Stanford Webinar - Design Thinking = Method, Not Magic, Bill Burnnett

00:49:32
https://www.youtube.com/watch?v=vSuK2C89yjA

Résumé

TLDRDesigntenkning er en prosess som fokuserer på empati, problemløsning og prototyping. Det blir ofte sagt at kultur i en organisasjon overgår prosesser, noe som er en essensiell komponent for å lykkes med designtenkning. Prosessen krever tverrfaglig samarbeid, og fokus ligger på å skape innovative løsninger gjennom en iterativ tilnærming. Barrierer for effektiv implementering inkluderer frykt for å mislykkes og mangelfull prosesspraksis. Politikk i organisasjoner kan også påvirke hvordan designtenkning blir mottatt og integrert. For å navigere disse utfordringene er det viktig å forstå maktdynamikken i organisasjonen og å støtte tverrfaglige team med ressurser og innflytelse.

A retenir

  • 🤝 Empati er essensielt i designtenkning.
  • 🔄 Problemer må redefineres for å finne løsninger.
  • 🎨 Prototyping er viktig for å teste ideer med brukerne.
  • 💡 Innovasjon er anvendt kreativitet.
  • 👥 Tverrfaglig samarbeid forbedrer prosessen.
  • 🚫 Frykt for å mislykkes hemmer kreativitet.
  • 📊 Kultur skjermer prosesser i organisasjonen.
  • 🛠️ Praktisk øvelse er nødvendig for å mestring av prosessene.
  • 🏛️ Politikk i organisasjoner påvirker implementeringen.
  • 🧠 Å forstå makt og innflytelse er viktig for suksess.

Chronologie

  • 00:00:00 - 00:05:00

    Presentasjonen handler om design thinking som en prosess, der empati og omdefinering av problemer er sentrale elementer, kombinert med testing og prototyping.

  • 00:05:00 - 00:10:00

    Den fremhever at en dårlig bedriftskultur kan undergrave prosessene for design thinking, og at kultur er sterkere enn prosess.

  • 00:10:00 - 00:15:00

    Det diskuteres at design thinking ikke nødvendigvis er en universell løsning, og at erfaringer fra flere selskaper viser at metoden kan være ineffektiv.

  • 00:15:00 - 00:20:00

    Fire begrensninger for individuelle deltakere er identifisert: feilforståelse av design thinking-rammen, frykt for å feile, mangel på praksis og dårlig valg av team.

  • 00:20:00 - 00:25:00

    Det understrekes verdien av å øve på prosessene for design thinking og å bygge 'feil-immunitet' i team.

  • 00:25:00 - 00:30:00

    Avhengighet av samarbeid og å respektere hverandres ferdigheter i tverrfaglige team er kritisk for å unngå misforståelser og frigjøre kreativitet.

  • 00:30:00 - 00:35:00

    Identifisering og håndtering av politiske dynamikker i organisasjoner er viktig for å implementere design thinking effektivt, selv om de er usynlig.

  • 00:35:00 - 00:40:00

    Det er en påpeking om at å skape forståelse mellom ulike avdelinger kan forbygge misforståelser og fremme samarbeid.

  • 00:40:00 - 00:49:32

    Organisasjonsledelse spiller en avgjørende rolle; støtte fra toppledelsen er essensiell for å lykkes med design thinking-tilnærminger.

Afficher plus

Carte mentale

Vidéo Q&R

  • Hva er hovedtrekkene ved designtenkning?

    Designtenkning starter med empati, redefinerer problemer, fremmer idéutvikling, og inkluderer prototyping og testing.

  • Hvorfor er kultur viktigere enn prosess i designtenkning?

    En uheldig kultur kan hindre effektiv implementering av designtenkning uavhengig av hvilken prosess som følges.

  • Hva er barrierene for å implementere designtenkning?

    Barrierer inkluderer individuell frykt for å mislykkes, manglende prosesspraksis, og organisasjonspolitikk.

  • Hvordan kan man overvinne frykt for å mislykkes i en organisasjon?

    Ved å fremme en kultur av eksperimentering og iterasjon der feil sees på som læringsmuligheter.

  • Hvilken rolle spiller prototyping i designtenkning?

    Prototyping hjelper med å visualisere ideer og test dem med brukerne, noe som er essensielt for innovasjon.

  • Hvordan kan organisasjoner tilpasse designtenkning?

    Det krever støtte fra ledelsen og mulighet for team å jobbe med prototyping og bruke tverrfaglige tilnærminger.

  • Kan designtenkning brukes i etablerte selskaper?

    Ja, designtenkning kan tilpasses for å forbedre eksisterende produkter eller tjenester i større organisasjoner.

  • Hvordan navigere politiske utfordringer i designtenkning?

    Ved å utvikle kretsløp av støtte og forsikringer fra innflytelsesrike personer i organisasjonen.

  • Hva er forskjellen mellom kreativitet og innovasjon?

    Kreativitet er ideutvikling, mens innovasjon er anvendt kreativitet i konkrete løsninger som gir verdi.

  • Hva bør man gjøre for å implementere designtenkning effektivt?

    Man må styrke forståelsen av prosessen, oppmuntre til prototyping, og bygge et støttende miljø.

