thinking in i14tTewnt Sevtors (lnit )

UNIT 3

Design Thinking in Different Sectors

3.1. DESIGN THINKING IN VARIOUS SECTORS
Design thinkng leIS to innovative solutions gecess and business growth across industries. t nelps
with conceptualising and devising prodcts while giving a voice to the end-users. Nowadays
organisatonS eonslosly inelude the people they design forin shaping the decisions when it comes to
creating new digital andI physical
experiences.
The unprecedented success of design thinkine lies within the iterative process driven by empathy,
ideation, prototyping. and testing to deliver services and products that satisfy people's desires, as well
as their latent needs.

Design thinking has become a pet phrase for many successful businesses today but its impacts are very
circumstanthal
innovation in a
and differ for each industry. It helps brands stay ahead of the curve by driving
business environment.

Ahmar-cenric approach towards problem-solving makes it an effective bridge between brands and
customers. Bxperts use it for enhancing both physical and digital experiences of products and services.
Companies resorting todesign thinking consider design much more than a phase or a department - in
fact, it shapes the entire thought behind business goals.
The method's impact differs for each industry, but it systenmatically helps brands stay ahead of their
game. Combining individual skill sets, extraordinary minds, perspective, and background help
harvesting the fruits of creativity. Even though company might find the implementation of the method
challenging at first, if you are aiming for innovation and customer satisfaction, building a design
optimised organisational culture is certainly a must.
Take a look at this list of industries that have been uplifted by the implementation of design thinking and
are now bringing extraordinary results to the table.
Design Thinking in
Various Sectors

Design Thinking
In Health Sector
Design Thinking
In Finance
Design Thinking
In Education
Design Thinking
In Infrastructure

Design Thinking
In Retail
52 (Design
MBA First Semester Thinking) AKTU
3.2. DESIGN THINKING IN HEALTH SECTOR
3.2.1.
Introduction
Design thinking healthcare, even though
is piercing aspects of our lives, including
various 's life better takes time. Many medical professionals across the
approaches that can make everyone adopting
world are hospital experience and
implementingthe
process more pleasant. Believemethod a way to make the patient's
it or asnot, there are hospitals that no longer look at the patient as if healing
they were an ATM healthcare
machine that they ccan drain financially by forcing theminto programs
that are not relevant to
their Also, medical students are now using empathy to address the
voids when it comes to treatment. suffering feels abit alienated from the outside
patient care, especially if the
worlds by the illness.
According to the Board of Innovation. 2020 will be dedicated to health technology with a human
touch. The rising trust in healthcare
technology
is finally triggering a disruptive change in the to predict iillnesses
ndustry.
There are a few start-ups that are people's health-related information in order
or medical conditions. using

Adpie, start-up Citizen is working towards giving cancer patients access to their own health
said tne Medopad Company has developed an app that compiles and analyses health data from
pauent wearables, mobile devices. and medical bodies to predict chronic diseases. Soon online
doctor s Visits and non-invasive operations via robots will also be possible across the world because of
SG. Thus, healthcare corporations and start-uns shonld no longer think only about the treatment and
diagnosis of the patients, but also about providing a reliable, easily accessible, and user-friendly
patient environment with short communication lines and personal interactions.
3.2.2. Applying Design Thinking to the Healthcare-Consumer Experience
Many healthcare organisations are struggling to retain customers, given archaic service designs and
processes. Consumers have grown accustomed to the personal attention and convenience they find in
other industries, such as retail and hospitality, and often lack a similar experience in healthcare.
How would a design-thinking approach help a health plan tackle the challenges of managing customer
experience? Let's break it down through the four-pronged approach:
1) Empathy: A major advantage of design thinking compared with other process-improvement
methodologies is that it removes assumptions from the equation by incorporating perspectives and
experiences from a diverse group of stakeholders. A fundamental component of design thinking is
empathy, the ability tounderstand the feeling of otherS. The key output of the empathetic stage"
is the crafting of a problem statement that is based on a holistic view of the stated and the unstated
needs as well as the asked and unasked questions of the customer.

Consider population health programs, which are designed to solve for identified care gaps as part
of efforts to reduce costs and improve outcomes. These programs traditionally apply economic and
medical lenses and filters as part of the problem-solving process. But from a user's perspective,
medical issues generally are less of an impediment to a good outcome compared with living
conditions and socioeconomic barriers.A g0od design-thinking approach thus starts with
understanding actual user stories from among a diverse population, rather than merely considering
statistical data.
2) Multidisciplinary Thinking: Design thinking depends on the diversity and quantity of the
ideas gathered from multiple ideation sessions involving people directly and indirectly
associated with the issue at hand. The perspective gleaned from each role is one piece in a
much larger puzzle.
Design Thinking in Different
:Sectors(Unit-3) 53

The centa ouputof the multidisciplinarv-thinking stage is to establish the framework for a broad
soluton design. This franmework allows the desieners to push boundaries and embrace
possibilities.
For example, a robust care management design should account for user examples from
patients/members. Likewise, by learnine about reoulatorv compliance requirements from experts
in that neld, a health plan's care management teams and third-party community partners can help
inhaves
denning solutions that address key sticking points and in determining and prioritizing "must
vs. "nice to haves,"
3) Raprd Solutions Deployment: The first two prongs of design thinking are human-centred,
leveraging empathy and collective brainpower to dissect and solve for complex problems. The
third aspect entails quickly putting tailored solutions to work.

To improve member service by addressing social determinants of health, for example, a health
plan s priority, based on an assessment of social and economic barriers, may be to initially make
available Uber-style medical transportation followed by home-based services such as cleaning and
daycare support.
The critical component is rapid assessment with defined metrics. A well-designed process should
take no
more than one quarter to assess effectiveness.
4) Continual Improvement: Success with design thinking relies on continually assessing progress
and benchmarking results, while remaining agile to adjust for unforeseen challenges. This final
step 1S Crucial tomaking improvements in successive iterations based on stakeholder and consumer
feedback.

To continue with the example of the population heath initiative, the solution might incorporate a
predictive analytics model to help the health plan pinpoint patients who need case management
and outreach that extends beyond healthcare settings. The solutions team should periodically
update the analytics mnodel based on the latest research and evidence on treatment pathways.
Such rigor allows the model to be laser-focused on identifying and customising treatment plans, a
key aspect of optimising the customer experience.
3.2.3. The Elements of Design Thinking in Health Care
1) Teamwork: An essential component of design thinking is collaborating as a team. Dr. Zinter's
class divided into several groups, each team devoted to a problem that would lead to a product
launch. My residents and I met regularly with the two teams of students we were partnered with
over the semester. The students asked a ton of questions, played with otoscopes and vacuum tubes.
met with nurses, and toured the lab and the newborn ICU and though they never prototyped
with actual patients, they got a chance to observe and really understand what all were up against.
There was no room for grandstanding or ego. The team was in it together.
2) The Iterative Design Process: Background research and defining the problem is the first step.
Second, the students began generating ideas and designing and building prototypes. Then test.
revise, test, revise. Failure was part of the story. But witn every iteration, the prototypes got better.
There were even the "ah-ha!" moments, l1ke when the endoscope's image was synched
successfully to the i-phone.
3) AVariety of Thinkers: Although you might think that design thinking in health care might be
well-suited to only engineering types, what Isaw in Dr. Zinter's class (and what works in industry
asandwell) is that it's important to bring in the humanities, too. In fact, a wide array of inteligences
abilities makes for the most forward innovations.
 54 MBA First Semester (Design Thinking) AKTU

to fail; only to try again is a key

4) PersS0Stence and Playfulness: The willingness to prototype,persistence. There are pressures of
time and
e Or design thinking. Innovation takes of playfulness. The gang played with 3D
deadlines and performance, but there is also an element
beam the image of a tympanic
out how to
Pinters, Studied how leeches extract blood. and figured
membrane to my I-phone.
Apple-style product launch.
) A Sense of Purpose: At the end of the semester. there was anhadn't seen them all semester,
who
ore nan 150people showed up - friends of the students and even a few curious
Several deans and administrators. a few members of the press,
Cxam? Real
entrepreneurial types. Who draws a standing-room-only crowd to a class final and our two
world medical application of design thinking is what attracted these students
projects were terrific.

