Gestão da

Inovação
Aula 6

Christian Ganzert

1
Design Thinking e Criatividade
• Objetivo:
–Apresentar o Design Thinking como instrumento de
desenvolvimento de novas ideias, auxiliando no
processo criativo.
DESIGN não é estética
DESIGN não é um evento
DESIGN não é um produto
DESIGN IS NOT AN EXPERIENCE
DESIGN é um processo...
...com várias
visualizações.
F*%!@
F*%!@
F*%!@
F*%!@
F*%!@
HOW MIGHT WE?

https://designsprintkit.withgoogle.com/
methodology/phase1-understand/hmw-
sharing
 Em manufatura e
design, um mockup ou
mock-up, é um modelo em
escala ou de tamanho real
de um projeto ou
dispositivo, usado para
ensino,
demonstração, ...
ENCONTRO 4

DESIGN THINKING
PROTOTIPAGEM
PROTOTIPAGEM
Momento de divergência

Gerar ideias

Expandir o
entendimento
PROTOTIPAGEM
Para Construir
diminuir para pensar
barreiras de
implementação

Descobrir
Para testar
novos
Esteja aberto a mudar funcionalidade
insights

A sua solução vai mudar, Para testar Entender o

que
não se apegue a uma solução
realmente
com um mudar e
ideia específica todo testar
TIPOS DE
PROTÓTIPOS
MAQUETE

Representações
tridimensionais simples da
ideia.

Utilize materiais disponíveis

e o que mais você encontrar

Mantenha-a rústica e não

muito fiel no começo, e
então evolua com o tempo
DIAGRAMA

Estrutura, rede, linha do

tempo ou processo
da ideia.

Experimente versões
diferentes.
STORYBOARD

Experiência da ideia ao
longo do tempo

Imagens, esboços,
desenhos ou blocos de
texto
.
ANÚNCIO

Anúncio que promova as

melhores partes de sua
ideia

Divirta-se e esteja à
vontade para exagerar
MODELO
Modelos de ferramentas
digitais ou sites com
simples esboços de telas no
papel.

Tire fotos e demonstre

numa tela de computador
ou de telefone celular
quando for demonstrá-lo.
ENCENAÇÃO

Encene a experiência da
sua ideia.

Faça os papéis
das pessoas que farão
parte da situação e
descubra questões que
elas possam perguntar.
PROTOTIPAGEM
Criação

Tornar as ideias tangíveis

Aprender enquanto constrói

40’
PROTÓTIPO
APRESENTAÇÃO

5’

Feedback
5’

Discussão em grupo

10’
E SE...

Tivéssemos que
criar um ambiente
de inovação e
criatividade?
E SE ...

Esse ambiente fosse

voltado para
docentes,
colaboradores
e alunos?
E SE ...

Fosse
autossustentável?
PROTÓTIPO
Reconstrução

20’
PROTÓTIPO

Validação
com a persona
Oficina de Pitch
@crismiura
 Cronograma

1. Apresentação pessoal (5’)

2. Pontue (10’)
3. O que é o Pitch (15’)
4. Como elaborar um pitch (30’)
5. “Mão no Pitch” (60’)

2
 Contratinho

Todo mundo sabe muito

de algo, logo, pode
ensinar. Ninguém sabe
tudo, logo, pode
aprender.

3
4
 1. A Pontue
Plataforma Inteligente de Redação
2. O que é o Pitch?
Bora aprender?
10
 “Apresentação de alto
impacto e poder de
convencimento que tem
como objetivo vender
uma ideia, produto ou
serviço.

11
 Para diferentes tipos de pessoas

Clientes Equipes Investidores

12
 Com diferentes formatos

One pitch Elevator

Pitch Deck
sentence pitch

13
 Exemplo de One Sentence Pitch

Minha empresa <<nome da empresa>>,

está desenvolvendo <<solução>>,
que ajudará <<sua persona>> a
<<resolver o problema>> com
<<tempero especial>>.
Madlibs – Founder Institute

14
Exemplo de Pitch elevator

15
 IMPORTANTE!
- Apaixone-se pela IDEIA,
não pela SOLUÇÃO.
- Somente 20% do que
você disser será
lembrado. Escolha!
- Nós nos conectamos com
pessoas e não com
marcas.

16
3. Como elaborar o
Pitch?
Agora, vai!
1. Frase inicial
2. Problema/Oportunidade
3. Proposta de valor
4. Solução
5. Diferenciais
6. Modelo de Negócio
7. Tamanho do Mercado
8. Concorrentes
9. Roadmap
10. Time
11. Frase final
12. Agradecimentos

18
1. Frase inicial
2. Problema/Oportunidade
3. Proposta de valor
4. Solução
5. Diferenciais
6. Modelo de Negócio
7. Validações
8. Tamanho do Mercado
9. Concorrentes
10. Roadmap
11. Time
12. Frase final
13. Agradecimentos

19
1. FRASE INICIAL
ARREBENTA, FIÃO!
Você já pegou um táxi e teve a sensação de ser
engando com relação ao valor da corrida?
22
Promover uma experiência inovadora
aos usuários de táxi no Brasil, por
meio de um preço justo e de uma
forma ágil.

23
Chris
Empresária que viaja todas as
semanas
Ser enganada na hora de pagar uma
corrida de táxi por não conhecer a
cidade.

24
2. PROBLEMA/SOLUÇÃO
Agora o bicho pega!
2. Problema/Oportunidade

26
27
 2. Problema/Oportunidade
> Deixe o problema/oportunidade MUITO claro!
> Não adianta colocar muitos. Escolha o principal!
> Adapte o problema/oportunidade pra quem está vendo sua
apresentação (ele que tem que sentir a dor, não você)

28
 2. Problema/Oportunidade
> Pense no fluxo:
- Há um alguém que tem esse problema?
- Essa pessoa deseja resolver este problema?
- Como elas resolvem hoje?
- Elas passariam a resolver comigo?
- Elas pagariam por isso?

29
3. PROPOSTA DE VALOR
Eu amo essa empresa!
STATUS

31
PODER

32
 3. Proposta de valor
> Como seus clientes se sentiriam se você não mais
existisse?

33
4. SOLUÇÃO
Como eu uso?
Como funciona
ALUNO
5. MODELO DE NEGÓCIO
Isso é pago?
 5. Modelo de negócio
> E-commerce
> Market Place
> Assinatura
> Propaganda
> Venda de Informações
Software as a
> SaaS
> Comissionamento
Service!
> Aluguel
> Licença
37
6. VALIDAÇÕES
E aí? Foi?
7. ROADMAP
Aonde vamos?
 7. ROADMAPS
> Foco em ações: o quer será implementado?
> Coerência com o estágio atual do negócio;
> Dinheiro não é uma resposta, é um meio.
> Roadmaps: produto ou negócio

40
Roadmap produto
2020/1
Plantão online
Transmissão ao vivo de aulas
AgendamentoCheap de monitoria
The languages only differ in their grammar, their
Fórum de discussão
pronunciation
Simulados nacionais
Professores Alunos
Área de IA

2019 Gestores
2020/2
UX/UI ferramentas Relatórios no app
Rankear corretores Gamificação
Cheap
Escola de CheapFormação The“Liv” – agenda
languages only differ inteligente
in their grammar,de
their
The languages only differ in their grammar, their
Aprendizagem adaptativa estudos
pronunciation
pronunciation
 8. TIME
Quem faz essa “bagaça” acontecer?
QUEM FAZ A “BAGAÇA” ACONTECER/

Fundadores Airbnb

43
IDEIA X EXECUÇÃO

500 caixas = R$100K

44
9. FRASE FINAL
#sóvem
Vamos escrever juntos
esta história?
10. AGRADECIMENTOS
Falei e saí!
E,
agora?
Sugestão de organização
> Etapa 1: Inserir as informações que consideram importante
no template compartilhado - http://bit.ly/33aKRAJ -
(30’);
> Etapa 2: revisar e cortar (menos é mais) (20’);
> Etapa 3: diagramar (10’);
> Etapa 4: Treinar a apresentação (28/11 – 60’).
5. “Mão no Pitch”
#xácomigo!
> CONTEÚDO
- Deixe um gosto de “quero
saber mais”. Selecione as
informações.
> LINGUAGEM
- Simples.simples.simples.
> DESIGN
- Priorize imagens e
palavras – chave.

52
Ferramentas
> Comunicação
- Google Classroom;
- Google Slides.
> Templates gratuitos
- https://www.slidescarnival.com/pt-br
> Editor de imagem online
- https://www.canva.com/
 Compartilhamento
Feedback
Pitches das soluções
Análise de Sinergias entre as
Sessão 6 – Cocriação
soluções
Estruturação do
ENCONTRO 6 Modelo e Conteúdo O que é Modelo de Negócios
Proposta de Valor
Business Modelling e Segmentos Conteúdo Business Model Canvas
Reflexão sobre o Lab de
Cocriação
Inovação da Unaerp
Conceituação da Proposta de
Cocriação
Valor
Sessão 7 – Cocriação e Modelagem da Proposta de
Proposta de Valor, modelagem Valor e Segmentos Prioritários
Planejamento e Distribuição das equipes de
Team building
Modelagem (1) trabalho e aquecimento
Modelagem das dimensões do
Modelagem
Plano das Sessões Business Model Canvas
Modelagem das dimensões do
Modelagem
Sessão 8 – Business Model Canvas
Modelagem (2) e 7 Perguntas do modelo, Análise
Conteúdo
Revisão de Contexto e Oceano Azul
Estratégica Cocriação e Revisão estratégica e reflexos
modelagem no Business Model Canvas
Sessão 6
• Conhecer as soluções
Pitches das Soluções e em detalhes
Análise de Sinergias
• Entender as sinergias
entre elas

4’ de apresentação
5’ de análise de sinergias
 É a forma como as empresas
criam e capturam valor
O que é
Modelo de
Negócios?
Construir uma
organização escalável
sustentável em seu
entorno

Valor não é o que acreditamos que o

cliente quer, mas o que validamos e
confirmamos diretamente com ele.
 Business Model Canvas?
® 2018 Wagner Amaral Carvalho
 O Business Model Canvas

Business
Model
Canvas
Visão das dimensões

Designed by: Strategyzer AG

The makers of Business Model
Generation and Strategyzer
® 2018 Wagner Amaral Carvalho
Business
Model
Dimensões
Canvas de
Dimensões
de Valor
Distribuição das dimensões O Business
Estrutura Model Canvas
Business
Model
Canvas
Interdependências
 O processo de desenvolvimento do modelo

A modelagem de
negócios é um processo
eminentemente
iterativo, que demanda Ser rápido não significa pular etapas!
que seus participantes
tenham Atitude de
Design!
® 2018 Wagner Amaral Carvalho
 Acreditar nas iterações!
Atitude de Ter atitude de “Ainda não sei o suficiente!”