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  • 00:00:11
    let's get started we're going to talk
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    about design thinking so design thing
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    you started here and it's you know it's
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    a process you've probably seen the
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    diagram and we start with empathy we
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    redefine the problem we come up with
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    lots of ideas and then there's a
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    fundamental notion I'm going to talk
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    about this in terms of where because I'm
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    thinking sometimes doesn't work or
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    doesn't doesn't it isn't applied
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    properly there's this this notion of
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    prototyping and testing or with david
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    kelly calls building our way forward
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    that's based on the notion that you know
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    you don't really understand the user
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    until you've built something for them
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    and they've tried you know to use it our
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    experiences so it's also true that
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    although that's a nice process I love
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    this quote I think it was originally
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    Peter Drucker but I heard it first from
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    Alan Mulally who was the former CEO of
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    Ford now mark fields culture eats
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    processed for lunch I've done a little
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    bit of Wikipedia searching I think the
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    original quote from Peter Drucker is
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    culture eats process for breakfast but
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    somewhere in the 90s or 2000s we we
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    decided breakfast was too early so and
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    what this basically means is that if you
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    have a if you have the wrong kind of
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    culture it doesn't matter what process
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    you use design thinking lean startup
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    agile it won't make any difference
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    because the culture will reject the
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    process culture is always stronger than
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    the process or programs that people put
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    in place because culture is that
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    unspoken rules of behavior in any
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    organization and that's really how
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    things get done so we also talked about
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    the Design Thinking mindsets and
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    actually you'll see slightly different
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    versions of this depending on what
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    version you know of a d.school
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    presentation you get we also have you
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    know show not tell you know by a bias to
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    action and and other mindsets in
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    slightly different versions but I like
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    these because I think if you start with
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    curiosity and you're willing to reframe
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    your problem if you if you know that
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    you've got to work across this across
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    disciplines in your organization and
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    collaborate radically and you have a
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    bias to action you are essentially
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    implementing the Design Thinking mind
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    your your acting the way designers do
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    when faced with high uncertainty and the
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    need for novel solutions so that's just
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    a quick background now this idea of it's
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    a method it's not magic is that I want
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    to I want to go into this notion of you
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    know design thinking is not
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    one-size-fits-all and it doesn't always
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    work and we've got quite a bit of
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    experience with you know hundreds and
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    hundreds of companies that have come to
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    our executive program we're teaching one
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    in June the innovation master series
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    master class we also teach boot camps
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    and summer things and so probably you
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    know several thousands of executives
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    have come through our programs taking
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    these things and gone back to their
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    organizations to try to implement them
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    and I think in the last two years or so
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    I've been noticing because I'm on the
  • 00:03:07
    LinkedIn design thinking group and
  • 00:03:09
    Facebook group and also it's just you
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    know monitoring social media and
  • 00:03:13
    articles that have been written about
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    design thinking and you know I don't
  • 00:03:19
    know if I'd call it a backlash but
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    there's a lot of people questioning
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    whether Design Thinking is actually
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    effective and whether by applying this
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    technique you can in fact achieve
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    significant innovations that have value
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    to your organization I mean it might be
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    one thing if this was a method and it
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    made everybody more creative but
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    creativity itself is not our goal
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    because you know children are creative
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    you know artists are creative but we're
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    interested as innovation and I would
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    define innovation as you know applied
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    creativity creativity applied to a
  • 00:03:51
    problem where we can measure the output
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    and the output and innovation is often
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    you know market share or or
  • 00:04:00
    profitability or and some kind of
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    increase in a business metric that we
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    care about so in the last couple years
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    we've been noticing and taking taking
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    note of instances where people have
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    tried to apply design thinking and
  • 00:04:13
    hasn't worked or where there's a I guess
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    you you know there's always a
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    philosophical argument about one method
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    versus another I did a the last webinar
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    I did was on the Lean Startup versus
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    design thinking what are the differences
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    whether the
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    the similarities so I wanted I wanted to
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    take this time to sort of cover what we
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    know about the implementations of Design
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    Thinking and where we find it to be
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    either less effective or just not
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    effective at all and and see if we can
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    untangle those reasons and that way give
  • 00:04:45
    people some information on how to
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    improve the effectiveness of their own
