Module 1

1. What are the three critical aspects of a mindful innovation?

● Desirability: This aspect refers to the degree to which a product or solution meets the needs and
desires of its intended users. For example, a new smartphone feature that allows users to customize
the color and layout of their home screen may be highly desirable to a certain group of users who
value personalization and aesthetic appeal.
● Viability: This aspect refers to the originality and novelty of a product or solution. For example, a
company that creates a new type of reusable water bottle made from recycled materials may be seen
as highly creative because it addresses an environmental concern in a unique way.
● Feasibility: This aspect refers to the practicality and viability of a product or solution. For example,
a new type of renewable energy source that is too expensive to produce on a large scale may not be

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feasible as a widespread solution to climate change.

2. How is innovation different from Invention and Creation?

● Creativity is the ability to produce new things using skill or imagination. It is the very first stage of

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design, where ideas start to actually take form, and a plan can be developed. For example, in the
case of Uber, creativity was necessary in producing the concept of ride sharing and of making
driving jobs accessible to any individual.
● Invention is the creation of a new idea or concept for the first time. Invention cannot occur without
creativity, but just creativity is not enough to properly develop an idea.Uber channeled invention in
creating a solid and working business model, based upon the ideas they had formed in the creation
stage.
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● Innovation is the process of turning a new concept/invention into commercial success or
widespread use. Once again, Innovation cannot happen without creativity or invention, and neither
creativity nor invention is useful in business if not properly executed. Uber successfully developed
the ‘Uber’ app which is now widely used. Uber achieved innovation through creative ideas, a
profitable business plan, and widespread marketing, all of which allowed the product to completely
change the car sharing industry.
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Note
Jugaad - Patchwork vs Innovation
Jugaad tends to be focused on finding short-term solutions to immediate problems, while innovation
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is more focused on long-term, strategic thinking. Innovation may also involve a greater level of
resources and investment, while jugaad is typically associated with resourcefulness and the use of
limited resources.
Designing vs Design Thinking
Designing is a specific activity that is part of the larger process of design thinking. Design thinking
is a way of approaching problems that can be applied to a variety of design challenges, while
designing is the process of creating a specific solution.

3. What are the key 6 steps to a design thinking mindset?

● Solution focused: Design thinking begins with a focus on finding solutions to real problems that
people face. This means starting with empathy for the user and a deep understanding of their needs,
and then working to identify creative ways to meet those needs.
● Human/user focused: Design thinking puts the needs and perspectives of the end user at the center
of the design process. This means using a variety of research and testing methods to gather insights
 about user behavior and preferences, and using that information to inform the design of products
and services.
● Creative confidence: Design thinking requires a sense of creative confidence – the belief that it is
possible to generate and implement new and innovative ideas. This involves taking calculated risks
and being willing to embrace failure as a learning opportunity.
● Open learner’s mind: Design thinking involves an open and curious mindset, with a willingness to
learn from a variety of sources and perspectives. This includes being open to new ideas, even if they
challenge existing assumptions or beliefs.
● Cross functional collaborative: Design thinking requires the ability to work collaboratively across
functional areas and disciplines. This means bringing together a diverse group of people with
different skill sets and expertise to solve complex problems.
● Action oriented: Design thinking is an action-oriented approach, which means taking rapid,

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iterative actions to test and refine ideas. This involves prototyping and experimenting with different
solutions, and gathering feedback to inform further iterations.

4. What is Problem Solving? What are the steps for ideal problem solving?

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Problem Solving is a process of identifying problem, developing possible solution paths, taking
appropriate course of action
Ideal (Identify, Define, Explore, Action, Look Back)
● I = Identifying problems as opportunities for change - identify right root cause of problem - real
issue not always apparent – Where, Who, What, Why, How, Which, When, Whom
● D = Define/Represent problem – understanding of problem and goals
● E = Explore possible strategies – brainstorming - generate large number of ideas for solution to
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problem in fixed amount of time– best done in group
● A = Act on strategies
● L = Look back + evaluate effects of activities – learn from mistakes

5. Explain the various models of Design Thinking.

● Stanford D School (Empathize, Define, Ideate, Prototype, Test)
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● Ideo (Discover, Interpret, Ideate, Experiment, Evolve)