Design Manter o foco no novo, não na concorrência do

significa... mundo atual.
Saber que empresa é empresa, produto é produto.
Pensar grande, começar pequeno.
Saber que protótipo não é só sistema ou device.
Sair para a rua!
Ouvir ativamente. Não tente vender, tente aprender.
Ser resiliente quando aparecem os “não vai dar
certo!”
Juntar equipe interdisciplinar, sempre.

® 2018 Wagner Amaral Carvalho

 Proposta de Valor

É a “entrega” que a empresa fará para

seus segmentos de cliente. Ela deve
ser:
Relevante (resolve dores e gera ganhos)
Quantificável (tangibiliza os ganhos para o
cliente)
Diferenciada (mostra porque comprar o Conhecer as informações
MEU serviço) demográficas do cliente é necessário,
mas não mais suficiente!
Preciso, realmente, conhecer meus
segmentos, pois neles será centrado o
foco do meu negócio.

® 2018 Wagner Amaral Carvalho

 Segmentos de Cliente

Clientes representam segmentos diferentes, se:

• Suas necessidades exigem oferta diferente
• São alcançados por canais diferentes
• Exigem tipos diferentes de relacionamento
• Têm lucratividade substancialmente diferente
• Estão dispostos a pagar por aspectos diferentes da oferta
® 2018 Wagner Amaral Carvalho
 Canais

Equipe
Própria

Web

Lojas
Próprias
Lojas
Parceiras

Atacado

• Os canais correspondem à forma com que nossos clientes querem ser

® 2018 Wagner Amaral Carvalho
contatados
• Como estão integrados
• Qual deles parece ser o melhor
• Quais apresentam melhor relação custo x benefício
• Quais estão melhor integrados à rotina dos clientes
 Relacionamento com clientes

• Que tipo de relacionamento nossos clientes esperam

• Quais temos mais facilidade em estabelecer
• Qual o custo de cada um
• Como se integram ao resto do modelo
® 2018 Wagner Amaral Carvalho
 Fontes de receita

• Quais valores nossos clientes estão dispostos a pagar

• Pelo que eles pagam hoje
• Que forma de pagamento preferem
• Há outras formas mais atrativas
® 2018 Wagner Amaral Carvalho
• Qual a participação de cada fonte na receita total
 Recursos Essenciais

•Que recursos necessitamos para entregar

nossa proposta de valor
® 2018 Wagner Amaral Carvalho
 Atividades-chave
Produção Resolução de Plataforma/Rede
Problemas

Desenvolvimento, Serviços para resolução Gerenciamento de

fabricação e entrega de de problemas plataformas,
produtos específicos fornecimento de
serviços e promoção
das plataformas

•Que atividades-chave são requeridas para entregar

nossa proposta de valor
® 2018 Wagner Amaral Carvalho
 Sempre há
Parcerias Principais alguém que faz
parte da minha
Aliança cadeia de valor
Estratégica
melhor, mais
rápido e mais
Coopetição
barato que eu

Joint Venture

Comprador -
Fornecedor

• Quem são nossos principais parceiros

• Quem são os principais fornecedores
• Que recursos necessitamos buscar
• Que atividades precisamos complementar em nossa cadeia de valor
® 2018 Wagner Amaral Carvalho
• O que pode entender nossas capacidades
 Estrutura de custos
“Custo é como
unha. Tem que
Direcionadas Economia de cortar sempre”
pelo Custo Escala Jorge Paulo Lemann

Direcionadas Economia de
pelo Valor Escopo

• Quais os principais custos do modelo de negócios

• Que recursos são mais onerosos
• Quais as atividades mais caras

® 2018 Wagner Amaral Carvalho

Vamos
iniciar a
construção
de nosso
Innovation
Lab :)
 Compartilhamen
Pitches das soluções
to Feedback
Análise de Sinergias entre as
Sessão 6 – Cocriação
soluções
Estruturação do
ENCONTRO 7 Modelo e Conteúdo O que é Modelo de Negócios
Proposta de Valor
O que vem por aí e Segmentos Conteúdo Business Model Canvas
Reflexão sobre o Lab de
Cocriação
Inovação da Unaerp
Conceituação da Proposta de
Cocriação
Valor
Sessão 7 – Cocriação e Modelagem da Proposta de
Proposta de Valor, modelagem Valor e Segmentos Prioritários
Planejamento e Distribuição das equipes de
Team building
Modelagem (1) trabalho e aquecimento
Modelagem das dimensões do
Modelagem
Business Model Canvas
Modelagem das dimensões do
Modelagem
Sessão 8 – Business Model Canvas
Modelagem (2) e 7 Perguntas do modelo, Análise
Conteúdo
Revisão de Contexto e Oceano Azul
Estratégica Cocriação e Revisão estratégica e reflexos
modelagem no Business Model Canvas
ENCONTRO 7
BUSINESS MODELLING
Sessão 02
 É a forma como as empresas
criam e capturam valor
Recordando
:)

Modelo de Construir uma

organização escalável
Negócios é: sustentável em seu
entorno

Valor não é o que acreditamos que o

cliente quer, mas o que validamos e
confirmamos diretamente com ele.
 O Business Model Canvas

Business
Model
Canvas
Por onde começamos

Designed by: Strategyzer AG

The makers of Business Model
Generation and Strategyzer
® 2018 Wagner Amaral Carvalho
 Proposta de Valor

É a “entrega” que a empresa fará para

seus segmentos de cliente. Ela deve
ser:
Relevante (resolve dores e gera ganhos)
Quantificável (tangibiliza os ganhos para o
cliente)
Diferenciada (mostra porque comprar o Conhecer as informações
MEU serviço) demográficas do cliente é necessário,
mas não mais suficiente!
Preciso, realmente, conhecer meus
segmentos, pois neles será centrado o
foco do meu negócio.

® 2018 Wagner Amaral Carvalho

 Construindo ad-libs

“Nossa ESCOLA DE ROBÓTICA ajuda PAIS DE CRIANÇAS DE 7 A 14

ANOS que deseja(m) ESTIMULAR SEUS FILHOS NA
APRENDIZAGEM POR MEIO DO CONCEITO STEM ao REDUZIR O
RISCO DO DESINTERESSE DE DISCIPLINAS ESSENCIAIS e
GARANTIR O DESENVOLVIMENTO DA CRIATIVIDADE.”
® 2018 Wagner Amaral Carvalho
Que comece a modelagem !
 Compartilhamen
Pitches das soluções
to Feedback
Análise de Sinergias entre as
Sessão 6 – Cocriação
soluções
Estruturação do
ENCONTRO 8 Modelo e Conteúdo O que é Modelo de Negócios
Proposta de Valor
Ufa! Estamos quase e Segmentos Conteúdo Business Model Canvas
lá... Cocriação
Reflexão sobre o Lab de
Inovação da Unaerp
Conceituação da Proposta de
Cocriação
Valor
Sessão 7 – Cocriação e Modelagem da Proposta de
Proposta de Valor, modelagem Valor e Segmentos Prioritários
Planejamento e Distribuição das equipes de
Team building
Modelagem (1) trabalho e aquecimento
Modelagem das dimensões do
Modelagem
Business Model Canvas
Modelagem das dimensões do
Modelagem
Sessão 8 – Business Model Canvas
Modelagem (2) e 7 Perguntas do modelo, Análise de
Conteúdo
Revisão Contexto e Oceano Azul
Estratégica Cocriação e Revisão estratégica e reflexos no
modelagem Business Model Canvas
 VALORES QUE
COMPARTILHAMOS
PROPOSTA DE VALOR
 O Business Model Canvas

Business
Model
Canvas
Nossa ferramenta de trabalho de
hoje

Designed by: Strategyzer AG

The makers of Business Model
Generation and Strategyzer
® 2018 Wagner Amaral Carvalho
Hora de
reconfigurar
• 3 times. É fundamental que a quantidade
as equipes de membros de cada equipe original
nestes time seja equilibrada :)

• Time 1 – Canais e Relacionamento

• Time 2 – Recursos , Atividades e Parcerias
• Time 3 – Fontes de Receita e Custos
 Que comece a modelagem !