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    implementation so you know obviously
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    when we look at this stuff so we can
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    break we can break the reasons that
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    things don't work into two pretty big
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    buckets one is the individuals and
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    organization what limits those
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    individuals place on themselves and how
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    the individuals are either prepared or
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    not prepared to participate in a kind of
  • 00:05:10
    new nonlinear form of innovation and
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    then of course when you look at
  • 00:05:14
    organizations there are organizational
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    issues that block this we'll talk about
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    those except they appreciate for it and
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    then there's what we'll call politics
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    I've got a little definition of politics
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    because I just think politics is always
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    easy interesting to talk about in inside
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    organizations there's always politics
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    and it's not I don't even use that as
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    the negative term I think when you get
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    I've seen startups with you know three
  • 00:05:36
    founders have politics you know around
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    making decisions and who can say what to
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    what and and how comfortable people are
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    you know sharing you know controversial
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    ideas so politics exists everywhere it's
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    just a function of you know when humans
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    get together there's an unspoken set of
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    things that occur and if you don't
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    understand them and you get on the wrong
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    side of politics things don't work I
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    think there's a tremendous amount of a
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    political capital that needs to be spent
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    to change an organization from whatever
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    it was to a design thinking organization
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    so we're gonna look at both of those
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    let's talk about first to individual
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    limits there's four things I'm gonna
  • 00:06:18
    draw somewhat on the work of Professor
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    Bruce Simon tima at San Francisco State
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    University he's been doing he's in the
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    business school he's done a lot of work
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    studying how Design Thinking does or
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    doesn't get implemented in organizations
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    effectively but if you look at just
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    individuals so if we're going to
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    okay my company you know new coat we
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    always called companies new Co in the
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    valley it's going to be a design
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    thinking organization I hire a bunch of
  • 00:06:43
    people and off we go
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    well you know those people will not
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    necessarily have been trained in this
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    method and they will have other ideas
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    about ways to work ways to organize
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    workflows and that's just that
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    individuals they're coming in to the
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    organization with those preconceptions
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    and a certain amount of you know to
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    perform surmount of human baggage
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    there's nothing wrong with them it's
  • 00:07:09
    just the way people are so we find four
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    things are true when we look at
  • 00:07:13
    organizations across the board and
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    there's ways you can educate and
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    mitigate these impacts but but they are
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    true and if you if you fail to address
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    them of a less likely good outcome
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    one is thing people misunderstand the
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    Design Thinking framework there's a
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    pretty simple framework but they don't
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    quite get it right
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    huge fear of failure this is this is
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    giant in every organization is a big to
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    the personal thing fail a feeling of
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    failure a lack of process practice and
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    then poor team selection and formation
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    so let me go to the first one the next
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    slide no if you look at the cut if you
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    look at design thinking and I explained
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    it to you it seems almost self-evident
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    why wouldn't you talk to people first
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    define what it is that people need then
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    iterate prototype and test it seems like
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    that is although I just spoke with a
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    friend of mine it's just got hired to be
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    the director of designing a startup
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    startup raise 15 million dollars is
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    doing a relatively technical product
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    that the product will be a consumer
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    product they've worked on it for two and
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    a half years raised 15 million dollars
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    he's the head of design he got them he
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    said show me your user user studies in
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    New Year's Day because I want to build
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    off of what we've already got and they
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    said we've never talked to a user but
  • 00:08:28
    we're sure they're gonna like our thing
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    I can't tell you what it is it's not
  • 00:08:31
    released yet so you know still companies
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    don't apply this process but on an
  • 00:08:36
    individual basis if you look through
  • 00:08:38
    fishing so I think I get it but we find
  • 00:08:40
    is that people miss misunderstands one
  • 00:08:44
    critical element of the
  • 00:08:46
    the design thinking although it's a
  • 00:08:48
    simple process is actually based on a
  • 00:08:50
    different theory of knowledge a
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    different theory of what can you know
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    now a lot of times we deal with
  • 00:08:56
    technical companies so therefore with
  • 00:08:57
    technical people and technical people
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    like data they even like data that isn't
  • 00:09:01
    real because it just feels good to them
  • 00:09:03
    to have some data one one example of a
  • 00:09:06
    misunderstanding is they said we say did
  • 00:09:08
    you do a prototype and testings with
  • 00:09:10
    user they say yeah we did it we did a
  • 00:09:11
    survey and we got a bunch of interesting
  • 00:09:15
    data about what people like and don't
  • 00:09:17
    like and then we point out that at one
  • 00:09:20
    the survey isn't an interaction nobody
  • 00:09:23
    tried anything nobody they were just
  • 00:09:24
    thinking out of their heads and to
  • 00:09:26
    survey data is highly skewed by the
  • 00:09:29
    questions you ask so there's a survey is
  • 00:09:32
    not a prototype but what we find over
  • 00:09:35
    and over again is that people search for
  • 00:09:36
    certainty and trying to find data about
  • 00:09:41
    this thing that doesn't exist yet this
  • 00:09:43
    future that they want to build a prop
  • 00:09:44
    for and in that future your behaviors
  • 00:09:46
    will be completely different because now
  • 00:09:47
    you have a smartphone and now you're
  • 00:09:49
    doing all these things that you would
  • 00:09:50
    never do before
  • 00:09:50
    you can't survey yourself into that data
  • 00:09:53
    and you can't and you can't spot
  • 00:09:56
