17. “. . . This reframe of the problem led the team to create an incubator that looks like a sleeping bag and regulates temperature using a phase-changing material that is activated by boiling it in water – and costs less than 1% of a traditional incubator. Today, Embrace is a non-profit organization aiming to save the lives of 100,000 babies by 2013.”
“They reframed the problem and came to a new point-of-view – a new way to look at the real challenge to go after.”

18. “We told you the embrace story
“We told you the embrace story. They made the observation that in the clinics many of the working incubators were empty. That lead to their insight: many premature babies in Nepal are born in the rural villages and never get to a clinic. They need to be designing for those mothers in the countryside.”
“An insight is a new discovery, a new learning – that you can get to by noticing something (someone said or you saw) and then asking yourself why that is important – i.e. interpreting the observation.
Think of an insight as your competitive advantage – what did you discover that no one else knew of considered in taking on this challenge before?”

19. THE INSIGHT: New product category!
$700 million incremental revenue per year.
THE INSIGHT:
Diapers symbolize the parents' focus on their child's development and future success

21. BE VISUAL
“draw a crazy picture…put something silly in the world that ain't been there before”
shel silverstein
©SAP AG 2012 | 21

22. DEFER JUDGEMENT DEFER JUDGEMENT
“criticism is hard to take, particularly from a relative, a friend, an acquaintance or a stranger “ franklin jones
©SAP AG 2012 | 22

23. ENCOURAGE WILD IDEAS
“if at first an idea doesn’t sound absurd, then there’s no hope for it”
albert einstein
©SAP AG 2012 | 23

24. BUILD ON THE IDEAS OF OTHERS
©SAP AG 2012 | 24

25. GO FOR QUANTITY
“the best way to get a good idea is to get a lot of ideas”
linus pauling
Brainstorming is designed for idea volume, not depth or quality.
Osborn’s (the inventor of brainstorming) intention was to help groups create a long list of ideas in a short  amount of time.
The assumption was that later a smaller group would  review, critique, debate, later on.
He believed most  work cultures are repressive, not open to ideas, and the primary thing  needed was a safe zone, where the culture could be different.
He  believed if the session was lead well, a positive and supportive  attitude helped make a larger list of ideas.
Obsorn believed critique  and criticism were critical, but there should be a (limited) period of  time where critique is postponed.
©SAP AG 2012 | 25

26. “it takes a great man to be a good listener“
ONE CONVERSATION AT A TIME
“it takes a great man to be a good listener“
calvin coolidge
©SAP AG 2012 | 26

27. STAY FOCUSED ON TOPIC
©SAP AG 2012 | 27

29. Use prototyping to return to your users and continue to gain insights.

30. prototype: to explore

31. prototype: to explore
Fail early, fail often

32. Fail early, fail often
If prototypes aren’t failing they aren’t pushing far enough.
It is critical that prototypes are allowed to fail; each iteration should push the boundaries, try out new ideas, and explore alternatives; not all of them will succeed.
Failure is simply part of understanding and improving.
©SAP AG 2012 | 32
©SAP AG 2012 | 32

34. Test: how? create the context and the experience:
remember: have the use do, not just listen
set the scene surrounding your prototype