Usem o material impresso como referência

• 45 Minutos de modelagem
• 30 minutos de pitch e co-criação
 Revisão Estratégica
4 Ações do Oceano Azul

ELIMINAR ELEVAR

desnecessário, necessário e
somente adiciona
custo. Eliminar do
Inovação de Valor importante, deve ser
elevado bem acima
modelo dos padrões do
mercado

REDUZIR CRIAR

necessário, mas não inovador, diferencial

tem percepção de competitivo.
valor para o cliente. Amplificar ao máximo.
Reduzir ao mínimo

® 2018 Wagner Amaral Carvalho

 Você está completamente apaixonado pelo
ULab, certo?
Então...
PARE
RESPIRE
JOGUE FORA
RECONSTRUA
® 2018 Wagner Amaral Carvalho
DIVIRTA-SE
01

02

03

04

05

06, 07, 08

09

10
Divisão dos grupos por eixo:
Cultura de Inovação / Rede inteligente de Inovação
Base de conhecimento/ Ferramental
Espaço físico / Sustentabilidade

Elaboração de 3 ações prioritárias para cada segmento

 Provemos um ESPAÇO Provemos uma BASE DE CONHECIMENTO
Promovemos a CULTURA DE FÍSICO para: com:
INOVAÇÃO, com transparência, equidade • Convivência • Ideias
e ética, a partir de: • Aprendizado • Projetos
• Representação na estrutura organizacional • Compartilhamento • Métodos, Técnicas e Práticas
Unaerp (comitês, unidades organizacionais) • Pesquisa • Processos do Lab
• Complementação às políticas organizacionais • Projetos e • Integrações com Processos da Unaerp
• Definição dos papéis e responsabilidades no • Descompressão • Programas de Educação (curto, longos, presenciais,
ecossistema inovador da Unaerp eads, pagos e gratuitos)
• Definição e gestão dos Indicadores de • Conteúdo de Inovação
performance da Inovação
• Damos voz ao membro de nossa comunidade.
CONECTAMOS as pessoas em nossa REDE
A partir do Ombudsman da Inovação
• Recompensamos as pessoas dedicadas ao INTELIGENTE de INOVAÇÃO, nos
projeto Inovação (gestão Lab, projetos e papéis:
ideias) • Gestores do Lab
• Mentores fixos
• Mentores Ocasionais
• Membros de Projeto
• Investidores
• Parceiros de Open Innovation
Provemos o FERRAMENTAL necessário
• Patrocinadores
para desenvolvimento do Lab, a partir de • Membros da sociedade civil
• Base de dados com os recursos da Unaerp somos SUSTENTÁVEIS
• Membros da comunidade Unaerp
• Base de dados de Ideias e Projetos gerando recursos a partir de • Representantes das entidades de Inovação
• Base de dados de pessoas e papéis fontes de receita alternativas • Facilitadores Internos
• App e Plataforma Web de Gestão do Lab para a universidade • Buscadores de Oportunidades
• Redes sociais dedicadas ao Lab
• Fab Lab
• TV Inovação
Promovemos a CULTURA DE
INOVAÇÃO, com transparência,
equidade e ética, a partir de:
•Representação na estrutura
organizacional Unaerp (comitês,
unidades organizacionais)
•Complementação às políticas
organizacionais
•Definição dos papéis e
responsabilidades no ecossistema
inovador da Unaerp
• Definição e gestão dos Indicadores
de performance da Inovação
•Damos voz ao membro de nossa
comunidade. A partir do Ombudsman
da Inovação
•Recompensamos as pessoas
dedicadas ao projeto Inovação
(gestão Lab, projetos e ideias)
CONECTAMOS as pessoas em nossa
REDE INTELIGENTE de INOVAÇÃO,
nos papéis:
• Gestores do Lab
• Mentores fixos
• Mentores Ocasionais
• Membros de Projeto
• Investidores
• Parceiros de Open Innovation
• Patrocinadores
• Membros da sociedade civil
• Membros da comunidade Unaerp
• Representantes das entidades de
Inovação
• Facilitadores Internos
• Buscadores de Oportunidades
 Provemos uma BASE DE
CONHECIMENTO com:
• Ideias
• Projetos
• Métodos, Técnicas e Práticas
Provemos o FERRAMENTAL • Processos do Lab
necessário para desenvolvimento do • Integrações com Processos da
Lab, a partir de Unaerp
• Base de dados com os recursos da • Programas de Educação (curto,
Unaerp longos, presenciais, eads, pagos e
• Base de dados de Ideias e Projetos gratuitos)
• Base de dados de pessoas e • Conteúdo de Inovação
papéis
• App e Plataforma Web de Gestão
do Lab
• Redes sociais dedicadas ao Lab
• Fab Lab
• TV Inovação
Provemos um ESPAÇO FÍSICO
para:
•Convivência
•Aprendizado
•Compartilhamento
•Pesquisa
•Projetos e
•Descompressão

Somos SUSTENTÁVEIS gerando

recursos a partir de fontes de receita
alternativas para a universidade
 Psycho
Aesthetics
by

Advanced Design-Thinking Methodology

A process developed by the leading global innovation and

design firm, RKS Design.

With content adapted from Predictable Magic, by Ravi Sawhney

and Deepa Prahalad, published by Pearson Education.

1
 INTRODUCTION

It’s not how you As Industrial Designers, we are no longer the unsung
heroes of innovation. Design matters now more than ever
as it rapidly climbs to the top of the executive priorities in
business, with its ability to add competitive advantage across
self-esteem that can only be created through insights into
the “self.” P/A helps us as designers connect and relate to
our global audiences and their environments in ways that
may be impossible by other means.

feel about the

all industries. We’re trained to see through the smoke and
mirrors, the traditions and superstitions, through all the Throughout this handbook, Predictable Magic, and the
noise, right to people’s needs and aspirations and into their other reference sources, you’ll see how and why we call P/A
heads and hearts. We fuse technology with user experience “Advanced Design-Thinking Methodology.” It stands on

design; it’s about

to create new worlds and foster deep emotional connections
to brands that we choose to bring into our lives.
This handbook will show you the power of Psycho-
Aesthetics (P/A) and how you can use it to conceive and
some very tall shoulders: those of the psychologist Abraham
Maslow and the scholar Joseph Campbell. And in taking
their work to a new level, we found that we could predict
the future, foster brands and markets that never existed,
and create decades of successes. You’ll find—as we do—that

how it makes you

bring to life new innovative technologies, brands, digital P/A will serve you as a cornerstone, as a collaborative tool
experiences, environments, and businesses; to create design to create shared vision, and as a litmus test for design and
solutions that remain fresh, inspired, and relative. innovation. You’ll also see how P/A provides you with a
new language, with objectivity and pragmatism that non-

feel about yourself.

For over forty years, I’ve been designing and innovating designers can visualize, understand, and connect with.
for start-ups, from KOR Water to some of the largest,
well-known brands including Pepsi, Sharp, and Unilever. Congratulations on opening your mind to the powerful
In every case, this repeatable, scalable, and universal tool possibilities of Psycho-Aesthetics.
has guided the RKS team to connect with the audiences it
serves. Design is no longer just about winning awards and
creating great portfolios—it’s much more. So often we help
— Ravi Sawhney,
improve the quality of people’s lives and provide levels of Ravi Sawhney
creator of Psycho-Aesthetics

2 3
 Today, most industries find Companies invest vast POOR COLLABORATION
resources into innovation
themselves competing on design. Fostering collaboration between
and strategy and executives and creative teams brings
The importance of creating often find themselves special challenges. Differences in
emotional connections comes as frustrated in confronting tools, education, and perspective
no surprise for business leaders two major hurdles: frequently lead to delays, battles
of unsatisfying compromise, and
engaged in strategy, innovation, uninspired results.
and design processes. Design
resonates emotionally, but INFORMATION OVERLOAD
observing this phenomenon is Although information from market
research is abundant, insight can be
much easier than creating it. in short supply. Traditional market
research and financial data reveal very
little about consumers’ emotional
triggers in the decision process in
a way that can inform design and
business strategy.

Adapted from Predictable Magic, by Ravi Sawhney

and Deepa Prahalad, published by Pearson Education.

4 5
 The design process can be
distilled into distinct phases
that can be easily remembered
PERSONIFY REWARD
with this acronym: ENABLE YOUR WORK YOUR
YOUR CONSUMER THE DESIGN CONSUMER
STAKEHOLDERS PROCESS

EMPOWER MAP
OWN
ENGAGE
The EMPOWER framework further
expands the core tools that bind all P/A into
a comprehensive seven-step approach that
THE FUTURE EMOTIONALLY reduces the risks associated with innovation
THE and development. Development and
OPPORTUNITY innovation are fraught with challenge and
risk, and all too often, much-anticipated
success is met with dismal failure. This
Adapted from Predictable Magic, by Ravi Sawhney
and Deepa Prahalad, published by Pearson Education. framework ensures reduced risk of failure.

6 7
 Oxford’s definition
of Psycho-Aesthetics:
Maslow Self
Actualize

“The study of the psychological Aesthetic Needs

aspects of aesthetic perception.”

About
Need to Know & Understand

Esteem Needs

Psycho-Aesthetics
Belonging & Love Needs

Safety Needs

Psychological Needs

The roots of Psycho-Aesthetics (P/A) come from various designs on screen, and working to reduce
a uniquely pivotal time in which its founder Ravi the perception of depth and darkness, all of which
Sawhney worked with dozens of cognitive and eventually allowed users who were new to the
Campbell f Vi
ral D
ema
nd

industrial psychologists developing the first touch concept to immediately accept and interact with it. tio
no

era
Attract

Gen
screen interface at Xerox PARC, the birthplace That was 1978.
of many of today’s technologies, including the
Heroic
Engage
Macintosh. During this challenging time, he found Over the decades spent developing and evolving Evangelist

that several facts created barriers to its success:
1. People were not yet familiar with computers;
2. People related to CRT screens as TVs and
thereby knew only to never put their finger prints
on the screen;
3. They knew to stand back far enough to avoid its
radiation. A button on the screen saying “touch to
P/A, it has continually progressed into a highly
advanced design-thinking tool that allows
designers to create shared objective, pragmatic, and Moment
of Adopt
Truth
insightful approaches to everything from name
development, branding, environments, mission
and vision statements, User Interaction, product
deuce, and so forth. It provides an open framework
under which the key understandings of mapping Psycho-
onto a consistent framework combined with the
Aesthetics

start” was met with great resistance, in part due to
the presentation of the technology.
Imagine a foot-deep display with a 5-inch by
7-inch display buried inches inside a dark bezel.
It was anything but intuitive. Success was finally
attained after months of exploration, playing with
Dinamyc Empowerment
creation of a “hero’s journey” for all stakeholders,
from consumers to members of our own teams.
P/A is a universal tool that is only limited
by individuals’ openness to working within
frameworks and their own talents. Combined with
“design doing,” success is exponentially advanced
when created through this framework.