    experiment and you can't just get five
  • 00:09:58
    smart people around the room and figure
  • 00:09:59
    out what people want so the problem here
  • 00:10:02
    is that underlying the Design Thinking
  • 00:10:04
    framework is this notion that in this
  • 00:10:08
    theory of information or theory of
  • 00:10:10
    knowledge it is you have to admit that
  • 00:10:12
    it is impossible to get data about the
  • 00:10:14
    future it's simply impossible if those
  • 00:10:19
    of you who are product managers out
  • 00:10:20
    there in the audience or have done this
  • 00:10:22
    kind of stuff before where you've done
  • 00:10:24
    user surveys and then you built exactly
  • 00:10:26
    what the user wanted and then you
  • 00:10:27
    brought them in for a focus group you
  • 00:10:29
    said here it is I'm holding it my my
  • 00:10:31
    phone here it is exactly what you guys
  • 00:10:32
    wanted everything you said and then the
  • 00:10:34
    users look at it and they go yeah you
  • 00:10:36
    know now that I see that I kind of don't
  • 00:10:39
    got trying to change my mind that's not
  • 00:10:41
    what I want and that's an example of the
  • 00:10:44
    impossibility of understanding the
  • 00:10:46
    future because all the users could tell
  • 00:10:48
    you is what they could imagine the
  • 00:10:50
    future to be but once
  • 00:10:51
    provoke them with the thing now their
  • 00:10:54
    reality includes this thing and they say
  • 00:10:57
    oh well if this is possible
  • 00:10:58
    I want something completely different
  • 00:10:59
    and that's that's that's the thing where
  • 00:11:03
    you cannot get reliable data about the
  • 00:11:05
    problem data reduction therefore and
  • 00:11:07
    methods of solving the problem like I've
  • 00:11:09
    got all the data now all I have to do is
  • 00:11:10
    designs up paying our feudal and the way
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    we solved that problem once you
  • 00:11:16
    understand that the theory of knowledge
  • 00:11:19
    is that you cannot get reliable data the
  • 00:11:22
    only way to get this to sought to
  • 00:11:24
    resolve the problem is to build your way
  • 00:11:26
    forward build the thing and say is this
  • 00:11:29
    it and then they say no and you say well
  • 00:11:30
    then what if this were true what would
  • 00:11:32
    you want and then they say oh I want
  • 00:11:34
    this then if that were true then you
  • 00:11:36
    build it again and they say is this what
  • 00:11:37
    you want there's you know actually
  • 00:11:39
    nobody no no that's not it either and
  • 00:11:41
    you continue to do this instead of
  • 00:11:43
    collapsing the users understanding of
  • 00:11:46
    what the future could be around
  • 00:11:48
    prototypes they can actually experience
  • 00:11:51
    because it's only through our embodied
  • 00:11:53
    experience of these prototypes do we
  • 00:11:56
    generate the data of what we want okay
  • 00:11:58
    so if you're saying hey we do like to
  • 00:12:01
    user studies but we still miss the mark
  • 00:12:02
    yeah my guess is in talking to lots of
  • 00:12:05
    companies that you're after day that
  • 00:12:08
    you're inventing datasets that aren't
  • 00:12:10
    accurate but because we're technical
  • 00:12:13
    people and we love data it feels good to
  • 00:12:16
    get datasets and reduce them to some
  • 00:12:18
    kind of a marketing requirements
  • 00:12:20
    document or something else and in this
  • 00:12:22
    very linear way of working Chris we're
  • 00:12:24
    going to talk to the users then we're
  • 00:12:25
    going to get the data set then we're
  • 00:12:26
    going to write the MRD then the
  • 00:12:28
    engineers are going to build it and then
  • 00:12:29
    manufacturing is going to make it it
  • 00:12:31
    just doesn't work that way and that's
  • 00:12:33
    why 60 or 70% of the products you know
  • 00:12:35
    that are introduced and certainly in the
  • 00:12:37
    consumer field pale you didn't do
  • 00:12:40
    anything wrong you just believed in data
  • 00:12:42
    that wasn't real so first piece
  • 00:12:44
    conceptual problem you have to embrace
  • 00:12:47
    the idea that it's impossible to get the
  • 00:12:50
    data you need to design the only thing
  • 00:12:52
    you can do is build your way forward
  • 00:12:55
    that's that's hard for you know I'm
  • 00:12:57
    trained as an engineer that's how it was
  • 00:12:59
    hard for me to accept it's just a
  • 00:13:01
    personal thing I cannot
  • 00:13:03
    except that I keep building things and
  • 00:13:07
    people keep changing their mind it
  • 00:13:08
    almost feels like it's not fair this
  • 00:13:10
    gets back to the second thing which is
  • 00:13:11
    people to start the panel and every time
  • 00:13:14
    you build every time you build the
  • 00:13:15
    prototype and you show it to someone it
  • 00:13:16
    fails at some level it fails to meet the
  • 00:13:19
    mark and you have a hypothesis it's like
  • 00:13:22
    inlene we have a hypothesis and then you
  • 00:13:24
    do a test you know and it's the build
  • 00:13:26
    test you know cycle you you will fail
  • 00:13:30
    90% of your prototypes will fail to
  • 00:13:33
    solve the problem you were proposing
  • 00:13:36
    however they're not actually failures
  • 00:13:37
    because they generated a whole new set
  • 00:13:39
    of information that you can build with
  • 00:13:40
    but people just hate failure we hate
  • 00:13:43
    failure we change that avoid failure
  • 00:13:45
    become first grade on to the entire
  • 00:13:47
    education system it's a huge issue in in
  • 00:13:51
    the u.s. but I just got it just kicked
  • 00:13:54
    back from a incubator program in Lisbon
  • 00:13:57
    and there's been Portugal I've done
  • 00:14:00
    programs in Germany we have a sister D
  • 00:14:03
    school in Germany in fact in Europe the
  • 00:14:06
    fear the stigma for failure is even
  • 00:14:08
    higher than it is in the US I think one
  • 00:14:11
    of the things that makes Silicon Valley
  • 00:14:12
    such a fun place to work is that you can
  • 00:14:14
    be a young entrepreneur you can have a
  • 00:14:15
    company you can raise a bunch of money
  • 00:14:17
    it can totally fail and the venture guys
  • 00:14:19
    go hey what do you got what's your next
  • 00:14:20
    idea you know so that we've lowered the
  • 00:14:22
    bar and failure in Silicon Valley but
  • 00:14:24
    everywhere I go around the country and
  • 00:14:26
    certainly in Europe and particularly in
  • 00:14:28
    Asia the fear of failure is so high that
  • 00:14:31
    it actually limits people's ability to
  • 00:14:33
    experience their own creativity now we
  • 00:14:36
    think that the iterative nature of
  • 00:14:38
    design thinking going through these
  • 00:14:39
    processes over and over and over again
  • 00:14:41
    build up what we like to call failure
  • 00:14:43
    immunity or at least insensitivity to
  • 00:14:45
    failure because it's not actually a
  • 00:14:47
    failure this is prototype something and
  • 00:14:49
    then learn something new it feels like
  • 00:14:52
    it but it isn't it it's a different
  • 00:14:53
    thing so we're not suggesting that you
  • 00:14:55
    just you know take a project and fail
  • 00:14:57
    that's not that said yeah brakes by
  • 00:14:59
    breaking the project into very small
  • 00:15:01
    increments and presiding over and over
  • 00:15:03
    and over again this is David tells you
  • 00:15:04
    fail fast to succeed sooner oh boy
  • 00:15:08
    people hate the feeling of failure I do
  • 00:15:10
    too I mean it's a failure immunity I
  • 00:15:13
    think you just get you
  • 00:15:15
    to it I don't know that you ever get
  • 00:15:17
    over that fear the next thing is process
  • 00:15:23
    practice if I said here's so here's ax
  • 00:15:27
    everybody on the team here you you get a
  • 00:15:29
    saxophone you get a drum you get a bass
  • 00:15:33
    and you get a trumpet okay let's start
  • 00:15:35
    playing some jazz well you guys don't
  • 00:15:38
    know how to play your instruments right
  • 00:15:40
    unless you happen to be your trunk name
  • 00:15:42
    so why would you expect to be able to
  • 00:15:45
    make good for music on your first sit
  • 00:15:48
    down and yet over and over and over
  • 00:15:50
    again these organizations come they get
  • 00:15:52
    some training you know that I think that
  • 00:15:53
    people have been trained in the process
  • 00:15:55
    and they understand it pretty well but
  • 00:15:57
    they don't do any practice so they just
  • 00:15:59
    jump into some big heart problem some
  • 00:16:01
    big crazy hairy problem that no one's
  • 00:16:02
    been able to solve they get out of
  • 00:16:05
    process pretty quickly they resort
  • 00:16:07
    resort back to old ideas they get afraid
  • 00:16:10
    of failure so they don't test anything
  • 00:16:12
    until it's done and then it fails anyway
  • 00:16:14
    or they or they don't do multiple
  • 00:16:17
    learning teams they hunker down with a
  • 00:16:20
    team of like-minded people because
  • 00:16:22
    they're the people they can work with
  • 00:16:24
    and it's too hard to work with others so
  • 00:16:26
    they get out of process and they fail
  • 00:16:28
    and David Kelly spoken called kids
  • 00:16:31
    confidence he quotes a lot from
  • 00:16:33
    psychologist Albert bandura and bandura
  • 00:16:37
    called creative confidence self efficacy
  • 00:16:39
    the psychological concept that you have
  • 00:16:41
    self-efficacy means you believe either
  • 00:16:43
    make a change in the world and that your
  • 00:16:45
    actions you know are valuable and you
  • 00:16:49
    are a valuable person once you have
  • 00:16:50
    self-efficacy in one place it's getting
  • 00:16:53
    and getting across the board in your
  • 00:16:54
    life and he's in the way you get it is
  • 00:16:57
    guided master small self-contained steps
  • 00:16:59
    where you learn to overcome your fear
  • 00:17:02
    and you learn to succeed so again and
  • 00:17:06
    again and again we see organizations
  • 00:17:07
    plunge in with you know good intentions
  • 00:17:09
    but they are but the individuals in the
  • 00:17:11
    organization the individual people do
  • 00:17:13
    not have practice competence yet and so
  • 00:17:17
    they fall back on old behaviors and then
  • 00:17:19
    say design thinking didn't work so the
  • 00:17:21
    next one I think is is the number
  • 00:17:25
    thing that we see across the board okay
  • 00:17:28
    so individuals teams are just made up of
  • 00:17:30
    individuals if individuals are uncertain
  • 00:17:32
    about the process or not really not
  • 00:17:33
    really you know have enough reps who the
  • 00:17:36
    through the process to own own that
  • 00:17:39
    those new behaviors then you put them on
  • 00:17:41
    teams and the teams are stressed anyway