3.2.4. Reasons Design Thinking Matters in Health Sector

Needs: In health care,
1) Design Thinking is Empathy-Driven and Starts with Customer patients to
everyone strive to be patient-centric. All the members of healthcare are inviting
to participate in
De part of quality improvement programs, to be active in design sessions and
strategic planning meetings.
It is logical that a problem-solving toolkit that has the patient in the centre would resonate
well within healthcare. This also 'keeps things real' since we can always come back-to
framing the problem we are solving through the unmet needs of the patient.
2) Design Thinking is Intentionally Cross-Functional: The tools seek cross-cutting perspectives
and divergent thinking as the basis for coming up with new solutions. It has been long
documented that physicians, nurses, engineers, scientists, commercialization teams,
administrators and others see situations quite differently, therefore making the drive to consensus
a seemingly impossible task. With design thinking, the job is to create a galery of many
plausible options and then test them. The collaborative aspect of co-creating alternative scenarios
also has an added benefit the opportunity to productively work with others who indeed see the
world differently.
3) Design Thinking involves Rapid Testing and Experimentation to determine how to
Proceed: The health care audience is scientifically rooted. The beauty of design thinking is that
one of its foundational tenets is to test, test, test. Once options are created, teams develop low
cost, low fidelity ways to determine if ideas have merit.
These well-planned tests provide insights about key assumptions and deliver candid feedback
from end-users. Outcomes from these experiments signal teams to either
i) Pivot and modify the idea,
ii) Return to the gallery of options to start a new or
iil)Craft the next test of the most promising idea to develop it further.
3.2.5. Design Thinking Benefits for the Patient
The benefits the Design thinking vision can bring to healthcare are many, but the benefits related-to
patients are probably those that cause more social concern, precisely because it is something that
affects us all, because at some point in our life will have to go through that.

Among the benefits design thinking application has brought to healthcare, we can highlight the user
experience improvement when interacting with machines (reducing anxiety and fear). the
improvement of the professional-user communication (the doctor-patient communication or
pharmacist-consumer) or the increase of comfort and mobility of patients.
 Diffcrent Scctors(Unit-3) $5
Desgn
Thinkingin

benefits can be proven in a

Allthese
the first
series
of real examples:
applications Design methodology
of
Healthcare;they not only applied this Thinking
Someof in healthcare were carried out by the company GE
to the innovation and developnent of new
instrumentsand medical tools, but also on patient experience.

Doug was one of the pioncers applying design thinking in this regard. Doug is an industrial
Dietz
machine for
designer who worked for the company for over 20 years. He created a revolutionary
magnetic resonances (MRI) hat, technologically speaking, was a huge nedlical breakthrough.
every
However, hefoundthat people (and espccially children) :suffer fear and authentic anxicty attacks
the look
limethey
have1o use his machinc. From his
patients' expericnce, Doug proposcdtoredesign
converting his
machinc as well as the room where the point of
of the resOnances werc made, until the making a magnetic
invention on a spaceship or on a pirate ship,. This transformed the process of
resonanceinto an authentic gaming experience for children.
quite
paticnt cOstume, which uscd to be
Another example of patient experience is the redesign of thcy wererdesigned
uncomfortable for users, especially for the timidest. Thus, using designthinking
in order they could be used both inside and outside the bospitalwithout embarrassment
eliminates the need to use the supports for serumby
It is also well knoWn the case of a design that mobility of paticnts with cancer and
encapsulating the dcvice in a portable bag, which facilitates the
other diseases within the hospital.

3.2.6. Design Thinking Challenges in Healthcare

design thinking to working with health plans and health providers is particularly
Applying
the some challenges designer faces while applying design thinking in
challenging. Here are
healthcare sector's complex regulatory framework
healthcare sector:
Regulatory Framework: Firstly, the
1) Complex under-regulating than for over-regulating, so they tend
means stakeholders are sanctioned more for come facc-to-face. One approach, however, is to
regulation
to be cautious when design and simply don't exist, and then to overlay them to see
brainstorm design challenges as if the rules
design as needed.
where they create pain points, adjusting the
for All: A second challenge when applying design thinking in healthcare is
2) Designing one Service entire population. Most products and services are
aimed at
service that works for an
designing a
healthcare, however, a true design solution must cater to people of
specific demographics. With
accessibility needs, income levels, language abilities, as well as housing and
varying ages,
employment status.
Structure of Healthcare Sector: One more major challenge for healthcare-related
3) Multi-agency for someone can involve several different
design is its multi-agency structure. A care plan whom need to be brought onboard during
of
providers, from a hospital to a physical therapist, allimportance of home care, the accompanying
the design thinking process. Add in the growing this concept at scale is apparent.
family &friends support network, and the ability to apply
IN FINANCE
3.3. DESIGN THINKING
Introduction
3.3.1.
The financial sector
not always associated with progressive problem-solving, but in recent years the
banks have seen the benefits of implementing design thinking. Following the footsteps
world's biggest
America, who obtained thousands of new customers with their "Keep the change"
of Bank of major actors were also able to see the disruptive nature of the method.
program, other
 S6
MBA First Semester (Design

Capital One contacted design firms Adaptive Path and Monsoon and focused on empathy
Thinking) AKTI
and
centricity in order to create series of new digital features, including an emoji-enabled
GPS-tracked transaction histories. Two years ago the company launched a chatbot user-and
Innovation Center. On the other hand, investment company JPMorgan Chase hired
design executive Tim Parsey. Soon after that, they updated its app with features meant to
42,000-formersquare-fahogoo
Y
mobile banking experience by weaving in local imagery. They wanted to create an
Started with emotion and thrived to humanize the user experience.
improve the
experience that
Some of the top companies in the financial sector currently benefit from the application of
concepts. Avariety of financial and asset management companies are successfully implementina design-led
design thinking across their operations. This especially makes an impact in providing better
Service while building those valuable relationships required for success in financial services. Customer
Design thinking lets these companies create services and products to truly meet the needs of their
Customers. The Financiai Brand comments on the importance of this approach: "Design thinking is bjp
with technology firms who tend to focus first on the consumer experience. This fact alone makes it
likely that more banks and credit unions willbe turning to design thinking, since they increasingly find
themselves competing against both megatech and FinTech firms."
3.3.2. Role of Design Thinking in Financial Sectors
These days, banks talk a lot about the consumer experience, formulation and thinking like a start-up.
which is nothing but a part of "Design Thinking". There is wide concern in the banking industry that a
significant stake of revenues and the conventional styles of operating business are at risk owing to the
evolution of fintech start-ups that are challenging the established players. In the present economic
environment, banks are seeking to shape and unfold their business models to match these demands and
opportunities. Design Thinking is a pragnàtic tool that can help banks in their endeavours. The
banking sector is going through a course of disruption, but this not the end of the industry. Instead, this
disruption marks the provenance of the banking sector's new gene: a mix of advances in business
modeis, agile execution, and Design Thinking.
Design thinking is generally perplexed with visual design. But the fact is that, Design is not just what
it looks like and feels like. Design is how it works". Design thinking is user-focused attitude to
problem solving. And it is less about thinking and more about doing. The major players of the
financial world are transitioning from the inside out, placing the consumer experience before their
business and design thinking is at the fore of that.
In a digital world laden with choice, banks' customers need choice, empathy and ease of use designed
into every communication they have with the bank and they need to deliver on that speedily, before
their competitors, which now include retailers and other non-banking financial institutes. Designers
can rather say that Design thinking is shifting bank operations away from "managing" and more
toward innovating. It isnothing but the consolidation of analytical thinking and intuitive thinking.
3.3.3. Design Thinking Framework for Finance Processes
Design thinking for finance processes are particularly challenging since its processes involve both
internal and external customers. However, introducing customer-centric innovation in this area is
particularly important since the focus of companies has still traditionally been on external customers.
Adesign thinking framework for finance processes includes:
1) Empathise: This stage involves identifying which customers require a solution. This phase
captures information to create an empathy map:
) What does the Customer See": This question tries to capture the customer's view on the
process.
 57
DesignThinking in Different Sectors (Unit-3)

sWhat are the Customer's tries to capture the pain points of

iü)
the process. Frustrations'': This question
CUstomer's
oWhat does the Customer Need to Achieve"": This capture the
iiü) question tries to
suggestion on how the process should be fixed.
Chief Financial Officer

