DESIGNPEDIA (INGLÉS)
By Rafael Zaragozá and Juan Gasca
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DESIGNPEDIA (INGLÉS) - Rafael Zaragozá
CONTENTS
DESIGNPEDIA
CONTRAPORTADA
CONTENTS
INTRODUCTION
The History
Designpedia
Reader’s guide
Design Thinking
The Design Process
Designpedia Structure
TOOLS
MAPPING
Company
Five Whys
Business Model Canvas
SWOT
Industry Diagnosis
Analogue – Non-Analogue
ERAF System Diagrams
In/Out
Client/Market
Stakeholders MapP
Role Play
Persona
Empathy Map
Customer Journey Map
Case study FEUGA. Conceptualising Open Innovation Communities
EXPLORATION
Research
Benchmarking
Media Search
Buzz Reports
Qualitative Interview
Expert Interview
Focus Groups
Photo/Video Ethnographic
Remote Research
Mystery Client
360º Perspective
Safari
Shadowing
Field Visit
Synthesis
Poems
Stakeholders Map
Matrix of Trends
From… To…
Innovation Evolution Map
Key Facts
Insights Cluster
2 X 2 Matrix
Persona
Empathy Map
Active Experience Map
POV
Design Challenge
The Brief, Principle of Design
Problem Metaphor
Case study ORANGE, The New Prepay
BUILDING
Devise Ideas
Convergence Map
Brainstorming
Idea Selection
What If
Hybridisation by Aggregation
Hybridisation by Transfer
Hybridisation by Synthesis
Design Scenarios
Active Experience Map
Cocreation Sessions
Prototyping
Empathy Prototype
Thought Prototype
Demonstration Prototype
Quick Prototype
Physical Prototype
Functional Prototype
Minimum Viable Product
Tools
Concept Sketch
Storyboard
Mock-Up
Solution Diagram
Role Play
Wireframe
Cardboard Mock-Up
3D Models
Customer Journey Map
Desktop Walkthrough
Infographic
3D Printing
Storytelling
Service Prototype
Service Blueprint
Business Model Canvas
Case study BUBBLE BATH. What Does the Bath of the Future Look Like?
TESTING
Preparation
Prototyping Road Map
Hypotheses Matrix
Feedback Matrix
Tecniques
Qualitative Interview
Focus Group
Quantitative Test
User Test
Case study DOVASE, Digital Craftsmanship
DESIGNPEDIA, A work in progress
Nerion, STRENGTHENING COMMERCIAL MANAGEMENT
ByDseacase study
CONCLUSIONS
LIST OF TOOLS
VISIT US AT:
ABOUT THE AUTHORS
COPYRIGHT PAGE
LID EDITORIAL PUBLISHING
INTRODUCTION
THE HISTORY
With the 21st century well under way, we find ourselves in a globalised, constantly changing world, in an era that has abandoned traditional ways and plunged into using new models which offer responses for business and market needs.
In general terms, this developmental change arrived accompanied by new methodologies designed to recast the information that forms the consumer/market/competition triangle, and to translate it into tangible data that can be more easily understood, worked on and revised. In concrete terms, design as a strategic work tool has insinuated its way into the managerial class, who are aware of the fact that it is a valid tool in a world of uncertainty, not only as regards the product, but also when it comes to defining business opportunities and strategic developments of a broader nature: design is understood as a work process aimed at finding and modelling the correct solution to a problem.
The usual definition of the creative process as deployed by a designer tends to describe a procedure that is ambiguous, spontaneous and chaotic. Even so, designers sometimes internally shape a workflow that they themselves are unaware of. A systemic representation of the way in which a designer works can be divided into separate steps having independent markers (the aim being to extrapolate them into further work processes and levels). This new business practice, the outcome of admiration for the heuristic process of the designer’s work, an effort to analyse, summarise and extrapolate it to other areas, is what is known as Design Thinking (henceforth, DT).
Broadly speaking, DT is defined as the use of problem exploration techniques to seek a range of solutions for a foreshadowed prototyped format and the subsequent testing of those solutions. Now that it forms a part of the management systems of businesses of any type (SMEs, start-ups), the analytical working methods of a designer make for greater leadership capacity. In other words, business problems can be approached from a wider and overarching perspective, very unlike the traditional operational paradigms, the product of the provision of similar answers based on the category of the problem. The goal of DT is achieved by endowing an individual with greater decision-making powers that encourage him to make use of new skills, attitudes or creative tools.
An extensive literature exists that covers both the processes and tool-related matters. Designpedia is, in general terms, something like a practical creativity and innovation Wikipedia that is based on the design process with the aim of placing in the readers’ hands a toolkit to tackle a range of challenges and projects in the entrepreneurial and business world.
Design should not be understood as an activity reserved for artists. It is everybody’s privilege.