  • 00:17:43
    because the teams are working very
  • 00:17:44
    differently than other teams in the
  • 00:17:46
    organization and now we've got you know
  • 00:17:49
    I got a I got a learn to be different
  • 00:17:51
    myself I gotta learn to be different on
  • 00:17:52
    this team and I got a half the time we
  • 00:17:54
    also find that these teams in addition
  • 00:17:56
    to the Design Thinking exercise their
  • 00:17:58
    project they've been given they haven't
  • 00:18:00
    been relieved of their other project
  • 00:18:02
    responsibilities so they're started
  • 00:18:04
    doing it part-time but assuming you have
  • 00:18:06
    an intact team and that they've been you
  • 00:18:08
    know given a priority on their time to
  • 00:18:10
    do this they still need a lot of
  • 00:18:12
    coaching because if it's a
  • 00:18:14
    multidisciplinary team what you're gonna
  • 00:18:16
    find is the people from different parts
  • 00:18:18
    of your organization who you used to do
  • 00:18:20
    these very formal handoffs with I hand
  • 00:18:22
    you a market requirements document you
  • 00:18:23
    do an engineering response I hand you
  • 00:18:26
    the bill and materials you create the
  • 00:18:28
    supply chain when you put everybody
  • 00:18:30
    together in one team they they go
  • 00:18:32
    through a whole bunch of different
  • 00:18:34
    processes we like the model of restock
  • 00:18:36
    mint is a psychologist who studied you
  • 00:18:37
    know teams and things there's a pretty
  • 00:18:40
    famous model out there called forming
  • 00:18:41
    storming norming and performing teams
  • 00:18:43
    will always go through this you know hey
  • 00:18:46
    we're just got on the team we're just
  • 00:18:47
    getting ready to go and then as we start
  • 00:18:49
    going we start storming because we don't
  • 00:18:51
    know who's supposed to do what
  • 00:18:52
    eventually if we get through that part
  • 00:18:55
    of the process with good coaching and
  • 00:18:57
    guidance we get to a normative behavior
  • 00:18:59
    we're a pretty good team and we know how
  • 00:19:01
    to hand things off between each other
  • 00:19:03
    and we know what we're doing and then if
  • 00:19:05
    we have a chance to do this in a couple
  • 00:19:07
    of different projects we become a
  • 00:19:08
    high-performance team because we're
  • 00:19:10
    almost intuitively connected in the
  • 00:19:12
    process and we know what's next it comes
  • 00:19:15
    down to mutual respect it comes down to
  • 00:19:18
    understanding what everybody's
  • 00:19:19
    deliverables are I was on I was coaching
  • 00:19:21
    a team Watson it had MBAs and engineers
  • 00:19:24
    on it very talented people in both in
  • 00:19:27
    both dimensions and they were trying to
  • 00:19:29
    solve hard problems
  • 00:19:30
    the engineers deliverable is typically a
  • 00:19:32
    prototype for a model of something they
  • 00:19:34
    build something the NBA's typical
  • 00:19:36
    deliverable is a slide deck which
  • 00:19:38
    captures their strategy both are
  • 00:19:40
    incredibly valuable and and and at
  • 00:19:43
    appropriate deliverable for each
  • 00:19:45
    discipline the engineers kept saying one
  • 00:19:48
    of the marketing guys going to do
  • 00:19:49
    something I say what are you talking
  • 00:19:50
    about well they don't do anything just
  • 00:19:51
    make slides as well that's what they do
  • 00:19:53
    they make slots with such slides it's
  • 00:19:56
    that ideas in the slides that important
  • 00:19:57
    and and marketing guys kept saying when
  • 00:20:00
    the engineers kind of do something I
  • 00:20:01
    said well we build all these models they
  • 00:20:03
    go yellow but like when are they going
  • 00:20:05
    to make this thing the customer wants we
  • 00:20:06
    keep giving them slides and they don't
  • 00:20:08
    do anything so it parka it just took a
  • 00:20:11
    session to sit down and understand this
  • 00:20:14
    is what I make and this is how I
  • 00:20:17
    contribute my information to the team I
  • 00:20:19
    do you know the finance guys does a
  • 00:20:22
    spreadsheet the marketing person you
  • 00:20:24
    know Chris the strategy the designer
  • 00:20:26
    it's a series of prototypes
  • 00:20:27
    you know the manufacturing guy tells
  • 00:20:29
    everybody you can't make that at a
  • 00:20:30
    customer I'm kidding
  • 00:20:33
    but that's what they do so if you've
  • 00:20:38
    never had to be all on the team at the
  • 00:20:40
    same time you never experience that
  • 00:20:42
    disconnect and so it's easy to say oh
  • 00:20:44
    those guys don't do anything because
  • 00:20:47
    they don't do anything like you do so
  • 00:20:49
    building this trust building this sort
  • 00:20:51
    of set of values I value each of our
  • 00:20:54
    contributions is really hard I'll tell
  • 00:20:57
    you when we teach multidisciplinary and
  • 00:20:58
    we put people on teams from all over the
  • 00:21:00
    university confirming the med school
  • 00:21:02
    from the business school from the law
  • 00:21:03
    school which on a design team it takes
  • 00:21:06
    three or four weeks for the teams to get
  • 00:21:07
    through the sort of norming and storming
  • 00:21:09
    phase and really start to work together
  • 00:21:10
    well interestingly enough the teams that
  • 00:21:14
    are the most difficult to the vehicle
  • 00:21:15
    are often the teaching teams because
  • 00:21:17
    you've got the top political scientists
  • 00:21:19
    the top computer scientists the top you
  • 00:21:21
    know professor of business strategy
  • 00:21:23
    they're used to being the only expert in
  • 00:21:26
    the room when they get together to
  • 00:21:27
    co-teach sometimes it doesn't work
  • 00:21:30
    frankly we've had more teaching teams
  • 00:21:33
    probably blow up and then student teams
  • 00:21:34
    so learning how to work together on a
  • 00:21:37
    team and respect each other's values is
  • 00:21:39
    really critical moving on it's those are
  • 00:21:44
    the so you got you got you got come with
  • 00:21:47
    a low fear of failure
  • 00:21:48
    to be willing to work hard to learn your
  • 00:21:50
    process your instrument you've got to be
  • 00:21:52
    able to understand and value the other
  • 00:21:54
    people on your team but you're inside a
  • 00:21:56
    big organization we find big
  • 00:21:58
    organizations can take Vince you know
  • 00:21:59
    we've seen fantastic teams that have
  • 00:22:02
    formed and stormed and then our high
  • 00:22:04
    performance and they really respect each
  • 00:22:06
    other I don't know if you saw this
  • 00:22:08
    research from Google just recently
  • 00:22:09
    published Google's big data companies
  • 00:22:13
    that make data where isn't any most of
  • 00:22:15
    the time I think but they've been
  • 00:22:17
    studying their high performance teams
  • 00:22:19
    and low performance teams and they were
  • 00:22:21
    doing all sorts of socio metrics and
  • 00:22:22
    psycho metrics on the teams it turns out
  • 00:22:24
    the only thing they could correlate the
  • 00:22:26
    high performance where teams that had
  • 00:22:28
    high social trust where they spoke about
  • 00:22:32
    things that had nothing to do with the
  • 00:22:33
    project and trusted each other as people
  • 00:22:37
    interesting data it's all about you know
  • 00:22:40
    at the end of the day people but you put
  • 00:22:42
    the high performance team in the wrong
  • 00:22:43
    environment and they're gonna fail
  • 00:22:44
    anyway and then the organization is
  • 00:22:46
    going to learn the lesson see design
  • 00:22:48
    doesn't work here and we find that comes
  • 00:22:50
    to three barriers and then the issues of
  • 00:22:52
    politics so the three barriers are
  • 00:22:55
    pretty straightforward
  • 00:22:57
    conceptual semantics and social again
  • 00:22:59
    this comes from the work of Professor
  • 00:23:01
    Hyman at San Francisco State these
  • 00:23:04
    conceptual blocks are a little bit
  • 00:23:05
    around the a little bit around personal
  • 00:23:07
    challenges but they come up around the
  • 00:23:09
    idea of how do you know how do we have
  • 00:23:10
    ideas around here and organizations that
  • 00:23:13
    have very strict rules about what's
  • 00:23:15
    what's what's allowable thinking and
  • 00:23:19
    what's not what you'll find is that
  • 00:23:21
    teams norm to the group thinking it
  • 00:23:25
    actually impacts the ability their
  • 00:23:26
    ability to think of ideas quote out of
  • 00:23:29
    the box or however you wanna think of it
  • 00:23:31
    out of the culture and so they those
  • 00:23:33
    ideas never come up for them and they're
  • 00:23:35
    not very flexible and applying their
  • 00:23:37
    ideas to the problem at hand
  • 00:23:39
    Samantha gaps are as sort of a bigger
  • 00:23:42
    organizational challenge and it gets a
  • 00:23:44
    little bit to the issue of respect but
  • 00:23:46
    it's also just about you know when when
  • 00:23:47
    we talk about value in the accounting
  • 00:23:51
    department we talk about value this way
  • 00:23:53
    when you talk about value
  • 00:23:54
    the engineering department stuck but
  • 00:23:56
    value this way we think we're agreeing
  • 00:23:58
    until we get to the point where it's
  • 00:24:00
    somebody has to make a decision and then
  • 00:24:02
    we suddenly discover we were not talking
  • 00:24:04
    about the same thing at all so small
  • 00:24:07
    differences matter people use the same
  • 00:24:09
    words to mean different things and they
  • 00:24:11
    use different words to mean the same
  • 00:24:13
    thing
  • 00:24:13
    it sounds like I'm just parsing words
  • 00:24:16
    here but it's about how how
  • 00:24:18
    organisations communicate and how they
  • 00:24:21
    understand each other and and you know
  • 00:24:23
    even the term prototype which we use in
  • 00:24:25
    design thinking as this sort of throw
  • 00:24:27
    away how to ask a good question and
  • 00:24:29
    elicit a consumer behavior in the
  • 00:24:33
    technical world the prototype is the
  • 00:24:35
    thing you build to prove that your
  • 00:24:36
    design is complete it's a completely
  • 00:24:38
    different thing and a prototype you know
  • 00:24:41
    in a business model is a mathematical
  • 00:24:44
    thing and so you know just even that one
  • 00:24:47
    word can cause collisions on a team
  • 00:24:49
    because because huge misunderstandings
  • 00:24:52
    and lots and lots of inefficiency and
  • 00:24:54
    then there's a sintering thing that
  • 00:24:56
    Bruce discovered it's really you know it
  • 00:24:57
    is this gets back a little bit I think
  • 00:24:59
    to the Google research that it's all
  • 00:25:00
    about social interaction there's a huge