GOALS
GOALS GOALS Tax & Conpliance:
GOALS GOALS
Procure to Pay: Order to Cash: improved
Record to Report: Finance Planning &
Improved buying Best-in-class Consistent internal Analysis: Improved |compliance standards
experience and customer focus stakeholder
better vendor process
experience
management
Where to apply design thinking
Direct tax processing
Procurement Support Forecasting
Credit Management Manual Joumal Entries

Master customer Maintenance of Planning and budgetingn-direct tax prcexsing

Vendor Management
data management Chart of Accounts
Performance Return filing
Invoice Processing Order entry Bank Reconciliations Management

IntercOmpany Decision anaiysis

Exception Management Billing Reconciliations Intervention
Examples:
Disbursement Cash Applications Month end activities Standard Reporting Reduction in human
variability and
Fixed Assets improved contro
Expense Processing Collections & Dispute Adhoc Reporting
Management Management

Intervention Examples: Intervention Examples:

Intervention Examples: Intervention Examples: User-friendly platforms
Simple integrated and High-quality customer Integrated close. and enhanced senior
user-friendly platform experience through process with improved
with mobile accessibility manager interactions
interactive user portals employee stratification
and social
integration

Figure 3.1:Design Thinking for Finance Processes

statement to define the scope of the project

2) Define: This step involves creating the mission identify the exact problems using tooks
comprising of key user issues. The final output should be to
such as pain point analyses.
generating an exhaustive list of solutions
3) Ideate: The most critical phase, this step involves such as digitisation. Lean
and exploring all possible alternatives around the key levers mnind
processes. analvtics and reporting. The tools used might include insight generation,
maps, and others.
convey the ideas
4) Prototype: This step involves translating the ideas into a tangible output to
effectively via tools like process simulation.
feedback before
5) Test: This step involves floating the solution among customers and gathering successful
rolling out the final solution. UAT teSting across all Customer levels is the key to a
design thinking project.
 $8
MBAFirst Semester (Design Thinking) AKTI:

3.3.4. Challenges in Finance Sector

The challenges
1) At applying in finance sector are:
Leadership Level:
identifie: Following challenges that arOse when applying design thinking were
a 0 Kesource: The fist kev challenge identified was a lack of resources to execuie such a
proess corectly. For example. in some instances, banks lacked specific technology design and
repment skills needed to generate aprototype quickly: such capabilities are not part of the
organizational or functional DNA Of the IT function at marny ban kS.
ii) Unrealistic
Expectations: Secondly, there were unrealistic expectations from the leadership
ut the outputs, sometimes measuring the Design Thinking process under the
Peromance indicators of the current husiness model. rather than on the growth potential of the
new business model.
1) Poor Challenge: Thirdly. the challenge or oal was p0orly defined: It was either to0 generic or
else not supported with enough data.
) At Team Level: Following challenges that arose when applying design thinking were
identified:
1) Loss of focus: Research also revealed three relevant challenges. In the first place,
there was
often a loss of focus during the process. For example, participants came up with proposals that
didnot directly solve the problem.
) Time Constraints: In the second place. the team asked for more timne during
each session or
lacked time for one of the steps in Design Thinking. Usually teams did not sequence their
activities properly.
1) Management Team: Finally, there were other management issues during the
whole process
such as difficulty in arranging concrete time slots in the executive agendas of team members to
ensure the exchange of ideas from different business units.
3) At the individual level: Two challenges that arose when applying design
i) Weak Facilitator: Firstly, team members sometimes described their thinking were identified:
meeting leaders as
facilitators because either the person was not introduced properly at the beginning ofweak
the
meeting or the person's functions were not clearly defined.
iü) Participant Issues: Secondly, there were issues with participants who did not
understand the
views of other team members, lacked communication skills to just1fy their ideas or were not
prepared enough to contribute to the meeting.
3.3.5. Design Thinking Case Study In Banking
3.3.5.1. Case Study 1 DE0and Bank of America's Keep the Change program
IDEC was given the challenge by Bank of America to find novel ways to entice
accounts. The bank was hoping that IDEO's human-centred, ethnographic-based approach people to open
to design
would bring innovation to an industry that's typically very conservative and reluctant to change. To
accomplish this, IDEO embedded themselves into the Bank of America team and conducted
otservations in several cities across America. They spoke to families and individuals, learning about
spending and banking habits. As IDEO synthesized their observations, they began to notice some
interesting patterns.
Often, mothers were in charge of the finances. This was during the early 2000s, before online banking
and mobile devices had more or less replaced the idea of a balanced checkbook. Some moms hada
practice of rounding up the number in their checkbooks; this made addition easier, but it also gave a
small buffer in spending.
Design Thiaking in Different Sectors (Unit-3)

Amed wiu shad, msight

money they and theup knowledge
IDEO came that idea.
with a service many People
of thesecould
families
enrollhad
in difficuly
asavings saving
accountwhat
that
would round up purchases made with debit cards. Then, the overage would be transferred to asavings
account automatically. In addition, the bank would match the money transferred to savings to a certain
dollar amount.

As you might imagine. this program became very popular and not only with people who had trounie
saving money. Ever since the programn launched in September of 2005. more than 12.5 miion
customers have enrolled, saving a total of more than 2 billion dollars. Of all ne/ customers, 609%
enroll in the program.

When we interviewed Faith Tucker, the former Senior Vice President &Product Developer at Bank of
Amenca, She was clearly proud of the emotional impact this service had on people who tound saviig
money ditficult. The amount was largely inconseouential it was more about the change in mental state
and feeling of empowerment that these customers gained. To a certain degree, it removed the feeling
of sharne that came along with being unable to save money, which was replaced with pride at taking
more control over finances.

3.3.5.2. Case Study 2 Citi Bank

In October 2015,Citi launched its FinTech unit to act as a start up inside a bank dedicated to mobile
first solutions for its consumer banking customers, Amonth before that, Citi's Gates joined the bank
as part of the then 40-person Citi FinTech unit, to lead its in-house design studios as well as external
agencies. His team has designed the user experiences for Citi.com's various updates, the Citi mobile
app and worked on the branding and advertising for Citi FinTech, the Citi Innovation Labs and the Citi
Global Consumer Bank.

Adeal signed that with the design consultant ldeo, in which it would train Citi employees on design
thinking, has been a tremendous force in Citi's innovation strategy. Gates said in January at the
Design+Finance conference. The two have been working together to create a version of design
thínking with agile methods for innovation that's unique to Citi. Gates said he hopes his team would
take the lead on spreading innovation across Citi.
"[Design thinking] gives everyone permission to come into that process, to participate. So instead of
me going to legal and saying "will you approve this, yes or no?" Come be part of the process., And then
Ican tap into the base thing: people will psychologically support what they're part of. That was a
massive transformation 'Creative' isn't a department anymore."

Since then, the demand for the design teams' work has grown to be the fastest growing team in the
consumer bank, he says. He began the transformation by evaluating existing in-house creative talent
and then re-establishing standards, culture and struçtures for the team. He has since hired new
leadership and talent and coaches existing talent across different studios.

3:4. DESIGN THINKING IN EDUCATION

3.4.1. Introduction
Design thinking has the ability to reconnect educators to their creativity and aspirations so that they
Can help the students develop their own skills further. A lot of practitioners are now flexibly
customizing the design thinking process so that they could fit their specific environments.There are 4
essential modes that teachers are focusing on when implementing the method: leading with empathy.
challenging assumptions, making experiments happen, and sharing their creative progress.
60
MBA First Semester (Design Thinking) AKTU

LpanyY 1s the root of human-centred design and professionals cultivate it by listening tO tneir
sudents more. They believe that Jearning should not adapt to pedantic or regulations,
Sudent s needs. Chailenging assumptions and reframing the problems is also criticalratner
for
to ne
letting
children innovate and learn by
experimenting.
Dut des1gn cannot thrive in isolation, so teachers and professors share their
experience with
mplementing the design thinking approach so that they can inspire others to try and benefit from
using the method.