Basic Functionality
Passive Immersive

8 9

Psycho-Aesthetics
Process Overview
01 Research
Conducting Desktop Global
Research
Curating Trends
Generating Research Hypothesis
Creating Hypothetical Concepts
Conducting Ethnographic Studies
Interviewing Stakeholders
Creating Stimuli
Conducting Co-Creation
Sessions
Creating Research Plan
Screening Criteria
and Discussion Plans
10
05 Design
02 Synthesis Brainstorming in Creative Immersion
Sessions
Generating Insights
Creating Go-to-Market Strategies
Benchmarking Competition
Ideating & Conceptualizing
Creating & Iterating Concepts
Development of Wireframes
Developing Personas Mapping Proposed Solutions
Identifying Consumer Triggers Exploring Colors, Materials and Finishes
Developing Help-Me Statements Prototyping
Mapping Opportunity Zones P/A Validating of Proposed Solution 07 Moments
Developing Customer Experience Journey
04 Hero’s Developing the Brand
Developing Elevator Pitch of Truth
Journey Empowering Consumers
Rewarding Customers
Creating Heroic Evangelists
Generating Viral Demand
03 Key Outlining Hero’s Journey
for Key Personas
06 Execution
Attractors Defining Moments
of Truth
Developing the Product / Service
Integrating Partnerships
Defining Avenues of Engineering/ Programming the
Identifying Category Consumer Attraction Product
Attractors Engagement and Creating Go-to-Market Solutions
Defining Solution Adoption / Purchase Creating Fast Fails
Criteria Creating Viral Demand Iterative Testing of Prototypes
Defining Key Product
Attractors Testing of Beta Versions
Cycles of Design/ Engineering
Improvements
Debugging
Tooling, Press Check, and Producing
Conducting Pilot Studies
Ramping Up Production
11

The P/A Map
P/A maps are a scalable design-strategy framework.
They are a center point to Psycho-Aesthetics,
providing a consistent lens to see the world through.
By adopting P/A maps, we as designers develop
relevance and understanding of how people see the
world, resulting in our ability to empathize with them
and their perceptions. Additionally, we find that using
P/A maps trigger recall at a higher level than occur
otherwise. Viewing visuals trigger recall of process
and insights that allow communication with higher
levels of depth, clarity, and conviction. The maps
become a new shared language between stakeholders
and ourselves.
It is used to map personas, brands, and offerings
against the consumer’s Hierarchy of Needs,
Desires, and Aspirations on one hand and levels of
interactivity on the other. Once these entities are
mapped, opportunity zones (White Space / Blue
Ocean) can be identified and design directions can be
defined and communicated.
12
Empowerment
Dynamic
RELATIVE The initial quadrant positioning
and subsequent repositioning of entities on a
P/A map are relative to one another through a
qualitative assessment of the individual entities.
The mapping of entities has to be seen through
the lens of consumer experience. The mapping
method uses a visual rather than textual
approach to help establish direction.
The vertical axis of the P/A map is a translation
of Maslow’s Hierarchy of Needs into a consumer’s SCALABLE The positioning of the entities can
Self Actualizing
Hierarchy of Needs, Desires and Aspirations. The be used to convey micro-level perspectives of
most meaningful experiences provide the highest subtle design nuances of a product. At a macro
level of empowerment. By “empowerment,” we mean level to convey the overarching snapshot of a
the emotional connection we make with products and certain market or category.
services and how those emotions empower us to do
things we couldn’t or wouldn’t do without them. ADAPTIVE The levels of interactivity on the
horizontal axis should be understood in the
The horizontal axis of the P/A map is based on levels context of the category of the solutions being
of interactivity, from passive interactivity (like a paper designed. The number of interactions does
clip) to highly immersive interactivity (like a skip not necessarily equate to the quality of the
loader). Although function can be a part of a design’s consumer experience. Emotion and interactivity
level of interactivity, this axis also serves to measure combine to form the overall experience.
how many senses are activated and how deeply
engaging the interactivity is overall.
Functionality
Basic
Passive Immersive
Interactivity
13
 From Maslow to ARTISTIC
ENRICHED
The enriched quadrant

Psycho-Aesthetics The artistic quadrant

represents pure beauty
without much function
represents the
combination of function
and beauty, engages
“What is necessary to change a or interaction and
multiple senses, and tends
person is to change his awareness focuses on fashion.
of himself.” –Abraham Maslow to be lifestyle focused.

BASIC VERSATILE
The versatile quadrant
The basic quadrant is
represents high levels
utility-focused and
of functionality, invites
requires little involvement
interaction, and is
from the user.
technology focused.

14 15
 HMI
Furniture Design
Interior Design
Business Design
Fashion Advertising
Marketing
Psycho-Aesthetics Production
Motion Design

Applications Design
Fashion Architecture Design Management
Psycho-Aesthetics can be used in every Management
category of design and even provide clarity
Accessory Design Dramatic
and context when innovating business models
or developing marketing strategies.
Writing Fashio
Graphic Design
When developing broad-reaching solutions Art History
with many interlinking aspects, such as Illustration Cinema Studies
product, service and brand, it’s helpful to Animation
break out each of these into its own P/A map
category to help identify the opportunity areas Miss
Mis
and define and refine the blend of these that
an
will be unique to your solution. Branded Vis
Interactive Design Entertainment
Urban Design Film and Television
Jewelry
Design for
Sustainability
Historic
Preservation

Service Design Industrial Design

16
Name Generation 17

UX
 The
Psycho-Aesthetics
Steps
01 02 03
RESEARCH
p.22
SYNTHESISp.32
KEY
ATTRACTORS
p.50

04 05 06
HERO’S
JOURNEY
p.54
DESIGN
p.60
EXECUTION
p.64

18
“Design is our tool,
we master it,
study it, evolve it
as designers, creators
and innovators.”
- Ravi Sawhney
07
MOMENTS
OF TRUTH
p.72

19
 INTRODUCTION CASE STUDY
KOR WATER
This booklet is your introduction to the KOR Water came to RKS to create a
sustainable and healthy solution to the vast
world of Design Thinking at an advanced,
amounts of waste created by disposable
comprehensive, repeatable and scalable level.
water bottles and the threats its BPA posed
It provides an introductory understanding
to health combined with a growing garbage
of how and why P/A works combined with
patch in the Pacific that threated the Ocean’s
examples from RKS’s development of the
life and our environment. The story of KOR
iconic KOR water bottle. It will also serve as
and how P/A became an experience shared
a reference tool for your continued design
between RKS and KOR’s founders will show
thinking development as you expand on P/A
you how insights and the P/A process created
in other course work and professionally.
their brand and products.

20 21
 01
RESEARCH
The foundation of all success comes from insights into
people, their needs, their aspirations, their challenges,
how they work, live and play. Recently, RKS has been
challenged to re-design soft-drink packaging in India
and China; to reduce the time associated with laundry
(second only to agriculture in water consumption) in
India and Europe; and to create solutions to replace
wheelbarrows used as human-powered ambulances
in Africa and much of the world. At the same time,
the RKS team develops medical products, appliances,
and consumer electronics for the developed world. In
most cases, the designers are not the consumers and,
without deeper understandings and insights into people’s
behavior and psychological patterns, RKS would be
unable to create deep and lasting benefits.

22 23
 CASE STUDY RESEARCH

01.1
MARKET SEGMENT #2: URBAN ASPIRANTS
Primarily indoor athletes – athletic aspirants – who work out almost
exclusively at health clubs, water bottle in hand;

Consumer Research
Performs 20-30% of physical activity outdoors, weather permitting;

Takes a new bottled water each day, or reuses an existing one.

Uses fitness to stay in shape and feel centered (i.e., look good and feel good);

Resides in urban areas;

Often, you will start with the client’s research
Focused on getting the latest gear (Dri-Fit, Under Armor, running shoes, etc.)
into who their consumers are, how they live their
lives, their surveys, ethnography and so forth. It is
important to mine their research and augment it PAINPOINTS
The bottle is good for drinking at gym but not in office and home.
with your interviews, ethnography, testing and desk
Refilling is sometimes a challenge.
top research, etc. .
When cleaning, it is hard to be sure that the bottle is thoroughly clean;
This bottle needs to be large enough to last through a long workout. (Volume
The variety of the research approaches used to
and weight are only an issue outside the gym.)”
establish the holistic and important understandings,
lay the foundation to be later synthesized into
ATTRACTION TRIGGERS
actionable consumer insights.
Makes me feel like a trend-setter.
Draws attention at gym.
Sensual delight to touch, look at, and use.
Self-expression via personalization options.
Elevates the necessary act of hydration into a special ritual.

24 25
 CASE STUDY RESEARCH
To better understand the market, a
breakdown of the top competitors has to be
created. For KOR, these competitors include

01.2
Klean Kanteen, Sigg, Camelbak, and Nalgene.
Each player markets their products differently
to appeal to particular consumers.

Benchmarking
A product or service’s success is usually measured
by its performance against its competitors.

To outperform you must first understand the

landscape of your competitors, how they position
themselves, and what their key differentiators and
attractors are in the market place.

