Design Thinking Process and Implementation
Week 10 Overview
We are completing the final step in the design thinking process, focusing on organizational learning and implementation.
Upcoming Weeks
Week 11: Final theory lecture on innovation, AI integration, and exam details (questions, marking, sample exam).
Week 12: Poster exhibition (in-person attendance is mandatory for marks, unless with university-approved special consideration).
Today's Objectives
Discuss learning organizations theory.
Assess organizational readiness for design thinking.
Address challenges and behavioral changes in implementation.
Learning Organizations
Peter Senge popularized the concept.
Competitive advantage comes from the ability to learn and act on it.
Organizational learning involves using experience to improve knowledge management and communication.
Collaboration and open culture are essential to avoid losing organizational knowledge when employees leave.
Five Key Learning Practices
Systematically solve problems by exploring and testing ideas with data.
Experiment with new approaches and use system-wide change to modify daily activities.
Learn from past experiences by recording and sharing successes and failures.
Learn from outside, including customers and competitors, through visits and feedback sessions.
Transfer knowledge vertically and horizontally within the organization.
Case Study: P&G and Design Thinking
Apply learning organization practices to the case.
Identify organizational learning practices in the case, such as learning from customers and experimenting with new work approaches.
Implementing Phase
Focus is on taking solutions and embedding them into the organization or market.
Closely related to resourcing; they often overlap.
Requires a business case and business model to convince internal stakeholders.
Use agile innovation and lean startup techniques to minimize waste.
Embedding Solutions in Organizations
Organizations need to be ready for design thinking.
Managerial thinking (shareholder-first) vs. design thinking (user-centric).
Design Thinking Readiness Framework
Assesses organizational readiness using dimensions like management thinking, collaboration, work style, and thought process.
Uses survey-based questions with Likert scales for managers and employees.
Classifies organizations into four categories: not ready, managers ready, employees ready, and both ready.
Why Change Is Hard
Factors like fear, habit, and group dynamics affect change.
Use strategies like directing the rider, motivating the elephant, and shaping the path to facilitate change.
Nudge Concept
Influencing behavior mindfully.
Effective in changing employee behavior.
Duct Tape Process and Viability
Resourcing and implementation relate to viability (economic aspects).
Aim for the sweet spot of desirability, viability, and feasibility.
Poster Exhibition Arrangement
Week 12, Wednesday at 03:30 PM at the University Center for Entrepreneurship.
Finalize posters, A1 size, by Monday and set up on Wednesday morning.
Focus on the first four parts of the design thinking process.
Judges will assess posters based on a marking rubric.
There will be external judges, and a people's choice poster will be selected.
Each group will have about fifteen minutes to explain their journey.
Official start at 03:30 PM. Aim to finish the whole assessment of the posters around 5:30.
Poster Design Tips
Analyze provided posters to identify what works and what doesn't.
Consider font size and layout; do a trial A4 print.
Avoid copying and pasting directly from the project report.
Use keywords, graphs, and diagrams instead of full sentences.
Balance words, pictures, and blank spaces.
Make sure is visually appealing as well as clear fonts
Marking Criteria
Content, design, clarity, coherence, and presentation.
Important Reminders
Attendance at the poster exhibition is mandatory.
Apply for special consideration for valid reasons.
Submit the project diary individually.
Final Theory Lecture
Next week, we will discuss innovation and exams.