Abilitare la Trasformazione Digitaleattraverso il Design Thinking
Claudio Dell’Era
Direttore dell’Osservatorio «Design Thinking for Business»
LEADIN’Lab – School of Management, Politecnico di Milano
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Il Design Thinking per abilitare la PA al digitale - Roma, 10 Dicembre 2018 3
Change embedded in Design Thinking
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Business
TechnologyPeople BusinessTechnology
People
FROM TO
Business as purposeTechnology as driver
People as mean
People as purposeTechnology as mean
Business as consequence
The growth of Design Thinking in the Management Arena
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+200 design experts
9 global creative hubs
+260 000 people
120 countries
“Adding Fjord’s mobility and design capabilities to the services provided by Accenture Interactive will allow us to deliver engaging and relevant customer experiences powered by scalable, industrialized marketing technology and operations”.
Brian WhippleCEO of Accenture Interactive
M&A of Design Thinking players in the Management Arena
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71 design agencies have been acquired since 2004. >50% of which have been acquired since 2013
2004 - 2012 2013 - 2014 2015
COMPANY ACQUIRED BY COMPANY ACQUIRED BY COMPANY ACQUIRED BY COMPANY ACQUIRED BY
2004 Frog Design
2007 Doblin
2009 Bigstock
2010 TAT
2011 Sofa
2011 Typekit
2011 Method
2011 Helicopter
2012 Maaike
2012 Bolt Peters
2012 80/20
2012 Cuban Council
2012 Behance
Flextronics
Monitor
Shutterstock
Rim
Adobe
Globallogic
One Kings Lane
Square
Adobe
2013 Hot Studio
2013 Fjord
2013 Jet Coopers
2013 Banyan Ranch
2013 Hook & Loop
2013 17Feet
2013 Hattery
2014 Carbon Design
2014 Gecko Design
2014 Adaptive Path
2014 Reactive
2014 Flow Interactive
2014 Optimal Experience
Accenture
Shopify
Deloitte
Infor
Oculus/Facebook
Capital One
Accenture
Deloitte
PWC
2014 Cynergy Systems
2014 S&C
2014 Ultravisual
2014 Aviary
KPMG
BCG
Adobe
Teehan+Lax
Spring Studio
Lunar Design
Monsoon
DesignIt
Seren
Mobiento
Lapka
Catalyst
Akta
Chaotic Moon
Pacific Link
Farm Design
Tactel
Fotolia
BBVA
McKinsey
Capital One
Wipro
Ernst&Young
Deloitte
Airbnb
Cooper
Salesforce
Accenture
Accenture
Flex
Panasonic Avionics
Adobe
62 Case Studies
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SUPPLIERS INNOVATORSDesign Studios Digital Agencies
Strategic Consultants Technology Developers
Focus on Service Providers: 47 Case Studies
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Design Studios Digital Agencies
Strategic Consultants Technology Developers
Transformation in Design Thinking
https://www.osservatori.net/it_it/osservatori/osservatori/design-thinking-for-business
Il Design Thinking per abilitare la PA al digitale - Roma, 10 Dicembre 2018 9SCHOOL OF MANAGEMENTin collaboration with
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1990 2000 2010 2020
Creative Problem SolvingTheoretical Background
Design Thinking 1.0 as
creative problem solving
“The way I think about design thinking is it is in a halfway house between analytical thinking, for the purely deductive and inductive logical thinking that utilizes quantitative
methodologies to come to conclusions, and intuitive thinking, knowing without reasoning. And design thinking is the kind of thinking that takes the best of both sides”
Roger Martin – Rotman School of Management at the University of Toronto
Creative Problem Solving:Principles and Practices
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Design Thinking (1.0)
Creative Problem Solving
PRINCIPLES
Aim Solve problems
Thinking Ideating
Direction Outside-in (Users at the Beginning)
PRACTICES
Iterative process Focus on Divergence
Learning By prototypes
Participation Naïve mind
Creative Problem Solving:Diffusion
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Design Studios
Digital Agencies
Strategic Consultants Technology Developers
94%
75% 75%
67%
38 Service Providers
[out of 47]adopt the Creative Problem Solving
81%
Creative Problem Solving:Domains
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Direction(Vision and Business Model)