While some businesses focus on functionality

and ease-of-use, others appeal to consumers with
a highly developed and refined aesthetic.

KLEAN
KANTEEN
Klean Kanteen primarily
creates stainless steel
water bottles and
focuses on sustainability
as a selling point. It has a
simple design and offers
a variety of colors.
SIGG CAMELBAK NALGENE
Sigg water bottles are Camelbak Nalgene was the
lightweight aluminum differentiates itself original reusable
drinking vessels through functional water bottle that
that are considered innovation, focused ignited the concept
vital equipment for on ease of use and of a reusable
adrenaline-hungry easy access to water water bottle.
mountaineers. on the go.

26 27
 01.3 WORD
BANK
Word Bank
The concept of the P/A word bank is to
Adorable Contemporary Fierce Minimal Soft
Accessible Conventional Formal Modern Smart
create a library of common descriptors
Adventurous Creative Fragile Natural Sophisticated
to use when benchmarking and
developing a brand or product’s look Aggressive Custom Fresh Nostalgic Stable
and feel. The P/A word bank is a living Artistic Delicate Friendly Organic Strong
list that can be tweaked and adjusted to
Athletic Detailed Fun Playful Stylish
respond to project needs.
Attractive Dramatic Functional Quirky Sustainable
Bold Dry Futuristic Radiant Tasteful
Bright Earthy Glamorous Rebellious Tranquil
Busy Eccentric Industrial Relaxing Trustworthy
Calm Efficient Informal Reliable Unconventional
Casual Elegant Innovative Retro Unique
Cheerful Energetic Inspiring Revolutionary Urban
Chic Ethereal Intense Romantic Versatile
Classic Familiar Inviting Secure Vintage
Clever Fancy Lightweight Simple Whimsical
Colorful Fashionable Lively Sharp Wild
Conservative Festive Majestic Sleek Youthful

28 29
 CASE STUDY RESEARCH
Below are the word bank descriptors applied By further breaking down the characteristics
to KOR’s main competitors. When applying of each competitor by listing positive and
the descriptors, it can be helpful to discuss negative attributes, we can gauge what are
and debate them to ensure accuracy in considered benefits in the market. These
capturing the brand essence. benefits act as guidelines for design. The
Descriptors should be limited to three or four positive and negatives of each product can
to aid clarity and understanding. be established through first-hand interaction,
interviews, and by researching on-line reviews.

KLEAN
KANTEEN SIGG CAMELBAK NALGENE

Sustainable Versatile Insulated Durable

Accessible Lightweight Measuring Tool
KLEAN POSITIVE Durable
Flavorless Comfortable Lightweight Wide Mouth
KANTEEN SIGG CAMELBAK NALGENE
Minimal Minimal Innovative Simple
Soft Aggressive Bold Functional
Calm Clean Sharp Efficient Non-insulated Foul
Fragile Dirty
Reliable Bright NEGATIVE Delicate Difficult to Wash
Faded Color Leaks
Paint Chips Scratch Prone

30 31
 02
SYNTHESIS
Transforming research into map, journeys, personas,
opportunities, etc., is critical to setting the stage. If
research is our foundation, synthesis is our floor. We
like to think of synthesis as the stage and creation as
the performance. The visuals are best served when
printed poster size or larger and placed into a “war
room” in which an immersive environment is created.
This evokes higher levels of empathy and facilitates
creative immersion sessions that combine the creative
team with other disciplines, from engineering to
marketing to manufacturing and shipping. Some of
the most brilliant ideas come from latent creativity of
non-designers who stimulate us with their ideas and
insights that are often dormant until brought together
in a team setting, surrounded by the P/A tools.

32 33
 CASE STUDY SYNTHESIS

Empowerment
02.1

Dynamic
Competitive
Mapping The Sigg bottle
The Camelbak
bottle is

Self Actualizing
has an edgier dynamic, with
Once there is a general understanding
look with bold its double wall
of the market, the next step is to map colors and a container
the competitors on the P/A map sleek design. and multiple
to work out how they relate to one color offerings.

another. In this way, the P/A map

is used to help make sense of all the
initial research that has been collected
up to this point. ALIGNING THE INFORMATION
Using the understanding of Maslow’s
The Klean
Hierarchy of Needs, its translation to the
Kanteen has a
Consumer Hierarchy of Needs, and its
minimal design
assistance in scaling the Self-Actualization
The Nalgene with soft color
axis, we are able to map the competitors on
bottle has a options and
the P/A map. brushed metal.
simple design
with limited
The process of mapping competitors is durability and

Functionality
oftentimes considered group collaboration,

Basic
longevity.
because while this is a process, it is a soft
process, and a rather subjective one. So
Passive Immersive
collaboration and discussion are often Interactivity
important for accurate and appropriate
placement of the competitors on the map.

34 35
 02.2 ETHNOGRAPHY
Triggers
& Personas DEMOGRAPHIC MARKET
Along with understanding who your
competitors are and where they DATA RESEARCH
lie on the P/A map, you also need
to understand who the potential
consumers are and what elements of
design they most identify with, based
on their personalities.

PERSONA: WHAT IS IT?

A persona is an abstract personality type
of a potential user. It is a highly empathetic
format that humanizes and contextualizes
the opportunity space in order to support the
development of user-centered concepts.
CONSUMER
TRIGGERS: WHAT ARE THEY?
Triggers are the intangible interactions, touch
ANALYTICS
points, and haptics that a product delivers. The
triggers are created and placed on the spectrum
by the designer. Triggers run a spectrum from
strictly rational to completely emotional.

36 37
 Triggers are the intangible things a
Trigger Breakdown product delivers. They are the aspects
and characteristics of a product that
resonate the most with any given
user—what’s most important to them.
First the designer has to determine
what triggers might be associated
with the product category, and then
the triggers are placed on a spectrum
RATIONAL
from strictly rational to completely
emotional. How important any
given trigger is to a particular user
is displayed graphically, by varying
the scale of each graphical icon that
represents a trigger. Understanding
which triggers are most important to
your users will help in knowing where
to focus design effort.
EMOTIONAL
Persona Breakdown INFORMATION ENTERED
Simple information that is discovered
when doing interviews and general
research will result in a better
understanding of the persona.
Information that is typically entered
includes the demographics, ethnography,
market research, and analytics.
INFORMATION DEPARTED
From the information put into the
persona, you are able to get a general
understanding of who the persona is.
The information that comes out of the
persona study includes their lifestyle
expression, “help-me” statements, the
general dashboard, and their triggers.
PAIN POINTS
The pain points are the source of
challenges and discomfort in usage
scenarios. These pain points are
expressed as “help-me” statements
and represent key opportunities for
innovation and design improvements.
Almost all innovation stems from
solving a particular pain point.
HELP-ME STATEMENTS
Help-me statements are a reframing of
the pain point in a way to create better
empathy with the users and help focus
on the actual source of problems.

SCENARIO
SUSTAINABILITY HEALTH ERGONOMICS PERCEIVED SELF
VALUE EXPRESSION The scenarios act as a deeper dive into
the lives of the personas. Understanding
the constraints and usage scenarios
PRICE SECURITY CONVENIENCE BRAND PRIDE OF that are likely to take place creates an
SENSITIVITY CONNECTION OWNERSHIP intimacy with the consumers and helps
to identify “pain points.”
ETHNOGRAPHY DASHBOARD
LEAST IMPORTANT IMPORTANT MOST IMPORTANT
DEMOGRAPHIC MARKET ‘IN-THE-LIFE’
DATA RESEARCH SCENARIOS TRIGGERS

KEY
CONSUMER ATTRACTORS
ANALYTICS

38 39
 Creating Personas
WHAT GOES IN WHAT COMES OUT

ETHNOGRAPHY ETHNOGRAPHY DASHBOARD DASHBOARD

DEMOGRAPHIC DEMOGRAPHIC MARKET MARKET ‘IN-THE-LIFE’ ‘IN-THE-LIFE’

DATA DATA RESEARCH RESEARCH SCENARIOS SCENARIOS TRIGGERS TRIGGERS

KEY KEY
CONSUMER CONSUMER ATTRACTORS ATTRACTORS
ANALYTICS ANALYTICS

40 41

The triggers in this spectrum were chosen
based on feedback from consumer reviews
and persona breakdowns, where we
were able to determine what was most
important to each persona when making
their purchasing decisions. The most
common concerns with the product were
RATIONAL
then ranked along the spectrum.
By evaluating the different aspects
involved in a water bottle project, you are
able to determine the different triggers
relating to the design of the container. The
triggers will vary with each project, but the
spectrum from rational to emotional will
always stay the same. The KOR
trigger spectrum begins with the most
rational concerns (price sensitivity) and
ends with the most emotional (self-
expression and personalization).(Triggers
vary challenge-by-challenge and require
thought in designing a breakdown.)
EMOTIONAL
CASE STUDY SYNTHESIS
This example of a persona and its triggers cases, RKS has leveraged dozens of interviews Importantly, they all must have relevance
will guide as you design and innovate for and observations that combine into a single and must be known well enough that you can
consumers others than yourself. The depth persona that may be one of a multitude of project their evolutionary trajectory through
of a persona is dependent upon the amount personas used in the P/A process. It is important insights into their intent and motivations.
and quality of research conducted. In many to develop diverse and opposing personas.
Name: Matthew
User: College Butterfly
Age: 19
Occupation: Student
Salary: $14,400 yr.
Location: Boston

Scenario
I spend most of my week traveling from class to class on my bike, and when I’m not doing homework, I’m usually playing sports with my
friends. I’m always needing to rehydrate but lately I feel like I should invest in a refillable bottle instead of wasting so much plastic. It would
also save me money and it would be nice to know that it’ll be easier to carry around since it will fit more securely on my bike than a thin,
flimsy plastic bottle.
SUSTAINABILITY HEALTH ERGONOMICS PERCEIVED SELF
VALUE EXPRESSION Pain Points Help-Me Statements

“I waste money on bottled water.” “Help me access the bottle easily.”

