Abilitare la Trasformazione Digitale attraverso il Design Thinking€¦ · Sprint Execution:...

Abilitare la Trasformazione Digitaleattraverso il Design Thinking

Claudio Dell’Era

Direttore dell’Osservatorio «Design Thinking for Business»

LEADIN’Lab – School of Management, Politecnico di Milano

Il Design Thinking per abilitare la PA al digitale - Roma, 10 Dicembre 2018 2

Change embedded in Design Thinking


Business

TechnologyPeople BusinessTechnology

People

FROM TO

Business as purposeTechnology as driver

People as mean

People as purposeTechnology as mean

Business as consequence

The growth of Design Thinking in the Management Arena


+200 design experts

9 global creative hubs

+260 000 people

120 countries

“Adding Fjord’s mobility and design capabilities to the services provided by Accenture Interactive will allow us to deliver engaging and relevant customer experiences powered by scalable, industrialized marketing technology and operations”.

Brian WhippleCEO of Accenture Interactive

M&A of Design Thinking players in the Management Arena


71 design agencies have been acquired since 2004. >50% of which have been acquired since 2013

2004 - 2012 2013 - 2014 2015

COMPANY ACQUIRED BY COMPANY ACQUIRED BY COMPANY ACQUIRED BY COMPANY ACQUIRED BY

2004 Frog Design

2007 Doblin

2009 Bigstock

2010 TAT

2011 Sofa

2011 Typekit

2011 Method

2011 Helicopter

2012 Maaike

2012 Bolt Peters

2012 80/20

2012 Cuban Council

2012 Behance

Flextronics

Monitor

Shutterstock

Rim

Facebook

Adobe

Globallogic

One Kings Lane

Google

Facebook

Square

Google

Adobe

2013 Hot Studio

2013 Fjord

2013 Jet Coopers

2013 Banyan Ranch

2013 Hook & Loop

2013 17Feet

2013 Hattery

2014 Carbon Design

2014 Gecko Design

2014 Adaptive Path

2014 Reactive

2014 Flow Interactive

2014 Optimal Experience

Facebook

Accenture

Shopify

Deloitte

Infor

Google

Google

Oculus/Facebook

Google

Capital One

Accenture

Deloitte

PWC

2014 Cynergy Systems

2014 S&C

2014 Ultravisual

2014 Aviary

KPMG

BCG

Flipboard

Adobe

Teehan+Lax

Spring Studio

Lunar Design

Monsoon

DesignIt

Seren

Mobiento

Lapka

Catalyst

Akta

Chaotic Moon

Pacific Link

Farm Design

Tactel

Fotolia

Facebook

BBVA

McKinsey

Capital One

Wipro

Ernst&Young

Deloitte

Airbnb

Cooper

Salesforce

Accenture

Accenture

Flex

Panasonic Avionics

Adobe

62 Case Studies


SUPPLIERS INNOVATORSDesign Studios Digital Agencies

Strategic Consultants Technology Developers

Focus on Service Providers: 47 Case Studies


Design Studios Digital Agencies


Transformation in Design Thinking

https://www.osservatori.net/it_it/osservatori/osservatori/design-thinking-for-business

Il Design Thinking per abilitare la PA al digitale - Roma, 10 Dicembre 2018 9SCHOOL OF MANAGEMENTin collaboration with


1990 2000 2010 2020

Creative Problem SolvingTheoretical Background

Design Thinking 1.0 as

creative problem solving

“The way I think about design thinking is it is in a halfway house between analytical thinking, for the purely deductive and inductive logical thinking that utilizes quantitative

methodologies to come to conclusions, and intuitive thinking, knowing without reasoning. And design thinking is the kind of thinking that takes the best of both sides”

Roger Martin – Rotman School of Management at the University of Toronto

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=872nSW0jVq9ueM&tbnid=1X_TBsmE0q4cUM:&ved=0CAUQjRw&url=http://www.bookrapper.com/labels/Tim Brown.html&ei=jQu4UdXDLIiVPJmdgLgH&bvm=bv.47810305,d.bGE&psig=AFQjCNEX4ecwxM6tYczsvN7cYu8ypcneDQ&ust=1371102465476895