Karl Gerstner, designer
When we set out to develop this Wikipedia of creativity and innovation we started from this premise: the uncertainty in which we live now forces us to provide ourselves with new tools and weapons to fight in an excessively competitive, changing and global market. It is more necessary than ever to detect new possibilities, connections and delicate, unexplored relationships (rather than superficial and obvious ones) in order to move past the problems and the contexts to achieve a projected perspective that can be translated into solutions, products, services, projects or business lines.
Designpedia, the manual of creativity and innovation, was developed by Thinkers Co. It is a compilation of tools structured in such a way as to solve problems using the principles of design.
If we understand creativity as an innate capacity in everybody that can be trained (like memory or muscles), then the ability to generate new associations from known ideas and concepts would usually produce an original solution (original meaning unique). In this context, Designpedia rests on two pillars:
• The provision of an organized compilation of visual tools to apply in problem solving, idea generation and project development with the aim of boosting connection and concept definition skills.
• The provision of a user manual that includes examples of how to apply these tools with a view to conceptualising solutions in an entrepreneurial development context and facilitating basic activation procedures.
In general terms, the aim of the Designpedia is to provide an information point, a consultancy forum that supplies equipment which will be useful from early stages of grasping the nature or challenges and goals to seeking and developing solutions.
Designpedia is aimed at a range of professionals, depending on their previous level of contact with the Design Thinking world:
• Beginners: here it will be of use as an introduction to the use of a philosophy and methodology destined to become increasingly widespread and useful in business.
• Practitioners: in this case it is a document that makes a repository of tools available to them to help them work.
• Experts: they will use it as a Wikipedia to support them in broadcasting and encouraging praxis.
Designpedia is constructed on the capacity of design to conceptualise: using only simple tools we are able to generate innovation in a flexible and systemic way, that is, to identify the value to be passed to our customers or users with restricted resources. The final goal is to clearly define driver concepts and ideas that we can develop and implement.
Depending upon the type of company involved, Designpedia will be useful in a variety of ways:
• For start-ups or entrepreneurs it is a toolbox for grasping and developing ideas and projects.
• For SMEs it acts as support for developing and taking decisions.
• For large companies it provides an alternative for systemically developing, identifying and defining solutions.
The importance of grasping how important it is to understand the Design Thinking concept as a whole and the use of Designpedia in project pre-development cannot be overstressed. Rather than to provide a substitute for execution design or for a professional’s work implementation tools, the aim is to buttress and support the inclusion of thought and conceptualisation processes that reduce mistakes and facilitate the project launch from the hands of the development team.
Reader’s guide
The purpose of this manual is to provide the reader with an overarching view of a working framework based on the design process and tools and models used in applying solution conceptualisation, so that the work is read as an unbroken whole.
Designpedia consists of a collection of information units that are complimentary and not necessarily mutually exclusive. What you are reading is not a manifesto or a plodding activation procedure, but rather a reference manual that will help you in your day-to-day activities and provide precisely what is necessary.
• Readers who wish to gain a deeper understanding of the principles and basis of Design Thinking should read pages 16 to 25, and then continue reading consecutively, or alternatively they should access other units that fit their choices and requirements.
• Those who wish to understand the application model of the tools presented here are advised to start reading from page 26 to grasp the tool units and the way they can be tracked down before use.
• Readers who seek to identify a starting point in understanding the complexity of the business problem/challenge concerned should go straight to the tool unit as mapped out.
• Readers already equipped with the skills and tools needed to grasp and perceive their business problem/challenge in depth should go directly to the unit corresponding to the exploration tools.
• It would be a good idea for those lacking skills in idea building to study the idea formation and prototype-building tools in their entirety in the construction unit.
• We suggest that readers interested in gaining a more in-depth understanding of concept validation and grasping their clients’ opinions should refer to the test tools.
• And it would be better for those seeking simplified action models directed at actual, specific goals, to begin reading the application itineraries where they will find examples based on the use of a set number of tools (as a minimum).
DESIGN THINKING
Design Thinking or DT is a discipline that aims to apply the process of design as a holistic focus for problem solving: it makes it possible for convergent and divergent thinking that relates to the ideas to be blended in iterative development cycles, extending or closing the flow of information according to the needs of the moment.
In short, it is a practical focus based on tackling management, business or service development from the same perspective and using the same system that a designer uses to tackle and resolve projects. This means that it is important to see design as a process of projection, and not just as a definition of beauty and functionality. Steve Jobs summed it up in a memorable phrase:
Design is not just what it looks and feels like. Design is how it works.
Although it may seem radically new, it is actually commonly mentioned that by the mid-twentieth century, Charles Eames, one of the historic icons of furniture design, defined the limits of design as the limits of the problems.
The present context calls on us to battle with huge quantities of information linked to uncertainty. The raison d’être of DT is that it presents as a valid tool to develop solutions and reach an optimum number of positions for taking decisions that reconcile rational and logical thought with intuition.
This produces a working framework that goes further than traditional deductive thinking (choosing valid solutions) and which explores