Home Page Icon
Home Page
Table of Contents for
Contents
Close
Contents
by Abbie Griffin, Scott Swan, Michael G. Luchs
Design Thinking
Title Page
Copyright
About the Editors
Chapter 1: A Brief Introduction to Design Thinking
Introduction
1.1 The Concept of Design Thinking and Its Role within NPD and Innovation
1.2 A Framework of Design Thinking
1.3 Design Thinking as a Nonlinear Process
1.4 The Principles and the “Mindset” of Design Thinking
References
About the Author
Part I: Design Thinking Tools
Chapter 2: Inspirational Design Briefing
Introduction
2.1 Nine Criteria of an Inspirational Design Brief
2.2 Writing the Inspirational Design Brief
2.3 Research Findings about Inspirational Design Briefs
2.4 Three Pitfalls to Avoid
2.5 Conclusion: Keys to Success
References
About the Author
Chapter 3: Personas: Powerful Tool for Designers
Introduction
3.1 Defining Personas
3.2 The Importance of Personas
3.3 Creating Personas
3.4 Illustrative Application of Personas
3.5 Summary
3.6 Conclusion
References
About the Authors
Chapter 4: Customer Experience Mapping: The Springboard to Innovative Solutions
Introduction
4.1 Inputs to the Experience Map
4.2 The Experience Mapping Process
4.3 The Experience Map as a Springboard to Innovative Solutions
4.4 Conclusion
References
About the Authors
Acknowledgment
Chapter 5: Design Thinking to Bridge Research and Concept Design
Introduction
5.1 Challenges in Idea Generation
5.2 The Need for a Systematic Method to Connect to the User
5.3 The Visualize, Empathize, and Ideate Method
5.4 The Importance of Visualizing and Empathizing before Ideating
5.5 Applying the Method
5.6 Conclusion
About the Author
Chapter 6: Boosting Creativity in Idea Generation Using Design Heuristics
Introduction
6.1 Where Do New Design Ideas Come From?
6.2 A Tool to Assist with Idea Generation: Design Heuristics
6.3 How Design Heuristics Were Identified: The Evidence Base
6.4 77 Design Heuristics for Idea Generation
6.5 How to Use Design Heuristics to Generate Design Concepts
6.6 Evidence of the Value of the Design Heuristics Tool
6.7 Conclusion
6.8 Appendix
References
About the Author
Chapter 7: The Key Roles of Stories and Prototypes in Design Thinking
Introduction
7.1 A Design Thinking Product Development Framework
7.2 What Is a Story?
7.3 What Is a Prototype?
7.4 Putting It Together—Combining Stories and Prototypes
7.5 Employing Stories and Prototypes in Your Process
7.6 Conclusion
References
About the Author
Part II: Design Thinking within the Firm
Chapter 8: Integrating Design into the Fuzzy Front End of the Innovation Process
Introduction
8.1 Challenges in the FFE
8.2 Design Practices and Tools for Assisting in Problem Definition
8.3 Design Practices and Tools for Assisting in Information Management
8.4 Design Practices and Tools for Assisting in Stakeholder Management
8.5 How to Integrate Design Professionals in FFE
8.6 Conclusion
References
About the Authors
Chapter 9: The Role of Design in Early-Stage Ventures: How to Help Start-ups Understand and Apply Design Processes to New Product Development
Introduction: An Emerging Start-up Culture
9.1 The Basics
9.2 The Process
9.3 Troubleshooting Common Mistakes
About the Author
Chapter 10: Design Thinking for Non-Designers: A Guide for Team Training and Implementation