3.4.2. Steps for Design

The stepS mentioned above can Thinking
in
be successfullyEducation
applied to the educational system as follows:
Steps for Design Thinking
in Education

Empathise
Define
Ideate

Prototype

Test

1) Empathise: Knowing students and understanding their needs, their motivation, their setbacks,
allows teachers to.design the right lessons for them. To empathise, teachers need to observe
their students behaviour to try to correlate what they say with what they do, which, more often
than not, do not coincide.
Then, educators have to engage students in the classroom activities by
learning process, making them more responsible for their own education,involving
even
them in the
to be decision-makers. Teachers should watch and allowing them
listen more, letting students reveal what
they know, what they struggle with and what their needs are.
2) Define: Next, teachers gather every information
received through empathy
challenges they face. The purpose of this step is to express a "meaningful and and
define the
problem statement" called a point of view, which synthesises everything actionable
their learners so far. teachers know about
3) Ideate: After analysing all the data and defining the problem,
solution. Creating a list of How-might-we...? Will make it educators have to come up with a
easier for teachers to respond to
student's challenges and find the right idea to put to practice by going deeper than discovering the
obvious solution.
4) Prototype: It is a plan a teacher makes to meet student's needs which will be
put to the test and
changed or adapted as a consequence of student's feedback. This stage implies testing a variety of
possibilities and not committing to one direction only.
5) Test: This represents the real testing phase which takes place with the
purpose of refining the
'prototypes' teachers create, learning more about their students, being able to present the point of
view' more accurately. Educators take into account the feedback they receive, make the changes
needed and test their prototype again until they reach the best variation they can find to suit their
students needs.
Design Thinking in Different Sectors (Unit-3)
3.4.3. Need of Design Thinking in
) Designthinking encourages learnersto take
2) involves more
It
Education
an inquiry
Sector
stance and think divergently.
information, structured steps like identifying and understanding the challenges. collecring
generating
improving the same potential solutions, experimenting and refining ideas, testing
through feedbacks. solutions and
3) Design thinking is an iterative process, circular in nature. When applied in
method stimulates idea generation, enhances creativity and leads to 'out of the pedagogy. such a
innovation in students. boX thinking and
4) Itaffirms experimentation,
processing
people s experieces and feedback and informaion
by taking into consideration the real world.
applying creativity, critical thinking and
and reflexivity in learners.communication.
Such an approach encourages curiosity, const
5) It can enable highly collaborative uctiveness
activities in and outside the classroom. as design thinking 1s a
social process and involves interactions and discussions among peers.
3.4.4. Design Thinking
When teachers become agents ofResources
for
change leading Educators
their efforts towards innovations, that' s when design
thinking 1S at its best. It is a mindset of being able to take action and create a better future in education
and beyond. Design thinking is human-centered, it challenges problem-solving. it tackles real-world
iSues providing students with meaningful work, it develops their abilities to empathize with others, to
define problems, take the necessary steps towards finding a viable solution.
Teachers who choose design thinking should consider the following:
1) Be willing to deal with uncertainty:
2) Give up control;
3) Show flexibility;
4) Lead with empathy:
5) Foster students' individual creativity;
6) Don't assume things, test them first;
7) Failing forward' is a real motto;
8) Do it now, adapt & adjust later;
9) Discover-Interpret-Brainstorm-Experiment

3.4.5. Benefits of Design Thinking In Education Sector

Design thinking as a mindset and work attitude for creative problem solving has become crucial for
discussed below:
many activities both in education and advanced training. The benefits are
Benefits of Design Thinking In
Education Sector

The Traditional
Way
Design Thinking Brings Back
To The Learning Individual
Four Dimensional Educational
Framework
Fostering Character
Development
Fostering Skills
Through DT Learning to learn through
Design Thinking
62 MBA First Semester (Design Thinking) AKTU

1) The Traditional Way: Educational design has been focusing on the question of how to get
'manageable bundles' of existing knowledge into people's brains. That are headed into a world
where humans as being a container of mere knowledge is way less needed than humans as being
confident and creative designers of the future.
AsSir Ken Robinson, well-known British education and creativity expert, states: "Creativity is as
important now in education as literacy and should be treat with the same status." Hence, it was
propose that the focus of education needs to change from delivering recycled standardised bundies
of knowledge to leamer-centered education. Learner-centerededucation means, that the focus is on
the learner and authentic problems rather than on the structured analysis of the curriculum content
though both are clearly necessary. And this is where design thinking as a human-centered
approach can help.
2) Design Thinking Brings Back To The Learning Individual: Bringing desig1 thinking to
education means emphasising our human talents and abilities. It is worth mentioning that this is
neither entirely new nor does it intend to completely replace things that are already working well.
But design thinking has proven tobe an effective approach for making changes across a variety of
professions such as research, business, and management.
In fact, it is well known that design thinking has been successfully applied to education in K-12,
undergraduate, graduate and professional training, so there are a lot of.examples already displaying
the benefit of design thinking in education.
3) Four Dimensional Educational Framework: The four-dimensional education framework below
focuses on knowledge (what to know and understand), skills (how to use that knowledge),
character (how to behave and engage in the world), and learning to learn (how to reflect on and
adapt by continuing to learn and grow).
4) Fostering Character Development: Design thinking is particularly powerful in adding value
regarding the three dimensions 'character', 'skills' and 'learning to learn'. Through fostering
character development one build the foundation for lifelong learning. Character education is
about the acquisition and strengthening 'of virtues (qualities), values (beliefs and ideals), and
the capacity to make wise choices for awell-rounded life and a thriving society.
i) Creative Confidence: Creative confidence is a term introduced by Tom and David Kelly
in 2012 and is an inherently optimistic way of looking at what is possible and believing in
your ability to create change in the world around you. The hypothesis is that most people
are born creative, but it needs continuous practice or it gets diminished. Design thinking
continuously motivates one to strengthen his creative muscle'. It is based on having a
growth state of mind and promotes a bias towards action. Individual have to face the
unknown, get active, engage and experiment often. In doing so, they can get aware of how
much an individual is capable of designing something meaningful and being a contributor
in achieving something.
ii) Adaptability: Consistently adapting to changing circumstances and environments and
embracing new ideas is one of the key characteristics of design thinking. Innovation in its
nature is unpredictable and therefore individual get constantly challenged to rethink and dare to
goin new directions.
ii)Social and cultural awareness: Design thinking provides a framework for interdisciplinary
collaboration, as its core is a we-culture of mutual creation. Diversity does not only get
tolerated but promoted as being a crucial part of the process. The persons work together with
people that are different from others. Individual immerse others in life worlds that are possibly
foreign to them. Consequently, individual consistently are confronted with and learn more
about new perspectives and point of views.
Design Thinking in Diferent Scctors (Unit h 63

5) Fostering Skills Through DT: Skills have alwavs been subject of educative discussions, and there
is always the question of what skills are relevant in
the future
i) Critical thinking/problem solving: Design thinking is ahuman-centered approach toward
problem solving. It provides a framework of how to tackle complex problems. Design thinking
reminds one to always be aguestioning thinker as it prompts to examine and test propositions
of any kind which are offered for
acceptance
ii) Creativity: Creative confidence equires creativity. Design thinking helps to apply. explore
and practice creativity. It prompts touse both the hemispheres, meaning the logical as well as
the intuitive side of the brain As an open ended and playful approach, design thinking gives
the necessary freedom to be an explorer of the unknown.