  • 00:25:03
    number of social barriers and
  • 00:25:05
    organizations it's a network problem you
  • 00:25:08
    you've probably never had you've
  • 00:25:11
    probably never been on a team that was
  • 00:25:12
    truly multidisciplinary across
  • 00:25:14
    functional you know the engineers to eat
  • 00:25:16
    lunch with engineers and accountants eat
  • 00:25:18
    lunch with he comes and marketing guys
  • 00:25:20
    and girls are brought together you know
  • 00:25:23
    for a coffee so the social networks
  • 00:25:26
    haven't been built that could support
  • 00:25:29
    the kind of radical collaboration and
  • 00:25:31
    multidisciplinarity which has got to be
  • 00:25:34
    built on these values of trust and
  • 00:25:36
    understanding each other's skill sets so
  • 00:25:38
    that's just happening in companies that
  • 00:25:41
    that happens across the board in every
  • 00:25:42
    company you can you can educate around
  • 00:25:46
    semantics and and social barriers you
  • 00:25:49
    can co-locate which creates you know a
  • 00:25:52
    different set of networks and and you
  • 00:25:56
    can certainly educate by doing things
  • 00:25:58
    like the master class and other things
  • 00:25:59
    to up the level of conceptual ability of
  • 00:26:02
    any organ
  • 00:26:03
    elissa they're really interesting one
  • 00:26:05
    which is politics so we've got this
  • 00:26:07
    interesting definition of politics it
  • 00:26:09
    comes from a consultant that I work with
  • 00:26:11
    a lot and him gave Evans as one of the
  • 00:26:14
    founders of Electronic Arts has been an
  • 00:26:17
    CEO consultant for years and tries to
  • 00:26:20
    help CEOs understand politics so
  • 00:26:21
    politics he we described it's just the
  • 00:26:23
    invisible influence infrastructure they
  • 00:26:25
    said invisible you can't see it but
  • 00:26:27
    everybody knows it's there and it's the
  • 00:26:29
    thing that sort of is under underline
  • 00:26:31
    how decisions get made in this
  • 00:26:33
    organization like I said you can have
  • 00:26:35
    politics in a company of three You
  • 00:26:37
    certainly have politics in a company of
  • 00:26:39
    three hundred thousand so what do I mean
  • 00:26:41
    by invisible infrastructure and and
  • 00:26:44
    it'll show you a little two-by-two model
  • 00:26:46
    so there's two ways things get done in
  • 00:26:50
    organizations I have the power to make
  • 00:26:52
    this happen and the CEO I sign the check
  • 00:26:54
    and things happen or I decide to build a
  • 00:26:57
    factory and then a factory is built I
  • 00:26:59
    have the power to make these decisions
  • 00:27:01
    so that's authority but then it's also
  • 00:27:04
    influence and a lot of stuff that
  • 00:27:06
    happens in an organization really
  • 00:27:07
    happens through influencing I mean I
  • 00:27:10
    have the power to do something but I
  • 00:27:12
    have the ability to influence the
  • 00:27:14
    decision for instance you know I run the
  • 00:27:18
    degree granting program in the School of
  • 00:27:21
    Engineering mechanical engineering
  • 00:27:23
    school and we give out degrees and my
  • 00:27:26
    fantastic colleague Sarah Simon Stein
  • 00:27:28
    Greenberg run this executive director of
  • 00:27:30
    the D school and she runs the DS schools
  • 00:27:32
    educational programs neither one of us
  • 00:27:35
    has authority over the other were
  • 00:27:38
    co-executive directors in different
  • 00:27:40
    areas but each of us influences each
  • 00:27:42
    other's ideas and behaviors not get tons
  • 00:27:44
    of great ideas from Sarah about how to
  • 00:27:46
    improve our program so and I'm sure
  • 00:27:49
    you've experienced this too there are
  • 00:27:50
    people that you know maybe on the dotted
  • 00:27:52
    on the org chart have the actual
  • 00:27:54
    authority to make a decision but they
  • 00:27:56
    always pull influential people in the
  • 00:27:59
    organization to make the right decisions
  • 00:28:01
    right
  • 00:28:01
    so in this two-by-two you can be in the
  • 00:28:04
    bottom left quadrant you can being an
  • 00:28:07
    influencer who has no authority on the
  • 00:28:11
    bottom right you can be you're gonna
  • 00:28:13
    have no influence and no authority
  • 00:28:15
    you don't want to be a Nina cos nobody
  • 00:28:16
    touch two people with no influence and
  • 00:28:17
    no authority on the top right you can
  • 00:28:22
    have no influence and lots of a third
  • 00:28:24
    you're the autocrat you just tell
  • 00:28:26
    everybody what to do and you can have in
  • 00:28:28
    the top less influence and authority and
  • 00:28:33
    we've go to the next slide I'm gonna
  • 00:28:34
    argue that the power zone is right in
  • 00:28:37
    that middle on the left side where you
  • 00:28:40
    may be you are you know your engineering
  • 00:28:42
    director or your marketing product
  • 00:28:44
    manager or something product managers by
  • 00:28:46
    the way almost entirely move products
  • 00:28:50
    through organizations through influence
  • 00:28:51
    crop managers almost never have the
  • 00:28:54
    authority to tell engineering your
  • 00:28:57
    manufacturing core or my sitting or
  • 00:28:58
    somebody what to do but they but they're
  • 00:29:01
    geniuses at intervention through
  • 00:29:04
    influence and I've always thought my
  • 00:29:06
    young my young managers that you never
  • 00:29:08
    managed to Authority anyway because
  • 00:29:09
    pushing people around because you have
  • 00:29:11
    power is a very short-term tactic to get
  • 00:29:14
    anything done in any organization so I
  • 00:29:18
    like this model because it says look if
  • 00:29:21
    you want to make a change in an
  • 00:29:23
    organization you're going to need at
  • 00:29:25
    least the authority to add allocate the
  • 00:29:28
    right resources the best use of your
  • 00:29:31
    authority or power is to say this team
  • 00:29:33
    has space and money and time to do the
  • 00:29:37
    thing I want them to do but you're also
  • 00:29:39
    going to need to go to the next next
  • 00:29:41
    diagram you're also going to need people
  • 00:29:43
    who can influence the outcome in a
  • 00:29:45
    positive way and this is an interesting
  • 00:29:49
    diagram if you think about any
  • 00:29:50
    organization that the power zone is you
  • 00:29:53
    know bigger at the bottom there's lots
  • 00:29:54
    of people who can make small decisions
  • 00:29:55
    there are a few people to make big
  • 00:29:56
    decisions that's the power zone and
  • 00:29:59
    people but they're people influencing
  • 00:30:01
    those influencers in the power you know
  • 00:30:03
    there's fewer influencers with the CEO
  • 00:30:04
    than there are the park manager and this
  • 00:30:07
    is imagine this thing is spinning so
  • 00:30:08
    people go up and then they get spun out
  • 00:30:10
    you know if they turn out to be powerful
  • 00:30:12
    with no influence they just get thrown
  • 00:30:13
    out of the pyramid so to go to the next
  • 00:30:17
    slide change requires that you have an
  • 00:30:22
    influencer who has is strategically
  • 00:30:24
    aligned with the organization's
  • 00:30:26
    this is culturally aligned understands
  • 00:30:29
    how things get done around here and had
  • 00:30:31
    some record of being successful in
  • 00:30:35
    influencing decisions so this brings me
  • 00:30:39
    to the next slide is just a little just
  • 00:30:42
    a little work chart dependent slide or
  • 00:30:47
    uh apologies so yes I thought some cats
  • 00:30:50
    will do this first job let's go back to
  • 00:30:53
    the org chart that's great in most
  • 00:30:57
    organizations that are sort of you know
  • 00:30:59
    got any kind of hires you know the way
  • 00:31:02
    you move up the hierarchy above the
  • 00:31:05
    vertical slice is to be first individual
  • 00:31:09
    contributor then maybe a team leader and
  • 00:31:11
    maybe you get so manage teams and then
  • 00:31:14
    get to manage multiple teams and improve
  • 00:31:16
    senior managers managing a whole
  • 00:31:17
    function or a whole organization then
  • 00:31:22
    there's a difference between bringing up
  • 00:31:23
    function to having management
  • 00:31:25
    responsibilities for a function and
  • 00:31:26
    having people call P&L or responsibility
  • 00:31:29
    where it's now you're managing the
  • 00:31:30
    business and there's multiple functional
  • 00:31:33
    you know pyramids under you so I mean
  • 00:31:37
    even in organizations that use a matrix
  • 00:31:39
    system or they ever they could say
  • 00:31:41
    they're very flat there's a hierarchy of
  • 00:31:43
    some sort and obviously there's a lot of
  • 00:31:46
    social capital and also just good
  • 00:31:48
    reasons to move up the hierarchy if I've
  • 00:31:51
    worked 15 years in this organization and
  • 00:31:53
    I'm now the vice president of marketing
  • 00:31:55
    or engineering which sugars most may be
  • 00:31:58
    concerns with innovation I've worked
  • 00:32:02
    very hard and established not only my
  • 00:32:04
    power my authority but my influence
  • 00:32:06
    people believe I'm an influential person
  • 00:32:09
    and I'm hopefully the CEO has got not
  • 00:32:13
    only you know the authority of that role
  • 00:32:15
    but he's got he or she has got the
  • 00:32:17
    ability to influence people's behavior
  • 00:32:20
    okay so that's the way it is and it's
  • 00:32:23
    perfectly aligned with people's
  • 00:32:24
    motivations I worked harder I'm a form
  • 00:32:26
    I get more responsibility the more
  • 00:32:28
    responsibility I can successfully
  • 00:32:31
    discharge the higher I go in the in the
  • 00:32:33
    pyramid and the better it is so that's
  • 00:32:38
    great
  • 00:32:39
    everybody's motivations is aligned and
  • 00:32:40
    I'm learning from experts who are you
  • 00:32:42
    know who manage me and hopefully in a
  • 00:32:44
    healthy world that's all good we start
  • 00:32:49
    talking about multidisciplinary teams so
  • 00:32:51
    we've got a team and the team is
  • 00:32:53
    typically across you know across so the
  • 00:32:56
    national on the bottom we bring some
  • 00:32:58
    marketing people or bring some other
  • 00:32:59
    people together and now that team is
  • 00:33:03
    kind of an autonomous thing running on
  • 00:33:04
    its own and maybe I even empowered it to
  • 00:33:08
    just go do the right thing you need more
  • 00:33:10
    resources you've got some and that team
  • 00:33:14
    is cooking along and they've maybe even
  • 00:33:16
    being smart and mindful of process they
  • 00:33:19
    picked a small internal problem to work
  • 00:33:20
    on first failed a lot then succeeded
  • 00:33:23
    built a little credibility picked a
  • 00:33:25
    bigger problem now we're starting now