Introduction
10.1 What Do Non-Designers Need to Learn?
10.2 Challenges Teams Face with Design Thinking
10.3 Three Team Strategies for Success
10.4 Conclusion
References
About the Authors
Chapter 11: Developing Design Thinking: GE Healthcare's Menlo Innovation Model
Introduction
11.1 GE Healthcare's Design Organization
11.2 The Menlo Innovation Ecosystem
11.3 The Significance of Design Thinking at GE Healthcare
11.4 Conclusion
References
About the Author
Chapter 12: Leading for a Corporate Culture of Design Thinking
Introduction
12.1 The Critical Impact of Corporate Culture on Design Thinking
12.2 What Is Corporate Culture?
12.3 Corporate Forces that Undermine Design Thinking
12.4 Four Pillars of Innovation for Enabling Design Thinking
12.5 Four Stages of Transforming to a Culture of Design Thinking
12.6 Conclusion
References
About the Authors
Chapter 13: Knowledge Management as Intelligence Amplification for Breakthrough Innovations
Introduction
13.1 Designing Amidst Uncertainty
13.2 Knowledge Management Tasks for Breakthrough Innovation: From Intelligence Leveraging to Intelligence Amplification
13.3 KM and Selected Tools for Breakthrough Innovation
13.4 Organizational Implications
13.5 Appendices
References
About the Authors
Chapter 14: Strategically Embedding Design Thinking in the Firm
Introduction
14.1 Role of Key Personnel
14.2 Organizational Practices
14.3 Organizational Climate and Culture
14.4 Embedding Design Thinking
References
About the Authors
Part III: Design Thinking For Specific Contexts
Chapter 15: Designing Services that Sing and Dance
Introduction
15.1 Products, Services, and Experiences
15.2 How to Design for Compelling Service Experiences
15.3 Services that Sing and Dance
15.4 Designing a Service Experience Is Never Finished
15.5 Conclusion
References
About the Authors
Chapter 16: Capturing Context through Service Design Stories
Introduction
16.1 Service Design
16.2 Context, Stories, and Designers as Interpreters
16.3 Context Through Narratives—The CTN Method
16.4 Case Illustration of the CTN Method
16.5 Conclusion and Recommendations
References
About the Authors
Chapter 17: Optimal Design for Radically New Products
Introduction
17.1 Communicate the Challenge Goal toward Radically New Products
17.2 Shift Time Frames to Future and Past
17.3 Promote an Emerging Technology Focus across the Consumption Chain
17.4 Promote the Use of Analogical Thinking
17.5 Look for Novel Ways to Solve Simple Problems
17.6 Leverage More Ideators via Crowdsourcing
17.7 Conclusion
References
About the Authors
Chapter 18: Business Model Design
Introduction
18.1 What Is a Business Model?
18.2 When Do I Need to Think about My Business Model?
18.3 What Value Should I Expect from a Business Model Design?
18.4 What Method Can I Use to Design a Business Model?
18.5 Process of Designing a Business Model
18.6 How Do I Implement My New or Revised Business Model?
18.7 Conclusion
References
About the Authors
Chapter 19: Lean Start-up in Large Enterprises Using Human-Centered Design Thinking: A New Approach for Developing Transformational and Disruptive Innovations
Introduction
19.1 Lean Start-up
19.2 Transformational and Disruptive Innovation: Defining the Domain Where the Lean Start-up Process Should Be Used
19.3 Why Is a Business Model a Valuable Part of the Lean Start-up Process?
19.4 Lean Start-up through the Lens of Human-Centered Design
19.5 Implementing the Lean Start-up Approach in Enterprises
19.6 Conclusion
References
About the Author
Part IV: Consumer Responses and Values
Chapter 20: Consumer Response to Product Form1
Introduction
20.1 How Product Form Influences Consumer Product Evaluation
20.2 Product Form Characteristics and Consumer Perceptions
20.4 Practical Implications
References
About the Author
Chapter 21: Drivers of Diversity in Consumers' Aesthetic Response to Product Design
Introduction
21.1 Culture
21.2 Individual Characteristics
21.3 Situational Factors
21.4 Discussion
21.5 Conclusion
References
About the Author
Chapter 22: Future-Friendly Design: Designing for and with Future Consumers
Introduction
22.1 A Framework for Understanding Changing Consumer Values
22.2 Emerging Consumer Needs
22.3 Going Forward
References
About the Author
Part V: Special Topics in Design Thinking
Chapter 23: Face And Interface: Richer Product Experiences through Integrated User Interface and Industrial Design1