in)Collaboration: Complex problems can only be solved through collaboration among people
with different skills, backgrounds, and perspectives. And yet, the more someone differs from
oneself. the less casy it is to work together. Design thinking is beneficial in two ways.
On the one hand. it provides teams with a common language to go through the creative
process, On the other hand, through grounding practice in a deep understanding of humans.
their needs and their circumstances, design thinking facilitates an alignment of team member's
perspetives, as they work toward the common goal of improving human's lives.
Consequently, teamn members have a structured process of joining forces toachieve the goal of
improving lives.
6) Learning to learn through Design Thinking: Learning how to learn, or also 'Meta
Learning Dimension', basically encircles all other dimensions ('Knowledge', Skills, and
'Character) and supports an ongoing development. Learning to learn engages learners to
build on prior learning and life experiences in order to use and apply knowledge and skills in
a variety of contexts.
This competence includes awareness of one's learning process and needs, identifying available
opportunities, and the ability to overcome obstacles in order to learn successfully. Curiosity and
motivation, reflection and patience are three characteristics of 'Learning to learn' that design
thinking cultivates.
i) Curiosity & Motivation: Albert Einstein once said: "I have no special talents. I am only
passionately curious." Curiosity and motivation play an essential role in design thinking.
Design thinking encourages people to acknowledge that they may know some things, but still
there is so much to explore. In design thinking, one constantly tries to adopt a beginner's
mindset and explore things from different perspectives. Quite often it results from the empathy
one has built for users, because individuals get intrinsically motivated to improve their
experiences.
ii) Reflection: Reflection is constructive questioning about what individuals do and why they do
it and then deciding about the next steps in the future. This is a central facet of the iterative
working process in design thinking. Educational staff constantly gets feedback from everyone
including users also.
iii) Patience: Patience is a virtue. There is no magic tool to solve a problem; there is no
shortcut toinnovation. Same holds true for design thinking; it is not the easy solution some
people would wish for.
Nevertheless, design thinking provides with an ongoing process individual can trust that a
useful solution will emerge eventually. Through its richness in variety, design thinking gives
the confidence that it is okay that good things take time.
 MBAlis Semestes (Desigrn Thinking) AKTL

S.5. DESIGN THINKING IN

INFRASTRUCTURE
al planniny ethoologies rely heavily on top-down
approaches- the plans are first
strategiscd, nd only thwn are the citizens informed about it. These plans are usually mademade and
without
ov the citizens in the pocesN, aDd as a lesult. often fail to
reflect the
eNhund. ( onscquently, citizens natually have n lesser legree of problems faced by citiZens
ns thd spoIsibil1ty lowards mainteance of public ownership of these top-down
prChes sock lo addtesN these gps by working with the infrastructure. While participatory planning
citizens in understanding their problems,
they rarely chose the loop by secking feedback from the citizens
wneTshp of the plan by the citizens is not uarnteed. Adlitionally, after the plan is prepared. Thus, the
this also precludes any further
etinemcnt of the existing plan.
TNign Thinking provides a framework to overcome the flaws of the
hes in the tollowing ways- first, design thinking enables the traditional participatory planning
lhat places citizens at the heart of the process, A process of creation of an infrastructure plan
deep
NUrveys, intervicws, and charettes) will enable the development of empathising (thrOugh household
a granular understanding of the
phoblems faced by citizens. Second, the design thinking method also
of the plan through facilitates a process of refinement
continuous prototyping
and testing.
Lack of design thinking is too often allowed to
lnda' s public spACES and intrastructure. In a nationcompromise
that
the quality, usability and
is urbanising as rapidly as ours, itsensibility
of
iind new ways to meld with design infrastructure is critical to
infrastructure sector. It is instrumental in hasteningdevelopment."
A good design has a great potential in
the economic development of a nation.
Design Principles for Infrastructure
i) Setting the Scene: Design thinking should be part of
for a new project. Even whilc still setting the brief, creating the vision and designing the brief
before a design team has been hired, the
applicant and project management should be thinking in design terms and define a
led framework in which the project can clear, design
develop. Machinery
wil! represent the project's predominant purpOse and highest and internal processing equipment
for façades and building - but its design will be integral to the costs - far more than the expenditure
local acceptance and impact on the surroundings. There should scheme's success, both in terms of
ensure that building and landscape design match the quality of thetherefore be suitable budget to
they can be maintained long-term. technical equipment and that
2) Multi-disciplinary Teamwork: To achieve a scheme
design terms and, that, noreover, is well received,
that works both functionally and in
collaborations between stakeholders must
begin early and be sustained. Stakeholders may include, among others, the client, the design
leam, technical experts, the community and the local planning
authority. From the start of
planning, the design team should include not just engineers and technical
architects and landscape designers. By including this expertise and letting specialists but also
them challenge the
engineering approach, the applicant can achieve an inspirational, elegant
structure that has ihe potential to last for decades, at lower building costs andandbe ambitious
maintenance free. Early design input will ensure that efficiency, engineering aspects, relatively
town and
landscape consideralions and compelling design solutions come successfully together. Plant
layout can be reorganised to minimise the footprint, mitigate impact on views and improve the
relationship with its surroundings.
3) The Bigger Picture: Design does not start and end with the immediate project or site. Holistic
thinking is required to cnsure hat projects are part of an integrated process that fits into bigger
stratcgics Such :s C0al hiegicaal planning. Potertial synergies in an area should be
Design Thinking in Different Sectors (Unit.) 65

Cxplored in great detail, for example. touse the exhaust heat from new power plants Tor
heating systems, Communal greenhouses and other uses. Large power plarts are aaistict
investment and often located in declining nost-industrial areas and large brownfield major sites.
Investment and job opportunities can he very welcome, bringing henefit to the community and
potentially creating a sense of local identity.
Again, intrastructural requirements can work with wider needs. Visitor centres, e.g.. can
contribute to community life by acting as community facilities and providing meeting rooms
and a successful outcome will boost the reputation for
future projects.
4) Site Masterplan: It is in the nature of nationally significant infrastructure projects to have tar
reaching impacts. These can be both hugely positive (utility provision, employment) and
potentially negative (noise, traffic, odour, visual blight etc.). Good design will do much to
reconcile the infrastructure project with its environment by creating a facility that responds to its
context. Understanding the structure of its surroundings, topography and adjacent land use at each
site should be the starting point for
master-planning.
This will infomrouting, site organisation and detailed layout. Such work can be hugely
important in reducing the size of the facility, leaving the rest of the site free for other uses. For
instance, innovative conveyor systems or rearrangement of the process line may achieve a
smaller and more efficient plant layout, The value of and impact on existing structures,
landscape and archaeology should also be akey consideration and feed into decisions about
site clearance and mediation.

5) Landscape and Visual Impact Assessment: Due to their size -and number in the case of power
lines and wind farms -infrastructure projects are visible from many viewpoints. They may impact
on many different surrounding areas, whether it is densely urbanised townscapes, surburban or
sparsely populated rural settings. Each context requires a different appreciation of how to handle
scale and how the project relates to the environment. For power lines and wind farms, visual
impact assessment and landscape character assessment is an obvious part of the planning process,
but large power plants should also be assessed using the same strict criteria as have been put in
place for residential buildings, high-rise buildings and any other major architectural work in terms
of their impact and the quality of design. Visual impact assessment should be used as a design tool
to inform location, orientation, composition and height. This should take in a large number of
viewpoints right from the beginning of design.
6) Landscape Design: Intelligent landscape design mitigates the impact of an infrastructure
installation and can enhance its setting. It should be developed in parallel with the proposal
and take into account site topography; including, for example, existing flora. Good landscape
designers minimise tarmac surfaces and provide better road systems, pedestrian routes, car
parking and lay-by surfaces. They will often look at using excavated material to reform and
shape the site to suit the plant. Wherever possible, the majority of the site should be given back
to nature, providing space for leisure, play and wildlife - even up to the point of sinking the
structure into the ground. Often remote and protected from human activity sites can become
valuable habitats for a wide range of flora and fauna. Well-designed outdoor spaces will offer
pleasure and relaxation for staff and can create a visitor attraction in their own right, perhaps a
new destination for schoolecology projects.
7) Design Approach: A clear architectural concept can manifest itself through symmetry (or
asymmetry)and balance, repetition of organisational elements such as the grid, the frame or the
bay and resonance between elements of different scales. The structure of the building - the system
of bearing elements (girders, columns and walls) -can significantly inform the overallappearance.
 MBAFirst Semester (Design Thinking) AKTU

In agocd design, such choices will seem compelling and inevitable, clearly expressing what
the projectis about and working well with its setting. In a poor project, such choices will often
seem arbitrary. On a large scale project the adverse impact on the surrounding environment is
ampl1tied by poor decisions in the design, where typically inappropriate, wilful or superruous,
additions are made. However, difference and variety of design approaches in relatiOn to the
context can be viriues. Intiastructure projects benefit society as a whole and should be
celebrated.
Different structures willrequire different levels of atchitectural ambition. There are places tor an
expressive or assertive approach and places for modesty -dictated both by a project's context and
its purpose and status. n most cases less is more: simple (but not simplistic). straightiorward
designs go well with functional and efficient infrastructure. Nevertheless. real design ability is
required to create compelling stuctures, rather than standard catalogue solutions, ubiquitous
distribution sheds surrounded by acres of tarmac.

