book

Design Thinking

by Michael G. Luchs, Scott Swan, Abbie Griffin

November 2015

Beginner

456 pages

13h 59m

English

Wiley-Blackwell

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Introduction1.1 The Concept of Design Thinking and Its Role within NPD and Innovation1.2 A Framework of Design Thinking1.3 Design Thinking as a Nonlinear Process1.4 The Principles and the “Mindset” of Design ThinkingReferencesAbout the Author
Introduction2.1 Nine Criteria of an Inspirational Design Brief2.2 Writing the Inspirational Design Brief2.3 Research Findings about Inspirational Design Briefs2.4 Three Pitfalls to Avoid2.5 Conclusion: Keys to SuccessReferencesAbout the Author
Introduction3.1 Defining Personas3.2 The Importance of Personas3.3 Creating Personas3.4 Illustrative Application of Personas3.5 Summary3.6 ConclusionReferencesAbout the Authors
Introduction4.1 Inputs to the Experience Map4.2 The Experience Mapping Process4.3 The Experience Map as a Springboard to Innovative Solutions4.4 ConclusionReferencesAbout the AuthorsAcknowledgment
Introduction5.1 Challenges in Idea Generation5.2 The Need for a Systematic Method to Connect to the User5.3 The Visualize, Empathize, and Ideate Method5.4 The Importance of Visualizing and Empathizing before Ideating5.5 Applying the Method5.6 ConclusionAbout the Author
Introduction6.1 Where Do New Design Ideas Come From?6.2 A Tool to Assist with Idea Generation: Design Heuristics6.3 How Design Heuristics Were Identified: The Evidence Base6.4 77 Design Heuristics for Idea Generation6.5 How to Use Design Heuristics to Generate Design Concepts6.6 Evidence of the Value of the Design Heuristics Tool6.7 Conclusion6.8 AppendixReferencesAbout the Author

Introduction7.1 A Design Thinking Product Development Framework7.2 What Is a Story?7.3 What Is a Prototype?7.4 Putting It Together—Combining Stories and Prototypes7.5 Employing Stories and Prototypes in Your Process7.6 ConclusionReferencesAbout the Author
Introduction8.1 Challenges in the FFE8.2 Design Practices and Tools for Assisting in Problem Definition8.3 Design Practices and Tools for Assisting in Information Management8.4 Design Practices and Tools for Assisting in Stakeholder Management8.5 How to Integrate Design Professionals in FFE8.6 ConclusionReferencesAbout the Authors
Introduction: An Emerging Start-up Culture9.1 The Basics9.2 The Process9.3 Troubleshooting Common MistakesAbout the Author
Introduction10.1 What Do Non-Designers Need to Learn?10.2 Challenges Teams Face with Design Thinking10.3 Three Team Strategies for Success10.4 ConclusionReferencesAbout the Authors
Introduction11.1 GE Healthcare's Design Organization11.2 The Menlo Innovation Ecosystem11.3 The Significance of Design Thinking at GE Healthcare11.4 ConclusionReferencesAbout the Author
Introduction12.1 The Critical Impact of Corporate Culture on Design Thinking12.2 What Is Corporate Culture?12.3 Corporate Forces that Undermine Design Thinking12.4 Four Pillars of Innovation for Enabling Design Thinking12.5 Four Stages of Transforming to a Culture of Design Thinking12.6 ConclusionReferencesAbout the Authors
Introduction13.1 Designing Amidst Uncertainty13.2 Knowledge Management Tasks for Breakthrough Innovation: From Intelligence Leveraging to Intelligence Amplification13.3 KM and Selected Tools for Breakthrough Innovation13.4 Organizational Implications13.5 AppendicesReferencesAbout the Authors
Introduction14.1 Role of Key Personnel14.2 Organizational Practices14.3 Organizational Climate and Culture14.4 Embedding Design ThinkingReferencesAbout the Authors
Introduction15.1 Products, Services, and Experiences15.2 How to Design for Compelling Service Experiences15.3 Services that Sing and Dance15.4 Designing a Service Experience Is Never Finished15.5 ConclusionReferencesAbout the Authors
Introduction16.1 Service Design16.2 Context, Stories, and Designers as Interpreters16.3 Context Through Narratives—The CTN Method16.4 Case Illustration of the CTN Method16.5 Conclusion and RecommendationsReferencesAbout the Authors
Introduction17.1 Communicate the Challenge Goal toward Radically New Products17.2 Shift Time Frames to Future and Past17.3 Promote an Emerging Technology Focus across the Consumption Chain17.4 Promote the Use of Analogical Thinking17.5 Look for Novel Ways to Solve Simple Problems17.6 Leverage More Ideators via Crowdsourcing17.7 ConclusionReferencesAbout the Authors
Introduction18.1 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 Model18.6 How Do I Implement My New or Revised Business Model?18.7 ConclusionReferencesAbout the Authors
Introduction19.1 Lean Start-up19.2 Transformational and Disruptive Innovation: Defining the Domain Where the Lean Start-up Process Should Be Used19.3 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 Design19.5 Implementing the Lean Start-up Approach in Enterprises19.6 ConclusionReferencesAbout the Author
Introduction20.1 How Product Form Influences Consumer Product Evaluation20.2 Product Form Characteristics and Consumer Perceptions20.4 Practical ImplicationsReferencesAbout the Author
Introduction21.1 Culture21.2 Individual Characteristics21.3 Situational Factors21.4 Discussion21.5 ConclusionReferencesAbout the Author
Introduction22.1 A Framework for Understanding Changing Consumer Values22.2 Emerging Consumer Needs22.3 Going ForwardReferencesAbout the Author
Introduction23.1 Divergent Paths: User Interface in Physical and Digital Products23.2 Emerging User Interface Technologies23.3 New Technology Demands a New Development Process23.4 Seven Questions to Guide the Integration of Industrial Design with User Interface Design23.5 Practice Makes PerfectAbout the Author
Introduction24.1 “Design” in Intellectual Property24.2 Utility Patents24.3 Design Patents24.4 Copyrightable Designs for Useful Articles24.5 Trademark Rights for Product Design24.6 Legal Overlap, Trade-Offs, and Strategic Considerations24.7 ConclusionAbout the Author
Introduction25.1 Design for “X”?25.2 Design Thinking Integrated into Design for Sustainability25.3 ConclusionReferencesAbout the Authors

Content preview from Design Thinking

Chapter 18Business Model Design

John Aceti

Analogy partners LLC

Tony Singarayar

Analogy partners LLC

Introduction

In 2006, Henry Chesbrough wrote in the opening lines of his now classic book, Open Business Models, that “knowing that innovation is a core business necessity is not news, but that innovating a business model is news.”(Preface xiii) Today, thinking about innovating your business model has become more common and less news worthy. What is news, though, is the currently available methodologies by which business models may be analyzed, designed, and implemented. For this reason, business model design is appropriate in a volume dedicated to design and design thinking.

Business model design will be of greatest interest to: executives responsible for finding better ways to compete, product managers who look to launch a new product, research and development (R&D) managers who need to prove their innovation has market value, or marketing managers who look to increase market share. Many of these professionals have already heard of business models, but in our experience they lack an ability to articulate exactly what their model is or how it works.

Although innovative business model thinking is becoming more prevalent, there are still lingering questions as to what it is, what is its value, and where does it fit with design thinking and strategy. This chapter addresses these questions and more. We will show how business model design can insightfully provide bold new opportunities ...