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=872nSW0jVq9ueM&tbnid=1X_TBsmE0q4cUM:&ved=0CAUQjRw&url=http://www.bookrapper.com/labels/Tim Brown.html&ei=jQu4UdXDLIiVPJmdgLgH&bvm=bv.47810305,d.bGE&psig=AFQjCNEX4ecwxM6tYczsvN7cYu8ypcneDQ&ust=1371102465476895

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=8l_J9J4atXYRxM&tbnid=GPixM8vT5MGH2M:&ved=0CAUQjRw&url=http://tbmdb.blogspot.com/2010/07/design-of-business-2009.html&ei=qAu4UbOZMMWTPdDMgZgF&bvm=bv.47810305,d.bGE&psig=AFQjCNGXOWykgiTgVsjv19n_Vi4gY6spIA&ust=1371102501026568

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=8l_J9J4atXYRxM&tbnid=GPixM8vT5MGH2M:&ved=0CAUQjRw&url=http://tbmdb.blogspot.com/2010/07/design-of-business-2009.html&ei=qAu4UbOZMMWTPdDMgZgF&bvm=bv.47810305,d.bGE&psig=AFQjCNGXOWykgiTgVsjv19n_Vi4gY6spIA&ust=1371102501026568

Creative Problem Solving:Principles and Practices


Design Thinking (1.0)

Creative Problem Solving

PRINCIPLES

Aim Solve problems

Thinking Ideating

Direction Outside-in (Users at the Beginning)

PRACTICES

Iterative process Focus on Divergence

Learning By prototypes

Participation Naïve mind

Creative Problem Solving:Diffusion


Design Studios

Digital Agencies


94%

75% 75%

67%

38 Service Providers

[out of 47]adopt the Creative Problem Solving

81%

Creative Problem Solving:Domains


Direction(Vision and Business Model)

17,2 %

Solution(Product, Service, Communication, Retail, Experience) 75,2 %

People(Culture, Organization and Processes)

7,6 %

Annual Revenuesobtained by …

… in order to innovate …

3,8 %

Vision and Brand

2,2 %

Culture

22,5 %

Product

13,4 %

Business Model

5,4 %

Organization and Processes

35,0 %

Service

6,4 %

Communication

5,2 %

Retail

6,1 %

Experience

Design Thinkingin the era ofDigital Transformation


Emerging challenges

Conceiving Implementing



1990 2000 2010



2020


sprint execution

Sprint Execution:Theoretical Background

“The sprint is a five-day process for answering critical business questions through design, prototyping, and testing ideas with customers. […] You can prototype anything. Prototypes

are disposable. Build just enough to learn, but not more. The prototype must appear real”

Jake Knapp – Google Ventures Design Partner

Sprint Execution:Principles and Practices





Sprint Execution

PRINCIPLES

Aim Solve problems Deliver products

Thinking Ideating Building

Direction Outside-in (Users at the Beginning) Inside-out (Users at the End)

PRACTICES

Iterative process Focus on Divergence Focus on Convergence

Learning By prototypes By minimum viable products

Participation Naïve mind Experts (internal stakeholders)

Sprint Execution:Diffusion


Design Studios

Digital Agencies


35%

42% 50%

100%


[out of 47]adopt the Sprint Execution

49%

Sprint Execution:Domains

Direction(Vision and Brand, Business Model)

Solution(Product, Service, Communication, Retail, Experience)




2.3%

Vision and Brand

3.0%

Culture

34.7%

Product

7.4%

Business Model

1.7%


32.5%

Service

9.2%

Communication

5.6%

Retail

3.6%

Experience

9.7%

85.6%

4.7%


Emerging challenges

Organization People




1990 2000 2010



2020

Creative Confidence:Theoretical Background


creative confidence

“Too often, companies and individuals assume that creativity and innovation are the domain of the “creative types.” […] Being human centered is at the core of our innovation process.

Deep empathy for people makes our observations powerful sources of inspiration.”

