INNOVATION

AND

DESIGN THINKING

Introduction

Module-1

An insight of design

Plants, animals and human beings are creation of nature and one of the theories of evolution suggests that life forms began simply and then became more complex.

Such a theory proposes that human beings are possibly a highly evolved creation with the ability to understand the mysteries and mechanisms of nature.

Nature Vs human

Designs inspired by nature:

Designs inspired by nature:

Designs inspired by nature:

Designs inspired by nature:

Designs inspired by nature:

Designs inspired by nature:

Definition of design

❖ “The future is best found in the opportunities that go un noticed in the present”—Peter Drucker (Father of Management Thinking)

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❖ ‘Everything that needs to be said has already been said. But since no one was listening ,everything must be said again”

According to Dictionary Design means

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“A plan or drawing produced to show the look, the function or working of a building, garment, or other object before it is made”

Design is to design the design of a design

Noun

Noun

Noun

Verb

General concept or policy

An activity

Plan or intention

Finished outcome (system, service or product)

Design( Noun):

Blue print of something-a plan for change

Undesirable situation (present) + Implemented plan= Desirable situation (future)

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• Whether a situation is undesirable and what aspects are desirable depends on matter of perception
• Whose perception, where it is perceived, and when it is perceived plays important role.

Design(verb):

Understanding & solving a problem:: termed as Designing

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• Problem understanding: process or activities for identifying undesirable situations and desirable situations.
• Problem solving: Developing a plan with the intent of changing undesirable situations to desirable situations
• Designing involves both problem understanding and problem solving
• Designing becomes easier when problem is understood thoroughly

Example: cooking

Undesirable situation: food tasteless

Plan: add adequate salt

Implementation: salt added

Desirable situation: tasty food

Example: Electric sockets

Undesirable situation: open sockets accessible to children is unsafe

Plan: to cover the sockets

Implementation: make and use socket cover

Desirable situation: socket covered and safe

Design to Design thinking

➢ Design or making , has been classically understood to be a process of turning ideas into things

➢ In this design process there is a vision or an idea, it can be figured out by some drawings work with fabrications of crafts and if everything worked out right then it be materialized.

➢ So, there is a direct correspondence between ideas, drawings, and finished products. This design process called as Direct Design

• This is what most people understand design to be, and what they understand designers to do that they turn their creative ideas into things.

Idea

Articulate

Make

Direct Design

• The primary issue to direct design is preeminence to ideation. The core logic of direct design is that ideas come first and then making comes after.
• While doing the direct design it marginalizes and ignores the agency of things, environments, users and relations.
• In 21st century these direct designs were taught as type of closed design process where designers have ideas and figure out how to realize separately from a deep engagement with the world.

• It becomes obvious that human making could not effectively happen separate from the world of users, practices, problems, needs, politics so on.
• Direct designs are criticized that these are not responsive to real world conditions.
• From an awareness of the power of engagement ,a new and expanded form of design emerged called as Responsive design

• Responsive design is just that it begins in a considered response of the world rather than an idea comes from designers.
• Responsive design at its best shifted the focus of design way from the narrow idea of designers and design as being focused on independently making beautiful things.
• Design now become about all the interactive processes needed to make anything come into being. Responsive design came in many from environmental design to human centered design

In responsive design the most popular form is

“Design thinking”

• “Design thinking is simply a form of human centered responsive design broad name “Design Thinking”

• The simplest way to understand how responsive design transforms direct design is to see that it adds a new critical step prior to beginning of direct design called Consultation. Responsive design does not replace direct design so much subsumes it.

• During consultation the design thinking variants of design asks: what are up to? What are the problems? Then the phase of ideation becomes collective: brain storming, group improvisation and other collaboration exercise are added to mix.
• Then response design works as iterative loop. This loop is significant because it allows the object to evolve through testing and use and not come out of designers thought.
• Response design has had an enormous impact for good. Environmentally centered design is of great value as is user centered design

A huge part of design thinking appeals that it claims to be an exceptional source of innovation

Design

Design Thinking

Converts

Definitions of Design Thinking

• Design thinking is a methodology that designers use to brainstorm and solve complex problems related to Designing and Design engineering.