Introduction
23.1 Divergent Paths: User Interface in Physical and Digital Products
23.2 Emerging User Interface Technologies
23.3 New Technology Demands a New Development Process
23.4 Seven Questions to Guide the Integration of Industrial Design with User Interface Design
23.5 Practice Makes Perfect
About the Author
Chapter 24: Intellectual Property Protection for Designs
Introduction
24.1 “Design” in Intellectual Property
24.2 Utility Patents
24.3 Design Patents
24.4 Copyrightable Designs for Useful Articles
24.5 Trademark Rights for Product Design
24.6 Legal Overlap, Trade-Offs, and Strategic Considerations
24.7 Conclusion
About the Author
Chapter 25: Design Thinking for Sustainability
Introduction
25.1 Design for “X”?
25.2 Design Thinking Integrated into Design for Sustainability
25.3 Conclusion
References
About the Authors
Index
End User License Agreement
Search in book...
Toggle Font Controls
Playlists
Add To
Create new playlist
Name your new playlist
Playlist description (optional)
Cancel
Create playlist
Sign In
Email address
Password
Forgot Password?
Create account
Login
or
Continue with Facebook
Continue with Google
Sign Up
Full Name
Email address
Confirm Email Address
Password
Login
Create account
or
Continue with Facebook
Continue with Google
Prev
Previous Chapter
Cover
Next
Next Chapter
Title Page
Table of Contents
Title Page
Copyright
About the Editors
Chapter 1: A Brief Introduction to Design Thinking
Introduction
1.1 The Concept of Design Thinking and Its Role within NPD and Innovation
1.2 A Framework of Design Thinking
1.3 Design Thinking as a Nonlinear Process
1.4 The Principles and the “Mindset” of Design Thinking
References
About the Author
Part I: Design Thinking Tools
Chapter 2: Inspirational Design Briefing
Introduction
2.1 Nine Criteria of an Inspirational Design Brief
2.2 Writing the Inspirational Design Brief
2.3 Research Findings about Inspirational Design Briefs
2.4 Three Pitfalls to Avoid
2.5 Conclusion: Keys to Success
References
About the Author
Chapter 3: Personas: Powerful Tool for Designers
Introduction
3.1 Defining Personas
3.2 The Importance of Personas
3.3 Creating Personas
3.4 Illustrative Application of Personas
3.5 Summary
3.6 Conclusion
References
About the Authors
Chapter 4: Customer Experience Mapping: The Springboard to Innovative Solutions
Introduction
4.1 Inputs to the Experience Map
4.2 The Experience Mapping Process
4.3 The Experience Map as a Springboard to Innovative Solutions
4.4 Conclusion
References
About the Authors
Acknowledgment
Chapter 5: Design Thinking to Bridge Research and Concept Design
Introduction
5.1 Challenges in Idea Generation
5.2 The Need for a Systematic Method to Connect to the User
5.3 The Visualize, Empathize, and Ideate Method
5.4 The Importance of Visualizing and Empathizing before Ideating
5.5 Applying the Method
5.6 Conclusion
About the Author
Chapter 6: Boosting Creativity in Idea Generation Using Design Heuristics
Introduction
6.1 Where Do New Design Ideas Come From?
6.2 A Tool to Assist with Idea Generation: Design Heuristics
6.3 How Design Heuristics Were Identified: The Evidence Base
6.4 77 Design Heuristics for Idea Generation
6.5 How to Use
Design Heuristics
to Generate Design Concepts
6.6 Evidence of the Value of the
Design Heuristics
Tool
6.7 Conclusion
6.8 Appendix
References
About the Author
Chapter 7: The Key Roles of Stories and Prototypes in Design Thinking
Introduction
7.1 A Design Thinking Product Development Framework
7.2 What Is a Story?
7.3 What Is a Prototype?
7.4 Putting It Together—Combining Stories and Prototypes
7.5 Employing Stories and Prototypes in Your Process
7.6 Conclusion
References
About the Author
Part II: Design Thinking within the Firm
Chapter 8: Integrating Design into the Fuzzy Front End of the Innovation Process
Introduction
