Design
Thinking
Report for CoCT 2013
CONTENTS
Introduction ............................................................................................................................................................ 2
Scope & Methodology ............................................................................................................................................ 3
Literature Review ................................................................................................................................................... 4
Survey Results ......................................................................................................................................................... 7
Working Environment ......................................................................................................................................... 7
Conclusion: Work environment ...................................................................................................................... 8
Client Services ..................................................................................................................................................... 9
Conclusion: Client/Customer Service ........................................................................................................... 11
Design Thinking................................................................................................................................................. 12
Conculsion: Design Thinking ......................................................................................................................... 13
Recommendations ................................................................................................................................................ 14
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INTRODUCTION
The City of Cape Town has been awarded the prestige of being the World Design Capital for 2014. Being the
design capital does not only refer to physical or visual artists design, but also looks at the thinking of
individuals within the ambit of the city. A key part of the city is the City of Cape Town Metropolitan
Municipality (CoCT) whose mandate it is to ensure the effective running of the various facets (including design)
of life in the city. The employees of CoCT are themselves members of the community in the Metropolitan area
and hence effect the way the City grows, develops and is sustained at an intrinsic level.
The employees of CoCT are on a daily basis involved in various activities that require decision making
processes that will be both effective and efficient, hence enhancing service delivery while conserving the scare
resources that are available to CoCT. A innovate way of thinking that is linked both to the design theme and
being the Capital for World Design is the concept of “Design Thinking”. The aim of this study is to assess how
effectively employees of CoCT are implementing and using the principals of “Design Thinking” and using these
findings outline what can be done to further enhance and assist employees with the principals outlined in the
“Design Thinking” process.
The report is structured as follows. The next section outlines the scope and methodology that was followed in
compiling this report. This is followed by a review of the current literature on “Design Thinking” so as to
unpack the various principals that underlie the process. Once this section has been concluded this is followed
by a section that outlines the results from a design thinking survey that has been carried out, which then leads
to a sections outlining various recommendations that can be implemented in order to enhance the current
state of “Design Thinking” among employees within CoCT
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SCOPE & METHODOLOGY
The aim of this study was to assess the extent that employees within CoCT are implementing the principals of
“Design Thinking” not only in just their working environment by also when serving their customers. In order to
assess this a two stage processes was under taken. The first stage entailed conducting an extensive review of
the principals that make up “Design Thinking”, this stage culminated with the developing of a questionnaire to
test the current use of “Design Thinking” within CoCT.
The second stage of the process then looked at the administering of the survey followed by the data analysis
and culminating in development of this report. It is agreed that the most efficient method of conducting the
survey would be though a web-based approach, this was further justified by both budgetary constraints as well
as time constraints. CoCT has just over 20 000 employees with just less than 80% having access to email. Given
this, it was decided that use of a web-based survey coupled with telephonic surveys would provide sufficient
access for all employees within CoCT.
Some 15 500 employees have access to email and a web-based survey translated into the three major
languages used by employees of CoCT. A list of available contact numbers was also provided. All 15 500
employees were provided with a link to access the online survey, this was done through a combination of
direct mail as well as a link in the current e-newsletter. Telephonic surveys were also conducted.
Through the survey some 3300 employees accessed the survey with just over 1600 completing the survey
adequately so that data could be used. The response rate from the telephonic surveys was mush lower due to
the fact that the telephonic numbers provided were landlines and in most cases switchboard without an
extension. In total through the both the processes a total of 1670 usable responses have been generated. It is
deemed the sample is representative with the final results being weighted to ensure the results are
representative on a directorate basis.
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LITERATURE REVIEW
Design Thinking is a structured organizational process that stimulates innovation and the balance of
organizational tensions while allowing for individuals to understand and interpret the perspectives of end
users and the problems they face (Kimbell).
Design influences how we think and act in identifying problems and developing the appropriate solutions. It is
also considered to be 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. Design thinking is a creative
process based around the “building up” of ideas. There are no judgments early on in design thinking. This
eliminates the fear of failure and encourages maximum input and participation in the ideation and prototype
phases. Thinking outside the box is encouraged as it often leads to creative solutions. It combines empathy,
creativity and rationality, typically to better meet customer needs and hence drive revenue as well as meet
operational needs to deliver impressive cost reduction. Design thinking is a creative process capable of
delivering radical new solutions.

