Superprojecteu Lecture 6 Contents Design Thinking 1 Lean Startup 2 DT amp LS Comparison 3 Aim for the session By the end of the session students will Know the basic steps and principles of Design Thinking and Lean Startup ID: 782242
Download The PPT/PDF document "Modern Approaches to Idea Development" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Modern Approaches to Idea Development
Super-project.euLecture 6
Slide2Contents
Design Thinking
1
Lean Startup
2
DT & LS Comparison
3
Slide3Aim for the session
By the end of the session, students will:
Know the basic steps and principles of Design Thinking and Lean Start-up.
Understand the difference between Design Thinking & Lean Start-up.
Will be able to pick one method based on their preference and character of project.
Slide4Design Thinking
Is user-driver strategy.
Gained popularity in last decade.It is based on designer methods and principles.
It was developed by the design consultancy IDEO in the late 90s (Kelley & Littman).
It is not referring to lean principles, though the main ideas are similar.
The goal is to identify user needs in order to create appropriate solutions.
Slide5Design Thinking
It is focused on users and customers.
Based on user-centred approach with multi-disciplinary teams, it aims at solving complex (wicked) problems (Buchanan, 1992).
Is generating innovative solutions.
It is based on extensive user research, feedback loops and iteration cycles.
It is gaining popularity in business education.
Applied in R&D departments of companies to foster innovation.
Slide6Design Thinking
Plattner et al., 2009
Slide7Design Thinking
Slide8Design Thinking
Slide9Design Thinking
Slide10Lean Principles
Developed in early seventies by Toyota in Japan.Called lean manufacturingTo optimize production processes (Womack, 2003)
Reducing any sort of waste in the processReduction of resources (human or material)
Elimination of needles or redundant activities or expenses, for example reduction of storage space
Revolutionized production processes in automotive industry
Slide11Lean Principles
Are transferred to non-manufacturing contexts.Are applied in new venturing, general management and IT development.
Currently very popular is “The Lean Startup” (Ries, 2011)
Slide12Slide13Lean Startup
An innovation method for startup companies that claims that the most efficient innovation is the one for which there is an actual demand by the users.The biggest waste is creating a product or service that nobody needs.
The term was developed in the IT industry for software start-ups, but is more and more commonly used also for other sorts of innovation projects in other disciplines (Ries, 2011)
Slide14Lean Startup
A startup is defined as “a human institution designed to create new products and services under conditions of extreme uncertainty” (Ries, 2011)
Not all new companies are classified as a startup and on the other hand also an established department in a big company could be a startup.
Lean Startup evolved from the “customer development” method (Blank, 2006)
Slide15Slide16Customer Development
In addition to a process for “product development” a startup also needs a process for “customer development” to find and understand the customer.
Developing solutions based on a user-centred approach and adapting it to customer needs.
Slide17Process of Customer Development
Cooper & Vlaskovits, 2010
Slide18Customer Development
Discover the appropriate customer group (market segment).
Discover a customer problem and test if the problem is worth solving (Blank, 2006).
Validate if the product solves a problem for the customer group (problem-solution fit).
Find the minimum set of features for solving the core problem: the Minimum Viable Product (MVP)
Slide19Slide20Lean Startup
Combines customer development with ideas of agile software development, lean management (Womack, 2003) and open source software (Ries, 2011).
The aim is to build a continuous feedback loop with customers during product developments cycles (Maurya, 2012).
Test the core business assumptions early in the product development process, sometimes even before any product is built at all.
Slide21Build - Measure - Learn
The goal is learning (Ries, 2011).
What is build is based on a problem or solution hypothesis.
Test of the hypothesis is the intended learning step.
For testing the hypothesis, appropriate metrics must be defined (measure step).
To test the hypothesis with the metrics an experiment is designed (build step).
Slide22Lean Learning Cycle
Slide23Build - Measure - Learn
The cycle could be regarded as a classical scientific hypothesis-metric-experiment cycle that starts with the learning goal (theory or hypothesis) and ends with an experiment (prototype) to test the hypothesis.
On a meta-level, it could be applied to the entire process
On micro-level, it could be applied to specific details (like a colour or a signup button).
Slide24Comparison with DT
Design Thinking
Does not start with an idea but with a problem or question.Ideas are developed in the process (ideation).
Extensive focus on research.
“understand” is secondary research
”observe” means user research
Slide25Comparison of individual steps
”learn” in lean start-up could be interpreted as “understand” or as “point of view” in design thinking.
”build” in lean start-up is similar to “prototype” in design thinking
“measure” in lean start-up can either be “observe” or “test” in design thinking
Slide26Slide27Summary
DT and LS are not just processes but consist also of tacit elements, like practices, experiences, specific mind-sets, and company cultures (Thoring & Müller, 2011).SimilaritiesInnovationUser-centeredTesting, prototyping
Rapid iterations
Slide28www.themegallery.com
Thank You !