S) Materials and Detailing: High quality materials and careful detailing will limit the need for
maintenance and allow schemes to weather and age well. Metal cladding is often the default these
days, but there may be other options that better reflect the value ofa major civic building Local
materials and traditional building methods, for example, might inform the design.
A building's appearance often tells us something about what purpose it serves, its place in a town
or city, what sort of spaces it contains and how it is organised and puttogether. Itcan be especially
effective tomake the building's internal workings visible: glazed surfaces showcase equipment and
processes as well as contributing to better working conditions. A lighting expert or artist iight be
commissioned to develop a design strategy for large surfaces. Light, colour or an art installation
can add character and give large elevations structure and rhythm. Intelligent lighting, perhaps
using multiple colours, can highlight and strengthen aspects of the design.
Often a good design can be let down by ciumsy detailing. Junctions between materials, the
framing of materials or panelling e.g., well handled, make a major contribution to the success
of a project in visual terms. Design intent for key details should be developed alongside the
Concept and Scheme Design stages so that the architectural potential can be understood by
approval bodies and consultees.

9) Sustainability: Given the complexity of infrastructure projects, sustainability must be integral to

the design from the very beginning. A successful proposal will cover every aspect of this,
including, giving just afew examples, traffic movements (e.g. delivery and refuse), social
inclusior of workers and visitors and the use of biomass. While natural light provides good
working conditions for staff. glazed surfaces need to be carefully considered to avoid glare and
light pollution affecting wildlife and residents at night. The site strategy should include
biodiversity,planting and sustainable urban drainage systems.
Ideally. building materials should be locally sourced, reclaimed, recycled or have very low
carbon impact. Most infrastructures have a long lifespan and should therefore be designed to
take account of potential changes to the frequency and severity of extreme weather due to
climate change. Aspects of use are likely to change over the structure's lifetime, as will the
technologies it contains. A good design will be flexible, able to accommodate changing
requirements without major alterations, and adaptable, able to be altered or extended
conveniently when necessary. All good design teams are attuned to these issues and employ
the latest best- practice to deliver these challeng1ng requirements. There is no reason why
infrastructure projects should not win eco awards and achieve high CEEQUAL Scorings like
Pudding Mill Pumping Station.
 INsign Ihinking in Ditterrnt Sevors (Unit.

10)Visitor Centre: Many large iintrastrueture prop0sals offer the

where visitors can len about the plan operation and be opportunity to provIde a centre
to
introduced ihe conccpls ol
sustainability, neTgy gCneration, waste anagement anl humanity's inpact on the
teris of our ecologcal footprint and the exnloit of atural enviFoniCnt In
resources. A g00d visitor centre Can be
an cngaging plaCe ot exploration, providing a
intrastructure and an appreciation of its size and scale.compelling insight into the nced for the
A good Vis1tor Cxperienve makes the mOst of the
opportunities: a well-planned tour, Tof
example, willemeourage visitors to cnjoy the often onumental dinensions of the
them the extraordinary machinery at work and perhaps take them up on the plant, show
roof tor an
exciting View, Design ean optinise this experience by making sensitive provision for it
ereating aunique attraction. and

The siting of avisitor centre should be considered carefully, as part of the overall
expericnce of the
VIsitor. It ought not to be shunted out of the way as an inconvenience, but located to celebrate the
process and purpose of the plant and enjoy the heroic scale and character of its architecture.

3.6. DESIGN THINKING IN RETAIL

3.6.1. Introduction
Design Thinking can enable retailers to truly understand the how, when and what to provide stisfying
experience during customer interactions. It could be in terms of training store managers and staff to be
sensitive and alert to customer asks or simply analysing real reasons of basket abandonment.
Retail ransformation is often a complicated process that requires systematic diagnosis and
exploration. From or collaboration with retail clients, we have identified three key elements that are
core to this transformation: human, product and service, and touchpoint.
In the last several weeks, the word empathy" has been used quite a lot when talking about retail. The
term comes from Design Thinking - it's the first step in a Design Thinking process. In retail, empathy
is all about understanding customer pains and relating to customers to find ways to overcome their
pains or help them achieve their goals. There has been a lot of talk lately about "shopper journeys" as
a nod to recognizing a couple of things: that the decision to buy something is several connected steps
(thus, a journey), and that success in retail is increasingly about focusing on the customer - on her
needs - rather than on products.

Modern retail today is a jigsaw of shelves with piles and stacks of merchandise. Each is bolder
and brighter than the other. If retailers are lucky to spot the product brand of their choice, they
may as well clap and give themself a pat on the back. It is in these conditions that effective
purchase displayscreate a breathing space for their products. Awell-conceived product purchase
display can very easily focus entire attention towards the product it is displaying, engage the
customer (not entice!). There is a thin line separating a successful point of purchase and the ones
lost amongst the packs of time. Good design thinking and smart application is the base of the few
lessons.
Design thinking is more than just a current buzzword. It has, instead, turned into a critical research
strategy. In the retail sphere, design expands beyond websites and planograms. Good design solves
problems with a result that is actionable and emotional. The new reality of retail lies in consumer
emotions. "Businesses have to key into the emotions that are fuelling consumer's desires to engage
with a brand or product and play to them topull consumers into the brand experience",
68
MBA First Semester (Design Thinking) AKD.
3.6.2. Need to
Alack of
empathy
Incorporate
has a
Design Thinking in Retail
with your customers. negative impact on sales as you miss out on the opportunity to better Connect
It is
challenging for
vantage point. But retailers to put themselves in the customer's shoes from
and see roadblocks
when retailers are able to identify true consumer roadblocks and solve their
problems, they can these
their business. Fromsignificantly
that improve the customer experience; earn their trust, and, ultimately.
from marketing, into theplace
of empathy, retailers can drive major changes up and down the funne]
product, and into the care experience.
Dause the design thinking approach begins with consumer
aPplying design thinking concepts in an effort to become more empathy, retailers are increasingly
customer-centric.
Design thinkers are trained to design with empathy and weave together
technology, researcn, Spatal,
VISualcreativity, and user interaction to create powerful jdeas and transformation
opportunities.
By intoducing different ways of problem solving and methods for
discovering what people truly need,
design thinking helps organisations change their cultures to become more
collaborative. customer-centric
and

) Omni-channel driving the Retail Change: Retailers currently experiencing an evolution in the
Tetail industry. Brought on by an increase in technologyand an ever-increasing social connection.
Individuals are sharing information such as reviews and experiences - faster and more frequent
than ever before. The consequence of this is that retailers have to adapt their
to a constantly changing force led by their business proposition
customers.
In addition to a connected shopper experience,
Between 2014 and 2019, the total online sales consumers expect a holistic digital experience.
are expected to grow by 82 percent. The new
omnichannel customer is informed, empowered, and connected. However, gaps across
platforms show how little retailers understand consumer empathy. online