Provides organizations with a deeper understanding of their consumers as individuals

Increases the volume, breadth and relevancy of ideas along with quality of exploration

Fosters an expert culture of tireless, iterative prototyping that makes ideas ‘real’ and accelerates the
speed at which they develop.
Design thinkers share a set of values that drive innovation. These values include creativity, ambidextrous
thinking, teamwork, end-user focus, and curiosity. A business problem should be addressed in the same way as
a design thinker would. You have to understand and define the problem, ideate possible solutions, create a
prototype in order to establish what works and what doesn’t and then test or implement the solution.
Steps in a Design Thinking Process
The design thinking process could have seven stages: define, research, ideate, prototype, choose, implement
and learn. Within these seven steps, problems can be framed, the right questions can be asked, more ideas
can be created, and the best answers can be chosen. The steps could occur simultaneously and can be
repeated.

Understand: refers occurring background knowledge through experiences. Talking to experts and
conducting research. Understand what the issue is, what needs to be done, review the history of the
issue, existing obstacles, etc. Your understanding could be used as a springboard when addressing
design challenges.

Observe: watching how people behave and interact, observing their physical spaces and places.
Talking to people about what they do, asking questions and reflecting on what is seen. The
understanding and observing process helps to develop empathy.

Define: focusing on people’s needs and developing insight. The response often ends with a suggestion
on how to make changes that will have an impact on people’s experience

Ideate: refers to the brainstorming of a myriad of ideas and identifying the needs of your end-users.
No idea is incorrect and everyone’s ideas are accepted. No one is wrong, so no ideas are to be judged
or debated. It is quantity over quality. It is all about creativity and fun.
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
Prototype: refers to combining, expanding and refining ideas by creating drafts/ prototypes in order
to seek feedback. It can be a sketch, report, model or a cardboard box.

Test: is part of an iterative process which provides feedback. It refers to going back to your prototype
and modifying it based on the feedback. The aim is to discover what works and what does not before
distributing the final product.
Figure 1: Steps in a Design Thinking Process (Brown).
Understand
Ideate
Prototype
Observe
Define
Test
Methods and process

Design methods refer to techniques, rules or ways of doing things that are employed by a design
discipline.

Design processes are the methods that come together through a series of actions, events, steps etc.
There is no solitary process that can define Design Thinking.
The language of design
Communication between designers occur using visual or object language. Symbols, signs and metaphors are
sued through the medium of sketching, diagrams and technical drawings to translate abstract requirements
into concrete objects. The way designers communicate then, is through understanding this way of coding
design requirements in order to produce built products.
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Design thinking in business
Design thinking has two common interpretations in the business world.

Designers bringing their methods into business- by either taking part themselves in business process
or training business people to use design methods.