17,2 %
Solution(Product, Service, Communication, Retail, Experience) 75,2 %
People(Culture, Organization and Processes)
7,6 %
Annual Revenuesobtained by …
… in order to innovate …
3,8 %
Vision and Brand
2,2 %
Culture
22,5 %
Product
13,4 %
Business Model
5,4 %
Organization and Processes
35,0 %
Service
6,4 %
Communication
5,2 %
Retail
6,1 %
Experience
Design Thinkingin the era ofDigital Transformation
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Emerging challenges
Conceiving Implementing
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1990 2000 2010
Design Thinking 1.0 as
creative problem solving
2020
Design Thinking 2.1 as
sprint execution
Sprint Execution:Theoretical Background
“The sprint is a five-day process for answering critical business questions through design, prototyping, and testing ideas with customers. […] You can prototype anything. Prototypes
are disposable. Build just enough to learn, but not more. The prototype must appear real”
Jake Knapp – Google Ventures Design Partner
Sprint Execution:Principles and Practices
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Design Thinking (1.0)
Creative Problem Solving
Design Thinking (2.1)
Sprint Execution
PRINCIPLES
Aim Solve problems Deliver products
Thinking Ideating Building
Direction Outside-in (Users at the Beginning) Inside-out (Users at the End)
PRACTICES
Iterative process Focus on Divergence Focus on Convergence
Learning By prototypes By minimum viable products
Participation Naïve mind Experts (internal stakeholders)
Sprint Execution:Diffusion
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Design Studios
Digital Agencies
Strategic Consultants Technology Developers
35%
42% 50%
100%
23 Service Providers
[out of 47]adopt the Sprint Execution
49%
Sprint Execution:Domains
Direction(Vision and Brand, Business Model)
Solution(Product, Service, Communication, Retail, Experience)
People(Culture, Organization and Processes)
Annual Revenuesobtained by …
… in order to innovate …
2.3%
Vision and Brand
3.0%
Culture
34.7%
Product
7.4%
Business Model
1.7%
Organization and Processes
32.5%
Service
9.2%
Communication
5.6%
Retail
3.6%
Experience
9.7%
85.6%
4.7%
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Emerging challenges
Organization People
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Conceiving Implementing
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1990 2000 2010
Design Thinking 1.0 as
creative problem solving
2020
Creative Confidence:Theoretical Background
Design Thinking 2.2 as
creative confidence
“Too often, companies and individuals assume that creativity and innovation are the domain of the “creative types.” […] Being human centered is at the core of our innovation process.
Deep empathy for people makes our observations powerful sources of inspiration.”
Tom Kelley and David Kelley – IDEO
Creative Confidence:Principles and Practices
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Design Thinking (1.0)
Creative Problem Solving
Design Thinking (2.1)
Sprint Execution
Design Thinking (2.2)
Creative Confidence
PRINCIPLES
Aim Solve problems Deliver products Nurture mindsets
Thinking Ideating Building Engaging
Direction Outside-in (Users at the Beginning) Inside-out (Users at the End) Co-design and Co-develop
PRACTICES
Iterative process Focus on Divergence Focus on Convergence Focus on Convergence
Learning By prototypes By minimum viable products By involvement
Participation Naïve mind Experts (internal stakeholders) Experts (internal stakeholders)
Creative Confidence:Diffusion
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Design Studios
Digital Agencies
Strategic Consultants Technology Developers
35%
58%25%
0%
16 Service Providers
[out of 47]adopt the Creative Confidence
34%
Creative Confidence:Relevance
Direction(Vision and Brand, Business Model)
Solution(Product, Service, Communication, Retail, Experience)
People(Culture, Organization and Processes)
Annual Revenuesobtained by …
… in order to innovate …
6.7%
Vision and Brand
23.7%
Culture
7.1%
Product
12.7%
Business Model
30.6%
Organization and Processes
16.2%
Service
.