8.1 Challenges in the FFE
8.2 Design Practices and Tools for Assisting in Problem Definition
8.3 Design Practices and Tools for Assisting in Information Management
8.4 Design Practices and Tools for Assisting in Stakeholder Management
8.5 How to Integrate Design Professionals in FFE
8.6 Conclusion
References
About the Authors
Chapter 9: The Role of Design in Early-Stage Ventures: How to Help Start-ups Understand and Apply Design Processes to New Product Development
Introduction: An Emerging Start-up Culture
9.1 The Basics
9.2 The Process
9.3 Troubleshooting Common Mistakes
About the Author
Chapter 10: Design Thinking for Non-Designers: A Guide for Team Training and Implementation
Introduction
10.1 What Do Non-Designers Need to Learn?
10.2 Challenges Teams Face with Design Thinking
10.3 Three Team Strategies for Success
10.4 Conclusion
References
About the Authors
Chapter 11: Developing Design Thinking: GE Healthcare's Menlo Innovation Model
Introduction
11.1 GE Healthcare's Design Organization
11.2 The Menlo Innovation Ecosystem
11.3 The Significance of Design Thinking at GE Healthcare
11.4 Conclusion
References
About the Author
Chapter 12: Leading for a Corporate Culture of Design Thinking
Introduction
12.1 The Critical Impact of Corporate Culture on Design Thinking
12.2 What Is Corporate Culture?
12.3 Corporate Forces that Undermine Design Thinking
12.4 Four Pillars of Innovation for Enabling Design Thinking
12.5 Four Stages of Transforming to a Culture of Design Thinking
12.6 Conclusion
References
About the Authors
Chapter 13: Knowledge Management as Intelligence Amplification for Breakthrough Innovations
Introduction
13.1 Designing Amidst Uncertainty
13.2 Knowledge Management Tasks for Breakthrough Innovation: From Intelligence Leveraging to Intelligence Amplification
13.3 KM and Selected Tools for Breakthrough Innovation
13.4 Organizational Implications
13.5 Appendices
References
About the Authors
Chapter 14: Strategically Embedding Design Thinking in the Firm
Introduction
14.1 Role of Key Personnel
14.2 Organizational Practices
14.3 Organizational Climate and Culture
14.4 Embedding Design Thinking
References
About the Authors
Part III: Design Thinking For Specific Contexts
Chapter 15: Designing Services that Sing and Dance
Introduction
15.1 Products, Services, and Experiences
15.2 How to Design for Compelling Service Experiences
15.3 Services that Sing and Dance
15.4 Designing a Service Experience Is Never Finished
15.5 Conclusion
References
About the Authors
Chapter 16: Capturing Context through Service Design Stories
Introduction
16.1 Service Design
16.2 Context, Stories, and Designers as Interpreters
16.3 Context Through Narratives—The CTN Method
16.4 Case Illustration of the CTN Method
16.5 Conclusion and Recommendations
References
About the Authors
Chapter 17: Optimal Design for Radically New Products
Introduction
17.1 Communicate the Challenge Goal toward Radically New Products
17.2 Shift Time Frames to Future and Past
17.3 Promote an Emerging Technology Focus across the Consumption Chain
17.4 Promote the Use of Analogical Thinking
17.5 Look for Novel Ways to Solve Simple Problems
17.6 Leverage More Ideators via Crowdsourcing
17.7 Conclusion
References
About the Authors
Chapter 18: Business Model Design
Introduction
18.1 What Is a Business Model?
18.2 When Do I Need to Think about My Business Model?
18.3 What Value Should I Expect from a Business Model Design?
18.4 What Method Can I Use to Design a Business Model?
18.5 Process of Designing a Business Model
18.6 How Do I Implement My New or Revised Business Model?
18.7 Conclusion
References
About the Authors
Chapter 19: Lean Start-up in Large Enterprises Using Human-Centered Design Thinking: A New Approach for Developing Transformational and Disruptive Innovations
