A Crash Course for Architects on Design Thinking Darren Hubert M212 Hello Im Darren Hubert Im currently working and learning to help create a more responsive and innovative Microsoft ID: 538569
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Slide1Slide2
Think.Feel: A Crash Course for Architects on Design Thinking
Darren Hubert
M212Slide3
Hello.I’m
Darren Hubert.
I’m
currently working and learning to help create a more responsive and innovative Microsoft…
My passion is for people, not just the technologySlide4
the What
the
How
the
Why
Session Objectives
Understand
methods
for developing digital experiences in sales and delivery
motions,
including
human-led
and inclusive design approaches
How to apply design thinking techniques within your organizations projects with the aim of creating even greater outcomes and impact
Summarize
why delivering
design-led
experiences is intrinsically tied not only to
our industry
transformation, but also to
our individual and market
successSlide5
Context For This SessionSlide6
BU
IT
Influences 78% IT Decisions
By 2017, the CMO could control more IT spending than the CIO.
Influences 22% IT
Decisions
There’s a high
level of unconventional funding from outside IT
Gartner: "Forecast
: Enterprise IT Spending by Vertical Industry Market, Worldwide, 2011-2017, 3Q13 Update," 3 October 2013
| G00249265 http://blog.fpweb.net/why-marketing-is-dipping-into-the-it-departments-budget/#.VBCuXvldWMI
Today’s Buyers
: “Everyone is in IT”Slide7
Today’s Buyer Patterns
decentralized
Inclusive forum
Business & Technical leaders
Business Outcomes matter
Market growth
Industry associations
Conferences
Consultants and advisors
Deliver impact
Business vs. Cost based outcome
Wants provider to quantify business value
Demand is growing from outside IT 31%
Budget managed by COO and BU
V-Team: CIO, COO, CMO, CRO, Actuary & CEO
The buying experience matters
Surround Legacy Constraints
Exploit Commoditization to reduce costSlide8
So, What do Business Leaders Want?
To develop value in unexpected places
To acquire or invest in new products and services
To focus on business outcomesSlide9
As IT Pros, We are Experts at “What”
Generally Speaking, we’ve
become experts at asking the wrong
types of questions. We have defended this as a best practice.
Why?
How?
What?
We jump to the what, without deeply engaging in discovering or understanding the why.
We often miss
out on!
We create a perfect barrierto the innovation our customers value and need. We are so busy doing what, that we never stop to learn whyit needs doing in the first place, assuming that it needs to be done at all.Slide10
the
What
Design ThinkingSlide11
Design
Thinking
A leading approach for getting at the “why” for each solution that we, as IT professionals, build
A form of “Solution-based” Thinking
Seeks to define
all aspects of a problem before creating a solution
A discipline for the process of figuring out the “how
”
A first step in meaningful
innovation
A foundational pillar in ArchitectureSlide12
Design
Thinking
Individuals
teams
products/solutions
experiences
e
ng art
human
tech
bizSlide13
A partnership between Microsoft Services and Guide Dogs UK to showcase how technology could change people’s lives
.Vision
is for a society in which people who are blind and partially sighted enjoy the same freedom of movement as everyone else
.
Illustrative Example:
Guide Dogs ProjectSlide14
Vision and ObjectivesMicrosoft Patterned with Guided Dogs UK to
reimagine independent mobility for people with visual impairment through technology innovation
Create an experience for people with blindness that enables a new level of independence and freedom
Demonstrate how Universal Design and Design Thinking can accelerate innovation and enable a new bar for usable and accessible experiencesSlide15
Cities Unlocked
Lighting Up the World Through SoundSlide16
Future Technology Slide17
Lighting Up the World Through Sound
The Story of the GuideDogs Project
Leverages Sensor Boosted Physical Environment
Rich 3D Soundscape with Verbal Queues
Allows people to travel more confidently, independently and enjoyably.
Core team of
15
Informal V-team of 150
Every MSFT division part of it
Critical collaboration: MSR, ASG, OSG, Devices, C&E, MCS, CSS
3D Audio
Soundscape
Windows Phone App Technology
Partnerships
Future Cities Catapult
Enabling
Independence and MobilitySlide18
The Innovation
Enabling Independent Navigation Through 3D AudioSlide19
Design Thinking
the
HowSlide20
How do we create and shape human-led architecture?
