DESIGN THINKING
SENTHUR SIVA SAKTHIVEL C
UNIT – I
HISTORY AND OVERVIEW
OF DESIGN THINKING
Drawing or plan that is used to represent the
WHAT IS look and working or function of an object,
DESIGN ? structure of a buildings, cars etc., before it is
made.
3
THINKING
• It refers to using your
brain to understand,
analyze, and come
up with ideas and
solutions. It's how we
make sense of
things, solve
problems, and make
decisions
Solving the problem to
Design the clients & understanding
users challenges by creating
Thinking new ideas in an renovative
manner where the process is
iterated.
CASE
STUDY - 1
6
NETFLIX
Netflix is a great example of
a company that has
repeatedly used design
thinking methodology to
adapt to a changing
landscape.
Founders : Reed Hastings
and Marc Randolph
7
HOW NETFLIX
CONQUEURED OTT
• 1997 - Reed Hastings and Marc Randolph
have an idea to rent DVDs by mail. They
test the concept by mailing themselves a
DVD. The DVD arrives intact, and the idea
for Netflix is born.
• 1998 - Netflix.com, the first DVD rental and
sales site, is launched.
• 1999 - The Netflix subscription service
debuts, offering members unlimited DVD
rentals without due dates, late fees, or
monthly rental limits.
8
2000 - A personalized movie
recommendation system is
introduced, using members’
ratings on past titles
to accurately predict future
choices.
2003 - Netflix is issued a
patent by the U.S. Patent &
Trademark Office to cover its
subscription rental services as
membership surpasses 1
million.
9
• 2005 - The Profiles feature
launches, allowing members to
create different lists for different
users and/or different moods.
• 2006 - Membership grows to 5
million.
• 2007 - Streaming is introduced,
allowing members to instantly
watch series and films.
• 2008 - Netflix partners with
consumer electronics brands to
allow streaming on Xbox 360,
Blu-ray players and TV set-top
boxes.
10
• 2011 - The first Netflix button appears
on remote controls.
• 2016 - Netflix expands to 130 new
countries, bringing the service to
members in more than 190 countries
and 21 languages around the world.
The Download feature is added for
offline and on-the-go viewing.
• 2017 - Membership hits 100 million
members globally. The introduction of
interactive storytelling and the Skip Intro
button gives members more choices to
tailor their viewing experience.
• 2020 - Top 10 lists debut, allowing
members to see what’s popular for the
first time.
11
Netflix's design thinking
• Think Big
• Implement gradually
• Learn from failures
• Scale rapidly with original
content
• Human-centered UX: Interactive
card design and AI-powered
recommendations.
12
Transition
from DVD to
Streaming
Netflix made the bold
decision to disrupt its own
successful DVD rental
business and invested
heavily in developing a
robust streaming platform.
This strategic move
allowed them to adapt to
changing consumer
preferences and stay
ahead of the competition.
13
Competition from
Blockbuster
Netflix faced stiff
competition from
Blockbuster's DVD rental
business. To tackle this,
Netflix recognized the
potential of online
streaming and shifted its
focus towards digital
content delivery.
14
Original Content
Investment
To differentiate itself from
competitors, Netflix started
producing original content,
such as "House of Cards"
and "Orange Is the New
Black." This strategy not
only attracted new
subscribers but also
helped retain existing
ones, as exclusive content
became a key selling point.
15
Data-driven
Personalization
Netflix leveraged its
vast amount of user
data to power AI
algorithms that provide
personalized
recommendations.
By tailoring content
suggestions based on
individual viewing
habits, Netflix enhanced
user engagement and
satisfaction.
16
Global Netflix adopted an aggressive approach to expand its
services internationally. By entering new markets and
Expansion tailoring content to local audiences, Netflix was able to
establish a global presence and attract a diverse user base.
Continuous Netflix maintains a culture of innovation by investing
in research and development. They constantly
Innovation experiment with new features, user interfaces, and
technologies to enhance the streaming experience
and stay ahead of competitors.
This Photo by Unknown author is licensed under CC BY-NC-ND.
MARKET
LEADER
19
Who are Design Thinkers ?
Design thinking is the mindset
Everyone designs who devises that aims to improve the
courses of action aimed situation of people through the
at changing existing situations experiences they have. If you’re
into preferred ones.” - Herbert interested in solving problems for
Simon people, then you can practice
design thinking.
Why we need Design Thinking ?
• It can help you to solve complex problems.
• Design Thinking helps create innovative
solutions.
• Design Thinking helps understand the needs
of your users.
• It can help you to test and iterate on your
ideas.
This Photo by Unknown author is licensed under CC BY-SA-NC.
• Making the Interaction Useful
And Usable.
• Design thinkers are problem
solvers.
• Design thinking leads to
innovation.