“Help me feel like it’s personalized.”
PRICE SECURITY CONVENIENCE BRAND PRIDE OF “I can’t hold a single-use bottle on my bike.”
SENSITIVITY CONNECTION OWNERSHIP “I don’t like harming the environment.” “Help me feel proud to own it.”

Triggers

LEAST IMPORTANT IMPORTANT MOST IMPORTANT RATIONAL EMOTIONAL

42 43
 CASE STUDY SYNTHESIS
Personas developed for KOR were based on age, lifestyle, education, location, income, and attitude.
They defined needs and aspiration while providing inspiration to create relevance.

Empowerment
Dynamic
While Jason
enjoys an
enriching
lifestyle, his
busy schedule
fuels a desire
for simple
accessories.

ON-THE-GO WARRIOR TRENDY MOM COLLEGE BUTTERFLY

Self Actualizing
SUMMARY SUMMARY SUMMARY
With Jason’s busy schedule, he needs Being a mother of two can be stressful, Matthew’s interest in sustainability—
a water container to replenish himself and with a third on the way, Sophie’s
combined with his love of sports—requires
throughout the day. Working in a traveling water bottle needs to work with her, rather
a water vessel that will keep him hydrated
professional environment requires a than against her. Having easy access to
bottle that cannot only assimilate into the hydration is important to her, whether throughout the day, and that he will feel
As a fit-conscious
workplace and but allow for easy handling it’s a quick sip for her kids or quenching a good about owning and reusing.
mother of three,
for his days on the go. thirst after a long yoga session. Sophie’s needs
not only to focus
PAIN POINTS PAIN POINTS PAIN POINTS As a young college on seamlessly
“Its hard to carry.” “My kids spill drinks easily.” “I waste money on bottled water.” student with a fitting into her
growing interest in hectic day but
“Single-use bottles look cheap.” “I’m concerned for my kids’ safety.” “I can’t secure a bottle on my bike.”
clean trends, Matt’s also hydrating her
“I can’t see inside what I’m cleaning.” “I’m thirsty after yoga.” “I don’t like harming the environment.” children as well as
desire for a more
carefully crafted herself.
KEY TRIGGERS KEY TRIGGERS KEY TRIGGERS water container
pushes him towards
the enriched

Functionality
quadrant.
Basic
Passive Immersive
ERGONOMICS BRAND
CONNECTION
PRIDE OF
OWNERSHIP SUSTAINABILITY HEALTH PERCEIVED
VALUE
PRICE
SENSITIVITY HEALTH PRIDE OF
OWNERSHIP Interactivity
44 45
 CASE STUDY SYNTHESIS

Empowerment
02.3 Mapping

Dynamic
Opportunity Opportunity Zone
The criteria of mapping the product come

Zone
from the previously established benchmarking
analysis. Using the range of interactivity and
self-actualization, you are able to project the

Identifying emerging opportunities approximate location where the competitors lie

Self Actualizing
requires understanding gaps in which on the map. Once the map is populated, you gain

consumer emotions and desires are not an instant visual understanding of where the

met by current industry offerings. When aspirations of the personas lie and where there is

the offerings are evaluated as a group, the white space representing opportunity.

opportunity zone becomes a space that

signals an area where improvements in the
market can be made.
Mapping Personas
The criteria for mapping personas is based on
their needs, lifestyles, and consumer triggers.
While these personas may initially be placed
in one quadrant, their aspirations towards a
higher or lower self actualization will result in a
transition towards a new quadrant that better suits
their needs in that particular category of design.

Functionality
Basic
Passive Immersive
Interactivity
46 47
 UNDERSTANDING OPPORTUNITY ZONES
Examine
and Identify
EXAMINE
Examine the positioning of personas on the
P/A map. Their preliminary positioning is
based on an initial understanding of spaces
and personas. If you wish to reposition
them, feel free to discuss it with your
group members. The purpose is to make
the consumer’s knowledge more explicit
and encourage discussion across multiple
disciplines.
IDENTIFY
Opportunities can exist in and across
multiple quadrants. For example, they can
target new customers, provide enhanced
experiences, create new platforms, or allow
for superior differentiation from competitive
brands. Choosing one opportunity area that
satisfies currently unmet needs and defining
that unmet opportunity will position you to
further reinforce and validate the decisions
you made throughout your design process.
48
CASE STUDY SYNTHESIS
Empowerment
Dynamic
Define and
Forecast
DEFINE
While choosing your opportunity zone, be sure to ask
yourself the following:
Who are the target consumers and stakeholders?
Self Actualizing
What are the pain points that
this opportunity zone might alleviate?
How valuable is this opportunity territory,
from a business perspective?
What are the emotional benefits
that solutions would need to deliver?
FORECAST
By mapping and creating insights into the personas,
their needs and aspirations, their history and future,
you are now challenged to project their trajectories.
Knowing who they are where they came from,
combining with your own experiences, you can
identify what will connect with the audience going
into the future. This predictive modeling is critical
for innovation and product development. Providing
Functionality
it from a design and experience perspective is one of
Basic
the greatest values that can be harnessed by applying
Passive Immersive
Psycho-Aesthetics to the strategic design process.
Interactivity
49
 03
KEY ATTRACTORS
Once the opportunity zone has been
identified and the help-me statements have
been evaluated. Now the key attractors need
to be created. This can be done simply by
pulling the pain points gathered from the
personas and turn them into considerations
to motivating your design.

WHAT ARE KEY ATTRACTORS?

Key attractors are specific design features, touch
points, haptics, and emotional responses that
engage particular target groups. They provide
guidance throughout the design process and can be
evaluated against competitive offerings to ensure
the creation of unique products and services that
successfully differentiate in the market.

50 51
 CASE STUDY KEY ATTRACTORS
For the KOR project, the final key attractors became: Intuitive Operation;
Form Factor; Ease-of-Use; and Quality, Sustainable Materials.

Identify
and Define
IDENTIFY
Through our in-depth research process,
we are able to define what is most
important to each individual. While they
will often vary, finding repeating patterns
of desire in the personas, reviews, and
research, you can define what your key
attractors are. The key attractors will give
you a better understanding of what the
most important features of the design are.
But the question then becomes, how do we
achieve the ideal form? How do we make
the experience easier, better, or richer?

DEFINE
The solution criteria become the final
answer because the solution criteria are
informed by the key attractors.

52 53
 04
THE HERO’S
JOURNEY
The path to empowering consumers depends
on you and your ability to guide them past
hesitation and doubt and into a rich, inviting
series of experiences that leave them feeling
good about themselves. To achieve this, Psycho-
Aesthetics employs our interpretation of the
Hero’s Journey by Joseph Campbell.

The Hero’s Journey is used to frame the process by

which consumers bond with the products and
experiences they seek out in the marketplace.

