Design Thinking - In Business Analytics & Big Data

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1. DESIGN THINKING In Business Analytics & Big Data Umakant Jani Content And Slide Design The Alchemy of Business, Process & Technology Innovations STRATEGY OPERATIONS RESEARCH DATA ENGINEERING 2. Design Thinking Design thinking stands for design-specic cognitive activities that designers apply during the process of designing. /dzn k/ 3. Design Thinking approach creates unparalleled value by creating the Perfect Blend Of Cutting Edge Ideas, Design Sensibility, User Needs & Technological Feasibility. Design Thinking Why? 4. Design Thinking is a systematic methodology for creative problem solving popularised by design rm IDEO and employed by Apple in the creation of products such as the Mouse ,iPod, iPhone, iPad and MacBooks. Design Thinking Where did it come from? 5. Before applying Design Thinking to your business lets nd out what is your business needs and how to nd it out with application of design thinking methods. 6. STRATEGY (BUSINESS PRACTICALITY) DATA ENGINEERING (MATHEMATICAL OPTIMALITY) OPERATIONS RESEARCH (TECHNOLOGICAL FEASIBILITY) BUSINESS INNOVATION PROCESS INNOVATION TECHNICAL INNOVATION E Y D i Design Thinking Solution Designing iREPRESENTS SUB SET OF COMPLETE PRODUCT OR ENTIRE ORG INNOVATION. 7. Design Thinking Innovation Types PROCESS INNOVATION TECHNOLOGICAL INNOVATION BUSINESS INNOVATION STRATEGY (BUSINESS PRACTICALITY) DATA ENGINEERING (MATHEMATICAL OPTIMALITY) + OPERATIONS RESEARCH (TECHNOLOGICAL FEASIBILITY) DATA ENGINEERING (MATHEMATICAL OPTIMALITY) + STRATEGY (BUSINESS PRACTICALITY) + (TECHNOLOGICAL FEASIBILITY) OPERATIONS RESEARCH Y D E + + i WHEN YOU COMBINE DATA ENGINEERING, OPERATIONS RESEARCH AND STRATEGY FOR SINGLE INNOVATION THEN YOU ARE LOOKING AT ENTIRE PRODUCT OR ORGANISATION INNOVATION. 8. Strategy 9. Design Thinking Management Experts Your Management experts should combine innovative strategies with overall business integration and also should ensure that adoption and maximum values are achieved. STRATEGY 10. Design Thinking Business experts Your Business Experts should be at their core, with an acute ability for Intensive Data Analysis. STRATEGY 11. Design Thinking Strategy Consultants Your Strategy Consultants should provide a vision of how analytics can drive client value, with a focus on Customer-Facing Strategic Action. STRATEGY 12. Data Engineering 13. Design Thinking Technical Consultants Your skilled Technical Consultants who should facilitate rapid analysis ofbig dataand architect enterprise solutions. DATA ENGINEERING 14. Design Thinking Data Engineers Your Data Engineers should monetise big data. One piece at a time, transforming legacy systems, unstructured and disparate data into powerful decision-support capabilities. DATA ENGINEERING 15. Operations Research 16. Design Thinking Thought Leaders Thought-leaders who should solve complex customer response and optimisation problems with rigour and precision. OPERATIONS RESEARCH 17. Design Thinking Operation Research Consultants Your Operations Research Consultants should be process modelling experts, blending scientic intellect with business insights. Seasoned in mathematic theory, but concentrated on real world feasibility. OPERATIONS RESEARCH 18. Team Players CHOOSE YOUR 19. Design Thinking Ambidextrous Thinking Your Team Members should Balance Design & Science. Apply sophisticated analytics to provide insights into customer behaviour. Turning these insights into actionable strategies to gives your project a competitive advantage Ambidextrous Thinkers 20. Thinking outside the box is great, but the real skill is to think inside the right boxes at the right time. 21. Design Thinking Diverse Skill Set Not all great minds think alike. Your team should consist of people from dierent cultures, educational backgrounds, and industries. Business challenges do not match a case study. Your consultants should not t into any kind of corporate hiring or business moulds. Diversity 22. Having people with the same background, experience, and talent is a recipe for eventual failure. 23. Design Thinking Team Work Your team shouldn't push your ideas on clients. You should collaborate with them to adapt your ideas to t their needs. Your team should read between the numbers and understand the balance of analytics and business. Your team should have an unique collaborative approach, which will bring Vision To Reality, and Clients To Success Team Work 24. If you want to go fast, go alone. But if you want to go far, go with your team. 25. Design Thinking End-User Focus Ease of use guarantees adoption and maximises value. Your teams delivery should go beyond business process integration. Your teams design analytics capabilities should t comfortably into usershands. Combining conceptual training with tactical users understanding methodologies and your team should be interacting with recommendations, rather than reacting to recommendations. Customer Centricity 26. Now 27. The Holistic Approach to DESIGN THINKING 1. Discovery 2. Interpretation 3. Ideation 4. Experimentation 5. Evolution 28. 