Introduction
19.1 Lean Start-up
19.2 Transformational and Disruptive Innovation: Defining the Domain Where the Lean Start-up Process Should Be Used
19.3 Why Is a Business Model a Valuable Part of the Lean Start-up Process?
19.4 Lean Start-up through the Lens of Human-Centered Design
19.5 Implementing the Lean Start-up Approach in Enterprises
19.6 Conclusion
References
About the Author
Part IV: Consumer Responses and Values
Chapter 20: Consumer Response to Product Form1
Introduction
20.1 How Product Form Influences Consumer Product Evaluation
20.2 Product Form Characteristics and Consumer Perceptions
20.4 Practical Implications
References
About the Author
Chapter 21: Drivers of Diversity in Consumers' Aesthetic Response to Product Design
Introduction
21.1 Culture
21.2 Individual Characteristics
21.3 Situational Factors
21.4 Discussion
21.5 Conclusion
References
About the Author
Chapter 22: Future-Friendly Design: Designing for and with Future Consumers
Introduction
22.1 A Framework for Understanding Changing Consumer Values
22.2 Emerging Consumer Needs
22.3 Going Forward
References
About the Author
Part V: Special Topics in Design Thinking
Chapter 23: Face And Interface: Richer Product Experiences through Integrated User Interface and Industrial Design1
Introduction
23.1 Divergent Paths: User Interface in Physical and Digital Products
23.2 Emerging User Interface Technologies
23.3 New Technology Demands a New Development Process
23.4 Seven Questions to Guide the Integration of Industrial Design with User Interface Design
23.5 Practice Makes Perfect
About the Author
Chapter 24: Intellectual Property Protection for Designs
Introduction
24.1 “Design” in Intellectual Property
24.2 Utility Patents
24.3 Design Patents
24.4 Copyrightable Designs for Useful Articles
24.5 Trademark Rights for Product Design
24.6 Legal Overlap, Trade-Offs, and Strategic Considerations
24.7 Conclusion
About the Author
Chapter 25: Design Thinking for Sustainability
Introduction
25.1 Design for “X”?
25.2 Design Thinking Integrated into Design for Sustainability
25.3 Conclusion
References
About the Authors
Index
End User License Agreement
Pages
xvii
1
2
3
4
5
6
7
8
9
10
11
13
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
59
60
61
62
63
64
65
66
67
68
69
71
72
73
74
75
76
77
79
78
80
81
82
83
84
85
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
105
107
108
109
110
111
112
114
113
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
143
144
145
146
147
148
149
150
151
152
153
154
155
157
158
161
159
160
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
221
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
281
282
283
284
285
286
287
289
288
290
291
292
293
294
295
296
297
298
299
300
301
303
304
305
306
307
308
310
309
311
312
313
314
315
316
317
319
320
321
322
323
324
325
326
327
328
329
330
331
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
349
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
368
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
414
415
416
417
418
419
420
421
422
423
424
425
426
427
428
429
430
431
Guide
Cover
Table of Contents
Begin Reading
List of Illustrations
Chapter 1: A Brief Introduction to Design Thinking
Figure 1.1 A framework for design thinking.
Figure 1.2 Discover mode.
Figure 1.3 Define mode.
Figure 1.4 Create mode.
Figure 1.5 Evaluate mode.
Figure 1.6 A brief guide to the chapters in this book.
Chapter 2: Inspirational Design Briefing
Figure 2.1 The nine criteria of an inspirational design brief.
Figure 2.2 The three steps of co-creating an inspirational design brief.
Figure 2.3 A suggested distribution of the DQC content in a design brief.
Chapter 3: Personas: Powerful Tool for Designers
Figure 3.1 Anne's persona #1, Fred, tech-aware, corporate.
Figure 3.2 Anne's persona #2, Wilma, tech-savvy, self-employed.
Figure 3.3 Anne's storyboard reminder action: Scene 1 (Wilma as a phone call with a client, and they agree to schedule an event in the future).
Figure 3.4 Anne's storyboard reminder action: Scene 2 (Based on the phone call, Wilma creates an action of her smartphone using the new application).
