Design Thinking 2
What Wows and What Works?
Mattias Arvola
mattias.arvola@liu.se
@mattiasarvola
Dept. of Computer and Information Science
1
DESIGN
BRIEF
2
What is?
DESIGN
CRITERIA
What if?
NAPKIN
PITCH
What wows?
id
LEARNING
GUIDE
Le
ar
ni
ng
ea
ch
-c
r
un
co
la
er
s
tio
t
n
en
pm
tin
g
ot
ot
yp
in
g
pr
lo
te
s
ve
n
de
pt
io
to
m
us
ap
C
R
pt
m
ce
su
on
As
C
g
ng
ys
i
ng
al
pi
an
in
m
to
r
n
ap
pi
ai
m
m
ap
ns
d
ai
Br
in
M
y
ch
ne
ue
ur
Va
l
Jo
Visualization
What works?
Concept Development
• 200 ideas in brainstorming
• Develop 12 concepts
• Test 3 with customers
• Deploy 1
• Don’t say no too early
• Focus on value for customers and
business case
3
Just do it
• Gather your Legos:
people, design criteria and
brainstorming results.
• Spread your Legos:
• Use the room
• Eliminate redundancies
• Group similar ideas
• Missing things and new
ideas
• Recurring themes
• Set priorities using the
criteria
• Identify must have ideas
and themes
• Choose 5-12 themes that
serves as anchors for
distinct concepts
• Form initial concepts:
• Combine elements for
customer value and viable
business model
• Set up a Chili Table
4
Jeremy Alexis’ Chili Table
• Variables: Think of all the things you
can put into chili
• meat, beans, veggies, spices…
• Values: Think of all possible items in
each category of things
• different kinds of meat or spices
• Combinations: Create different
combinations of variables and values to
make different kinds of
• vegetarian chili, meat lover’s chili,
Hawaiian chili…
5
Evaluate Against your
Design Criteria
• Choose multiple compelling concepts
and for each of them consider:
• What type of product/service are you
considering?
• How would it work?
• What key needs does it meet?
• What are the costs and risks?
• How would it enrich the relation between
the company and the customer?
6
Napkin Pitch or NABC
• Concept Name
• Need
• Why customer wants it?
• What unmet needs does it
serve?
• Approach
• What asset or capability
does it leverage?
• How does it create value?
• How do we create a
sustainable advantage?
7
• Benefit
• How will the customer
benefit?
• How will our company
benefit?
• What other parties will
benefit?
• Competition
• Who else serves this need?
• How will they respond to our
entry?
Visualize
8
What Wows? Testing the future in the present
9
Assumption Testing
• A business concept is a hypothesis that
builds on assumptions about
• customers
• partners
• competitors
• What is the simplest way to test an
assumption you are unsure of?
• Can we test it without implementing it
for real?
• What are the make-or-break elements
of the concepts?
10
Assumption Testing:
Vulnerabilities
• Worthwhile problem
• Novel and compelling solution that isn’t
easy to copy
• Adoption rates
• Market entry timing
• Availability of key partners
• Price
• Cost
11
Assumption Testing: Generic Business Tests
• The value test: Customers will buy at a
price that works
• The execution test: You can create
and deliver it at a cost that works
• The scale test: You can build a volume
that makes it worthwhile
• The defensibility test: Competitors
can’t easily copy you
• Value and executions tests are more
important early than scaling and
defensibility
12
Assumption Testing: Specific Business Tests
• Relates to your organisation/firm and its
particular situation
• Strategic goals that the concept
contributes to
• Assumptions on how and why this
concept contributes to the strategic
goals
• Strategic organizational goals in the design
brief and in your impact map
• Imperatives to meet in the design criteria,
based on value chain analysis and
ethnography
13
Assumption Testing: Articulate assumptions
• Customers:
• Why this concept will create
superior value to them?
• Competitors:
• Willingness to pay?
• Which competitors will be
affected?
• How many are they (market
size)?
• How will they react/
interfere?
• Your organization:
• How to create and deliver
promised value and what
capabilities will leverage?
• Missing capabilities?
14
• Whom will you partner with?
• Choose a handful critical
assumptions
Identify the data you need
to test your assumptions
• What you know
• What you don’t know and can’t
• What you don’t know but could
15
Make thought experiments and check assumptions in impact maps
• Look at the data you don’t
know but could
• What is the easiest way of
knowing without necessarily
going to the customers or
market?
• Check with people inhouse?
• Online research?
16
• Revise the impact map
with stakeholders
• Add bulletpoints to the
nodes
• Rephrase map nodes
• Attach additional nodes
Rapid Prototyping
• Bring concepts to life with
details, form and nuance
• User scenarios
• Faking a new business
fast
• Business concept
illustrations
• Make ideas tangible to
share and discuss with
stakeholders and in the
team
• Lots of 2D
• Paper prototyping
• Storyboarding
17
• Experience journeys
• 3D
• Built out design language
• Working model with more
features and details
What is the cheapest way
to test your assumptions?