Communication
.
Retail
3.0%
Experience
19.4%
26.3%
54.3%
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Emerging challenges
Solutions Direction
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Organization People
Conceiving Implementing
Design Thinking 2.3 as
innovation of meaning
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1990 2000 2010
Design Thinking 1.0 as
creative problem solving
2020
Innovation of Meaning:Theoretical Background
“We live in a world awash with ideas. Thanks to open innovation, crowdsourcing, and especially to digital technologies, we have easy access to an unprecedented amount of novel
opportunities. How to make sense of this overabundance of opportunities? How to envisionthe next big thing? How to avoid trying everything and fall into the paradox of ideas (the
more ideas we create the less we innovate)? To succeed in an overcrowded world we need a meaningful direction.”
Roberto Verganti – Politecnico di Milano
Innovation of Meaning:Diffusion
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Design Studios
Digital Agencies
Strategic Consultants Technology Developers
41%
42%17%
33%
16 Service Providers
[out of 47]adopt the …
34%
Innovation of Meaning:Relevance
Direction(Vision and Brand, Business Model)
Solution(Product, Service, Communication, Retail, Experience)
People(Culture, Organization and Processes)
Annual Revenuesobtained by …
… in order to innovate …
17.8%
Vision and Brand
9.7%
Culture
9.5%
Product
23.9%
Business Model
11.9%
Organization and Processes
16.6%
Service
3.1%
Communication
2.5%
Retail
5.0%
Experience
41.7%
36.7%
21.6%
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Innovation of Meaning:Principles and Practices
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Design Thinking (1.0)
Creative Problem Solving
Design Thinking (2.1)
Sprint Execution
Design Thinking (2.2)
Creative Confidence
Design Thinking (2.3)
Innovation of Meaning
PRINCIPLES
Aim Solve problems Deliver products Nurture mindsets Envision directions
Thinking Ideating Building Engaging Criticizing
Direction Outside-in (Users at the Beginning) Inside-out (Users at the End) Co-design and Co-develop Inside-out (Users at the End)
PRACTICES
Iterative process Focus on Divergence Focus on Convergence Focus on Convergence Focus on Convergence
Learning By prototypes By minimum viable products By involvement By cultural probes
Participation Naïve mind Experts (internal stakeholders) Experts (internal stakeholders) Experts (outsiders)
Design Thinking Approaches:Diffusion
# of Service Providersadopting …
38[81%]
23[49%]
16[34%]
16[34%]
Average % of Annual Revenuesobtained by … 65.5% 47.6% 35.0% 34.7%
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# Service Providers adopting …as CORE (>50 %)
22[47%]
6[13%]
4[9%]
4[9%]
Design Thinking Approaches:Domains
Direction(Vision and Brand, Business Model)
18.6% 9.7% 19.4% 41.7%
Solution(Product, Service, Communication, Retail, Experience) 72.7% 85.6% 26.3% 36.7%
People(Culture, Organization and Processes)
8.7% 4.7% 54.3% 21.6%
Annual Revenuesobtained by …
… in order to innovate …
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2000 2010
Design Thinking 1.0 as
creative problem solving
Design Thinking 2.2 as
creative confidence
Design Thinking 2.3 as
innovation of meaning
2020
Design Thinking 2.1 as
sprint execution
From Ideating to E3: Executing, Engaging and Envisioning
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Ideating
Executing
Engaging
Envisioning
Claudio Dell’Era ([email protected])
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ClaudioDell’Era
Claudio Dell’Era is Associate Professor of Design Strategy at the School of Management of Politecnico di Milano,
where he serves also as Co-Founder of LEADIN'Lab, the laboratory for LEADership, Design and INnovation
and Director of the Observatory Design Thinking for Business
Research activities developed by Claudio Dell’Era are concentrated in the area of Design Thinking and Design Management
He has published more than 100 papers in relevant international journals, such as Journal of Product Innovation Management, Long Range Planning, R&D Management, International Journal of Operations & Production Management, Industry & Innovation, International Journal of Innovation Management