Tom Kelley and David Kelley – IDEO

Creative Confidence:Principles and Practices





Sprint Execution


Creative Confidence

PRINCIPLES

Aim Solve problems Deliver products Nurture mindsets

Thinking Ideating Building Engaging

Direction Outside-in (Users at the Beginning) Inside-out (Users at the End) Co-design and Co-develop

PRACTICES

Iterative process Focus on Divergence Focus on Convergence Focus on Convergence

Learning By prototypes By minimum viable products By involvement

Participation Naïve mind Experts (internal stakeholders) Experts (internal stakeholders)

Creative Confidence:Diffusion


Design Studios

Digital Agencies


35%

58%25%

0%


[out of 47]adopt the Creative Confidence

34%

Creative Confidence:Relevance






6.7%

Vision and Brand

23.7%

Culture

7.1%

Product

12.7%

Business Model

30.6%


16.2%

Service

.

Communication

.

Retail

3.0%

Experience

19.4%

26.3%

54.3%


Emerging challenges

Solutions Direction


Organization People



innovation of meaning


1990 2000 2010



2020

Innovation of Meaning:Theoretical Background

“We live in a world awash with ideas. Thanks to open innovation, crowdsourcing, and especially to digital technologies, we have easy access to an unprecedented amount of novel

opportunities. How to make sense of this overabundance of opportunities? How to envisionthe next big thing? How to avoid trying everything and fall into the paradox of ideas (the

more ideas we create the less we innovate)? To succeed in an overcrowded world we need a meaningful direction.”

Roberto Verganti – Politecnico di Milano

Innovation of Meaning:Diffusion


Design Studios

Digital Agencies


41%

42%17%

33%


[out of 47]adopt the …

34%

Innovation of Meaning:Relevance






17.8%

Vision and Brand

9.7%

Culture

9.5%

Product

23.9%

Business Model

11.9%


16.6%

Service

3.1%

Communication

2.5%

Retail

5.0%

Experience

41.7%

36.7%

21.6%


Innovation of Meaning:Principles and Practices





Sprint Execution


Creative Confidence


Innovation of Meaning

PRINCIPLES

Aim Solve problems Deliver products Nurture mindsets Envision directions

Thinking Ideating Building Engaging Criticizing

Direction Outside-in (Users at the Beginning) Inside-out (Users at the End) Co-design and Co-develop Inside-out (Users at the End)

PRACTICES

Iterative process Focus on Divergence Focus on Convergence Focus on Convergence Focus on Convergence

Learning By prototypes By minimum viable products By involvement By cultural probes

Participation Naïve mind Experts (internal stakeholders) Experts (internal stakeholders) Experts (outsiders)

Design Thinking Approaches:Diffusion

# of Service Providersadopting …

38[81%]

23[49%]

16[34%]

16[34%]

Average % of Annual Revenuesobtained by … 65.5% 47.6% 35.0% 34.7%


# Service Providers adopting …as CORE (>50 %)

22[47%]

6[13%]

4[9%]

4[9%]

Design Thinking Approaches:Domains


18.6% 9.7% 19.4% 41.7%

Solution(Product, Service, Communication, Retail, Experience) 72.7% 85.6% 26.3% 36.7%


8.7% 4.7% 54.3% 21.6%




2000 2010




creative confidence


innovation of meaning

2020


sprint execution

From Ideating to E3: Executing, Engaging and Envisioning


Ideating

Executing

Engaging

Envisioning

Claudio Dell’Era ([email protected])


ClaudioDell’Era

Claudio Dell’Era is Associate Professor of Design Strategy at the School of Management of Politecnico di Milano,

where he serves also as Co-Founder of LEADIN'Lab, the laboratory for LEADership, Design and INnovation

and Director of the Observatory Design Thinking for Business

Research activities developed by Claudio Dell’Era are concentrated in the area of Design Thinking and Design Management

He has published more than 100 papers in relevant international journals, such as Journal of Product Innovation Management, Long Range Planning, R&D Management, International Journal of Operations & Production Management, Industry & Innovation, International Journal of Innovation Management

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