Figure 3.5 Anne's storyboard reminder action: Scene 3 (The action appears automatically on Wilma's calendar).
Figure 3.6 Anne's storyboard reminder action: Scene 4 (The action e-mails client automatically about the appointment so the client can confirm).
Chapter 4: Customer Experience Mapping: The Springboard to Innovative Solutions
Figure 4.1 “As is” map.
Figure 4.2 Tele-PT concept.
Figure 4.3 “To be” map.
Figure 4.4 Stakeholder value map.
Chapter 5: Design Thinking to Bridge Research and Concept Design
Figure 5.1 The Visualize, Empathize, and Ideate method.
Figure 5.2 Using the Visualize, Empathize, and Ideate method.
Figure 5.3 Technical, market, and user research teams.
Figure 5.4 Creating visual maps.
Figure 5.5 Ideating.
Chapter 6: Boosting Creativity in Idea Generation Using Design Heuristics
Figure 6.1 The first image shows a “scroll”-like embellishment on a vase. The designer exaggerates the scroll in her drawing (center), and then changes the shape to open the ends. She then “flips” the center element on its axis, creating the desk accessory shown in the bottom image.
Figure 6.2 Information on each heuristic is depicted on two sides of a card, serving as a tool for designers to use while working on new concepts.
Figure 6.3 An example card depicting the nature of a specific Design Heuristic. This heuristic suggests using packaging as part of the product, and it is illustrated in two consumer products.
Figure 6.4 The “bend” heuristic adds changes to surfaces to introduce contours.
Figure 6.5 Three different chair designs by study participants where the heuristic “bend” is observed.
Figure 6.6 A participant's design of a chair can be used as a coffee table when placed facedown, combining use of the “bend,” “synthesize function,” and “convert for a second function” Design Heuristics.
Chapter 7: The Key Roles of Stories and Prototypes in Design Thinking
Figure 7.1 Three general product development process blocks and their components.
Figure 7.2 A storyboard collage. Ed, Elise, the city opera, a popular local bar, the cool new restaurant.
Figure 7.3 Electronics breadboard prototype.
Figure 7.4 A placement and modulation prototype.
Figure 7.5 An early prototype of the elbow-carry handle.
Figure 7.6 The elbow-carry handle.
Chapter 8: Integrating Design into the Fuzzy Front End of the Innovation Process
Figure 8.1 Design professionals' practices and tools for FFE.
Figure 8.2 An example of a mind map.
Figure 8.3 An example of the outcome of a generative tool.
Figure 8.4 An example of a customer journey.
Figure 8.5 An example of a persona.
Figure 8.6 An example of a storyboard.
Figure 8.7 Value pursuit for stakeholder mapping: Step 1.
Chapter 9: The Role of Design in Early-Stage Ventures: How to Help Start-ups Understand and Apply Design Processes to New Product Development
Figure 9.1 A designer at Bresslergroup digesting the results of some persona-based user research.
Figure 9.2 Kidsmart allowed parents to record their own voice message to wake sleeping children in the event of a fire.
Figure 9.3 Smart saw an opportunity to improve upon an inventor's touchless paper towel dispenser.
Figure 9.4 This start-up started out wanting to make a custom tablet but saved considerable resources when they decided to make a custom case instead.
Chapter 10: Design Thinking for Non-Designers: A Guide for Team Training and Implementation
Figure 10.1 Three main categories of design thinking tools.
Figure 10.2 Example design thinking process phases and illustration of changing emphasis of tools over time.
Chapter 12: Leading for a Corporate Culture of Design Thinking
Figure 12.1 Distinctive elements of corporate culture.
Figure 12.2 Four pillars for effective creativity and innovation.
Chapter 13: Knowledge Management as Intelligence Amplification for Breakthrough Innovations
Figure 13A.2a Start with a market need.
Figure 13A.2b Start with a novel technology.
Chapter 14: Strategically Embedding Design Thinking in the Firm
Figure 14.1 Value of design thinking.
Chapter 15: Designing Services that Sing and Dance
Figure 15.1 Analogies between theatrical production and service design.