● SAP (Plan, Research, Design, Adapt, Measure)
● Google Design Sprints (Empathy, Expansive Thinking and Experiment)
● IBM (Observe, Reflect, Make)
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6. Explain the process of Design Thinking supplemented with the Double-Diamond model.
(Convergent and Divergent phases).
Design thinking is a problem-solving approach that is focused on understanding the needs and
constraints of a particular situation or problem before developing a solution. It is a human-centered
approach that involves empathy, creativity, and iteration.
The Double-Diamond model is a visual representation of the design thinking process, which is divided
into two main phases: problem phase and solution phase.
Problem Space - ability to empathize & discover real need/right problem/opportunity
Solution Space - ability to ideate appropriate solution to address pains/opportunities
The Empathize and Ideate Phase requires divergent thinking. Divergent thinking is to create and
explore ideas and possibilities, without restraint. Within the phase, you will be encouraged to make
guesses, come out with wild ideas and be creative.
 ● Empathize: Discover and Understand the problem
● Ideate: Brainstorm the ideas and Reimagine
The Define, Prototype and Test Phase requires convergent thinking. Convergent thinking means to
actively select and decide the right solutions to the problem, based on constraints or feedback. Within
the phase, you will be encouraged to analyze and make decisions and constantly ask critical questions
to solve the problems at hand.
● Define: define interpret
● Prototype: model experiment
● Test: validate verify

7. Explain the key phases that are there in the standard design thinking method.
The key phases of the standard design thinking method are:

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● Empathize: The empathize phase involves understanding the needs and perspectives of the end user
or stakeholder. This might involve conducting user research, such as interviews, surveys, or
observation, to gather insights about the user's experiences, challenges, and needs.
● Define: In the define phase, the team defines the problem or challenge that the solution is intended to

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solve. This might involve synthesizing the insights gathered in the empathize phase to create a clear
and concise statement of the problem.
● Ideate: The ideate phase is focused on generating a wide range of ideas for potential solutions to the
problem. This might involve brainstorming sessions, sketching, or other methods of generating
ideas.
● Prototype: In the prototype phase, the team creates a physical or digital representation of the
solution. This might involve creating a physical model, a digital mockup, or a functional prototype
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that can be tested and evaluated.
● Test: The test phase involves gathering feedback on the prototype and iterating on the solution based
on what is learned. This might involve conducting user testing or piloting the prototype with a small
group of users.

8. What are the common myth busters of Design Thinking?

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● There is no one solution

● It is not prescriptive about how
● It can fail
● It is a mindset and not design
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● It involves more actions than thinking

9. What are the different types of problems, and how does a problem solving mindset help in
addressing these challenges?
● Tame problems are well-defined problems that have a clear cause-and-effect relationship and can be
solved through a logical, step-by-step approach. Tame problems often have a single, correct solution
and can be solved using existing knowledge and resources.
● Business problems are problems that relate to the operations and performance of a business. These
problems might involve issues such as improving efficiency, increasing revenue, or reducing costs.
Business problems are often tame problems that can be solved through a logical, analytical approach.
● Analytical problems are problems that can be solved through the use of data and analysis. These
problems often involve quantifiable data and can be solved through a structured, logical approach.
● Wicked problems are difficult or impossible to solve because of incomplete, contradictory, and
changing requirements that are often difficult to recognize. They may involve multiple stakeholders
 with conflicting interests and may change over time. Wicked problems require a more creative and
exploratory approach, such as design thinking, to identify and develop potential solutions.
Problem solving mindset
● Focusing on user
● Accepting uncertainty & complexity
● Experimentation and test & learn
● Driven by curiosity, asking questions
● Visualization... show & tell
● Collaborate & co-create
● Process awareness
● Scale & grow... continuously
● Reflect... validate... pivot
● Complement with analytical & systems thinking

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10. How is tame problem different from wicked problem? Which problem is not easier to identify and
solve?
A tame problem has a definitive solution and also may be solvable through lessons learned solving a
previous and similar problem.Wicked problem is a problem that is difficult or impossible to solve

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because of incomplete, contradictory, and changing requirements that are often difficult to recognize.
Wicked problems are not easier to identify and solve. There are 9 characteristics associated with it:
1. They do not have a definitive formulation.
2. Their solutions are not true or false, only good or bad.
3. There is no way to test the solution to a wicked problem.
4. They cannot be studied through trial and error. Their solutions are irreversible so, as Rittel and
Webber put it, “every trial counts.”
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5. There is no end to the number of solutions or approaches to a wicked problem.
6. All wicked problems are essentially unique.
7. Wicked problems can always be described as the symptom of other problems.
8. The way a wicked problem is described determines its possible solutions.
For example, pollution is a wicked problem. We know we are killing ourselves by polluting air, water
and land. We are still not able to stop doing this.
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11. Explain the The knowns and unknowns framework for design thinking.
● Known-knowns: A known-known problem might be something like fixing a broken light fixture in
a room. In this case, the team knows exactly what the problem is (the light fixture is broken) and
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how to fix it (replace the light bulb or other broken component). The team has all of the necessary
information and resources to solve the problem and can proceed with a straightforward and logical
approach.
● Known-unknowns: A known-unknown problem might be something like figuring out why a
particular marketing campaign is not generating the expected results. In this case, the team knows
what the problem is (the marketing campaign is not performing as expected) but is not sure why. The
team may need to gather more information, such as customer feedback or data on the campaign's
performance, to identify the root cause of the problem and develop a solution.
● Big-unknowns: A big-unknown problem might be something like developing a new product or
service that meets the needs of a specific market. In this case, the team may not be sure what the
solution should look like or how it should be designed. Solving this problem may require a more
creative and exploratory approach, such as design thinking, to identify the needs of the target market
and develop innovative solutions that meet those needs.
 Module 2

