2. 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

3. 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

4. 03 Collaborative Systems Thinking4

5. 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

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 6

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 7

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 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

9. 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

10. Systems thinking
Open Innovation 10

11. 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.

12. 04 Iteration & Experimentation12

13. Products

14. Digital / interactive

15. Services / environments

16. 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

17. 05 Use a Common Language

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

19. How the technology works19

20. Information

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

22. Storyboarding 22

23. A vision

24. Future vision

25. Navetas 25

26. 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

27. 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 £!!

28. Summary 28

29. 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

30. Design Leadership Programme30

31. 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

32. 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

33. 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

34. 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.”

35. 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 35

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

37. Feedback
said design was integral or important to their businesses 37

38. Design Associate Network

39. 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

40. How we work
Building awareness and capability….

41. “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

42. “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

43. “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

44. Design Leadership Programme More information:
Pauline Shakespere
Contact:
Tel:

45. Thank you www.designcouncil.org.uk