54 55

Defining
The Hero’s Journey
1. ATTRACT
Attraction is that moment
we first become aware of
something with which
we form a connection.
As we identify with our
consumers or audience,
we see how the attraction
phase of the journey varies
for different personas.
This forces us to develop
a palette of attraction that
will facilitate interaction
and engagement, rather
than prescribe it.
2. ENGAGE
When attracted, your
audience will respond
to the invitation. They
touch, smell, or interact
in varied ways with the
offering, testing to see if
the promises made in the
attraction phase are valid.
56
3. ADOPT
When the buyer reviews
the competition, the value
proposition should be
matchless. A product or
service designed using
Psycho-Aesthetics should
make differentiation easier
for the consumer and
make the decision clear.
4. MOMENT
OF TRUTH
The Moment of Truth
comes after the purchase,
when the consumer
interacts with the
offering and affirms
their decision or receives
affirmation from others.
By the time someone has
completed a purchase,
they have already
demonstrated their faith
in the brand and look to
see if their trust is well-
“There is no stronger voice “Think of design as a tool,
than that of unbiased not an end in itself.
reviewers. Creating viral We only have one chance at
demand is our end goal.” first impressions.”
Generation
placed. This is the point message is spread for you
in the Hero’s Journey less expensively and more
of Viral
Demand
at which people either credibly. “Look over the horizon Attract
embrace a brand and
to where people talk, “Once we are
blog, and tweet about
become evangelists or 6. GENERATION OF your solutions. If you
attracted, we test
suffer disappointment. VIRAL DEMAND can visualize it, you’ll Heroic through interaction
with the touch
Within the chain of viral accomplish it. That’s what Evangelist points. We play, feel,
5. HEROIC
THE HERO’S Engage
demand, companies design does!” examine and project
EVANGELIST focus on word-of-mouth, how something
When the consumer
feels empowered, they’ll
where business practices
are specifically tailored JOURNEY would play out.”
feel compelled to share to create connections
Moment
their experience of that and communities. The
final stage in the Hero’s
of
product or service with
Journey occurs when the
Truth Adopt
others. They become
Hero returns to share
evangelists for the brand.
Although much of a their learning with the
community. This shared
consumer’s purchasing
research is conducted on- learning will spread
through social media “Everyone is looking “By designing each touch point
line, nothing can replace for affirmation of our
and word-of-mouth to as an affirmation, the offer is
one-to-one evangelism. decisions and choices. so strong that it now creates
The creation of such ultimately become a viral
How others react to us and a challenge approaching self-
demand.
Heroic Evangelists is desire us in many ways.” denial to refuse it.”
an incredibly complex
process, but the payoff
is tremendous. The
57
 The KOR ONE Story
Our passion for bottled water has had a heavy
impact on our environment. To understand the hidden
energy costs associated with packaging, processing,
and transporting bottled water, experts suggest we
imagine filling up a quarter of every bottle with oil. To
make matters worse, only one in five of these bottles
is recycled. With the unfriendly environmental facts
escalating, KOR Water sought out a better way to
consume water.
Through a collaborative effort with RKS Design,
KOR teamed up in designing their story, brand,
packaging, and bottle – the total P/A experience. The RKS
Design team understood that in order to attract the user,
the bottle had to be more than just a drinking vessel. The
KOR ONE water bottle would act as a luxury product to
elevate the user’s lifestyle. This was achieved through
designing a distinctive obelisk, minimal shape, with eye-
catching packaging, glass-like clarity and simplicity in
materials to make the engagement more easily received.
In regards to its durability, reusability and
lasting impression on the user, several key challenges
were set forth to ensure its longevity. Through further
examination of the KOR ONE Bottle, you get a sense of
the rich tactile properties implemented in the design to
enhance the perceived value of the water, the bottle and
the experience. This was achieved through the “big gulp”
feature that was created as the ideal mouthpiece size
that made the flow of water a perfect pour. This created
an easy drinking operation that allowed the water to flow
freely while also providing room for the addition of ice.
It also provided an intuitive, one-handed operation that
features a latch release using a simple press of the thumb
58
that frees the lid to hinge back 180 degrees and stays put
to give a clear, unobstructed access to the mouthpiece
making it easier to drink from. In addition, closing the
lid will automatically engage the latch making the user
experience as intuitive as possible; making it easy to hold
and open. Furthermore, the soft, built-in gaskets will
aide in keeping the bottle securely sealed, even when the
bottle is lying flat on a table or in a bag. The final frame
treatment is of a semi-translucent white that evokes
a glacier-like quality – liquid water surrounded by the
most pure ice found in nature. The frame extends above
the cap to provide additional points of engagement.
Having observed that people often carry water bottles
by grasping them from the top, the designers created
openings in the frame that provide finger holds, making
the KOR ONE easy to handle, even when your hands are
full. Just loop a finger through the top, and you’re good
to go.
Throughout the design process the KOR Water
P/A instilled the need for a healthy, sustainable,
environmentally sound way to stay hydrated and
challenged our design team to create a reusable
water bottle as innovative and inspirational as it was
healthy and environmentally sound. Both KOR and RKS
maintained the promise that the bottle materials and
construction had to support a long product life to be in
keeping with the goal of sustainability. The bottle had to
be made of materials that were as healthy for consumers
as they were for the environment. The polycarbonates
used in most reusable bottles contain Bisphenol-A (BPA).
More and more studies are linking BPA to potentially
harmful hormone disruptions.
Glass doesn’t carry the risk of BPA exposure, it breaks
easily and aluminum does not break, but its been linked
to health problems including Alzheimer’s. More and
more studies are linking BPA to potentially harmful
hormone disruptions. Glass doesn’t carry the risk of
BPA exposure, it breaks easily and aluminum does not
break, but its been linked to health problems including
Alzheimer’s disease. Charged with this knowledge, the
design team contacted Eastman Innovation Lab in search
of a viable alternative to polycarbonate. Eastman had
been exploring a new plastic which had a rich feel, terrific
clarity, and could handle variable wall thicknesses until
KOR stimulated their interest in the market opportunity.
This versatile plastic was extremely impact resistant,
could be used in molds designed for polycarbonate and
would be dishwasher safe. Best of all, it was BPA-free.
Eastman Tritan™ copolyester debuted in time to become
a key part of the KOR ONE development. Tritan’s feel and
clarity promised to deliver the premium luxury perception
required. These features all combined to make Tritan the
right choice for the KOR bottle.
Upon using the bottle, the consumer can find
reassurance and comfort in knowing that the KOR ONE
Water Bottle will make them feel good on at least three
levels: they’re doing something healthy for themselves,
they’re doing the right thing for the planet, and they’re
treating themselves to a premium product they can
be proud to display in their homes, in their offices,
and on the road. The inspiration felt from using an
environmentally sound product can be experienced
time and time again from its dishwasher safe feature,
the drinking experience, and the intuitive lid operation.
Never again will users have to steer their car with a knee
while using two hands to twist open a water bottle. A
surprise feature is hidden within the cap of the KOR ONE.
A clear window inside the lid is designed to hold a KOR
Stone. Designed to be seen only by the user, KOR Stones
are small disks printed with an affirmation chosen by the
user. The idea of this private affirmation is to empower
users to shape their own hydration experience by using
the rituals of hydration to remind them of their goals,
their dreams, and their purpose in this world. To insert
a KOR Stone a person can just lift the soft, flexible end
cap and slip the KOR Stone into place. Several KOR
Stone affirmations come with each Hydration Vessel
and personalized KOR Stones can be printed and shared
through the KOR WATER website. As you insert the KOR
Stone, the KOR wordmark imprinted on the end cap will
become visible. Designed of straight lines and circles, the
KOR wordmark adds to the sense of purity of intention
and hints at the purity of what lies within. The structural
ribbing of the end cap takes on the subtle form of a
globe, helping to communicate that the KOR ONE is a
step toward a solution to a global problem. Even at the
end of its life cycle, the KOR ONE may be returned to KOR
water, postage-free to ensure the materials are recovered,
repurposed, and properly recycled.
The final result is a bottle designed to make a
difference. It’s a bottle poised to help consumers make a
positive change in their lives and our world. The KOR ONE
Hydration Vessel not only allows consumers to embrace
the idea of reuse, it elevates them through a premium,
luxury experience of sustainable hydration.
The KOR name itself is a play on the word “core”
because, for all of us, water is the core of life. The
challenge to contribute in a measurable way to bettering
the Earth’s environment is daunting, but every step we
take gets us closer to our destination. And every ounce
of pre-bottled water we don’t use gets us closer to the
goal of responsible and sustainable hydration. The KOR
ONE Hydration Vessel is designed to be a step toward a
solution to this global problem.
59
 CASE STUDY THE HERO’S JOURNEY

Generation Generation Generation Generation Generation Generation

ATTRACT
Where we get to know and learn
about KOR One. In this case, the main
points of exposure were:
Eye Catching Packaging
Glass-like Clarity
Distinctive Obelisk Shape
Pure Design
of Viral of Viral of Viral of Viral of Viral of Viral
Demand Demand Demand Demand Demand Demand
GENERATION OF
ENGAGE ADOPT MOMENT OF TRUTH HEROIC EVANGELIST VIRAL DEMAND
It is the first interaction. Where How to help or drive people to For KOR One, the Moment of Truth This is about the people who not only This is the primary evidence of
you learn from the first interaction choose KOR One. can be broken down in two: the first use KOR One but also recommend successful design. When people start
with the product. This could be a time someone actually experiences it. Here, we are looking for as many showing the product and actively
physical interaction or a informative BPA Free using the bottle and the first time opinion-influencers as possible. talking or asking about KOR One.
interaction through a magazine or a they bring it to the outside world, to
Sustainable
website, for example. be seen by others. Pride in displaying it in the home, Iron Man movie
Environmentally Sound
office, or on the road
Lifestyle magazines
“Big Gulp” Feature 180 Degree Lid Function Ability to Add Ice Cubes
Sense of pride of ownership and
Fashion magazines
Durable Dishwasher Safe Realization that you are doing the raised self-esteem
right thing for the planet Design magazines
Reusable Minimal Residue Build Up Spreading the word of KOR’s
Realization that you are doing ability to recycle the materials at Advertising
Easy to Hold
something healthy for yourself the end of the bottles life cycle Sustainability books
One Handed Lid Operation
Feeling inspired by the healthy Spreading the word of the bottles
Finger Holds
choices you are making ability to make a positive change
Secure Carrying in the consumers lives and our
world

60 61
 05
DESIGN
Once the Moments of Truth have been
established, the process of physically
designing can commence. The
collective P/A insights that you have
gained become the tools you need to
make sure you are making a design /
experience that is worth being made.

62 63
 CASE STUDY DESIGN

KOR Explorations KOR Concepts

64 65
 CASE STUDY EXECUTION

Empowerment
Dynamic
Mapping
Design Concepts
P/A maps are essential as we develop
concepts and ideas. By being able to
visually refer to the maps, and then by
using them to test our alignment with
the opportunity zone, they become

Self Actualizing
working tools that guide us to drive design
forward through relevance and objectivity
combined with our design expertise.

Functionality
Basic
Passive Immersive
Interactivity
66 67
 06
EXECUTION
The transformational challenge and experience of
creation, design, and innovation from an idea into
reality is one of the richest experiences in which all
designers immerse themselves. Understanding your
P/A frameworks serves as a cross-check mechanism
by which concepts themselves can be held up against
the P/A and visually measured as to their relevance.
The assets of your P/A will drive you toward
new relevance and design levels of aesthetics and
interaction at a higher level. The effort involved in
execution is time-consuming hard work, and having
a guide to help you though the tens, hundreds
or thousands of decisions that need to be made
will serve you well. “P/A is a road map to a new
location—one that’s never been seen before.”