1. What are the three key aspects of Empathy? How to empathize with the users.
Empathy: Action of understanding, being aware/sensitive to, vicariously experiencing feelings, thoughts,
experience of another without having feelings, thoughts, experience fully communicated in objectively
explicit manner
● Helps You Read Between the Lines
● Better achieved through Verb Spotting
To identify what customers or users really need, we need to: Observe, Immerse, Ask & Listen
● Appreciate people's emotional and physical needs.
● Gain insight into the way people see, understand and interact with the world around them.
● Realize how lives are impacted within the contexts being investigated.

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● Find out what people mean rather than just what they say

2. What are various tools/methods to empathize with users? Explain any one method.
○ Conducting photo/video-based studies, Personal photo/video journals

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○ Interviewing users with empathy
○ Engaging with extreme users
○ Capture and share inspirational stories
○ Journey Mapping
○ Embrace analogies
5 Why Method
The 5 Why method is a technique used to identify the root cause of a problem or challenge by asking a
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series of "why" questions repeatedly for 5 times based on each response. It is often used in the
empathy phase of the design thinking process to help teams understand the needs and perspectives of
end users or stakeholders. Once the problem has been identified, the team should ask "why" five times
to identify the root cause of the problem. For example:
1. Why is the problem.. “a problem”?
2. Why direct impact?
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3. Why cause - effect?

4. Why organizational dynamics / practice hurdles?
5. Why system / process / policies hurdles?
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3. What is an empathy map? How to build an empathy map?

Empathy map is another method of documenting your customers. While personas are revealing more
about the person, empathy map is revealing more about how the person feels about a particular topic. An
empathy map is a square divided into four quadrants with the user in the middle. Each of the four
quadrants comprises a category that helps us delve into the mind of the user. The four empathy map
quadrants look at what the user says, thinks, feels, and does.
How to make an empathy map?
1. Define scope and goals.
2. Gather materials.
3. Collect research. ...
4. Individually generate sticky notes for each quadrant.
5. Converge to cluster and synthesize
6. Polish and plan
 Module 3

1. What is a persona map? What are the various components of the persona map?
A persona map is a tool used to create a detailed and realistic representation of a target user or customer.
It is based on research and insights gathered about the user's needs, behaviors, attitudes, and motivations.
The persona map is used to help teams better understand their target users and design products or services
that meet their needs and expectations.The various components of a persona map typically include:
● Demographics: This includes information about the user's age, gender, education level, income,
location, and other demographic characteristics.
● Goals and motivations: This includes information about what the user is trying to achieve and what
drives them.
● Challenges and frustrations: This includes information about the obstacles and problems that the
user faces and how they cope with them.
● Behaviors and habits: This includes information about how the user behaves and interacts with the

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product or service, as well as any regular habits or routines they may have
● Attitudes and values: This includes information about the user's attitudes and values, and how they
influence their decision-making and behavior.

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2. How is the empathy map different from the persona map?
● A persona map is different from an empathy map in that it is more focused on the specific needs and
characteristics of a target user, rather than on the team's own perspective and understanding of the
user.
● While an empathy map is used to help teams understand the user's perspective and emotions, a
persona map is used to create a detailed and realistic representation of the user based on research and
insights.
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● The Empathy Map provides a more thorough detailing of the persona, aiming to understand their
feelings, desires, thoughts, and opinions towards the brand. Therefore, we can say that the persona
and the Empathy Map are directly related and that one depends on the other.

3. What are persona twins? Why should one be careful about them?
● Persona twins are two or more personas that are very similar to each other and may have overlapping
characteristics and needs. In a persona map, persona twins can occur when the team has not done
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enough research or has not gathered sufficient data to create distinct and differentiated personas.
● It is important to be careful about persona twins because they can lead to confusion and inconsistency
in the design process. If the team is not aware of the differences between the persona twins, they may
design solutions that do not effectively meet the needs of all of the target users. This can result in a
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product or service that is not as effective or successful as it could be.

● To avoid persona twins, it is important to ensure that the team has done thorough research and has
gathered a sufficient amount of data to create distinct and differentiated personas. This may involve
conducting interviews, surveys, or other forms of research to gather in-depth insights into the needs,
behaviors, and motivations of the target users. By understanding the unique characteristics and needs
of each persona, the team can design solutions that effectively meet the needs of all of the target
users.

4. Explain A.E.I.O.U. technique to build a persona.

The A.E.I.O.U. technique is essentially a framework to structure all observations you make on the field
during user research. AEIOU basically stands for Activities, Environments, Interactions, Objects, and
Users.
 ● Activities - actions/behaviors people taking to reach goals
● Environments - overall setting of activities taking place - nature/function of space
● Interactions - basic interactions occurring for people to reach goals - What effect do people have on
activities/environment
● Objects - all details that form environment - How objects relate to people, activities, interactions
● Users - which people are being observed - personalities – how they engage with other people to reach
goals.