1. Discovery Design Thinking Process Key company gaps are identied and teams are allocated. Discovery tasks. Through observation, many thing can be learned, often people will say one thing, but when a keen observer looks, you will nd that actually the behaviour is dierent. Observe Active listening and curiosity are practiced and enhanced as a critical skill of Design Thinking. Through direct lessons and practices, you will become procient interviewer who will recognise the power of beginning the question withwhy. Ask and Listen Identifying experts, locating extreme users, and performing online research are all key aspects of Design Thinking. You should use this process to understand and learn information as well as answer questions or locate resources throughout the process. Research After collecting information, you should strive to infer the underlying thoughts and feelings of a user, by immersing yourself with the experience of the user anddeveloping deep empathy, you will be able to develop a deep understand that can lead to key insights. Also Develop Empathy & Look Beneath The Surface 29. 2. Interpretation Design Thinking Process Collected informations are structured and aligned to the project needs. Any data which is recorded from the Discovery stage should be aligned as per the project requirements and as per their genre of views, responses, behaviours, and your personal notes. Align Many design challenges are complex and also multi- faced. Grappling with them can be daunting and cause some of your team member to give up on solving them. By focusing on a particular user types, and their needs, along with the insights gather during thedeep dive,you should dene an area that is larger enough to allow for innovation, yet bounded enough to allow for success. Synthesise And Dene Solving even a small part of large issue is worthy of the eort. You should foster an attitude of optimism in your team that is supported by tools of Design Thinking. Optimistic 30. 3. Ideation Design Thinking Process Brainstorming is the most important part of Design Thinking, use appropriate measures for selective process of all your ideas. Brainstorming is a set of skills also a mindset. By adhering to few brainstorming rules, teams, and individuals to learn to turn o their judging brainsin order to increase the uency of their ideas. You should team your team to use sketch brainstormingto allow them to rapidly capture their ideas. Brainstorm Your brainstorming session should be solely for capturing all the ideas your team is coming up with, do not discard any idea at the start of the session or without your team discussing its pros and cons. Also killing ideas of your team members at rst decreases their participation in the brainstorming session. Respect Every Idea of Your Team Your team should learn from exposure to dierent methods of analysing and making decisions. Beginning with the simple pros and cons and later moving to weighted ratings of various criteria, with help of this your team will build a repertoire of techniques to use in the future. Analyse & Choose 31. 4. Experimentation Design Thinking Process Fail forward. Fail fast to succeed faster. The Design Thinking process embodies abias towards action,by making representation of ideas, problems can be identied, and resolved early in the design cycle. Tangible objects or simulated experiences will allow your team to obtain more informed feedback from users before committing to the time and resources to a nal version. Create Prototypes Your team should evaluate all the feedback they have obtained about their prototypes. Combining this information with additional research and brainstorming, they decide how best to proceed. Should we change our prototype? Have we answered the key questions? Do we need more information? Do we need more ideas? Should be scrap this and start over? Inappropriate Feedback Soliciting feedbacks from user is a key aspect of Design Thinking process. There are many factors that go into a persons response to an item or an experience. Designers bring an open mind and a beginners mind set ofnot knowingin order to both positive and negative feedbacks to improve their solutions. Experimentation and failure are valued for their information and because they contribute to the future success. Seek Feedbacks 32. 5. Evolution Design Thinking Process Once youve released the solution in the market. Monitor, upgrade and ask your customers how to make that revolution better. I tried something new. How do I evolve it? Truth to be told there are two kinds of software, one is bad software; two - the next release. Lean as much as you can from your customers complains and feedbacks. Their complains will make your product better. Track Your Learnings When people love