• Early prototype:
• Concept sketch (2D)
• Time: 5 minutes
• Original design by high-profile
design consultancy
• Cost $1
• Fully functional
• Functional prototype
• Retrofitted cooler (3D)
• Magnetic door strike attached
• Keypad attatched
• Time: 3 days
• Materials cost: $600
18
• Market test prototype
• Required original tooling
• Time to create: 3 months
• Materials cost <$10,000 (due to
tooling cost)
http://www.jfarny.com/kohls.php
19
20
21
By Jurgen Leckie
http://leckie.nl/portfolio_debibliotheek.html
22
SLUTA RÖKA
FÖRSTA DAGARNA GÅR BRA
NADINE FÅR OCKSÅ UPPMUNTRANDE
MEDDELANDEN OM ATT HON GÖR RÄTT
SOM INTE RÖKER.
en
id
Vårdgu
NADINE VILL BLI GRAVID OCH
HAR BÖRJAT FUNDERA PÅ ATT
SLUTA RÖKA, MEN INTE TAGIT
FÖRSTA STEGET ÄN.
MEN VISSA STUNDER ÄR DET
SVÅRT OCH NÄR HON ÄR NÄRA
ATT FÅ ÅTERFALL SÖKER HON
STÖD OCH MOTIVATION GENOM
TJÄNSTEN
HON TRÄFFAR EN VÄN PÅ ETT
CAFÉ OCH BERÄTTAR OM SIN VILJA ATT BLI GRAVID.
VAD ROLIGT ATT NI VILL
HA BARN! MEN DÅ MÅSTE
DU JU SLUTA RÖKA MED
DETSAMMA.
HÄR, TESTA DET HÄR, DET
ÄR ETT HJÄLPMEDEL FÖR
ATT SLUTA SOM JAG BLEV
TIPSAD OM PÅ MVC.
ÅH, DET SER SJYSST UT,
JAG STARTAR NU, ALDRIG
MER RÖKA..
P
P
I
BL
I
BL
ETT VERKTYG SOM FUNGERAR BRA FÖR
NADINE ÄR ATT ANVÄNDA FORUM. HÄR
FÅR HON KONTAKT MED
ANDRA OCH KAN
ABST
INENS
DELA TIPS.
FORU
M
Lorem ip
sum do
lor sit a
adipisci
met, co
ng elit.
nsectetu
Pe
risus te
r
mpor vo llentesque at
mauris
lutpat.
volutpa
ve
Mauris
t a lacin
lorem e l
ia mole
Ut lacin
n
im
stie
ia
,
bibend massa ut urna , fringilla ac od
um sap
dictum
io.
ien
, se
nibh ut
nisi inte vulputate. Inte d
rdum o
ger quis
Fusce u
rna
ltri
Proin p cies magna ve re vel vel lectu
orta lore
s.
l cursus
m sed co
tristiqu
Nam aliq
e.
m
uam m
etus rho modo faucib
u
ncus m
s.
assa
Lorem ip
sum do
lor sit a
adipisci
m
ng elit.
Pellente et, consectetu
sque at
r
mauris
vel
Pellente
sq
volutpa ue at mauris ve
t!!!!!
l ri
23
sus tem
po
r
Video prototype
• The Economizer
• https://vimeo.com/2523748
24
Learning Guide to Experiments in the Market
• Strategic Intent
• Goal of project for
customers and company
• Remaining Key
Assumptions to Be Tested
• To-do-list
• In-Market Test Plan
• Assumptions to test in
market, and their success
metrics
25
• Financial Capital to Be
Expended
• Budget and people needed
to test assumptions in the
market place through cocreation and learning launch
• Revise as you learn and
fail fast to succeed sooner
What works?
• Invention
• doing something in a novel way
• Innovation
• an invention that create economic value
• Envision multiple concepts, choose one
to market test
• Is your offering really desirable, viable
and feasible?
• Stay open to insights that could take
you in unexpected directions
26
Customer Co-Creation
• Getting the voice of the customer
• Invite a few potential customers to
collaborate with you by playing with
rough prototypes
• Put them infront of some prototypes
• Give them tasks
• Observe their reactions and ask for
their thought
• Analyze the results
• Iterate
27
Just do it
• Enroll customers who care
about you, but not as much
as they care about
themselves
• Test 2-3 options, at least
one you think is too extreme
• Leave it rough
• Diversity = security
• Let them change stuff, fill in
the blanks, sort out things
• Create a no-selling zone.
The customer should do
80% of the talking
• Leave time for discussion,
but let the customer answer
their own questions
• Engage one customer at the
time
• Remember: what
assumptions are you
testing?
28
29
Functional computer
prototype
• https://www.youtube.com/watch?
v=_aVJMMVIwho
30
Impact Mapping in Co-Creation
• Impact map with customers, developers
and users to jointly define a good
solution
31
Learning Launch
• Take an improved prototype to the
market for an extended experiment to
test final assumptions before full
commercial development.
• Asking what people think is a weak test
• Looking at actual behavior over
extended time is the real test
• What is it worth to them?
32
4D = 3D that persists over time
• Build a working prototype
• Set tight boundaries: How
long is long enough?
• Confidentiality may be an
issue
• Focus on key assumptions
that you want to test and set
specific metrics
• Generate the data you need
• Get disconfirming data that
can disprove your
hypotheses
• Make sure the cost of the
learning launch match its
benefits
• Use fast feedback cycles
• Make it feel real
• Make back-up plans
• Test your on-ramp strategy
33
Assignment 2
• Deliverables
• Napkin Pitch
• Learning Guide
• Methods:
• Start from your earlier
brainstorm
• Visualization
• Concept Development
• Assumption Testing
• Rapid Prototyping
34
• Customer Co-Creation
• Gather initial thoughts on a
Learning Launch
• Integrate Impact Mapping in
the testing of assumptions
and customer co-creation.
Muddy Cards online
• The following things are good about the
course:
• The following things are important for
the examiner to think about or handle in
the second half of the course:
35
www.liu.se
36