5. How is the question builder used to build a persona?

The question builder is a tool used to gather information and insights about target users or customers,
which can then be used to build personas. Personas are detailed and realistic representations of target

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users that help teams better understand their needs, behaviors, and motivations.
The question builder can be used in a number of ways to build personas, including the following:
● Behavior spotting: This involves asking questions that help to identify and understand the user's
behaviors and habits, such as how they use the product or service, what they do when they encounter

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challenges or problems, and how they make decisions.
● Moments spotter: This involves asking questions that help to identify key moments or points in time
when the user interacts with the product or service, such as when they first encounter it, when they
make a purchase, or when they use it regularly.
● Relations finder: This involves asking questions that help to identify the user's relationships and
connections with others, such as their family and social relationships, their work and professional
relationships, or their relationships with other products or services.
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● Example seeker: This involves asking questions that help to identify specific examples or anecdotes
that illustrate the user's behaviors, attitudes, and motivations, such as stories about their use of the
product or service, or examples of how they have overcome challenges or problems.
● Clarity gainer: This involves asking questions that help to clarify or confirm information about the
user, such as their demographics, goals, and motivations.
● Assumptions tracker: This involves identifying and tracking any assumptions or hypotheses that the
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team may have about the user, and seeking to verify or disprove these assumptions through research
and data.

6. Explain the 6-wh questions to build a persona.

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The 6-Wh questions are a tool used to gather information and insights about target users or customers,
which can then be used to build personas. Personas are detailed and realistic representations of target
users that help teams better understand their needs, behaviors, and motivations.
● Who – Focus on person
● What - Focus on jobs
● Why - Focus on research
● Where - Focus on journey
● When - Focus on time, frequency
● How - Focus on emotions, aspirations

7. How many types of Personas are there in general? Which one to be used in what scenario/context?
● Goal-directed: Goal-directed personas are personas that are focused on the specific goals and
objectives of the user, and are used to understand how the product or service can help the user achieve
 those goals. It defines when, where, and how the story of the persona takes place. The scenario is the
narrative that describes how the persona behaves as a sequence of events-
● Role-Based: Role-based personas are personas that are based on the specific roles or responsibilities
of the user, and are used to understand how the product or service can support the user in their role.
These personas may be based on the user's job title, industry, or other characteristics, and can be used
to design solutions that are tailored to the needs of different types of users.
● Engaging: Engaging personas are personas that are designed to be engaging and compelling to the
user, and are used to understand how the product or service can capture the user's attention and
interest. These personas may be based on the user's interests, hobbies, or other characteristics, and can
be used to design solutions that are engaging and appealing to the user.

8. Highlight the various steps to build a persona.

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Step Questions Asked Methods Used Documents Produced
Collect Data - Who are users? Quantitative data Reports
Finding Users How many users? collection
What do they do with
the system?
Form Hypothesis What

Verification
differences
users?
are

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the Analyze material
among Group users
Name groups
– Data for personas: Qualitative
Ensure everyone likes, dislikes, inner collection
accepts
hypothesis
needs, values
data
Draft description of target groups

Reports
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Finding Patterns Does initial grouping Categorization Description of categories
– Establish hold? Other groups to
number of consider?
personas All equally
important?
Construct and Body: name, age, Categorization Description of categories
Describe picture
Personas Psyche: Extrovert,
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introvert
Background:
Occupation
Emotions: Towards
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tech, company,
information
Defining What are the needs of Analyzing data for Catalog of needs and situations
Situations for this persona? situations and needs
Personas What are the
situations?
Get acceptance Do you know People who know –
from someone like this? personas read/
organization - comment on persona
Validation and description
Buy-in
Disseminate How can we share Posters, meetings, –
knowledge the personas with the email campaigns,
organization? events
 Creating In a situation, with a Narrative scenario, Scenarios, use cases,
Scenarios for given goal, what using personas, requirements, specifications
personas happens when descriptions +
persona uses situations to form
technology? scenarios
Make on-going Does new Usability test, new Foundation document
adjustments information alter data collection
personas? Feedback regarding
users from
interacting with them
- sales, support,
trainers

9. What is a Utility (in the context of Journey Map)? How many types of Utilities are there? Explain

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in brief using an example.
Utility is concept used to model worth/values
● Anticipated – how much utility will I gain from experience – built expectation before vacation you
anticipated / built your expectation even before you started your vacation.

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● Experience - how much utility I have gained from experience – lived through. You lived through /
experienced your vacation and loved it .
● Retrospective - How much utility I have preserved from experience – preserve/cherish. You preserve
/ cherish your memories from vacation for years .