But to truly create a comprehensive experience one that crosses all channels, also known as
omnichannel-then retailers must approach design comprehensively.
Designing the full retail experience with the consumer in mind means using design
dive deeper into consumer psychology, user experience, and thinking to
frictionless experiences.
2) Create Brand Value: Design thinking confirms
that design, as a process and as an output, has
greater opportunity to add brand value.
When design principles are applied to strategy and innovation the success rate for
dramatically improves. Companies with the topmost brand value including Nike, Coca-Cola,innovation
Google, and Apple have been innovating and launching products, features, and solutions that are
immediately accepted by customers as delighttul experiences. For online
easy return policies, leveraging brick-and-mortar and in-store shopping,retailers, personalisation,
blending social media
with websites are just some ways to build a sustainable brand value.
Due to the remarkable success rate of design-led companies, design has evolved
objects. Organisations now want to learn how to think like designers. Companies beyond making
that intuitively
understand and design products and experiences that are in line with market expectations are more
likely to build mind and market share and have a sustainable brand value.
Design Thinking in Diferent Sectors (Unit-3) 69

3) A truly Engaging Store: Retailers who use design thinking as a cornerstone of its product and
customer experience innovation are more competitive in the ever-changing retail landscape thanks
tothe extent of personalisation and brand value they offer to customers.
As Djamel Troubrienet, Marketing Director for Cegid Group, Americas Retail explained,
"Thriving retail brands nurture deeper connections with shoppers... tapping into the consumer's'
lives, including needs and wants for products,services, and experiences.
3.6.3. Strategies for Applying Design Thinking to Retail
Following are the strategies for applying design thinking in retail:
1) Fuse Products to Create New and Better Ones: Fusion will be the key to creating next
generation, futuristic designs. For example, engineers and apparel designers can partner with each
other to create wearable devices that can be embedded into fashionable apparel. Design thinking is
essential to support such collaboration.
2) Provide Enhanced Experience during Customer Interaction: Design Thinking can enable
retailers to truly understand the how, when and what to provide satisfying experience during
customer interactions. It could be in terms of training store managers and staff to be sensitive and
alert to customer asks or simply analysing real reasons of basket abandonment. Even small events
like a reliable return policy can enrich customer experience.
3) Improve Screen Design: The screens customers are accustomed to today may change
significantly tomorrow. So much so that we could ask if there willeven be a need for a screen or if
it will give way to augmented reality or a virtual screen? New concepts, navigational skills, and
designs will define these virtual screens. How can retailers use the revolutionary screens to their
advantage?
For example, they could project a 3D image of their product on the customer's palm. Simulative
design will allow customers to hold the product and evaluate its dimensions before making a
purchase decision.

4) Create Brand Value: Retailers will compete and win based on the extent of personalization they
offer to customers based on market intelligence. Companies that intuitively understand and design
products and experiences that are in line with market expectations are more likely to build mind
and market share and have a sustainable brand value.

Companies like Google, Apple, and Facebook which are one of the topmost in brand value have
been innovating and launching products, features and solutions that are immediately accepted by
customers as delightful experience. For online retailers, easy return policies, blending social media
with their sales sites,leveraging stores for in-store online shopping, and rewarding customers in a
personalised way could be some of the ways to keep the customers journey a happy one and
building a sustainable brand value.
Google's diversification from its original role as an Internet Search Engine to products like Gmail,
Android and Maps have enhanced its brand value and brought tremendous media attention and
customer recall value.

Amazons marketing strategy of launching Amazon Prime as its loyalty program has been
immensely successful. Offering faster and free shipping on selected products, offering services like
cloud storage etc. have been a result of innovative and consumer centric thinking keeping the
customer's needs in mind.
 MBA First Semester Design Thinking)AKTN:

Revive Brick and Mortar Stores: Several retailers are concerned about stores losing their
Televance due to the growth of onine and mobile retailing. Design thinking can play an
important role in reviving brick and mortar stores and retaining its relevance. Creative and
1mmersive in-store designs and lavouts can attract customers. Virtual reality experiences,
Innovative ways of personalising services, and special store-driven loyalty programs are just
some of the ways to make the store experience exciting and rewarding for customers through
the use of design thinking

With design thinking. retailers can evaluate and anticipate gaps in customer experience that go
heyond mere technology enablement and deliver empathetic and pleasurable customer
experiences,

3.6.4. Design Thinking Case Study in Retail

Following are the design thinking case studies in retail:
3.6.4.1. Case Study 1How Nike become a Fashion power house throngh Design Thinking
In the mid-80s. Nike rèfeased the Air Force One. It was the first sneaker to incorporate its pressuri~ed
air technology that absorbs shock to help athletes perform better. But, to everybody's surprise. the
shoe became an instant fashion sensation on the streets of New York.

They were so popular inHarlem and the Bronx that they acquired the nickname "the uptowns." "It's
just one example of how sport and design collided," says Adrian Fenech, Nike's senior brand director
for North America. "It created abond between Nike and the New York City community."
At New York Fashion Week, Nike is paying homage to its roots in New York City with events
throughout the week as part of its "New York Made" series. On Thursday, Nike revealed its
collaboration with Comme des Garçon, which resulted in a re-conceptualized Dunk Hi shoe with a
clear panel that allows wearers to express themselves through the socks they wear underneath. On
Saturday. at Bergdorf Goodman, Nike had a party to celebrate Riccardo Tisci's new design: a Dunk
made of high-end full-grain leather.
At the cult sneaker store Kith, Nike displayed a collection inspired by its 50 years of creating
shoes for basketball players, featuring one iconic design to represent each decade."We're
listening to athletes about ways that shoes impact performance, but also hearing about their
passion for luxury materials," says Fenech. "We've merged the two, responding to their day-to
day needs, as wellas their style inspiration.
To cap things off, Nike unveiled a new version of the Air Force One designed by Acronym's Errolson
Hugh, which retains elements of the iconic shoe, but incorporates futuristic elements like a quick
release fastener to make it easier to get into the shoe. "Errolson is all about form and functionality."
Fenech explains. "The original shoe had heel tabs that allowed ease of access. But Errolson took that
idea and moved it forward."

This concept of moving forward" is a big theme at Nike. Fenech says that the company is trying to
push the boundaries in terms of innovation, by creating high tech products that improve athletic
performance,but it's also working to push ahead as a fashion brand. Mark Parker, Nike's CEO, began
his career at Nike in the late "70s as a designer and believes that design thinking should infuse
everything the company does. (To keep his own artistic instincts sharp, he still occasionally
collaborates with designers Tinker Hatfield and Hiroshi Fujiwara on limited-edition sneakers as part of
the Nike HTM Project.)
 Design Thinking in
Different Sectors (it 3) 71
6.4.2. Case Study 2
The UK home
counterparts in the furnishing
US, and industry is
some parts of sillAsia. lapging
in innovation solutions compared with its
Arecent report from
more coNsumers
Houzz UK found that as the
threshold. Even within the space are luxury interior design market is gradually caving in.
furnishing market Millennials arc oping Ior do il-yoursclf opions regardless of their income

and respond to
which has callsredefininp
for the
the future of thc interior design and entering the home
coNsumcr s changing demandsretailers within the industry to take advantage of this shift
Retail Insider prOduCes an annual
In 2017. the only report thal coutains the ton fifty UK and
companics Ireland retail innovations.
Made.com/Hullabalook for arepresenting the home furnishing market included collaborations between
On
their space sofa-sizer solution, allowing customers to select the right furniture based
recorded a highCr measurements.
conversion
Their Irial period of the
rate of 79% and an increase insolution involved two million users and
Insider did not report any orders by
innovations in the home furnishing spacc. 83%. In 2018. however., Retai!
To prevent the continuous decline
that the home furmishing market andcxperienced
retail
within the home furnishing industry, it is
imperative
street shops are tast losing their hold., and theindustry, to begin to adopt research-based solutions. Hign
heading and how can we stay ahead of the new auestion retailers should be asking is where is the market
changes and reduce the risk of home furnishing trends andofkeep up to date with consumer behaviour
businesses phasing out.
So much has been said in recent times about the
use of user-centred solutions; however, many
industries still fall behind adopting these methods to effectively design solutions that
and expectations of their user group. Design thinking, an approach of developing a meet the needs
the userS, and other related stakeholders at the forefront of the design process, solution that puts
factors in what is
achievable and howthe solution can foster commercial/business gain.

n other words, to consistently deliver value to customers, businesses must strive to be innovative;
n casy way to help evaluate the innovativeness of a product is to assess them from the
perspective of the users.