Designers achieving innovative outputs
Companies using design thinking within their innovation process usual share a similar approach or are
determined to promote creativity and a human-centred company culture. Design Thinking is coming more
frequent within the business world, as more and more companies opt for design thinking as it initiates
innovation, change, growth and solves complex problems. The concept of Design Thinking is to take the mental
skills of the best designers beyond the product and apply it to the business as a whole. It is being taught at
top business, design and engineering schools around the world.
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SURVEY RESULTS
The results from the survey have been broken down and represented in three main sections. The first section
looks at how well employees are currently implementing “Design Thinking” in their working environment.
Following this the next section then looks at how well the employees are implementing these principals in
meeting the needs to their current clients/customers while the final section assess how many employees know
about the principals of “Design Thinking” and have tried applying it in their working environment.
WORKING ENVIRONMENT
In order to assess how well employees are implementing the principals of “Design Thinking” in their working
environment two sets of questions have been devised. The results from these questions have been outlined in
the following two tables. The first table looks at the steps followed by employees when first planning work
while the second looks more in-depth at how decisions are made and how solutions are implemented. Note
both questions used a rating scale of 1 through to 10, 1 referring to strongly disagree and 10 strongly agree.
Assessing the question below it is evident that when planning projects the bulk of employees do follow the
general planning principals of “Design Thinking” which entail extensive consultation. It is interesting to note
however that while 85% of employees agree (score 6 – 10) that they seek advice from peers and
professionals/experts. This number drops to just under 80% for conducting research and just under 75% for
interacting with stakeholder groups.
Question
Category (1 strongly disagree - 10 strongly agree)
When planning projects/work I am able to
1
2
3
4
5
6
7
8
9
10
do research to better understand the
project/work that needs to be done
3.3%
1.0%
1.5%
2.7%
9.2%
7.6%
10.3%
13.7%
11.0%
39.9%
speak to my peers to better understand how
the project/work can be done
2.7%
1.4%
2.0%
2.6%
7.8%
7.0%
11.1%
16.2%
14.1%
35.1%
seek advice from other professionals/experts
to better understand how the project/work
can be done
3.3%
1.4%
1.9%
2.6%
7.4%
7.5%
10.0%
15.1%
13.7%
37.3%
seek advice from stakeholder groups to
better understand how the project/work can
be done
4.3%
2.8%
2.8%
4.3%
8.6%
7.6%
11.6%
15.3%
13.0%
29.7%
The next set of questions outlined in the table below assesses three aspects teamwork, finding solutions and
testing of these solutions. From the perspective of team work it is evident that principals of working as a team
to find solutions to problems is strongly engrained in the workplace. This is evident from the fact that in the
first 5 questions below the cumulative scores (scores between 6 – 10 for each question) are 80% and above. In
some cases as in question 1, 38.4% of employees strongly agree that they are encouraged to work as a team to
find solutions.
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Question
Category (1 strongly disagree - 10 strongly agree)
In delivering work we do the following:
1
2
3
4
5
6
7
8
9
10
When planning projects/work we are
encouraged to work as a team to develop
effective ways to do the project/ work
3.7%
1.7%
2.3%
2.7%
6.2%
7.4%
10.6%
14.8%
12.2%
38.4%
When problems arise in the work place we
are able to work with each other to better
understand the problems and the ways in
which they can be solved
4.0%
2.5%
2.9%
4.2%
7.6%
7.7%
13.1%
14.2%
13.7%
30.1%
We actively engage with our colleagues to
better understand the problems we face
3.2%
2.5%
3.1%
3.2%
7.3%
7.8%
12.8%
15.3%
15.2%
29.6%
Working with colleagues makes it possible to
find solutions to the problems we face
3.2%
1.7%
1.8%
2.4%
5.9%
6.9%
11.8%
16.7%
14.7%
35.1%
We are encouraged to find multiple potential
solutions to problems in the workplace
4.7%
3.2%
3.3%
3.7%
9.9%
9.3%
12.2%
14.7%
13.5%
25.5%
We are encouraged to test our solutions to
problems in the workplace
7.2%
3.7%
4.0%
5.7%
10.6%
9.7%
12.0%
14.1%
10.9%
22.2%
If a solution does not work we are given an
opportunity to find alternatives
7.6%
3.8%
3.9%
5.0%
10.6%
9.4%
12.2%
13.7%
10.8%
23.0%
This however changes with respect to the last three questions. Only 75% of respondents indicated that they
are encouraged to find multiple solutions to problems they are facing. This falls even lower when asked if they
are encouraged to test the solution (less than 70%) and if they are given an opportunity to find alternatives if
the solution does not work.
CONCLUSION: WORK ENVIRONMENT
The scoring in this section is generally very high which is pleasing to note, however there are three key areas
that need to be focused on. These are as follows:



Employees should be further encouraged to do research when finding solutions to problems, part of
this research should entail meeting and speaking with various stakeholder groups.
Managers should give employees space to look at various solutions to problems that are being faced,
and if a solution does not work employees should be given a second chance to find a better
alternative. This however will require pre-planning.
Managers should give employees some space and time to test their solutions. Even if this is done
informally at first (i.e. calling stakeholders and proposing the solution before implementing) it will
allow for better decision making to take place.
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CLIENT SERVICES
This section assesses how well employees are using the principals of “Design Thinking” to better serve their
Clients/Customers. As in the previous section a set of questions has been asked to assess this. The tables in
this section use a similar scale to the one used in the last section, however the graphs that are shown use a
direct Yes/No response.
As in the previous section there are some aspects in the table below that employees are doing really well and
others that need attention. In general however it should be noted that scoring in the section is much lower
than in the previous section indicating that further training needs to take place in this aspect of “Design
Thinking”.
The areas that are relatively well covered are the first two questions. These questions indicate that the bulk of
the employees (approximately 80% and above scored 6 -10) indicated that they are encouraged to work with
their Clients/Customers to find solutions to the problems they are trying to solve.
Question
Category (1 strongly disagree - 10 strongly agree)
In serving our customers/clients we do the
following:
1
2
3
4
5
6
7
8
9
10
When problems arise with
customers/clients we are allowed to work
with them in order to better understand
the problems they are facing
3.5%
1.9%
2.1%
2.8%
9.0%
9.4%
12.3%
16.2%
12.7%
30.2%
We spend time interacting with
customers/clients to better understand
the problems they face
3.7%
2.5%
3.0%
3.6%
9.4%
8.4%
11.5%
17.4%
13.4%
27.1%
We are allowed to find multiple solutions
to the problems that our
customers/clients are facing
4.1%
2.8%
3.9%
4.5%
12.0%
10.0%
11.8%
14.4%
12.5%
24.0%
Through interacting with
customers/clients we are able to find
multiple potential solutions to the
problems they are facing
3.2%
2.3%
2.8%
4.1%
9.3%
9.9%
14.0%
14.9%
13.7%
26.0%
We are able to interact with customers to
show them these possible solutions and
get their feedback on what they believe
will work
4.0%
3.4%
3.4%
4.8%
11.1%
9.5%
12.6%
14.8%
12.5%
24.0%
If a solution does not work we are
encouraged to find other alternatives
4.9%
3.5%
3.4%
4.1%
10.4%
9.7%
10.8%
14.4%
11.8%
27.0%
However the last four questions in the table above have much lower positive responses. Similar to the
previous section it is evident that fewer employees (just under 75% scored 6 and above) feel that they are
given the scope to find more than one solution to problems faced by customers/clients; this is also the case for
testing of these solutions as well as for finding alternatives if the solutions do not work.
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Another critical component of serving customers/clients is being able to work as a team to find solutions to the
problems that the clients/customers are facing. It is pleasing to note that 84% of employees feel that they are
able to work as a team to find solutions to problems faced by their clients (see the graph over page). Further it
is pleasing to note that over 80% work as a team because they enjoy doing so with only just over 25%
indicating that their manger forces them to do so.
We work as a team to find multiple solutions to
the problems faced by our customers
16%
No
Yes
84%
Question
Category (1 strongly disagree - 10 strongly agree)
If yes to team work
We work as a team because we
enjoy doing so
We work as a team because we are
forced to do so
1
2
3
4
5
6
7
8
9
10
2.8%
0.9%
1.3%
1.7%
10.2%
8.6%
12.6%
19.5%
11.0%
31.4%
33.4%
9.5%
12.4%
8.9%
11.3%
5.1%
5.2%
5.2%
2.5%
6.7%
The last set of questions that were asked refer to the current relationship between line managers and the
employee. In assessing this relationship we have looked at the aspects that are currently being stressed by line
managers. While it is pleasing to note that all categories score above 80%; from the graph below it is evident
that the greatest priority of line managers is time efficiency, followed by customer interactions and team work.
The least important is finding alternative solutions followed by efficient use of resources.
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My Direct Line Manger encourages the following
Yes
Efficient use of resources
Alternative ideas/approaches/solutions
Efficient use of time
Interactions with customers/clients
Team work
No
16.7%
18.8%
12.3%
13.4%
14.0%
83.3%
81.2%
87.7%
86.6%
86.0%
CONCLUSION: CLIENT/CUSTOMER SERVICE
The results for this section tie very closely with the results presented in the previous section. As in the previous
section there are two major areas that need to be focused on in order to improve customer/client service from
a “Design Thinking” perspective these are as follows:


Employees need to be given the scope to find more than one solution to problems faced by
customers/clients, this is reiterated by the fact that this is the least important aspect that line
managers encourage.
Further employees need to be given scope to test solutions as well as for finding alternatives if the
solutions do not work. This will assist greatly with promoting resource efficiency.
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DESIGN THINKING
This section assesses the current awareness of “Design Thinking” among employees of CoCT. From the table
below it is pleasing to note that over half (54%) of the employees within CoCT are aware of the concept of
“Design Thinking”. However of those that are aware of “Design Thinking” only 12.6% (approximately 7% of all
employees) have received formal training in “Design Thinking”.
While the number of employees having received training in “Design Thinking” is small it is encouraging to note
that of this group over 95% have tried to implement the use of “Design Thinking” in their current work
environment, with almost all employees in this category indicating they were able to implement this
successfully.
Question
1
No
I am aware of Design Thinking
Yes
46%
54%
87.4%
12.6%
I have tried to implement Design thinking in my work
place
4.2%
95.8%
I am able to apply my knowledge of Design Thinking
in my work environment
6.3%
93.8%
If Yes to the above
1.1
I have received training in Design Thinking
If Yes to the above
1.1.1
1.1.2
In order to test if those providing information in this category do understand the concept of “Design Thinking”,
a set of questions was posed that assessed the various aspects of “Design Thinking” and how it is meant to be
used. It is pleasing to note that in each case the majority of the employees gave the correct indication. In the
first question the majority of employees (71%) indicated that “Design Thinking” was not only a concept to be
used by designers or inventors. It is also pleasing to note that employees also understood (87%) that “Design
Thinking” can be used to make effective management decisions and it is a very effective problem solving
technique (94%).
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Design Thinking is
Yes
No
29%
An approach that should only be used by designers
and inventors
71%
82%
A way to decrease the cost of solving work related
problems
18%
83%
A way to decrease the cost of solving client related
problems
17%
87%
A methodology that has been developed to assist
management decision making
A process that is followed to solve problems
13%
94%
6%
CONCULSION: DESIGN THINKING
While it is evident that many employees are aware of “Design Thinking” there is still much scope for further
informal and formal education in this regard. For this reason the following recommendations are put forward:



Training courses should be provided that introduces employees to the concept and principals of
“Design Thinking”.
Where possible employees that express an interest should be given an opportunity to attend formal
training courses on “Design Thinking”
A case study should be conducted on how “Design Thinking” is being used by various employees in
CoCT and the benefits that have been derived from its use.
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RECOMMENDATIONS
The recommendations that have been drawn up follow the three major sections of the report i.e. working
environment, customer service and “Design Thinking”.
Working environment:



Employees should be further encouraged to do research when finding solutions to problems, part of
this research should entail meeting and speaking with various stakeholder groups.
Managers should give employees space to look at various solutions to problems that are being faced,
and if a solution does not work employees should be given a second chance to find a better
alternative. This however will require pre-planning.
Managers should give employees some space and time to test their solutions. Even if this is done
informally at first (i.e. calling stakeholders and proposing the solution before implementing) it will
allow for better decision making to take place.
Customer Service:


Employees need to be given the scope to find more than one solution to problems faced by
customers/clients, this is reiterated by the fact that this is the least important aspect that line
managers encourage.
Further, employees need to be given scope to test solutions as well as for finding alternatives if the
solutions do not work. This will assist greatly with promoting resource efficiency.
“Design Thinking”:



Training courses should be provided that introduces employees to the concept and principals of
“Design Thinking”.
Where possible employees that express an interest should be given an opportunity to attend formal
training courses on “Design Thinking”
A case study should be conducted on how “Design Thinking” is being used by various employees in
CoCT and the benefits that have been derived from its use
It is envisaged that the recommendations from the first two sections will be included in the training courses
that are designed under the “Design Thinking” training courses to be provided to employees. In this regard it is
suggested that separate training models be developed for line managers as their needs and implementation of
“Design Thinking” differ from general workers.
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