10. What is a Journey Map and why is this important? Highlight various components of a Journey
Map along with their significance in the Design Thinking method.
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● A journey map is a visual representation of the user's experience with a product or service over time.
It is used to understand the user's needs, motivations, and behaviors, and to identify opportunities for
improvement or innovation. Journey maps can be used in a variety of contexts, including product
development, customer service, and marketing.
● The entire point of the journey-mapping process is to uncover gaps in the user experience, and then
take action to optimize the experience. Journey maps are important because they help teams to
understand the user's perspective and to identify opportunities for improvement or innovation. By
mapping out the user's experience with the product or service over time, teams can gain a deeper
 understanding of the user's needs and motivations, and can design solutions that meet those needs
more effectively.
● Components of journey map:
○ Zone A: The lens provides constraints for the map by assigning (1) a persona (“who”) and (2)
the scenario to be examined (“what”).
○ Zone B: The heart of the map is the visualized experience, usually aligned across (3) touchpoints
and channels. The (4) actions, (5) thoughts, and (6) emotional experience the user has throughout
the journey can be supplemented with quotes or videos from research. These elements deserve a
special emphasis because they are often where brand inconsistencies and disconnected
experiences are uncovered.
○ Zone C: The output should vary based on the business goal the map supports, but it could
describe the insights and pain points discovered, and the (7) opportunities to focus on going

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forward, as well as (8) internal ownership. It's important to assign ownership for different parts
of the journey map, so that it’s clear who’s in charge of what aspect of the customer journey.
Without ownership, no one has responsibility or empowerment to change anything.

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11. What are the various types of journey maps? Explain with the help of use cases.
● Current state - visualize experience customers have when attempting to accomplish goal with
product/company as it exists today - day in life
○ Use case - communicate user frustrations, generate buy-in for investing in optimizations,
brainstorm solutions for user pain points
● Future state - visualize best case ideal-state journey for existing product or journey for product that
doesn't exist yet
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○ Use case - create North-Star vision, provide cohesive design direction, map ideal state journey
for existing product

12. What are the key components of a HMW statement? Give one example.
An HMW (How Might We) statement is a tool used in the design thinking process to frame and address
design challenges. It is a short, concise statement that outlines the specific problem or challenge that the
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team is trying to solve, and asks "how might we" solve it. HMW statements are typically structured as a
question, and often include key components such as the context, user, and intended outcome of the design
challenge. For example:
Problem Statement: we need to make online schooling more engaging so that students pay attention and
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try to learn as they would in offline classes.

How Might We: keep students engaged through online sessions, so that they don’t get bored and end up
paying attention.
Benefits:
● amplify the good
● identify what matters most
● identify unexpected resources
● explore opposites and question those
 Module 4

1. What is an Analogy? What are different types? Give one example of each. Why is a metaphor
important in design thinking?
Analogy is an umbrella term for the act of comparison - extended comparison between parts of 2
things/ideas/situations – helps in coming up with new ideas.
● Simile - clear comparison between things that share similarities. Example, boots smell like fish
● Metaphor - implied comparison between things that share similarities. Example, My boss is like
a devil
● Conceit - implied comparison between very different things. Example, spilling the beans.
Metaphors are important in design thinking because they can help teams to understand complex
concepts and ideas in a more intuitive and relatable way. By using metaphors to describe and analyze a

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design challenge or problem, teams can gain a deeper understanding of the underlying issues and
identify potential solutions that might not be immediately apparent. This helps in coming up with
new/fresh ideas.

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2. What are the various golden rules of ideation?
There are several golden rules of ideation that can help teams to generate ideas effectively and
efficiently. These rules are designed to encourage creativity, focus, and collaboration, and can help
teams to generate a larger volume of ideas, as well as ideas that are more creative and innovative. Here
are some of the key golden rules of ideation:
● Inspire: Open up to possibilities. Encourage team members to think outside the box and explore a
wide range of ideas, even if they seem far-fetched or unrealistic at first.
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● Encourage: Encourage team members to be crazy, to speak up, and to share their ideas freely.
Encourage team members to take risks and to be bold in their thinking.
● Brainstorm: Push towards ideation and not towards requirements. Encourage team members to
focus on generating ideas, rather than evaluating or critiquing them.
● Structure: Synthesize, structure, and solidify ideas. Encourage team members to group and
categorize their ideas to help organize them and identify patterns or themes.
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● Select: Converge and select a few ideas to validate. Encourage team members to narrow down their
ideas to a smaller number of concepts that can be tested and refined.
Other golden rules of ideation might include:
● There are no bad ideas: Encourage team members to embrace all ideas, no matter how crazy or
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unrealistic they may seem.

● Catch everything: Encourage team members to capture all ideas, no matter how insignificant they
may seem, to avoid missing any potential opportunities.
● Conduct hybrid brainstorming: Encourage team members to use a combination of different
ideation techniques, such as brainwriting, brain mapping, or idea workshops, to generate a diverse
range of ideas.
● Go for quantity: Encourage team members to generate a large volume of ideas, as this can help to
increase the chances of finding a truly innovative and valuable solution.