  • 00:33:27
    they're starting to get assigned things
  • 00:33:28
    that are interesting and impactful and
  • 00:33:31
    strategic problems in the organization
  • 00:33:33
    and what happens they start hitting what
  • 00:33:39
    I call the kill zone typically the
  • 00:33:43
    middle level of management sort of
  • 00:33:45
    directors vice presidents and things are
  • 00:33:48
    starting to notice that a team that is
  • 00:33:51
    not entirely inside their vertical
  • 00:33:53
    responsibilities is having great success
  • 00:33:56
    and is building some social capital and
  • 00:33:58
    some influence in the organization and I
  • 00:34:01
    don't control that team I can pull you
  • 00:34:05
    know a couple people off that team will
  • 00:34:06
    report to me because all I have to do
  • 00:34:08
    something that's really much more
  • 00:34:08
    important but I nicely control that team
  • 00:34:10
    it's not clear who control set team and
  • 00:34:14
    and it's threatening it's threatening to
  • 00:34:18
    things just threatening my influence in
  • 00:34:20
    the organization because a group of
  • 00:34:22
    people who are much less you know much
  • 00:34:25
    lower on the power structure are
  • 00:34:27
    starting to develop influence because of
  • 00:34:30
    their success and - they're starting to
  • 00:34:33
    impact my ability to do the only other
  • 00:34:36
    thing that's actually true about
  • 00:34:37
    being higher up in the pyramid allocate
  • 00:34:40
    resources I get to allocate money and
  • 00:34:42
    people to different you know projects
  • 00:34:44
    and so there's zero incentive for me to
  • 00:34:48
    allow this to continue it's completely
  • 00:34:53
    orthogonal literally it's like it's on a
  • 00:34:55
    completely different access to my power
  • 00:34:58
    structure and my influence structure and
  • 00:35:00
    now I know the CEO wants us to be design
  • 00:35:03
    thinkers and all but but gosh I've got a
  • 00:35:05
    bunch of projects need to get done and I
  • 00:35:08
    really need you know Roni to work on
  • 00:35:11
    this and I really mean you know Debbie's
  • 00:35:13
    work on that I really need John to work
  • 00:35:14
    on that and I know you guys need to
  • 00:35:16
    travel to visit your customers but you
  • 00:35:18
    know we've got this travel budget thing
  • 00:35:19
    and I'm kind of not to travel down 25%
  • 00:35:22
    so I really can't allow you to travel
  • 00:35:24
    I'm not I'm not I'm not I'm not I'm a
  • 00:35:27
    team player I'm once now let's design
  • 00:35:29
    thinking to succeed but I have a
  • 00:35:31
    thousand ways to strangle your team for
  • 00:35:34
    access resources influence and power and
  • 00:35:39
    I'm not going to be it's not going to be
  • 00:35:41
    over it's never over in these situations
  • 00:35:43
    and it's not that the vice-president is
  • 00:35:45
    a bad woman and she's mean and she just
  • 00:35:47
    wants the team to fail it's just that
  • 00:35:49
    she's got another set of objectives that
  • 00:35:51
    need to be met and and those were the
  • 00:35:54
    objectives that made her so successful
  • 00:35:56
    in the past and she has no Buy in to
  • 00:35:59
    this new structure because it's not
  • 00:36:02
    clear how the success of the Design
  • 00:36:04
    Thinking multidisciplinary team is going
  • 00:36:07
    to reflect on her success and so
  • 00:36:10
    although she will not actively try to
  • 00:36:12
    destroy it
  • 00:36:13
    she will passively not participate one
  • 00:36:17
    example of this and it was a story that
  • 00:36:19
    AG Lafley told as he was retiring from
  • 00:36:22
    Procter & Gamble which is one of the
  • 00:36:23
    biggest conversions to sort of design
  • 00:36:25
    thinking in a long time but he thought
  • 00:36:28
    he could flip the organization from a
  • 00:36:30
    kind of a insular organization to when
  • 00:36:33
    it was more open and more innovative and
  • 00:36:34
    he did it was very successful he said
  • 00:36:36
    he's I could do it in three years and it
  • 00:36:37
    took eight and at the end he said I had
  • 00:36:40
    to fire about 50% of my middle managers
  • 00:36:42
    and it wasn't that they weren't
  • 00:36:45
    they were just waiting it out they were
  • 00:36:47
    like okay this is one another one of
  • 00:36:49
    those fads this has happened before
  • 00:36:51
    well play along but we won't you know we
  • 00:36:54
    won't energetically participate or
  • 00:36:56
    problem-solve and they were just sort of
  • 00:36:58
    you know killing it killing it slowly
  • 00:37:01
    and invisibly by dragging their feet in
  • 00:37:06
    a very loop a very reasonable way
  • 00:37:08
    because I think people are reasonable in
  • 00:37:09
    organizations I don't think politics is
  • 00:37:11
    about being evil it's just like I worked
  • 00:37:13
    really hard to become the director of
  • 00:37:15
    this organization and now you're telling
  • 00:37:16
    me that said that role is not as
  • 00:37:18
    important as somebody who's just running
  • 00:37:19
    around making you know post-its on a
  • 00:37:21
    wall and so I don't buy into that and
  • 00:37:24
    I'm not going to play
  • 00:37:27
    I don't know that firing people is the
  • 00:37:28
    only solution to this problem but I
  • 00:37:30
    think if you recognize this then then
  • 00:37:33
    the one solution that we've seen is very
  • 00:37:35
    successful in peace jump show the next
  • 00:37:37
    slide is you need two things I always
  • 00:37:40
    describe it this way you you have to
  • 00:37:42
    have the next one
  • 00:37:45
    they're coming we have to have the team
  • 00:37:51
    empowered multi-discipline team there
  • 00:37:54
    should be a big arrow that's it see you
  • 00:38:03
    you need two things you need an
  • 00:38:05
    empowered and passions team and on that
  • 00:38:08
    team you need a lot of doers so it tends
  • 00:38:09
    to be people at the bottom of whatever
  • 00:38:11
    you're you know power pyramid is partner
  • 00:38:15
    plus pyramid that team has to be managed
  • 00:38:18
    by somebody who has tremendous influence
  • 00:38:20
    in the organization because they will
  • 00:38:22
    need to identify people in the middle
  • 00:38:25
    layer to be supporters people in the
  • 00:38:27
    middle layer to be advocates you know
  • 00:38:29
    and evangelists for them not also need
  • 00:38:31
    to identify who in the middle layer they
  • 00:38:33
    just need to sort of neutralize or stay
  • 00:38:34
    out of the way and only influencers in
  • 00:38:37
    organizations know those things they
  • 00:38:39
    know the culture inside and out and they
  • 00:38:40
    know who they stay away from but that's
  • 00:38:44
    that will be insufficient the CEO has to
  • 00:38:47
    somehow provide air cover when they were
  • 00:38:50
    doing the transition at at parkland
  • 00:38:56
    gamble AG Lafley
  • 00:38:58
    a special lab he gave them a special
  • 00:39:00
    budget they were exempt from other works
  • 00:39:02
    they had to do and it was very
  • 00:39:03
    successful so you need the air cover
  • 00:39:06
    from people with power and you need an
  • 00:39:08
    influencer to drive the team we sort of
  • 00:39:13
    wrap it up two takeaways you know pretty
  • 00:39:15
    straightforward there's four things we
  • 00:39:17
    think of that that limit individuals
  • 00:39:18
    from participating fully and effectively
  • 00:39:20
    when they're so you know conceptual
  • 00:39:22
    mints and social barriers the lack of
  • 00:39:25
    influencers and the lack of sea level
  • 00:39:27
    support whenever we see an
  • 00:39:29
    implementation that has not met its
  • 00:39:31
    objectives those are typically the two
  • 00:39:34
    number one things lack of sea level
  • 00:39:36
    support and a lack of an influencer
  • 00:39:37
    driving the team so let's and they're
  • 00:39:43
    actually the one other thing I want to
  • 00:39:44
    point out one large scale transformation
  • 00:39:46
    is underway right now is IBM and it's
  • 00:39:49
    the largest one we know of the CEO Ginni
  • 00:39:51
    Rometty
  • 00:39:52
    Jeremy Dias said um that they have to
  • 00:39:55
    transform from a kind of engineering
  • 00:39:57
    sales culture which is what I've been
  • 00:39:58
    spent for years and years into its
  • 00:40:00
    design culture and they're using design
  • 00:40:02
    thinking as the method Dan Gilbert is a
  • 00:40:04
    great pageant charges effort he was a
  • 00:40:06
    CEO of a start-up they bought and he's
  • 00:40:09
    in he's built the Design Center in
  • 00:40:11
    Austin and is kind of educating hundreds
  • 00:40:13
    and hundreds of students at design
  • 00:40:15
    thinking trained engineers and designers
  • 00:40:18
    and then deployments throughout IBM I
  • 00:40:21
    was doing two classes a year I think is
  • 00:40:22
    300 and he's doing this for three years
  • 00:40:25
    so he's got fifteen hundred chain design
  • 00:40:27
    thinkers to put all over IP em evidence
  • 00:40:30
    isn't there yet and the stock price err
  • 00:40:32
    in earnings but there's some evidence
  • 00:40:34
    that the divisions are really really
  • 00:40:35
    taking methodology to heart and building
  • 00:40:38
    at the next generation of IBM software
  • 00:40:41
    with this in mind and in certain pockets
  • 00:40:45
    where they've implemented this and
  • 00:40:46
    introduced new products they're doing
  • 00:40:49
    very very well but it says four hundred
  • 00:40:52
    and forty thousand person company and
  • 00:40:53
    it's a big big task so we're we stay in
  • 00:40:59
    touch with those guys and they've done a
  • 00:41:01
    bunch of publishing on what they're
  • 00:41:02
    doing you can find their stuff on
  • 00:41:03
    LinkedIn I highly recommend
  • 00:41:06
    with that we have a few minutes to take
  • 00:41:08
    some questions from our audience the one
  • 00:41:12
    question that that came up was around
  • 00:41:14
    the notion of prototyping we are used to
  • 00:41:17
    think of prototyping as something that
  • 00:41:19
    is relevant for maybe a start-up or a
  • 00:41:21
    small new product how does that come
  • 00:41:23
    about in a more established company or a
  • 00:41:25
    very stablished product yeah I mean I
  • 00:41:28
    think it's it's any product or service
  • 00:41:30
    or even experience can be prototype to
  • 00:41:32
    experience design it so I think of a
  • 00:41:33
    great example of experience design as
  • 00:41:35
    Disneyland
  • 00:41:36
    they design every aspect of your walk
  • 00:41:38
    down Main Street reading all designed by
  • 00:41:41
    the way to remove as much cash as
  • 00:41:42
    possible from your Holly
  • 00:41:44
    but the regardless the size of the
  • 00:41:48
    organization and again if you're looking