68 69
 CASE STUDY EXECUTION

KOR ONE KOR ONE Engineering

70 71
 CASE STUDY EXECUTION

KOR ONE, Delta, and Aura KOR Waterfall

72 73
 07
MOMENTS
OF TRUTH
Designing Moments of Truth serves us in several the founder feeling the designs, he placed the
ways. It is of the utmost importance if we are
to create senses of self and attain affirmation
though others, something we all do whether
we recognize it or not. A great example is our
design of smart phones for the blind. These are
full-function phones that can take a picture
of writing and translate it into active braille,
provide music, provide active maps, and more.
The CEO/Founder and stakeholder was blind,
as was his marketing head. As they sat in our
conference room, we handed them physical
models of three design concepts. As we watched
74
one he liked up to his ear. We presumed he was
testing the feel of the phone against his ear when
he asked: “How do I Look?” This is the essence
of the Moment of Truth. Although they may
not have vision, they are seeking acceptance of
others. In the case of today’s technology that we
carry or wear, we seek to convey empowerment.
“We’re all looking to be more something more
tomorrow than we are today…that is the human
condition.” Moments of Truth are essential to
our needs of self-actualization and acceptance.
75
 CASE STUDY MOMENTS OF TRUTH
MOMENTS OF TRUTH
The first part of the Moments of Truth is about
how users will feel about the design, how
people will experience design.
Is the design really helping to solve people’s
problems?
In the case of KOR One, the execution of design
should support the users’ needs for a bottle that
is easy to use, easy to clean and to carry.
The second part is about how this product
makes consumers feel about themselves. In the
case of KOR water bottle, there was also the
idea of self-fulfillment through the agenda of
sustainability. Our goal with KOR was to make
people feel good about themselves not only
because of the bottle’s practicality and design,
but also because they were helping the planet
by not using disposable plastic bottles.
76
CASE STUDY VIRAL DEMAND
“I had been eye balling the KOR Water Bottle since early
January. Of course my only concern at the time was the
price, but after finally buying one, I wish I would’ve bought
one months ago!
I love this thing! Not only is it ergonomic, but it’s
really stylish and functional. The top clicks into place and
a has a silicon seal for the lip of the bottle, so there are no
leaks. And best of all, the base has a silicon bottom so it’s
less likely to tip over.
However, my favorite part is its iconic design.
Something about it just makes you want to consume MORE
water. Since I’ve bought one, I’ll fill my bottle at least 4
“Seriously the COOLEST water bottle I’ve ever
times a day. It’s really a great way to stay hydrated.
had! I’ve had so many compliments on it,
All in all, if you’re in Florida, you NEED this. This
everyone notices it! Not to mention the great
is an extremely iconic, durable, and superior water vessel
customer service and warranty! Thanks KOR!”
that’s unlike anything in its category.
I’ll definitely recommend this.”
“The movie is what made me want to get one.
Now I own several and love them! @korwater”
77
 EXERCISE BENCHMARKING

Benchmarking

P/A STARTER
Scout the landscape with your product offering and identify the
key competitors that you think will be beneficial to benchmark and
learn from. Once you have identified the competitors, write brief
descriptions of their attributes and offerings.

TEMPLATES
Once you have finished reviewing the snapshots
of the KOR project, it is time for you to design
your own work of art. Use the following templates Competitor 1 Competitor 2
to create a travel coffee mug using P/A with the
Harvard Exercise.

Things to keep in mind are:

Examine existing travel coffee mugs

and their adaptable uses.
Review and create personas and
Competitor 3 Competitor 4
brainstorm help-me statements.
Define the opportunity zones on the
Psycho-Aesthetic map.
Brainstorm solutions and identify key
attractors and the solution criteria.
Communicate the solutions in an
elevator pitch using the Hero’s Journey.

78 79
 EXERCISE WORD BANK EXERCISE PERSONAS

Word Bank & Personas

Use the word bank or create your own to list the words that you believe
Imagery Description

Name
describe the competitors. Either will provide a helpful reference, allowing
you to compare your design with other products in the market. How can you User
achieve a more aggressive or minimal design? How are your competitors
Age
expressing that feeling?
Occupation

Competitor 1 Competitor 2 Salary

Location

Scenario

Competitor 3 Competitor 4

Pain Points Help-Me Statements

Triggers

80 81
 EXERCISE TRIGGERS

Triggers
The triggers will vary with each project, but the spectrum will always stay the
same. Review your personas and identify which triggers you’ve discovered
are most important to the consumers you are targeting. Put them on the
spectrum in the order you find most appropriate. Use the trigger examples on
this page to assist in labeling triggers.

RATIONAL EMOTIONAL

PRICE SUSTAINABILITY SECURITY HEALTH CONVENIENCE ERGONOMICS

SENSITIVITY

BRAND PERCEIVED PRIDE OF SELF CONTROL SIMPLICITY

CONNECTION VALUE OWNERSHIP EXPRESSION

ERGONOMICS FUNCTIONAL CLEANABILITY FRIENDLINESS

82 83
 EXERCISE P/A MAP

P/A Map

Empowerment
Dynamic
Have fun with the map. Start using it by using your insights into
the people reflected as personas and the competitive landscape
including brands, home screen messaging, etc. . .

What you are doing with the maps has multiple functions: 1. You
are mapping within consistent scales of interactivity vs. self-
actualization and developing the ability to reference past mapping
as you go forward; 2. You are looking for “White Space or Blue
Ocean” meaning that you are looking to create solutions where
others aren’t; 3. You are using your understandings of connection
with personas to map them in their current role (for example, a

Self Actualizing
nurse wears different personas at work and at home with their
family or significant other); 4. With the personas map, use your
insights and understandings to project where they will be in the
future as opposed to where they are today and explore it anyway
you think possible. You may surprise yourself!

Functionality
Basic Passive Immersive
Interactivity

84 85
 EXERCISE KEY ATTRACTORS

Key Attractors
From the research you’ve collected, enter the key attractors you believe
are most represented as high-priority features in the design you are
trying to achieve. Once you have established the key attractors, discuss
with the group what you believe will be the answer to achieving those
features in the solution criteria.

Does creating an object where cleanability is a vital feature mean

making a modular design where the parts separate easily? Or does
it mean creating an object where minimal design with soft edges is
preferred to make the task of washing easier? These are the questions
you must ask yourself to ensure you are responding to the attractors.

THINGS TO CONSIDER WHILE

BRAINSTORMING KEY ATTRACTORS
1. Review each help-me statement and
brainstorm two ideas for each.
2. Align ideas with touch points on the key
attractors chart.
3. Shortlist which ideas could have
significant impact on the user
experience.
DESIGN
4. For each touch point, envision what ITERATIONS
solutions would best address your
target’s unmet needs.
5. You could transform the existing
category or business by considering
spaces, software, and services.
6. Provide new methods of interaction
between people and spaces, people
and other people, and people and
products/services.

86 87
 EXERCISE KEY ATTRACTORS EXERCISE KEY ATTRACTORS

DESIGN DESIGN
ITERATIONS ITERATIONS

88 89
 EXERCISE THE HERO’S JOURNEY

The Hero’s Journey

Develop a journey for your stakeholders, your consumers, and even yourself on your current project. Use “design”
as your tool to attract and create interest, and to provide micro-tests that trigger a single or series of affirmations
of expectations. For example, a door handle that looks inviting, should also feel great when you grasp it. This puts
you on a path by which a consumer will make a purchase decision, adopt an idea, or proceed to interact. These are
the critical steps that need your careful attention and ability to empathize and project events that are within your
control. Forecasting the “Moments of Truth” forces us all to conceptualize how others will react to our decisions and
provides a critical test. Once this test is successful, you or your consumer find affirmation of your attractions and
decisions to buy or buy in, this results in a change in body language and the ability to share your positive experience
with others. . . creating the magic of viral demand!

Generation Generation Generation Generation Generation Generation

of Viral of Viral of Viral of Viral of Viral of Viral
Demand Demand Demand Demand Demand Demand
GENERATION OF
ATTRACT ENGAGE ADOPT MOMENT OF TRUTH HEROIC EVANGELIST VIRAL DEMAND

90 91

We can’t solve problems
by using the same kind
of thinking we used
when we created them.
— Albert Einstein
92
About
RKS Design
One of RKS’ first successes came soon after its founding in
the development of the production design of the animated
Teddy Ruxpin, one of the greatest disruptive success stories
in the history of toys.
The 1990s brought
RKS new challenges
and successes, such as
working with Alan Kay
on early explorations
of tablets and how they
could affect learning, RKS’s innovation of Pocket Arcades
for Sega, and the innovation of a disruptive dental whitening
system for Discus Dental that transformed dentistry by
offering its patients better, happier smiles. Turning around
MiniMed was an important milestone at the time, using
design to overcome stigmas attached to their diabetic
infusion pump and increasing sales from a falling 40MM
to 270MM in revenue three years later, which triggered an
acquisition by Medtronic of 3.6B! The ‘90s were also a time
of deep introspection about design and humanity leading
to RKS’s discoveries of how the world could leverage Joseph
Campbell and Abraham Maslow’s work. This thinking lead
to the development of RKS’s Psycho-Aesthetics methodology.
After 2000, RKS saw great transformation in who it was, how
it worked, and with whom it worked. The firm moved to its
new 18,000 sq. ft. facility and became prolific in delivering
a stream of award-winning, results-driven, and planet-
friendly designs and innovations using Psycho-Aesthetics.
At the same time, RKS began incubating and spread its
entrepreneurial wings by taking equity positions and starting
new companies such as RKS Guitars, famous for making the
cover of BusinessWeek as the “Best Product Design” and later
became one of the more popular Harvard Cases. RKS has
earned hundreds of awards and achieved global recognition
by helping companies emerge with meaningful and
disruptive design and innovation in any category. The team
has evolved and emerged as a unique hybrid of diversity
and talents. Engagements have evolved from innovating for
an opportunity to identifying new opportunities through
thousands of face-to-face interactions with audiences
globally, expanding clients abilities to leverage design
thinking and market themselves globally. Research has
become extremely valuable for identifying people’s needs
and aspirations. This methodology has developed highly
creative immersion sessions in which clients simultaneously
learn about the RKS way of design thinking and can innovate
within a team environment.
The awards continue to stream in, but what the team finds
exciting is its ability to disrupt, differentiate, create new
meaning and value, and build enriched brands that enhance
shareholder value in the process.
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 Psycho
Aesthetics
by

Advanced Design-Thinking Methodology

© RKS Design 2016 - All rights reserved

94