3. What are the various guiding creative principles?

● Decomposition - breakdown problem in smaller components and rearrange differently
● Association - understand linking between ideas, information, perceptions, emotions
● Analogy - leveraging analogy SMC to produce new ideas
 ● Abstraction - elevate from surface of problem and solve it at illusionary level
● Challenge - challenge status quo/conventions/norms and see if other alternatives possible
● Overcome - overcome common barriers/blockades through conscious efforts

4. What are the various creative barriers and how to overcome them?
Barrier Solution
Mental - trapped by own thinking - question assumptions - ask what if change place/team
unable to break away from conventions and rethink
Habitual - behavior working style not step back – rethink how you act/behave to see where
compatible with creative process things gets stuck/painful
Economical - money time knowledge Prepare – save up/make provisions - do more with less
Emotional - fear of unknown, scared of think of worst - be ready to face it - look for motivation
discovery, procrastination

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Personal - life events not conducive - solve personal problem / ways of coping until it passes
deterrents limitations
Overwhelming - too many cut down - be pragmatic - learn to say no - timebox
commitments/great ideas/FOMO things

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5. What are the various ideation techniques? Explain any one in detail.
1. Mind Map: method to visually solve problem using hierarchy and relations
2. Crazy-8 (Get 8 ideas in 8 minutes): Design Sprint method - fast sketching exercise - challenges
people to sketch 8 distinct ideas in 8 minutes.
3. NABC Method: The NABC model can help you define your idea and think through what really
makes the idea valuable to your potential customers.
4. S.C.A.M.P.E.R: The SCAMPER technique is a tool used to generate ideas for improving or
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enhancing a product or process. It involves asking a series of questions about each of the seven
elements:
○ Substitute - What can be replaced? (components, materials, people)
○ Combine - What can be combined? (other features, devices)
○ Adapt - What can be added? (new elements/functions)
○ Modify (magnify/minify) - What can be modified? (change size, shape, color, other attribute)
○ Put to other use - Could put product to different use/ another industry?
○ Eliminate - What can be removed or simplified?
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○ Rearrange - What happens if a product's production process is reversed? What can be swapped
or flipped?
5. Brainwriting: In this, participants write down ideas about a particular question for a few minutes
without talking, then each person passes ideas to the next person who uses them as a trigger for
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adding/refining their own ideas.

Benefits
● Enabling structured collaboration
● Inspiring & Enabling Co-creation
● Constructively building upon each other's ideas

6. Explain NABC Method of ideation.

● Need: describe the need from end users’ perspective - the way it has been discovered through the
empathy & define stages
● Approach: describe the approach, the way you envision it which is built through persona, journey
map.
● Benefits: formulate potential benefits - not only for end users but also for providers.
● Competition: describe near-equal or “me too” competitions that might be there. also highlight
unique features of your idea
 Module 5

1. What is a prototype, why do we generate prototypes? What are the various factors that help us to
choose the right type of prototype?
A prototype is a preliminary model of a product or service that is used to test and refine concepts and
ideas. Prototyping is an important part of the design process because it allows teams to experiment with
different ideas and evaluate their feasibility and effectiveness before committing to a final design. Types
of prototype are: paper prototype, clickable wireframe, high quality visual prototype and coded
prototype.
There are several reasons why teams generate prototypes:
● To test and refine concepts: Prototypes allow teams to test and refine their ideas in a low-risk,
low-cost way. By creating a prototype, teams can explore different design options and see how they
work in practice, which can help to identify and address any problems or weaknesses in the design
● To communicate ideas: Prototypes can be used to communicate ideas and concepts to stakeholders,

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such as customers, investors, or team members. By creating a prototype, teams can demonstrate how
their ideas will work in practice and get feedback on the design.
● To generate feedback: Prototyping can generate valuable feedback from users, which can help
teams to refine and improve their ideas. By testing prototypes with users, teams can get a better
understanding of what works and what doesn't, and can use this information to iterate on their
designs.

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There are several factors that can help teams choose the right type of prototype for their needs:
● The stage of the design process: The stage of the design process will often dictate the type of
prototype that is most appropriate. For example, early-stage prototypes might be more conceptual
and abstract, while later-stage prototypes might be more detailed and functional.
● The complexity of the design: The complexity of the design will often influence the type of
prototype that is most appropriate. For example, simple designs might be more easily prototyped
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using low-fidelity prototypes, while more complex designs might require higher-fidelity prototypes.
● The purpose of the prototype: The purpose of the prototype will also influence the type of
prototype that is most appropriate. For example, prototypes that are being used to communicate ideas
to stakeholders might be more visual and abstract, while prototypes that are being used to test and
refine concepts might be more functional and detailed.