Or

• Design thinking is a human- centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people , the possibilities of technology, and the requirements for business success—Tim Brown CEO of IDEO

Definitions of Design Thinking

• There is no general agreement on precise definition of design thinking. There are variations across disciplinary cultures, and different meanings depending on its context

Or

• A process that results in a plan of action to improve situation

Or

• An approach that frames problems creatively and generates innovative solutions , strategies , systems and paradigms at the nexus of domain

Definitions of Design Thinking

• Design thinking is a human centered innovation process that emphasizes observations, collaboration, fast learning, visualization and rough prototyping. The objective is to solve not only the stated problems at hand, but the real problems behind the obvious—Thomas Lockwood

Or

• Design thinking refers to creative strategies designers utilize during the process of designing

• Design thinking can be described as a discipline that uses the designer’s sensibility and methods to match peoples’ needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity --Tim brown

Time line of Design thinking

Design Thinking process�

Design Thinking is a problem-solving and innovation framework that helps individuals and teams create user-centred solutions.

This process consists of five key phases that are as follows:

Empathise

Define

Ideate

Prototype

Test

Empathise

• To initiate the Design Thinking process, the first step is to practice empathy. In order to create products and services that are appealing, it is essential to comprehend the users and their requirements.
• What are their anticipations regarding the product you are designing? What issues and difficulties are they encountering within this particular context?

Empathise

• During the empathise phase, you spend time observing and engaging with real users. This might involve conducting interviews and seeing how they interact with an existing product. You should pay attention to facial expressions and body language.
• During the empathise phase in the Design Thinking Process, it's crucial to set aside assumptions and gain first-hand insights to design with real users in mind. That's the essence of Design Thinking.

Define

• During the second stage of the Design Thinking process, the goal is to identify the user’s problem. To accomplish this, collect all your observations from the empathise phase and begin to connect the dots.

Define

Ask yourself: What consistent patterns or themes did you notice? What recurring user needs or challenges were identified?

• After synthesizing your findings, you must create a problem statement, also known as a Point Of View (POV) statement, which outlines the issue or challenge you aim to address.
• By the end of the define stage, you will be able to craft a clear problem statement that will guide you throughout the design process, forming the basis of your ideas and potential solutions.

Ideate

• After completing the first two stages of the Design Thinking process, which involve defining the target users and identifying the problem statement, it is now time to move on to the third stage - ideation.
• This stage is all about brainstorming and coming up with various ideas and solutions to solve the problem statement. Through ideation, the team can explore different perspectives and possibilities and select the best ideas to move forward with.

Ideate

• During the ideation phase, it is important to create an environment where everyone feels comfortable sharing their ideas without fear of judgment.
• This phase is all about generating a large quantity of ideas, regardless of feasibility. This is done by encouraging the team to think outside the box and explore new angles. To maximise creativity, ideation sessions are often held in unconventional locations.

Prototype

• It’s time to transform the ideas from stage three into physical or digital prototypes. A prototype is a miniature model of a product or feature, which can be as simple as a paper model or as complex as an interactive digital representation.

Prototype

• During the Prototyping Stage, the primary objective is to transform your ideas into a tangible product that can be tested by actual users.
• This is crucial in maintaining a user-centric approach, as it enables you to obtain feedback before proceeding to develop the entire product.
• By doing so, you can ensure that the final design adequately addresses the user's problem and delivers an enjoyable user experience.

Test

• During the Design Thinking process, the fifth step involves testing your prototypes by exposing them to real users and evaluating their performance.
• Throughout this testing phase, you can observe how your target or prospective users engage with your prototype. Additionally, you can gather valuable feedback from your users about their experiences throughout the process.