experiencesSlide21
21
Design Thinkers:
working in three domains
Insight: What feels familiar
Observation:
Interacting with our environment
Empathy:
Understanding the storySlide22
Human-led Factors:
Augment our familiar space
VIABILITY
FEASIBILITY
DESIRABILITY
Business
Factors
Is it economically viable
Does it make business and financial sense
Can it be sustained in the long term
Technical Factors
What is technically and organizationally feasible
New technology: it has to work and fit
BUT – technology alone is not enough
Human Factors
What do people desire
Do we understand the motivations and core beliefs of the users
Empathy with stakeholdersSlide23
7 Goals of DT
:
a process for problem solving Slide24
Define (the problem space)… and refine
B
uild the case… challenge
the brief
… define
the right problem to solve
The
Disruptor
Internal Stakeholders
The
DisruptedSlide25
Research… people in context
Humanizing the Story
The persona
: a powerful tool that allows storytellers and listeners alike to create the back story that elevates a user to a person.
But; also recognize the extreme users, they can make or break your hopes for adoption
T
asks
Goals
MotivationsSlide26
Ideate… consider, filter, iterate
…contextual application of Insight, Observation,
and Empathy (Knowledge
and
Personas)Slide27
Prototype…
….a
storyboard
might be enough
Minimum
Viable
Deliverable [Product]
ProcessSlide28
Choose…
We’ve
reinforced
our thinking….
We’ve uncovered
new
needs
Choose the options that deliver impact…
quick wins
and
sustainable value
Be
flexible
…Combine or separate as needed…Slide29
Implement… “the comfort zone”
Striving to fulfill a need with a solution…
Move from prototype to conference
room pilot to POC to solution…
test!
test
! test!
But, don’t forget the vision and the people!Slide30
Learn… and re-learn
“I
will always choose a lazy person to do a difficult job… because, he will find an easy way to do it
.”
- Bill Gates, Co-Founder, Microsoft
“
in the beginner’s mind there are many possibilities, in an experts mind there are few
”
-
Shunryu
Suzuki: Zen Master
What
we learn today becomes our informed insight tomorrow
Think like a [tourist]Slide31
Design Thinking
the
WhySlide32
3 Pillars of Human-Led Design
Motivations
Help people achieve what is important to them.
Solve for higher level goals and motivations.
Take care of the little things
.
Extend
and amplify humans.
Building
Relationships
Create value by getting to know people over time.
Build and maintain trust.
Relationships are built in stages.
Get to know people in a
meaningful way.
Appropriate
Design
solutions
that
integrates the technology
into the human
world
Design for human capabilities and limitations.
Blend seamlessly into the physical
and
social
environment.
Balance tradeoffs to be net positiveSlide33
Why This Discussion?
Who moved my cheese?? What we’ve been doing all this time isn’t going to work anymore.
The myth of innovation is that brilliant ideas leap fully formed from the minds of
smart people.
Continuous Learning. New approaches are
key to cope with the rapid transformation
of an industry
.Slide34
Why Now?
Design
Thinking must be
at the core of strategic development and organizational change in order to create a
culture
that’s focused on and encourages unique problem
solving.Slide35
On Problem Solving
Our world is changing much more rapidly than most people realize… Our creative output cannot keep up
“We cannot solve a problem by using the same kind of thinking we used when we created them”
– Albert EinsteinSlide36
Fixed Mindset vs. Growth Mindset
Based on the work of Dr. Carol
Dweck
I believe that my [Intelligence, Personality, Character] is inherent and static. Locked-down or fixed. My potential is determined at birth. It doesn’t change.
I believe that my [Intelligence, Personality, Character] can be continuously developed. My true potential is unknown and unknowable.
Fixed Mindset
“ability is static”
Growth Mindset
“ability is developed”
Avoid Challenges and Failure
Gives Up Easily
Stick to What They Know
Ignores Feedback and Criticism
Threatened by Others Success
Desire Continuous Learning
Persists and Confront Uncertainties
See Effort as Necessary
Puts In Effort to Learn
Inspired by Others SuccessSlide37
So, what’s the point?Slide38
Designing for the 1% is designing for us allSlide39
the What
the
How
the
Why
Session Objectives: Recap
Understand
methods
for developing digital experiences in sales and delivery
motions,
including
human-led
and inclusive design approaches
How to apply design thinking techniques within your organizations projects with the aim of creating even greater outcomes and impact
Summarize
why delivering
design-led
experiences is intrinsically tied not only to
our industry
transformation, but also to
our individual and market
successSlide40
Speak to us if you’re interested in Design Thinking and Human Led Design
ServicesNZ@Microsoft.com
Microsoft
|
ServicesSlide41
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TechNet & MSDN Flash
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Free Online Learning
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Sessions on DemandSlide42
Complete your
session
evaluation
now
and win!Slide43