• Leaders should be Design
Thinkers.
HISTORY
OF DESIGN
THINKING
23
WHAT CAME
BEFORE DESIGN
THINKING ?
• The roots of design thinking
can be traced back to the early
20th century, when
psychologists and designers
began to explore
the relationship between
creativity and problem-solving.
In the 1940s, for example, the
psychologist William J. J.
Gordon developed a
method called "Synectics" for
generating creative ideas.
24
In the 1950s, the
designer Alex Osborn developed
a method called "brainstorming"
for generating creative ideas and
he was known as "Father of
Brainstorming".
1960s : Efforts to establish a more scientific approach
to Design
In the 1960s, people tried to use scientific methods to better understand how
design works and what factors shape it.
In his paper "Designerly ways of knowing: design discipline versus
design science" (2001), Nigel Cross, a professor of design studies,
discusses the conflict that arose in the early 1960s.
Mid 1960's :The
term “Wicked
Problems” is Coined
• Horst Rittel known
as the design theorist
who coined the term
“wicked problem”.
• Problems which are
multidimensional and
extremely complex
• Wicked problems are at
the very heart of design
thinking because it is
precisely these complex
and multidimensional
problems that require a
collaborative methodology
to gain a deep
understanding of humans’
needs, motivations and
behavior.
29
The 1970s:The
Principles of Design
Thinking Started to
Emerge
• Cognitive scientist and Nobel
Prize laureate Herbert A.
Simon was the first to mention
design as a way of thinking
in his 1969 book, The
Sciences of the Artificial. He
then went on to contribute
many ideas throughout the
1970s which are now regarded
as principles of
design thinking.
Simon is noted to have spoken about
rapid prototyping and testing through observation,
for example concepts which form the core of many
design and entrepreneurial processes today,
including two of the major phases in the typical
design thinking process. Simon touched on the
subject of prototyping as early as 1969 when he
stated the following in The Sciences of the
Artificial:
"To understand them, the systems had to be
constructed, and their behaviour observed."
– Herbert Simon
Early research in the field of artificial intelligence,
such as the work by Herbert Simon along with
other scientists involving chess software, also
resulted in a better understanding of design as a
way of thinking.
DON NORMAN
Don Norman is a cognitive scientist
and design consultant who has been
involved with IBM since the early
1980s.
He is best known for his work on the
design of user interfaces.
In the 1980's 1990's Don Norman
introduced the user centered System
Design. It was Significant New
Direction then field
USER CENTERED
DESIGN
• User-centered system design, also known
as user-centered design is an approach
to designing systems, products, or services
that prioritizes the needs, behaviors,
and preferences of the users.
• It involves understanding the users goals,
tasks, and contexts of use, and
incorporating that understanding into the
design process.
• A survey of User-Centered
design practice at
100companies showed that the
effort required for an activity was
negatively related to its actual
use resulting in the most
valuable methods tending not to
be used.
34
DAVID KELLY
Founded the design firm IDEO in
1978.While many authors
contributed to Design Thinking,
David Kelly of Stanford University
proposed Human centered
designs.
He is co-founder of the design firm
IDEO and a professor at Stanford
University (1991).
Design-thinking methodology was
popularized by design consulting
firm IDEO.
User Centered System Design
•Single user
•Focus on the users and their needs.
Human Centered System design
•Humans (or) Users
•Focus on human needs.
2004 - David Kelley founded the
"Hasso Plattner Institute of
Design" at Stanford commonly
known as the d.school. The
d.school has made the
development, teaching and
implementation of design thinking
one of its central goals since
inception, and it serves as a source
of huge inspiration to design
thinkers across the world, including
us here at the Interaction Design
Foundation.
37
PHILL GILBERT
Serial Entrepreneur Phil Gilbert
adopted Kelley's Foundational
Design Thinking Approach but
substantially further developed its
use in business with his company
Lombardi Software
Lombardi Software created
business process management
software and was founded in
1998. It was acquired by IBM in
2010
38
1
How design thinking is
introduced in an
organization ?
Introducing Design
Thinking in an
Organization
• Good design is good
business – Thomas John
Watson Jr
• Design thinking has
become a pillar principle
for successful tech
companies worldwide.
• There are 5 steps in
introducing DT in our
organization
42
This Photo by Unknown author is licensed under CC BY-ND.
5 Stages in Design Thinking
Empathize Define Ideate Prototype Test
EMPATHIZE
DEFINE
• Once you have a good
understanding of the user, you
need to define the problem. This
means clearly articulating the
user's needs and the challenges
they face. It also means identifying
the root causes of the problem.
There are a number of ways to
define the problem, such as
brainstorming, mind mapping, and
creating user stories.
IDEATE
PROTOTYPE
• Once you have a few
ideas that you like, it's
time to start prototyping.