Test

• Based on the feedback received during user testing, you can go back and make improvements to the design. It is important to remember that the Design Thinking process is iterative and non-linear.
• After the testing phase, it may be necessary to revisit the empathise stage or conduct additional ideation sessions before creating a successful prototype.

Netflix, the global streaming giant, has revolutionised the way people consume entertainment content. A major part of their success can be attributed to their effective use of Design Thinking principles.

• What sets Netflix apart is its commitment to understanding its audience on a profound level. Netflix recognised that its success hinged on offering a personalised, enjoyable viewing experience.
• Through meticulous user research, data analysis, and a culture of innovation, Netflix constantly evolves its platform. Moreover, by gathering insights on viewing habits, content preferences, and even UI, the company tailors its recommendations, search algorithms, and original content to captivate viewers worldwide.

• Furthermore, Netflix's iterative approach to Design Thinking allows it to adapt quickly to shifting market dynamics. This agility proved crucial when transitioning from a DVD rental service to a streaming platform.
• Netflix didn't just lead this revolution; it shaped it by keeping users' desires and behaviours front and centre. Netflix's commitment to Design Thinking has resulted in a highly user-centric platform that keeps subscribers engaged and satisfied, ultimately contributing to its global success.  

• Tesla, led by Elon Musk, has redefined the automotive industry by applying Design Thinking to Electric Vehicles (EVs). Musk and his team identified the need for EVs to be not just eco-friendly but also desirable.
• They focused on designing EVs that are stylish, high-performing, and technologically advanced. Tesla's iterative approach, rapid prototyping, and constant refinement have resulted in groundbreaking EVs like the Model S, Model 3, and Model X.

• From the minimalist interior of their Model S to the autopilot self-driving system, every aspect is meticulously crafted with the end user in mind.
• The company actively seeks feedback from its user community, often implementing software updates based on customer suggestions. This iterative approach ensures that Tesla vehicles continually evolve to meet and exceed customer expectations.

• Moreover, Tesla's bold vision extends to sustainable energy solutions, exemplified by products like the Powerwall and solar roof tiles.
• These innovations showcase Tesla's holistic approach to Design Thinking, addressing not only the automotive industry's challenges but also contributing to a greener, more sustainable future.

The Double Diamond Model

The Double Diamond is a visual representation of the design and innovation process. It’s a simple way to describe the steps taken in any design and innovation project, irrespective of methods and tools used.

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• At the heart of the framework for innovation is Design Council’s design methodology, the Double Diamond – a clear, comprehensive and visual description of the design process. Launched in 2004, the Double Diamond has become world-renowned with millions of references to it on the web.
• As well as highlighting the design process, Design Council’s framework for innovation also includes the key principles and design methods that designers and non-designers need to take, and the ideal working culture needed, to achieve significant and long-lasting positive change.

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Double Diamond Model

How to use the Double Diamond

DISCOVER

The first diamond helps people understand, rather than simply assume, what the problem is. It involves speaking to and spending time with people who are affected by the issues.

DEFINE

The insight gathered from the discovery phase can help you to define the challenge in a different way.

DEVELOP

The second diamond encourages people to give different answers to the clearly defined problem, seeking inspiration from elsewhere and co-designing with a range of different people.

DELIVER

Delivery involves testing out different solutions at small-scale, rejecting those that will not work and improving the ones that will.

The process: using the Double Diamond

Design Council’s Double Diamond clearly conveys a design process to designers and non-designers alike. The two diamonds represent a process of exploring an issue more widely or deeply (divergent thinking) and then taking focused action (convergent thinking).  

• Discover. The first diamond helps people understand, rather than simply assume, what the problem is. It involves speaking to and spending time with people who are affected by the issues.
• Define. The insight gathered from the discovery phase can help you to define the challenge in a different way.
• Develop. The second diamond encourages people to give different answers to the clearly defined problem, seeking inspiration from elsewhere and co-designing with a range of different people.  
• Deliver. Delivery involves testing out different solutions at small-scale, rejecting those that will not work and improving the ones that will.