  • 00:41:49
    at a if you're in a market place where
  • 00:41:52
    you're relatively stable market share
  • 00:41:55
    and you're just and you've got a product
  • 00:41:56
    and you want to do product you know line
  • 00:41:59
    extension a B and C you probably can do
  • 00:42:02
    that with a relatively traditional
  • 00:42:04
    development process you you know you've
  • 00:42:06
    got a when I was at first at Apple and
  • 00:42:08
    we've been the first laptops you know we
  • 00:42:10
    had some very innovative dimensions of
  • 00:42:13
    several of the first ones were quite in
  • 00:42:15
    the base because no one had done them
  • 00:42:16
    before the next ones were the duos this
  • 00:42:18
    was that went in and out of a dock like
  • 00:42:20
    a VCR cartridge if you remember VCRs the
  • 00:42:23
    third one was you know the first
  • 00:42:24
    integrated networking and everything
  • 00:42:27
    thing so though in those generational
  • 00:42:28
    changes we did a less and less and
  • 00:42:30
    prototyping and testing with users the
  • 00:42:32
    Venusian Apple doesn't test is silly
  • 00:42:35
    it's not true but the but the just sort
  • 00:42:38
    of like hey make this one a little bit
  • 00:42:40
    faster put a bigger battery in this one
  • 00:42:42
    get this one a bigger screen those take
  • 00:42:45
    this one that's they're not really
  • 00:42:46
    innovation there in your innovation
  • 00:42:48
    portfolio their new products but they're
  • 00:42:49
    not radically new to our innovative
  • 00:42:51
    products so when you it but when you are
  • 00:42:53
    faced even in a large organization with
  • 00:42:55
    that I think but the real one real value
  • 00:42:58
    particularly in a large organization of
  • 00:43:00
    building prototypes and insisting on
  • 00:43:02
    experiences with actual users this
  • 00:43:06
    collapses that whole barrier between the
  • 00:43:08
    designers the the marketers and the
  • 00:43:11
    users because now there's an object that
  • 00:43:13
    we have to all go watch someone
  • 00:43:15
    you know play with or simulate playing
  • 00:43:18
    with and remember these these processes
  • 00:43:20
    can be very simple we do you know user
  • 00:43:22
    experience prototypes of a new app by
  • 00:43:26
    putting a staff of post-its on an iPhone
  • 00:43:28
    and saying the first screen looks like
  • 00:43:29
    this second screen looks like this the
  • 00:43:31
    third screen looks like this it's really
  • 00:43:33
    really low resolution simple things
  • 00:43:35
    things you could build in an afternoon
  • 00:43:36
    or in an hour so I think it's even more
  • 00:43:40
    important in large organizations to get
  • 00:43:41
    into a culture of prototyping because
  • 00:43:43
    just the prototypes themselves will
  • 00:43:45
    collapse that distance between the
  • 00:43:47
    people thinking of the products and the
  • 00:43:49
    people using them and when you bring
  • 00:43:52
    prototypes to meetings it collapses the
  • 00:43:55
    semantic problem everybody goes oh
  • 00:43:57
    that's what we're making is that more
  • 00:43:59
    like I dealt with something else and so
  • 00:44:01
    it's a really great way to bring
  • 00:44:02
    consistency build consensus in inside
  • 00:44:05
    the team and particularly important at
  • 00:44:07
    communicating what's the team doing -
  • 00:44:08
    you know people in the management are in
  • 00:44:10
    the hierarchy so prototypes are even
  • 00:44:12
    more important in large positions so one
  • 00:44:16
    last question related to the killzone is
  • 00:44:19
    I think some of our users or some of our
  • 00:44:22
    participants here and commented that the
  • 00:44:24
    killzone may not necessarily be at the
  • 00:44:26
    higher level it can be all around you in
  • 00:44:28
    a variety of ways what are some ways
  • 00:44:30
    that you found effective - - to address
  • 00:44:33
    that in addition to CEO involvement
  • 00:44:35
    which is what we refer to the first yeah
  • 00:44:37
    so if you have if you have good air
  • 00:44:39
    cover you have somebody who's just going
  • 00:44:40
    to keep you know keep the key people
  • 00:44:42
    from trying to destroy the team then the
  • 00:44:45
    other piece is to have that phenomenal
  • 00:44:47
    project manager he or she who has
  • 00:44:50
    tremendous influence in the organization
  • 00:44:52
    we as a model we said here's the team
  • 00:44:55
    then around the team or the people the
  • 00:44:57
    team needs to have support from around
  • 00:44:59
    that there's a community of people who
  • 00:45:01
    just want to know what the team is doing
  • 00:45:02
    and then outside of that there's the
  • 00:45:04
    people who want the team to fail so
  • 00:45:06
    you're managing your support layer and
  • 00:45:08
    your community layer and that's why
  • 00:45:10
    prototyping and making your work visible
  • 00:45:12
    having a huddle room or a boardroom
  • 00:45:15
    where all the stuff is all the time over
  • 00:45:18
    communicating inside the organization -
  • 00:45:20
    so that you when you're not at the scary
  • 00:45:22
    new thing that nobody
  • 00:45:23
    what you're doing and where you
  • 00:45:25
    acknowledge that you need the support of
  • 00:45:27
    that that inner circle of people need to
  • 00:45:29
    support the project I need to support
  • 00:45:31
    from the test group and from the
  • 00:45:33
    marketing group and from the research
  • 00:45:35
    group so I've got to get them on board
  • 00:45:37
    and that's why you need a high influence
  • 00:45:38
    project manager to help drive that and
  • 00:45:41
    then managing community just outside of
  • 00:45:44
    that so that so that your your successes
  • 00:45:46
    are the community's successes seem to be
  • 00:45:49
    the way to kind of navigate the politics
  • 00:45:51
    that are very close to the team and then
  • 00:45:54
    every once in a while you'll run into
  • 00:45:56
    something somebody who wants to kind of
  • 00:45:57
    you know be a roadblock and that's where
  • 00:46:01
    all those Scud missiles from the CEO is
  • 00:46:03
    helpful the one last question is do you
  • 00:46:05
    see a generational gap at all in the
  • 00:46:07
    willingness to adopt these kinds of
  • 00:46:09
    processes that's a great question
  • 00:46:14
    I'm trying to think of instances where
  • 00:46:18
    that would be true you know I don't I
  • 00:46:20
    don't see any generational generational
  • 00:46:23
    gap in this at all in fact obviously
  • 00:46:25
    most of the people who come to the
  • 00:46:26
    Masterclass they're fairly senior folks
  • 00:46:28
    in their organization that you know are
  • 00:46:30
    responsible for innovation or for some
  • 00:46:33
    kind of a an organization that's that
  • 00:46:35
    needs to drive change so I see a
  • 00:46:38
    widespread adoption of these techniques
  • 00:46:40
    with people who we consider you know
  • 00:46:42
    more senior managers who therefore
  • 00:46:44
    probably in an older generation you know
  • 00:46:47
    the valleys full of companies run by 24
  • 00:46:50
    year olds and 22 year olds so I mean
  • 00:46:51
    they're they're relatively flexible in
  • 00:46:54
    picking a new process because they have
  • 00:46:56
    none you know they're not they've not
  • 00:46:59
    experienced it before but no I don't
  • 00:47:00
    think it's generational I think if
  • 00:47:02
    you're in it look if you're in an
  • 00:47:03
    organization you know one of those
  • 00:47:06
    there's a couple other questions that
  • 00:47:07
    are just about like how do you can get
  • 00:47:08
    this start now to get your CEO
  • 00:47:09
    interested
  • 00:47:11
    I think it's was the most of it most of
  • 00:47:16
    the time when we noticed someone coming
  • 00:47:17
    and saying hey we need some help with
  • 00:47:19
    innovation it's because they're really
  • 00:47:21
    in trouble we had Mary Barrow the CEO G
  • 00:47:25
    GM here
  • 00:47:26
    about six months ago and we were
  • 00:47:29
    chatting about this and she wants to do
  • 00:47:30
    some transformation in her
  • 00:47:32
    a huge organization worldwide and and
  • 00:47:34
    you know and some people were maybe in
  • 00:47:37
    the audience for sort of doubtful of the
  • 00:47:40
    you know GM's sort of will to do that
  • 00:47:42
    she did look we went bankrupt
  • 00:47:45
    what the heck else do we have to do
  • 00:47:47
    before people wake up and change
  • 00:47:49
    something so if people aren't on board
  • 00:47:51
    with changing I'll take care of that I
  • 00:47:55
    think he's gonna be I think she's a
  • 00:47:57
    great great leader for that organization
  • 00:47:59
    so unfortunately her early tenure has
  • 00:48:01
    been distracted with some things that
  • 00:48:03
    were legacy issues for Jim but I think
  • 00:48:06
    typically organization it's a crisis a
  • 00:48:08
    new competitor emerges you know unravels
  • 00:48:12
    their business model they need to think
  • 00:48:13
    fast on their feet maybe they've had a
  • 00:48:15
    pretty good time in their market for a
  • 00:48:17
    while and so they haven't developed a
  • 00:48:19
    muscle to be you know rapidly innovative
  • 00:48:22
    and so too oftentimes they come in a
  • 00:48:24
    time of crisis although I think you know
  • 00:48:26
    a really great leader would go WOW if
  • 00:48:28
    we're doing really well right now why
  • 00:48:31
    don't we go invent the disruption it's
  • 00:48:32
    going to come instead of wait for some
  • 00:48:34
    22 year old to do it in Silicon Valley
  • 00:48:36
    why don't we go invent our own
  • 00:48:38
    disruptive technologies and so I I see
  • 00:48:40
    you know really strong visionary leaders
  • 00:48:43
    taking that approach as well hopefully
  • 00:48:46
    you don't have to wait for a crisis yeah
  • 00:48:47
    so creating a sense of urgency is
  • 00:48:49
    helpful but not necessary so I want to
  • 00:48:53
    thank Bill Burnett again for this really
  • 00:48:57
    insightful webinar and create a little
  • 00:48:58
    bit of a sense of urgency with all of
  • 00:49:00
    you folks to hopefully register for a
  • 00:49:02
    next webinar and also visit us here on
  • 00:49:05
    campus for the innovation master Series
  • 00:49:07
    in June and get a chance to soak up more
  • 00:49:10
    of this really great content and and in
  • 00:49:14
    vivid and see all this in person with
  • 00:49:17
    that I want to thank all of you for
  • 00:49:18
    joining us today you should expect a
  • 00:49:20
    link with a recording of this webinar
  • 00:49:22
    within a week and we hope you have a
  • 00:49:24
    good rest of your day
Tags
  • designtenkning
  • kultur
  • innovasjon
  • prototyping
  • teamarbeid
  • barrierer
  • politikk
  • brukererfaring
  • kreativitet
  • ledelse