2. What is a high and low fidelity prototype, when to generate which kind of prototype?
A low fidelity prototype, on the other hand, is a preliminary model of a product or service that is used to
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test and refine broad concepts or ideas. Low fidelity prototypes are typically less detailed and functional
than high fidelity prototypes, and are often used to explore and evaluate broad concepts or ideas early in
the design process.
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Pros Cons
• Quick and inexpensive. • Inherent lack of realism
• Instant Changes & Corrections. • Might not be appropriate for certain special
• Disposable/throw-away. contexts
• Minimal time & effort • May not necessarily be useful in capturing real
• Available to all - no special tools or skills feedback
needed

A high fidelity prototype is a detailed and functional model of a product or service that is used to test
and refine concepts and ideas. High fidelity prototypes are often used later in the design process, when
teams are ready to test and refine more specific and detailed concepts or ideas.
 Pros Cons
• Engaging - Stakeholders can immediately relate • Slow, takes long time
to and start experiencing •Users easily get distracted to superficial aspects
• High level of validity - since these are near •Tends to get caught in "never ending" syndrome
finished version of a product/service Sometimes, present unreal expectations too

There are several situations in which it might be appropriate to generate a high fidelity prototype:
● Late in the design process: High fidelity prototypes are often used later in the design process, when
teams are ready to test and refine more specific and detailed concepts or ideas.
● When testing specific features or functionality: High fidelity prototypes can be used to test
specific features or functionality in more detail, and can help teams to identify any problems or
weaknesses in the design.
● When preparing for mass production: High fidelity prototypes can be used to test and refine

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designs that are being prepared for mass production, and can help teams to identify and address any
issues that might arise during the manufacturing process.
● When resources are available: High fidelity prototypes can be more time-consuming and costly to
create than low fidelity prototypes, and might require more resources to design and build.
There are several situations in which it might be appropriate to generate a low fidelity prototype:

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● Early in the design process: Low fidelity prototypes are often used early in the design process,
when teams are trying to understand and define a problem or challenge. They can help teams to
explore a wide range of ideas and identify key elements or themes that are relevant to the problem.
● When exploring broad concepts: Low fidelity prototypes can be used to explore broad concepts or
ideas, and can help teams to identify potential areas for improvement or innovation.
● When time or resources are limited: Low fidelity prototypes can be created quickly and
inexpensively, and can be a good option when time or resources are limited.
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3. Compare low and high-fidelity prototypes. What are the best practices followed for developing
practices?

Low Fidelity High Fidelity

Time consumed is less. Time consumed is more.
Less resources are spent A lot of resources are spent in designing them.
Less Realistic in nature More Realistic in nature
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Designed to test the initial ideas Designed at later stages to get insight into what
the end product will look like
Paper prototypes, Click-through prototypes are Digital Code-free Prototypes and Coded
lo-fi Prototypes are hi-fi
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Best Practices
● focus on core journey
● must be rapid
● “battle royale” or “best shot”
● test assumptions

4. What are the various ways of making a prototype?

● Explain
○ A storyboard is a visual representation of a user journey or experience with a product or
service. It is typically used to map out the steps or actions that a user might take as they interact
with the product or service, and can help to identify any problems or issues with the user
experience. Storyboards can be created using a variety of media, such as sketches, drawings, or
digital tools.
○ A user journey is the path that a user takes as they interact with a product or service. It can
include a wide range of activities, such as researching a product or service, making a purchase,
 or using the product or service. Mapping out a user journey can help teams to understand the
needs and preferences of their target audience, and to identify opportunities for improvement or
innovation in the user experience.
○ Flow diagrams are visual representations of the flow of information, actions, or processes
within a product or service. They can be used to map out the steps or actions that a user might
take as they interact with the product or service, and can help to identify any problems or issues
with the user experience. Flow diagrams can be created using a variety of media, such as
sketches, drawings, or digital tools.
● Interact: Interactive prototypes are prototypes that allow users to interact with the product or service
in some way, typically through a digital interface. Interactive prototypes can be used to test specific
features or functionality, or to gather data or feedback on the user experience.
○ Wizard of Oz prototypes are prototypes that are designed to simulate the experience of using a
product or service, even though the product or service may not yet be fully functional. This can
involve using a human operator to simulate the actions of the product or service, or to provide

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input or feedback to users in real-time. Wizard of Oz prototypes are often used to test concepts
or ideas that are not yet fully developed, or to gather data or feedback on the user experience.
○ Role play is a method of testing prototypes or products by having users perform specific tasks
or roles while interacting with the product or service. This can help to gather data or feedback
on the user experience, and can be used to identify any problems or issues with the product or
service.