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The design principles

The framework for innovation outlines four core principles for problem-solvers to adopt so that they can work as effectively as possible.

• Put people first. Start with an understanding of the people using a service, their needs, strengths and aspirations.  
• Communicate visually and inclusively. Help people gain a shared understanding of the problem and ideas.  
• Collaborate and co-create. Work together and get inspired by what others are doing.
• Iterate, iterate, iterate. Do this to spot errors early, avoid risk and build confidence in your ideas.  

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Vijay Kumar’s Design Innovation process Model

A Model of Design Innovation Process

A model of design innovation process was proposed by Vijay Kumar (Design 101)

• According to Kumar, the design process is comprised of four stages research, analysis, synthesis and realization illustrated in a 2x2 map.
• The lower left quadrant of the map shows the 'research' stage. This step aims to know about the reality. The upper left quadrant of the map shows the 'analysis' stage. At this stage, the information about the reality is being processed in abstract terms and facilitates the relevant mental models to drive innovation.
• The 'synthesis' stage is shown in the top right quadrant of the map. In this stage, new concepts are generated on the basis of abstract model developed during analysis. The 'realisation' stage is shown in lower right quadrant. In this stage, businesses realize their concepts into implementable offerings.

• These four stages are further divided into seven different modes to engage in design innovation:

Sensing Intent, Know Context, Know People, Frame Insights, Explore Concepts, Frame Solutions, and Realising Offerings.

• Having a grasp of the innovation process can significantly aid innovators by offering a clear structure and order for each project, ensuring that the team accesses pertinent information and expertise when needed.

Process is Nonlinear

• While the concept of a process suggests a step-by-step progression, it is important to recognise that many projects do not follow a strictly linear path. In reality, they often unfold in a nonlinear fashion.
• For example, a project might kick off with a spontaneous brainstorming session to explore concepts, then backtrack to research and analysis to validate and enhance the initial idea, before moving forward again with further exploration and iteration.�

Process Is Iterative

• The process of innovation is also iterative, necessitating multiple cycles through its stages, often involving one or more modes (cycles within cycles), rather than following a linear progression.
• A project might commence with an intent and initial contextual research; then proceed through several rounds of user research and analysis, with early insights looped back to users for validation. Subsequently, there may be multiple rounds of concept exploration, incorporating user feedback via prototype testing, followed by refinement of analysis, and further exploration.
• This iterative pattern continues with additional rounds of prototyping and exploration as needed. The frequency of repetitions and loops in an innovation project largely depends on its budget and scope. While multiple iterations may be essential in some cases, they might be merely desirable in others, and unfeasible in still others. Engaging in more iteration generally results in higher-value, more successful innovations, although excessive iteration without discipline or time constraints can be counterproductive.

PAPER DESIGN

Take a paper

Fold the paper 3 times

Cut/Tear the paper 4 times

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Seven Modes of Design Innovation Process

Seven Modes of Design Innovation Process

• The seven modes arranged along two dimensions: real-abstract and understand-make.
• The positioning of the modes on the map is determined by the innovator’s mindset and actions during each mode.

Seven Modes of Design Innovation Process

• Mode 1: sense intent
• Mode 2: know users
• Mode 3: know context
• Mode 4: frame insights
• Mode 5: explore concepts
• Mode 6: frame solutions
• Mode 7: realize offerings

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Mode 1: sense intent

Defining the problem and the innovation intent

In this mode, the goal is to establish an initial ‘‘innovation intent’’ based on an intuitive and provisional sense of where new value might lie and how to find it. It often starts with simply a rough goal, a hunch, a gut feeling, or some other form of initial prompt. Two primary activities take place in this mode.

First, framing the problem space through a quick diagnosis of the situation, both inside and outside the organization.