Icarried out a recent study using Design Thinking to explore the home furnishing market inthe UK
from the perspectives of the user. My findings and insights showed a disconnect between the user
group expectation and the existing solutions within the market. My study found that there was little or
industry.
no focus on research-based solutions within the

3.7. DESIGN THINKING AND MANAGEMENT DECISIONS

3.7.1. Introduction
Role of Design thinking is globally being recognIsed as a COmpetence in making organisations agile.
Fortune S00 companies have incorporated Design
adaptive and in transforming businesses. seVeral advantage.
thinking to nurtureinnovation and gan a cOmpetitive

According to Ashis .Jalote Parmar, Prolessor, Design, IIMA Design thinking for manaeemant
systemic
as "A creative and problemn solving process that can visualise or
can be understood
shape-tools, society, products businesses and environment by diving user/context sensitive
innovations."
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MBA First Semester (Design Thinking) AKT:

wond T management is moving to an era of complex and interdependent challenges. Here

COmplexity is due to changing aspirations of consumers, as the society is changing due to
pace of globalisation and exponential growth of technology (1CT) in our daily lives. rapid
As our
Context continues to evolve, these challenges require managers to work not in silos, but in the
intersection of knowledge to seck solutions from ambiguous data and develop competitive
strategies with holistic integrated approaches.
In complex times it is the managers turned leaders who will have the vision to see beyond
common
degree ot patterns, by understanding the "big picture" tocreate new patterns - will stay ahead.
This can be achieved by combining design thinking with established management frameworks. Design
thinking strength lies in challenging the existing status quo, making new propositions based on
unstructured data points, reframing problems identifying new unmet opportunities for action, to
deliver holistic/resilient solutions.

Innovation can be nurtured in organisations by involving design thinking in the key stages of
strategy development i.e. in the beginning where key decisions are made, wider and
Comprehensive inputs are given to frame the right questions to seek-multiple concepts and
solutions. Design thinking provides effective outcomes, by reducing duplicated efforts and
targeting solutions to deliver higher business value and larger societal benefit and of course
leading to outcomes that are still relevant by the time they are developed. For example,
organisations can design user experience for entire product value chain targeting competitive
advantage or even design human centered systems and policies.
Design management is a complex field; it doesn't relate to a single design discipline and the exact
responsibilities attached to a design manager will depend on the organization they work for, the
size of that organization (and the tier in the hierarchy at which the manager operates), the industry
they work in, the current market position and tÍ a large extent the perceived importance of design
to the business.

3.7.2. Areas of Design Management

Design thinking falls into a large number of disciplines and thus so too does design management.
Some of the more common areas in which design management can be found include:
1) Product Design: The manager here will be looking at managing all functions related to product
development and release and securing relationships with other business units to facilitate this. A
user-centered (or UX centered) approach is commonly the guiding force for this work.
2) Brand Design: Responsibilities here are for brand experience, developing touch points, and
creating reliable, trustworthy perspectives that are strongly recognizable to clients.
3) Service Design: The flip side to product design and something that is becoming increasingly
importance with the rise of the product-service hybrid. Service design takes a customer experience
(CV) or customer-centred approach.
4) Business Design: Business design is an emerging concept - it's the understanding that businesses
can be designed from within to operate more efficiently and at higher levels of effectiveness.
Typically, a business design manager will need to be very effective at persuading others of the
utility of their designs.
5) Engineering Design: Engineering design is more concerned with technological outputs than other
disciplines of design - be it atechnological process (such as manufacturing) or technological
artifacts (such as a system).
 Design Thinking 73

3.7.3.
Levels of Desig
There are three Managers
1) Operationallevels of corporate hierarchy that design managers operate from within:
Level: This is the doing" of design and is concerned with managing projects and
teams that deliver on the strategy. Good managerS willbe able to measure performance in
terms of business
outcomes. Common job titles for design managers here include: operations design
manager, design team lead, senior designer. etc.
2) Tactical Level:
This is the structuring of design within a business determining how projects
dinated to achieve higher objectives,systems
design in a business, creating high-level managing
for thecooperation
skilland competency
or support frameworks for
of design. etc.
directoro utles at this level include: brand design manager. tactical design manager. design
3) StrategicLevel: This is the "direction" of design within a the determination of how
design Will meet corporate strategy and the developmentbusiness
of the individual desSign
CommOn job titles at this level include: design director. vice-president for design, chierstrategy"
esgn
officer, etc.
3.7.4. Design Thinking Case Studies in
Following are the studies in management decisions Management
are as follows:
Decisions
3.7.5. Case Study 1 PepsiCo
PepsiCo's tormer CEO Indra Nooyi (and current chairwoman) transformed the world's second largest
food and beverage company when she introduced design thinking to the business strategy. After
determining that employees had little understanding of how design impacts product success, she
brought in the company's first chief design officer in 2012, and quickly made design and customer
centricity part of every important decision the company made. In this 2015 Harvard Business Review
interview, she explains how looking at the company's products as a mom rather than a CEO gave her a
more human-centered perspective on the product line up, and what she had to do to transform the
PepsiCo culture so employees would put consumers at the center of every decision.

These success stories, along with research on the business 'case for design, illustrate that design
thinking isn'ta passing trend or an approach that should be employed solely by creative. product and
technology teams. Rather, design thinking is a bold andbecome
disruptivecustomer-centric,
busines strategydrive
to help leaders
innovation
and organisations solve complex business problems,
enterprise-wide, manage change and transform the way people think and work.

3.7.6. Case Study 2 Deloitte

developer" to an "experience
Deloitte used Design Thinking to transform HR from a "process optimising the digital workspace and
architect". From redesigning the physical work environment to helped Deloitte reimagine the entire
use their time, Design Thinking has
drecting how managers employees.
Process of hiring, training, engaging, and evaluating
their employees, studying how people behave at work to create profiles and
Deloitte has invested in profiles are specifictothe employee demographics, work
PSOnas to model their solutions on. These the
challenges they encounter. Ideating and prototyping has enabled
environnment and the set of
quicker solutions and effectivetools.
company to come up with
have
requirements to light
helped them bring specificmethodologies
mechanisms based on
questionnaires to teach
Feedback
and
facilitate learning and awareness.
Few companies are even using agile

pople to do less and focus more.

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M%A First Seestz (iresign Thiiking) AKY:

Design Thinking principles have aspecial relevance in bchavioural economics. Intelligent choices
(empathy riven) encourage better decisions. Design thinking methods call for 'choice architectures'
which can guide people to arrive at the correct choices and eventually the correct decision fastet
These kinds of smart processes not only make the job easier for the HR, but also create an eniovable
Cxperience for the cmployees.

3.8. EXERCISE
3.8.1. Short Answer TypeQuestions
|) Enunerate the design thinking hbencfits for patients.
2) Enlist the design thinking challengcs in inance sector.
3) State any twO need of design thinking in cducation.
4) Explain in brief the design thinking in retail.
5) Whal is meant by design thinking and management decisions?

3.8.2. Long Answer Type Questions

1) Discuss in detail the design thinking in various seciors.
2) How design thinking is applied to the healthcare sector? Why design thinking matters in design
thinking?
3) Highlight the role of design thinking in financial sector. Explain the design thinking framework for
financial sector.
4) What are the steps involved in design thinking in education? Explain the design thinking resources for
education.
5) Discuss the case studies in retail, management and finance sector.
6) Elaborate on design thinking in infrastructure.
7) What are the strategies for applying design thinking in retail? Discuss the need to incorporate design
thinking in retail.
8) Discuss the areas of design management and the levels of design managers.