Figure 15.2 Companies can design the conditions (or prerequisites) for a service experience. But it is only when customers interact with the service that the service experience itself comes into existence.
Chapter 16: Capturing Context through Service Design Stories
Figure 16.1 Two types of knowledge and company positions.
Figure 16.2 The CTN method in four steps.
Figure 16.3 Schematic illustration of a constructed landscape of situations.
Figure 16.4 Scene Service Day 2010.
Figure 16.5 Example of a documented use narrative for a given situation.
Chapter 17: Optimal Design for Radically New Products
Figure 17.1 Six ideas to improve the development of a radical new product.
Chapter 18: Business Model Design
Figure 18.1 Evolution of business model thinking has progressed from Gen 1.0, a pure financial model, to Gen 2.0, the logical story supporting the financial model, to Gen 3.0, combining value proposition, resources, and the financial model, to today's Gen 4.0, a model defined herein with six key and interrelated aspects of business.
Figure 18.2 Six-cornerstone business model framework where P = Product/Service, C = Consumer, I = Influencer, R = Revenue and Profit, D = Channel of Distribution, and M/O = Manufacturing or Operations
Figure 18.3 A self-evaluation of your business model. Here, for illustration, M/O (manufacturing/operations) and C (branding) are strengths, and D (channel of distribution) is weak.
Figure 18.4 After scoring Value Accelerators, you can plot by coordinates to visualize which to pursue first.
Chapter 19: Lean Start-up in Large Enterprises Using Human-Centered Design Thinking: A New Approach for Developing Transformational and Disruptive Innovations
Figure 19.1 Schematic showing the four elements of the lean start-up approach: the business model, customer development, the minimum viable prototype (MVP), and agile development.
Figure 19.2 Schematic of the differences between lead users, early adopters, routine users, and laggards; lean start-up teams should focus on lead users and early adopters.
Figure 19.3 Example of an MVP. (a) A very rough prototype, constructed to demonstrate the minimum feature set in terms of look and design needed to get rapid, candid feedback from ENT surgeons). (b) Picture of the final Diego Gyrus ENT debrider.
Figure 19.4 (a) Business model typology showing the relationship between sustaining, transformational, and disruptive innovation (b) and the areas where the lean start-up methodology may best be applied to.
Figure 19.5 Business model canvas.
Figure 19.6 The lean canvas.
Figure 19.7 FEI canvas.
Figure 19.8 Value proposition canvas.
Figure 19.9 Solution attributes map.
Chapter 20: Consumer Response to Product Form1
Figure 20.1 Philips Alessi coffeemaker.
Figure 20.2 Dyson Cool™ tower fan.
Chapter 21: Drivers of Diversity in Consumers' Aesthetic Response to Product Design
Figure 21.1 Summary of the main influences on consumers' aesthetic preferences.
Figure 21.2 Example of bike designs in (a) the United States; (b) the Netherlands; and (c) France.
Figure 21.3 Nonexhaustive external influences of consumer's aesthetic preferences.
Figure 21.4 The making of CVPA.
Chapter 22: Future-Friendly Design: Designing for and with Future Consumers
Figure 22.1 Four value types.
Figure 22.2 Keeping it real: authentic Annie.
Figure 22.3 The relentless pursuit of happiness: Becky 2.0.
Figure 22.4 Community first: good neighbor Bob.
Figure 22.5 We really are the world: Stewart“ship”.
Figure 22.6 Glass houses: high-tech Tina.
Chapter 23: Face And Interface: Richer Product Experiences through Integrated User Interface and Industrial Design1
Figure 23.1 An example of how to merge UI and ID product development timelines.
Figure 23.2 A blended process plan for prototyping in parallel.
Figure 23.3 Human factors sits in the intersection of products, tasks, users, and environment.
Figure 23.4 A slide from a storyboard mapping out a typical day in the life of an automated homebrew device with mobile app.
Chapter 24: Intellectual Property Protection for Designs
Figure 24.1 Sample design patent drawings.