This means creating a
working model of your
solution. Prototypes can
be anything from simple
sketches to working
models. The goal of
prototyping is to test your
ideas and get feedback
from users.
This Photo by Unknown author is licensed under CC BY.
TEST
• The final step is to test your
solution with users. This
will help you to identify any
potential problems and
make improvements. Once
you have tested your
solution and made any
necessary changes, you
can start to implement it.
Design thinking is a iterative
process. This means that you
will likely need to go back and
forth between the different
phases as you develop your
solution. The goal is to create
a solution that is user-
centered, innovative, and
effective.
49
50
Design thinking can be
introduced in organizations
in a variety of ways. Here
are some of the most
common approaches:
• Top-down
• Bottom-up
• Hybrid
51
Top Down
Approach
• This approach involves
senior leaders in the
organization championing
design thinking and providing
resources to support its
implementation.
52
Bottom Up
Approach
• This approach involves
employees who are
interested in design thinking
taking the initiative to learn
about it and apply it to their
work.
53
Hybrid
Approach
• This approach
combines the top-down
and bottom-up
approaches, with senior
leaders providing
support and resources
while employees take
the lead in learning
about and applying
design thinking.
54
ENTERPRISE
DESIGN THINKING
55
Enterprise Design Thinking
a tailor-made approach for
large, distributed teams to
help them quickly deliver
human-centered outcomes
to the market.
The Framework allows you
to speak about design
thinking across large
teams and companies.
• Design Thinking is our
evolving methodology that
we are using across key
business units
• IBM developed Enterprise
Design Thinking, a
framework that aligns multi-
disciplinary teams around
the real needs of their
users. When teams apply
these scalable methods,
they’re able to move faster
and deliver differentiated
outcomes repeatedly.
57
• The Principles
• The Loop
• The Key
58
The Principles
• The Principles guide your day-to-day work. They ensure you’re keeping
your user in mind, collaborating with a diverse team, and continuously
trying to improve your solutions.
When you focus your team and your work
around your users and their needs, you’re
able to more easily decide what’s important.
This makes your offerings more essential to
the people who use them. If all you did was
ask:
FOCUS ON • Who are our users?
USER • What is their current experience?
• How could it be improved?
OUTCOMES
over and over again, you would get closer
and closer to understanding your users and
creating an ideal future for them. This allows
you to put a more valuable offering into your
client’s hands and into the market.
RESTLESS REINVENTION
• Restless reinvention is important
process in design thinking. It allows
designers to create solutions that are
more likely to meet the needs of users.
By constantly testing and iterating,
designers can get feedback from users
and make changes to their solutions as
needed. This helps to ensure that the
This Photo by Unknown author is licensed under CC BY-SA-NC.
solutions are actually useful and
valuable to users.
DIVERSED EMPOWERED
TEAMS
• An Enterprise Design Thinking
Principle that represents that a
group of people with varied
perspectives more successfully
make decisions together and work
toward shared goals.
• Enterprise companies work in
complex domains with wide
networks of users, stakeholders,
technologies, and contexts. The
value of diverse perspectives
becomes even greater as your
problem space gets more complex.
The Loop
• Understand the present and
envision the future in a continuous
cycle of observing, reflecting, and
making.
63
OBSERVE
• Immerse yourself in the real world
with design research. Interview users,
watch them work, and test your ideas
with the people who matter most to
inform your decision-making and
understanding.
• Reflection in design thinking involves
taking the time to pause, step back,
and analyze the design process and
its outcomes. It is a deliberate and
structured introspection that allows
REFLECT designers to gain insights, identify
strengths and weaknesses, and make
informed decisions for future
iterations.
MAKE
• Give concrete form to
abstract ideas. The earlier
you make the faster you
learn. Put your ideas out
there before they’re
complete and improve them
as you go.
66
The Key
• Scalable practices for enterprise
team alignment.
HILLS
Align your team around the meaningful
user outcomes you want to achieve.
Hills are statements of intent written as
user enablement's. They follow a
format of Who, What, and Wow.
• Who: Who is your user? Refer to
them by name.
• What: What will your user be able to
do that they couldn’t before? Start
with a verb and avoid solutions.
• Wow: What differentiates you from
the competition? This is measurable.
PLAYBACK
• Stay aligned by regularly exchanging
feedback. Playbacks are story-based
presentations that share insights,
ideas, and updates to a user
experience.
SPONSOR USERS
• Invite users into the work and stay
true to real-world needs. Sponsor
Users are external clients, future
clients, or end users that
represent your target user, who
regularly contribute domain
expertise to your team.
Relationships with Sponsor Users
are typically formalized with an
agreement that covers
confidentiality and our right to use
their feedback.
70
THANK YOU
71