Second, actively sensing the relevant changes and trends in the world, in people’s lifestyle, business, technology, culture, and public policy.

Mode 1: sense intent

A few of the tools that support the activities in this mode include:

• Trend matrix: visualizes emerging trends in lifestyle, business, technology, culture, and policy.
• Era diagram: visualizes the historical evolution of changes and reveals major eras on a timeline.
• Opportunity map: frames the innovation problem-space based on an initial diagnosis of the situation.
• Innovation intent: initially defines the likely users, their needs, potential offerings, and benefits.

Mode 2: know users

Observing users and generating insights

Traditional market research techniques are most useful when a new offering is already defined, but to explore unmet or unspoken needs, we need other research tools. In the know users mode, innovators seek to understand –the people who are current or potential end-users of a new offering, as well as other relevant stakeholders inside and outside the company.

For example, ethnographic observation and interview techniques for studying people in their daily environments, adapted from the social sciences, can spot latent user needs that are hard to discover using typical market research methods. This type of research can lead to innovations people did not even know they wanted.

Mode 2: know users

• A key objective in this mode is to extract the most valuable insights from our observations.
• An ‘‘insight’’ here is defined as an interesting revelation or learning that emerges out of observing people’s actual behavior. It is literally the result of ‘‘seeing into’’ a situation.
• It is our interpretation of what we see, and is often the result of asking the question ’’why?’’ – why do people do certain things in certain specific ways?
• A clear definition of what constitutes an insight is helpful for creating a shared understanding, especially in a team-based innovation process. The goal is to identify problems users currently encounter in their daily lives, in a way that points to unmet, unspoken needs

Mode 2: know users

Examples of tools in this mode are:

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• Video/photo ethnography: captures people’s activities in real contexts and extracts insights.

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• Ethnographic interview: conversational interviews with people conducted in their own environment.

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• Experience map: visualizes people’s holistic experiences with products, environments, messages, and services.

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• POEMS: a framework (people, objects, environments, messages, and services) to help organize user research and conduct analysis.

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• Five user experiences: helps us understand the five factors related to people’s experiences – physical, cognitive, social, cultural, and emotional.

• User Insights Tool: a sharable database that organizes sets of observations about specific types of daily activities

Mode 3: know context

Understanding context and generating insights

User observation is one rich source of innovation insight, but there are also many other elements in the surrounding context that innovators can learn from.

These can include the company making the offerings, its competitor companies and their offerings, available technologies, market composition, comparable innovations in other industries, financial models, regulations affecting the business, and a host of other issues. The goal is to understand the current state-of-the-art of the context as well as how it has changed over time.

• To support interdisciplinary teamwork while in this mode, findings and insights are organized under commonly understood categories like business, technology, and design.
• It can be a challenge to deal with the complexity and abundance of available information. Frameworks for differentially focusing the field of inquiry, data-mining techniques to extract information from large databases, and graphical overview visualizations of large amounts of data, are all helpful.
• The FARE (Failure Analysis and Reliability Estimation) framework discussed earlier is also a useful tool for understanding context and generating insights.

Mode 3: know context

Examples of tools in this mode:

• Context map: visually organizes the context elements such as users, products, services, messages, companies, and creates overviews.
• Innovation map: overviews of innovation occurrences, types, numbers, and uptake, both at company and industry levels.
• Value web: illustrates the value (money, information, materials) exchanged among the context elements.
• Era diagram: visualizes the historical evolution of changes and reveals major eras on a timeline.
• Innovation diagnostics: assesses the innovation capabilities and competencies of relevant organizations.
• Competitive landscape: compares the innovation capabilities and competencies of competing companies.

Mode 3: know context

Mode 4: frame insights

Finding patterns and framing user/context insights

After gathering information about users and contexts, the next step is to bring structure to what has been found. This is where innovators sort, cluster and organize the data gathered in the previous three modes and begin finding important patterns.

