1. Implementing A
Design Thinking Mindset

2. Agenda Introduction What is Design Thinking Why Are People Using It
Examples of Use
How Do I Implement
Understand Challenges
Tips for Success
Final Questions
Timing
Intro – Doing – 30 Minutes
Empathy – 10 Min (5 exercise)
Define – 5 minutes (3 Exercise)
Ideate – 10 Minute (5 exercise)
Share – 5 Minutes
Implement – 5 minutes
Agenda

3. Chief Executive Officer
Doug Pace
Chief Executive Officer
Stonehill
Founded Stonehill with the vision of bringing agile management practices found in entrepreneurial organizations to large companies.  
Stonehill Recognized as a Top Business Intelligence Agency by Great Agencies
Finalist for US Chamber of Commerce Emerging Business of the Year
Recognized by Consulting Magazine as one of the 75 Most Influential Consultants in the United States.
Past Experience
Chief Operating Officer and Equity Partner for one of the most awarded digital agencies in the United States.
Firm was selected as Microsoft Global Partner of the Year, a fourteen time AdAge Magazine Top Digital Agency, six time Chief Marketer Magazine Top Digital Agency, and a six time INC Fastest Growing Company in the United States.
Education
University of Florida – Bachelors of Science, Economics
University of South Florida - Fellowship, Innovation and Transformation
Stanford University – Certification, Energy Innovation and Emerging Technologies
Introduction

4. Design Thinking

5. Methodology Process Mindset
What is Design Thinking?

6. All Created Own Tools & Language
Used By Some of the Most Innovative Brands
Agile &
Customer Centric
Mindset
All Created Own Tools & Language
What is Design Thinking?

7. Why Are People Using It? Desirable Viable Feasible Human Business
Ideation
INNOVATION
Inspiration
Implementation
Feasible
Technical
Why Are People Using It?

8. Competitive Positioning
Pricing
The Experience Economy
Why Are They Using It?

9. (Design Management Institute)
46%
219%
82%
71%
Design-driven companies have outperformed the S&P Index by 219% over 10 years.
(Design Management Institute)
46% of leaders cite an emotional bond with customers as result of an advanced design practice.
(Adobe/Forrester) 
82% of companies believe there is a strong connection between creativity and business results. (Creativity At Work) 
71% of organizations practicing design thinking report improved working culture on a team level.
(Parsons New School)
Why Are They Using It?

10. To Create Meaningful Experiences
Satisfy a Need
At the Right Time
In the Right Context
While Appealing to Our Values
Surprising Us A Little Bit
Challenges:
Every Person is Different
The Same Person May Have Different Needs in Different Context
Delivery Has to be Across Senses
Its Hard Work to Maintain
To Create Meaningful Experiences

11. Empathy - Rapid Implementation - Continuous Reinvention
The Five Phases

12. Empathy - Rapid Implementation - Continuous Reinvention
Another Viewpoint

13. Sounds great
How do I implement
in my company
Implementation

14. Know Where You Are At Sales Time Growth Phases Innovation Startup
Maturity
Decline
Growth Phases
Know Where You Are At

15. Know Where You Are Going
Corporate
Strategy
Core Delivery Capability
Discrete Problem or Project
Know Where You Are Going

16. Set Expectations Visibility Peak of Inflated Expectations
Plateau of Productivity
Slope of Enlightenment
Innovation Trigger
Trough of Disillusionment
Time
The Gardner Hype Cycle
Set Expectations

17. Information Bias Status Quo Defenders Process Purists
Tendency to believe that more information to make a decision will improve the decision, even if that extra information is irrelevant
Information Bias
Tendency for people to limit how they use (or view) something only to the way it has traditionally been used or viewed.
Status Quo Defenders
Tendency to apply logic and view the world in terms of physical objects rather abstractly or hypothetically.
Process Purists
Understand Potential Challenges

18. Lack of Action & Results
Design thinking needs executive sponsorship and a level of vision that it will be a cultural element
Tone From the Top
Workshops seem like a great idea, but if they don’t show people how to apply to their daily activity they will loose interest
Design “Workshops”
Become a master of show and tell. The easiest way to show the impact of design thinking is to create some small wins.
Lack of Action & Results
Identify Things That Will Sink It

19. People + Process + Place
Success =
People + Process + Place
Results
Tips For Success

20. People Multidisciplinary Teams Networked Hierarchy Optimum Sized
Organized for Customer
Tips for Success

21. Review Structure of A Team Functional Team or Delivery Team?
Optimum Sized - Organized for Customer
The Ringelmann Effect
Tendency for individual members of a group to become increasingly less productive as the size of the group increases. Stems from loss of coordination & motivation
Social Loafing
Phenomenon of a person to exert less effort to achieve a goal when they work in a group - stems from a feeling that his or her effort will not matter to the group
Review Structure of A Team
Functional Team or Delivery Team?
Structure of a Team

22. Multidisciplinary – A Team of Teams
Small Team
3-7
Medium Team
10-30
Large Team
30+
Organization of People

23. Process
Story Driven
Simple Tools
Design Sprints
Tips For Success

24. Story Driven Organized Around Customer Journeys
Provides Emotional Context
Inspirational For The Team
Story Driven

25. Canvasses are templates that help to organize ideas and present information.
A Few Things
There are 1000s of Canvasses – Select a few for each phase that work for you and master them.
Simple vs. Advanced – Canvasses have varying difficulty of use. When working with others stick to the simple ones.
Bigger the Better – At its best, Design Thinking is a group sport. Blow up your canvasses and put them on a wall.
Record in Context – Use visual tools like PowerPoint or Visio to create digital artifacts.
Simple Tools

26. Design Sprints Focused on a “Job To Be Done”
Work is organized into a series of MVP deliverables
No sprint is more than 2 weeks in duration
A sprint incorporates a user into the delivery team
Deliverables must have physical value
Design Sprints

27. Place Place Matters! Customer Driven Open and Visible Inspirational
Tips For Success

28. Results If You Are Not Failing, Your Goals Are Too Low
Look for Leading Indicators
Scorecard Accomplishments (Good, Bad, Indifferent)
Tips For Success

29. Summary Mindset Rightsizing Challenges Success
Remember - Design Thinking is a Mindset, Not a Methodology
The Core - Empathy, Rapid Deployment, and Continuous Reinvention
Your Way - Create Tools and language that work for your organization
Rightsizing
Benchmark - Understand where you are in the growth curve
Define - Decide between problem, competency, or culture
Set Expectations - Be aware of the Hype Cycle
Challenges
People - Status Quo, Information, Process
Structure - Tone, Workshops,
Lack of Action – Lots of Talk, No Execution
Success
People – Multidisciplinary, Small Teams, Customer Focused
Process – Story Driven, Simple Tools, Design Sprints
Place – Customer Driven, Visible, Inspirational
Results – Fail Fast and Often, Indicators, Scorecard
Summary

30. Think Big
Start Small
Act Fast
Summary

31. Stonehill 727-641-6145 dpace@stonehillInnovation. com www
Stonehill