Chapter 25: Design Thinking for Sustainability
Figure 25.1 Cradle-to-cradle approach to design for effectiveness.
Figure 25.2 Four major strategies of design for environment.
Figure 25.3 Design thinking for sustainability foundation.
Figure 25.4 Photo stories.
Figure 25.5 Value chain analysis in sustainable design thinking.
Figure 25.6 Product-service system categories.
Figure 25.7 UNEP's design for sustainability strategy wheel.
List of Tables
Chapter 2: Inspirational Design Briefing
Table 2.1 The Nine Criteria of an Inspirational Design Brief
Chapter 4: Customer Experience Mapping: The Springboard to Innovative Solutions
Table 4.1 Pain points for physical therapy from the “as is” experience map
Chapter 7: The Key Roles of Stories and Prototypes in Design Thinking
Table 7.1 Summary of the Initial Goals of Building Each Prototype
Chapter 10: Design Thinking for Non-Designers: A Guide for Team Training and Implementation
Table 10.1 Design Thinking for Non-Designers: Challenges, Strategies, and Implementation
Chapter 11: Developing Design Thinking: GE Healthcare's Menlo Innovation Model
Table 11.1 Phases of the Menlo Innovation Workshop
Chapter 13: Knowledge Management as Intelligence Amplification for Breakthrough Innovations
Table 13.1 Differences between Incremental and Breakthrough Innovations
Table 13.2 Knowledge Management Tools for Intelligence Leveraging
Table 13.3 KM's Support for Breakthrough Innovation
Table 13.4 Implementation of KM as Intelligence Amplification
Chapter 14: Strategically Embedding Design Thinking in the Firm
Table 14.1 How Different Roles of Key Personnel Can Influence the Strategic Embodiment of Design Thinking
Table 14.2 How Organizational Practices Can Influence the Strategic Embodiment of Design Thinking
Table 14.3 How Organizational Climate and Culture Can Influence the Strategic Embodiment of Design Thinking
Chapter 15: Designing Services that Sing and Dance
Table 15.1 Service Experience Worksheet
Chapter 16: Capturing Context through Service Design Stories
Table 16.1 Steps of Servitization
Table 16.2 Organization of the Workshop
Chapter 17: Optimal Design for Radically New Products
Table 17.1 Implementation of the Six Ideas
Table 17.2 Steps in the Consumer Consumption Chain
Table 17.3 Types of Uncertainty
Chapter 18: Business Model Design
Table 18.1 Comparing Your Business Model Evaluation by Cornerstone against Your Evaluation of Your Two Most Important Competitors
Table 18.2 Score Card for Evaluating Value Accelerators
Table 18.3 Process to Design a Business Model Using the Six-Cornerstone Framework
Chapter 19: Lean Start-up in Large Enterprises Using Human-Centered Design Thinking: A New Approach for Developing Transformational and Disruptive Innovations
Table 19.1 Attributes of Business Model Canvases
Table 19.2 Comparison of Human-Centered Design Attributes with the Different Business Model Canvas
Chapter 20: Consumer Response to Product Form1
Table 20.1 The Influence of Product Form Characteristics on the Different Product Appearance Roles
Table 20.2 Product Category-Related Factors and the Relative Importance of Different Product Appearance Roles
Table 20.3 Consumer Characteristics and the Relative Importance of Different Product Value Types
Table 20.4 The Role of Product Form in Different Phases of the Product Life Cycle
Chapter 21: Drivers of Diversity in Consumers' Aesthetic Response to Product Design
Table 21.1 Visual Preferences and Cultural Dimensions
Chapter 24: Intellectual Property Protection for Designs
Table 24.1 Sample Chair Claims
Chapter 25: Design Thinking for Sustainability
Table 25.1 A Range of Design for “X” Strategies
Table 25.2 Bolted-on versus Embedded Sustainability Design Strategies (Laszlo & Zhexembayeva, 2011)
Table 25.3 Design Strategies for Sustainable Products and Services
Add Highlight
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click
here
login for view all page.
Day Mode
Cloud Mode
Night Mode
Reset