For example, by analyzing a positioning map of problems faced by users in their daily lives, dense groups of common problems might emerge, pointing to areas of unrealized opportunity or needs. Similarly, analyses of context data might show patterns that point to untapped market opportunities or niches. Finding insights and patterns that repeatedly emerge from multiple analyses of data is at the core of this mode.

• To begin translating insights into potential innovation concepts, we often turn them into design principles or criteria. These are actionable, idea-generating, forward-looking statements that can be used to think of concepts.
• An example of a design principle is ‘‘Innovations should enhance social interaction’’. A second option is to turn insights into ‘‘criteria’’, standards or rules on which ideas can be based; for example, ‘‘reduced cost’’.
• Another powerful way to link insights to concepts is by creating whole new frameworks – sets of assumptions that support a way of viewing the future – that are comprehensively built, from the ground up, out of patterns found in the research.

Mode 4: frame insights

Some examples of tools in this mode:

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• User data analysis: helps sort, organize, and analyze the data derived from user research.
• Context data analysis: structures contextual data and shows patterns of relations, flows, historical developments, and value exchanges.
• List sorting: sorting lists based on relations, creating clusters, and showing patterns through visualizations like matrixes, Venn diagrams, maps, nets, trees, or profiles.
• Flow/experience map: shows the flows of information, materials, transactions, and experiences as people interact with context elements.
• System simulation: visualizes context as a system of interconnected parts, simulates its behavior, and analyzes evolving patterns.
• Analytic frameworks: tools that use numerous existing frameworks to organize contextual information and analyze the resulting patterns.
• User journey: analyzes user’s pathways through experiences.

Mode 4: frame insights

Mode 5: explore concepts

Identifying opportunities and exploring concepts

This mode focuses on structured brainstorming to identify promising opportunities and to explore new concepts, starting from the insights, principles, and criteria framed earlier.

To encourage fresh and bold thinking, innovators should build on each other’s ideas while carefully postponing critical evaluation. Further, purposefully exploring concepts that are based on the findings from our research and analysis, ensures that the concepts are defensible and grounded in reality

• Many categories of concepts are typically explored, from products, services, and communications, to environments, brands, and business models. All proposed concepts are documented and linked back to a framed insight, principle, and/or criteria.
• Even at this early stage of exploration, it can be useful to construct paper or sketchbook prototypes, either to focus team discussions or to get early user or client feedback.
• Exploring concepts happens at many levels. There is micro exploration to conceive ‘‘point-concepts’’ that solve specific problems, such as ‘‘interacting with a control’’; and there is also macro exploration that builds ‘‘system-concepts’’ by integrating point concepts into a whole. Switching back and forth between micro and macro explorations is common while in this mode.

Mode 5: explore concepts

Examples here include:

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• Insights to innovations: a tool to move from insights, design principles and criteria to concept exploration.
• Concept definition: defines both point and system-level concepts as concise statements, diagrams, sketches, or illustrations.
• Concept matrix, map: explores concepts in a matrix or map with two dimensions.
• Concept manager: an organizational tool to manage the large number of concepts innovation teams produce.

Mode 5: explore concepts

Mode 6: frame solutions

Prototyping concepts and framing solutions

• The concept exploration of the previous mode results in a large number of ideas. Evaluating all these concepts and identifying the ones that bring the most value to stakeholders (primarily users and businesses) is essential.
• They also need to be organized into useful categories and hierarchies. The most valuable point-concepts and system-concepts can then be combined into systems of concepts that work together and reinforce each other’s value, such as Apple’s system of iPods products, iTunes software, and related accessories like system docks.

