book

Transforming an Idea Into a Business with Design Thinking

Name: Transforming an Idea Into a Business with Design Thinking
Author: Muhammad Mashhood Alam
ISBN: 9781351266543

by Muhammad Mashhood Alam

October 2018

Beginner

144 pages

2h 55m

English

Productivity Press

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Cover
Half-Title
Title
Copyright
Contents
Dedication
Foreword
Acknowledgements
Preface
1 Democratizing Entrepreneurship
1.1 Why Another Book on Entrepreneurship?1.2 A Mind-set for Growth1.3 Basic Essence of This Innovation Approach1.4 A Primer on Design Thinking1.4.1 Traditional Approach1.4.2 The New Design Thinking Approach1.4.3 Empathy1.4.4 Have a Better Understanding of the Problem before Thinking of the Solution1.4.5 Collaboration with Diverse Perspectives1.4.6 Build Prototype1.4.7 Get Feedback from Target User1.4.8 Iterate1.5 Mind-sets for Design Thinking1.6 Creative Leadership1.7 Best Way to Get the Best out of This Approach1.7.1 Build a Team1.7.2 Review the Framework with the Team1.7.3 Collaborative Engagement1.7.4 Capture Assumptions1.7.5 Guidance

2 The Three Stages Plus One
2.1 Let Your Curiosity Drive Your Endeavor2.1.1 Questions for the First Stage2.1.2 Questions for the Second Stage2.1.3 Questions for the Third Stage2.1.4 Questions for the Fourth Stage2.2 Failing Early, and Failing Fast2.3 The Problem Statement2.3.1 Template2.3.2 Example2.3.3 Guidance2.3.3.1 Session Lead2.3.3.2 Three-minute Self-brainstorm2.3.3.3 Team Brainstorm2.3.3.4 Document Assumptions2.4 Overview of the Transform3+1 Framework
3 Stage 1: Understand Problem to Grasp Desirability
3.1 Step 1: Stakeholders3.1.1 Target Stakeholders3.1.2 Connected Stakeholders3.1.3 Influenced Stakeholders3.1.4 Stakeholder Template (Figure 3.1)3.1.5 Guidance3.1.5.1 Session Lead3.1.5.2 Three-minute Self-brainstorm3.1.5.3 Team Brainstorm3.1.5.4 Document Assumptions3.1.5.5 Review Prior Steps3.2 Step 2: Research3.2.1 Planning3.2.2 Empathetic Observation3.2.3 Genuine Curiosity3.2.4 Being Inquisitive Is Good, Without Being Intrusive!3.2.5 Adopt a Beginner’s Mind-set3.2.6 Don’t Judge3.2.7 Question Everything3.2.8 Be Genuinely Curious3.2.9 Find Patterns3.2.10 Listen, Intently3.2.11 Suggestions for User Engagement3.2.12 Engagement Guidelines with the User3.2.12.1 Guidelines for Interviewer3.2.12.2 Guidelines for Note Taker3.2.12.3 Sample Questions for Interview3.2.13 Template3.2.14 Example (Figure 3.4)3.2.14.1 Guidance3.2.14.2 Team Brainstorm3.2.14.3 Document Assumptions3.3 Step 3: Persona3.3.1 Template3.3.2 Example3.3.2.1 Guidance3.3.2.2 Document Assumptions3.3.2.3 Review Prior Steps3.4 Step 4: Current Journey3.4.1 Current Journey Template3.4.2 Current Journey Example (Figure 3.8)3.4.2.1 Guidance3.4.2.2 Document Assumptions3.4.2.3 Review Prior Steps3.5 Step 5: User’s Perspective3.5.1 Template3.5.2 Example (Table 3.2)3.5.2.1 Guidance3.5.2.2 Document Assumptions3.5.2.3 Review Prior Steps
4 Stage 2: Devise Solution to Determine Feasibility
4.1 Step 6: Ideation4.1.1 Guidance4.1.1.1 Session Lead4.1.1.2 Document Assumptions4.1.1.3 Review Prior Steps4.2 Step 7: Prioritization4.2.1 Template4.2.2 Example4.2.3 Guidance4.2.3.1 Document Assumptions4.2.3.2 Review Prior Steps4.3 Step 8: End-to-end Experience Vision4.3.1 Template (Figure 4.4a)4.3.2 Example (Figure 4.4b)4.3.3 Guidance4.3.3.1 Document Assumptions4.3.3.2 Review Prior Steps4.4 Steps 9 and 10: Prototype and Test4.4.1 Prototyping4.4.2 Testing4.4.3 Do’s and Don’ts for Session Lead4.4.3.1 Do’s4.4.3.2 Don’ts4.4.4 Do’s and Don’ts for Note Taker4.4.4.1 Do’s4.4.4.2 Don’ts4.4.5 User Feedback Template (Figure 4.6a)4.4.6 Example4.4.7 Guidance4.4.7.1 Document Assumptions4.4.7.2 Review Prior Steps4.5 Step 11: Use Case4.5.1 Template (Figure 4.7)4.5.2 Example (Figure 4.8)4.5.3 Guidance4.5.3.1 Document Assumptions4.5.3.2 Review Prior Steps4.6 Step 12: Experience Implications4.6.1 Template (Figure 4.9)4.6.2 Example4.6.3 Guidance4.6.3.1 Document Assumptions4.6.3.2 Review Prior Steps
5 Stage 3: Craft Business to Know Viability
5.1 Step 13: Business Context5.1.1 Business Context Template5.1.2 Example (Figure 5.1b)5.1.3 Guidance5.1.3.1 Document Assumptions5.1.3.2 Review Prior Steps5.2 Step 14: Value Proposition5.2.1 Template (Figure 5.4a)5.2.2 Example5.2.3 Guidance5.2.3.1 Document Assumptions5.2.3.2 Review Prior Steps5.3 Step 15: Business Model5.3.1 Value Proposition5.3.2 Value Delivery5.3.3 Value Creation5.3.4 Value Partnering5.3.5 Value Capture5.3.6 Value Funding5.3.7 Template (Figure 5.7)5.3.8 Guidance5.3.8.1 Document Assumptions5.3.8.2 Review Prior Steps5.3.9 Bringing It All Together5.4 Step 16: Elevator Pitch5.4.1 Template5.4.1.1 Short Version5.4.1.2 Longer Version5.4.2 Example5.4.3 Guidance5.4.3.1 Document Assumptions5.4.3.2 Review Prior Steps
6 Stage 4: Manage Risk to Handle Uncertainty
6.1 Step 17: Assumptions6.1.1 Impact6.1.2 Template (Figure 6.3)6.2 Step 18: Risk Assessment6.2.1 Calculation
7 Go Ahead and Transform Your Idea
About the Author
Index

Content preview from Transforming an Idea Into a Business with Design Thinking

Chapter 5

Stage 3: Craft Business to Know Viability

Most start-ups fail not because they didn’t find the right problem to solve for the user demographic or that their solution lacked technological prowess but because they could not figure out a sustainable business model for their idea. Similarly, most hugely successful start-ups didn’t just understand the problem of their user demographic and build solution to solve the problem. They crafted a business model that made them hugely successful. For example, Google, while helping users find more relevant websites using their superior algorithm, figured out an advertising business model that until this day generates 9 out of every 10 dollars of its revenue.

It is critical to understand the business ...

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Publisher Resources

ISBN: 9781351266543

Cloud Computing

Data Engineering

Data Science

AI & ML

Programming Languages

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IT/Ops

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Soft Skills

Transforming an Idea Into a Business with Design Thinking

by Muhammad Mashhood Alam

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.