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○ Mock-ups are prototypes that are designed to mimic the look and feel of a final product or
service, but may not necessarily be fully functional. Mock-ups can be used to test the visual
design or aesthetic of a product or service, or to gather data or feedback on the user experience.
● Pretotypes: Pretotypes are prototypes that are designed to test specific assumptions or hypotheses
about a product or service. They are typically low fidelity prototypes that are created quickly and
inexpensively, and are used to validate or invalidate specific assumptions about the product or
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service.
○ Mechanical Turk is a tool that is used to crowdsource tasks that are difficult or impossible for
computers to perform, such as image recognition or data annotation. It can be used to gather
data or feedback on prototypes or other products or services.
○ Infiltrator is a type of prototype that is designed to be used covertly in a real-world setting to
gather data or feedback on a product or service.
○ Imposter is a type of prototype that is designed to mimic a real product or service in order to
test user reactions or gather feedback.
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○ Pinocchio/Clay is a type of prototype that is created using clay or other sculpting materials, and
is often used to explore and test physical products or services.
○ Smoke Screen is a type of prototype that is designed to distract or mislead stakeholders or
users, and is often used to gather data or feedback in a covert or unobtrusive way.
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○ One-night Stand is a type of prototype that is designed to be used for a short period of time and
then discarded, often to test specific assumptions or hypotheses about a product or service.
○ A Pop-up Store is a temporary retail space that is used to test new products or services, or to
gather data or feedback from customers.

5. What are the various methods of testing? Why is collecting feedback important after testing?
● Concept testing is a method of testing a prototype or product concept to gather data or feedback on
the viability or desirability of the product or service. This can involve surveying potential customers
or users, or conducting focus groups or other forms of qualitative research.
● A/B testing is a method of testing two or more variations of a product or service to determine which
performs better. This can involve comparing different prototypes, or different versions of a product
or service, and measuring metrics such as user engagement or conversion rates.
● Usability testing is a method of evaluating the ease of use and effectiveness of a product or service
by having users perform specific tasks and observing their behavior. This can involve testing
 prototypes or final products, and can help to identify any problems or issues with the user
experience.
● Heatmap testing is a method of gathering data on user behavior by tracking where users click,
scroll, or hover on a webpage or other digital interface. This can be used to identify areas of the
interface that are attracting the most attention, or areas that may be confusing or difficult for users to
navigate. Heatmap testing can be used to test prototypes or final products, and can help to identify
opportunities for improvement in the user experience.
● Collecting feedback after testing is important because it allows teams to gather valuable insights and
perspectives on the product or service that they are developing. Feedback can help teams to identify
any problems or issues with the product or service, and can provide valuable input on how to
improve the design or functionality. Feedback can be collected from a variety of sources, including
users, customers, and other stakeholders. It can be gathered through a variety of methods, such as
surveys, focus groups, interviews, or usability testing.

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6. Explain the various stages of Innovation Management.
The stages of innovation management refer to the process of identifying, developing, and implementing
new ideas or concepts within an organization. The stages of innovation management typically include:
● Ideation: This stage involves generating and collecting ideas for new products, services, or
processes. It can involve a wide range of activities, such as brainstorming sessions, customer
feedback, or market research.

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● Discovery and definition: In this stage, teams focus on researching and defining the ideas that have
been generated in the ideation stage. This can involve gathering more data on customer needs and
preferences, analyzing the feasibility of the ideas, and defining the key features and benefits of the
new product or service.
● Incubation: In this stage, teams work on developing and refining the ideas that have been identified
in the discovery and definition stage. This can involve prototyping and testing different concepts, or
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developing business plans or other plans for the new product or service.
● Launch and grow: In this final stage, teams focus on launching and scaling the new product or
service. This can involve testing the product or service with a small group of users or customers, or
rolling it out to a wider market. The goal of this stage is to ensure that the new product or service is
successful and sustainable in the long term.

7. Explain the S-curve in innovation management.

The S-curve in innovation management refers to a graphical representation of the growth and adoption
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of a new product or service over time. It is called an S-curve because it typically has a shape that
resembles the letter "S," with a period of slow growth followed by a period of rapid growth and then a
period of slowing growth or decline. The S-curve is often used to model the adoption of new
technologies or products, as it helps to visualize how the rate of adoption changes over time. The curve
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typically has three phases:

● Early adopters: In this phase, the product or service is first introduced to the market and is adopted
by a small number of users or customers. This phase is characterized by slow growth, as the product
or service is still relatively unknown and may not have established a strong customer base.
● Mainstream adoption: In this phase, the product or service becomes more widely known and
begins to be adopted by a larger number of users or customers. This phase is characterized by rapid
growth, as the product or service becomes more popular and begins to gain significant market share.
● Late adopters: In this final phase, the product or service has reached a level of maturity and may
begin to decline in popularity as new products or technologies enter the market. This phase is
characterized by slowing growth or decline, as the product or service begins to reach the end of its
lifecycle.
The S-curve can be used to help organizations understand the potential growth and adoption of new
products or technologies, and can help them to plan and allocate resources accordingly. It can also be
used to identify opportunities for innovation and to develop strategies for maintaining market leadership
in the face of changing technologies or customer preferenc