• The success and adoption of new concepts depends on their fit with users and contexts. To ensure successful fit, innovators need to iteratively prototype and test concepts in real situations early on in the process, before investing too much on implementation.
• Both unexpected problems and unforeseen opportunities can thus be identified early, when the ideas are still fresh and not yet fully fleshed out, and before big investments are made. As the ideas become more complex, prototypes should remain tightly focused on the key concepts and interactions we want to test. Innovators also need to develop meaningful evaluation criteria for each of the test cycles, based on the original innovation intent and the insights framed earlier

Mode 6: frame solutions

• The most promising concept systems are then framed as overall solutions, and illustrated through stories and scenarios about the possible future, diagrams and prototypes.
• Descriptions of solutions are turned into depictions to give the team, the users and the client(s) a visceral sense of ‘‘what could be.’’

Mode 6: frame solutions

Some tools for doing this include:

• Concept systemizer: synthesizes systems of concepts by combining point-concepts.
• Scenario plan: creates future scenarios and builds stories out of the explored concepts.
• Behavioral prototype: test the nature of user’s behaviors around low-fidelity prototypes.
• Concept prototype: used to build models, simulate functions, and evaluate features.
• Prototype evaluation: measures the user value and business value of prototypes.
• Business illustration: depict solutions as stories, illustrated with diagrams and prototypes

Mode 6: frame solutions

Mode 7: Realize Offerings

Evaluating solutions and planning implementation

• Once potential solutions are framed and prototypes tested, we need to evaluate them to move to implementation. We need to ensure that the solutions are purposefully built around people’s experiences and can provide real value. We also need to make sure that these solutions add economic value for the companies producing them.

• Once we have a good sense of high-value solutions, we move to implementation plans.
• For this, design and business innovators need to collaborate deeply to define viable strategic directions. Roadmaps are created to show the speculated progression of solutions in distinct phases.
• These roadmaps are shared with the stakeholders, showing everyone involved the steps necessary to implement the solution.
• A business case is prepared for prompting further action; with clearly defined and specific initiatives the company will follow to facilitate implementation

Mode 7: Realize Offerings

Some tools that help here are:

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• Strategic roadmap: tracks the strategic evolution of concepts over distinct phases.
• Innovation brief: presents solutions and their key values to internal and external audiences.
• Strategic plan: builds the company’s innovation strategies around the explored solutions.
• Tactical plan: details the tactical steps needed to realize offerings.
• Business case: transforms the concepts into a viable business plan.

Mode 7: Realize Offerings

Four guiding principles commonly followed by successful innovators become apparent by examining some of the most innovative companies globally and scrutinizing numerous successful innovations. Organisations can gain proficiency in a novel and efficient innovation approach by having these principles as foundation.

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• Principle 1: Build Innovations around Experiences
• Principle 2: Think of Innovations as Systems
• Principle 3: Cultivate an Innovation Culture
• Principle 4: Adopt a Disciplined Innovation Process

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Principle 1: Build Innovations around Experiences:

According to Thomas Mann, "People's behavior makes sense if you think about it in terms of their goals, needs, and motives". Companies begin their innovation process with the objective of gaining insight into how consumers engage with their offerings, be it products, services, or messages.

Typically, companies that prioritize their products concentrate on understanding consumer's buying choices and patterns of usage. This is achieved through various research methods such as surveys, focus groups, interviews, home visits, and usability tests. The main questions that researchers fry to answer are related to the product.

For example, what aspects of the product can be made better? Why was this product chosen by consumers over another? For what extra features will they have to pay more for the product? In this situation, innovations are based on a thorough comprehension of the product.

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• The goal of design innovation is to produce innovations that are well-suited to users. The emphasis moves from the goods that people use to what those people actually do, including their actions, demands, and motives.
• The foundation of successful innovations is what one can learn from each of these aspects of people's experiences as a whole. An MP3 player manufacturer, e.g., would put more emphasis on the "listening to music" experience than the actual device.
• Or alternatively, the emphasis Of a food manufacturer might change from the food item to the broader activity of "eating and drinking." Concentrating on experience can result in unexpected creative opportunities that are firmly rooted in people's everyday lives.

It is beneficial to consider five factors in order to obtain a comprehensive understanding of people's experience:�

1. Physical: The way people perceive the things they physically interact with.
2. Cognitive: The process by which individuals give objects they interact with meanings.
3. Social: ne manner in which individuals behave in group or social settings
4. Cultural: The approach used by individual for universally experiencing the
5. Emotional: The way people feel and think about themselves.

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Principle 2: Think of Innovations as Systems:

According to Taiichi Ohno, "Father of the Toyota Production System”, The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements - but what is important is having all the elements together as a system."

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• An offering, regardless of whether it is a product, a service, or media/messages, is an integral part of a larger interconnected system.
• In order to truly comprehend the offering, innovators must grasp the inner workings of this system. The conventional approach to innovation would typically prioritize product performance, when developing a healthcare-related product like blood pressure meter, a prescription drug bottle, or a wheelchair.

• This can _result in small-scale product improvements, but in order to make truly significant breakthroughs, we must comprehend the entire healthcare system that the product is a part of.
• It is imperative that we consider the relationships that the product has with other stakeholders in the system' including the government, insurance company, pharmaceutical company, hospital, home, pharmacy, manufacturer, and retailer.

• Generally, innovation is associated with the "innovation team", internal "start-up", or "skunk works" that may operate separately or in isolation from the regular operations and systems. This can lead to various difficulties. Firstly, the innovation may not align or enhance the existing portfolio. Secondly, it may not seamlessly integrate into the current business operations. Lastly, it may not smoothly integrate into the client's current user experience.

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• Apple can be seen as the prime example of how to innovate at the systems level effectively. The iPod, iTunes Music Store, iPhone, and iPad were all released as a result of its numerous innovations made possible by its understanding of entertainment consumption at the system level. Their ability to innovate at the systems level allowed them to reimagine and disrupt a number of different sectors and industry segments (such as music, mobile devices, and tablet computers).

Principle 3: Cultivate an Innovation Culture:

According to Helen Keller "Alone we can do so little; together we can do so much."�

• This principle aims to foster a mindset within the organisation that acknowledges the potential of every individual's actions in contributing to the overall value of the organisation's offerings.
• Additionally, it aims to create an environment where all members actively participate in innovative thinking as an integral part Of their daily tasks. The practice of innovation involves teamwork. Collaboration among individuals skilled in different domains is necessary to ensure that the process is comprehensive, inclusive, and worthwhile.

• It is essential to align technologists, engineers, designers, ethnographers, managers, strategy planners, marketing experts, financial planners, and other professionals in a collaborative environment to drive innovation and achieve success. Communities and end users have recently been included in the innovation process.
• Thus, the collaborative area that generates innovations is growing increasingly "open."�

• Although reaching this degree of cooperation is extremely difficult, there are some minor actions businesses can do, that will eventually have a positive impact on how companies approach innovation over time.
• Bringing together individuals with different areas of expertise as a team during the innovation process is one way to facilitate regular collaborations between them. Brainstorming sessions and interactive work sessions are held often. This encourages a more widespread innovation culture in addition to helping particular teams build on each other's ideas.

Principle 4: Adopt a Disciplined Innovation Process:

According to Charles Brower, "A new idea is delicate. It can be killed by a sneer or a yawn; it can be stabbed to death by a joke or worried to death by a frown on the right person's brow."

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• An integrated practice model that creates design, technology, business and other processes is essential for companies' innovators. The success rate of innovation is likely to be increased with the easily understandable integrated planning processes that are cooperatively utilised by innovation teams. "Innovation planning" is not as contradictory as it might appear.

• Well-developed processes for identifying people's needs and contextual demands can be used to create innovations, but their effectiveness requires a high level of discipline. Well-informed, deliberate, and disciplined processes and their applications are the foundation of successful innovations. Rigorous tools, systematic approaches, and trustworthy frameworks are needed for this.

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• Companies that want to innovate suecessfully must have structured procedures backed by frameworks, tools, and methods that facilitate collaboration between multidisciplinary teams and various specialisations.

Difference between design thinking and innovation