Design Thinking 2019 #DesignThinking2019
FULL LENGTH TRANSCRIPT VERSION
How would you define your organization’s maturity to Design Thinking?
Nokia is a Fortune’s Global 500 corporation headquartered in Finland, which involves in excess of 100,000 employees worldwide. Most of us joined the company in recent years… which I think is nothing short from fascinating.
Nowadays, Nokia is a top B2B player in large scale digital communication technologies. Most specifically: 5G, Internet of Things, Cloud and Software just to list some well-known examples.
R. Siilasmaa’s recent book, “Transforming Nokia,” discusses what it took to pull off the company’s dramatic recovery in the past few years, while noting that this is not the first time that we reinvent ourselves since 1865. His leadership style is characterized by “Paranoid Optimism,” which I’d like to discuss in context later on.
At Nokia Studio we intertwine disciplines such as Data Visualization, Cybernetics and Behavioral Economics to design state of the art Decision Support Systems for next-generation digital services. These are Human-Machine-Systems (HMS.)
Given our focus on game changing innovations, Human-Centered-Design (HCD) happens to be a critical success factor at all stages in the iterative exploration, definition, introduction and broader diffusion of emerging and next generation technologies Design Thinking’s desirability, technical feasibility and business viability are, therefore, well understood critical success factors.
The Studio’s research addresses how to clearly articulate early desirability coupled with market-pull & outside-in strategies. Thinking through the business value of design signals the need for removing friction from a B2B journey that involves formal contractual acceptance as the accounting trigger behind revenue recognition.
Geoffrey A. Moore’s classic, “Crossing the Chasm,” and Clayton M. Christensen’s best-seller “The Innovator’s Dilemma” make all of us mindful of the need for addressing the journey between early adopters (FOA, first office application, in the telecoms sector) and adequately scaling in the marketplace.
This means expanding across segments and industries to leverage economies of scale and, therefore, continuous improvement and innovation. Following that train of thought, consistently and predictably delivering superior satisfaction levels in the form of customer delight becomes a decisive and sustainable competitive advantage.
Our Studio is engaged in large, sophisticated and fluid projects that involve inter-domain undertakings. Successful cross-pollination intersects three dimensions:
- going wide across domains to take down silos and deep on a domain basis to best leverage our know-how
- tightly or loosely coupled integration in the value-chain / supply-chain ecosystem
- in-house and external collaboration in alignment with the above
While purposely implied by the naming, it is worth highlighting that our home-grown QXbD, Quality Experiences by Design, methodology zeroes in on delivering meaningful, differentiated and measurable quality outcomes that are tangible to our customers.
Nokia QXbD has been conceived as a meta-discipline that can be deconstructed and re-shaped on a project and sought-after outcomes basis. We can, therefore, not just start agile but also remain truly lean to effectively get the job done.
As introduced early on, Risto’s Transforming Nokia, discusses the impact of “Paranoid Optimism” which is also explicitly captured in the book’s subtitle. Tactically speaking, that means: leveraging the hindsight that comes from analyzing lessons learned, the thought process that leads to both obvious and hidden insights, as well as applying creative tensions and foresight to flush-out not just one single path forward, but alternative different scenarios for consideration.
In that context, Optimism in design fosters the pursuit of an ambitious game changing scenario. Being purposely Paranoid involves the sort of predictive and responsive monitoring that prompts and guides necessary reality checks and course corrections… and even pivoting in a timely fashion. This acknowledges the ripple effects and moving targets that arise when innovating and/or transforming which, when ignored, can derail any well-intended transformation effort.
Interestingly enough, Jim Collins’ painstaking research behind “Great by Choice” outlined that Productive Paranoia is a critical success factor. He exemplifies companies that have consistently delivered 10x results by outperforming competitors in bull and bear market conditions. Jim defines Productive Paranoia as a must-have business obsession, where contingency planning and risk mitigation are of the essence.
Paul Romer, World Bank Chief Economist and last year’s Nobel laureate, makes the case for Conditional Optimism and innovation being the outcome of the marketplace’s “discovery machine.” He differentiates between complacent and conditional optimism.
The complacent kind relies on deploying hard work to make things happen, and keep iterating, while hoping for the best by setting things in motion… also described as blind optimism. Conditional Optimism focuses on proactively finding solutions to problems, and closely monitoring outcomes thru the transformation journey.
Long story short… in Nokia’s context, Design Thinking maturity can be measured by our optimism as we strive to deliver state of the art technologies that augment and expand human possibilities, coupled with paranoid and creative tensions as we purposely obsess with delivering quality experiences.
Design Thinking 2019 #DesignThinking2019
We are gearing up for NOKIA HFE, our annual conference focusing on that it takes to create technologies that deliver unique value by optimizing for early user acceptance and broader adoption.
Human Centered Design (HCD) is the practice addressing the users journeys and technology lifecycles. Human Factors Engineering’s (HFE’s) is the holistic and interdisciplinary science focusing on optimal technological solutions that #MakeTechHuman, which intersects psychological, physiological and sociological factors.
BEING DIGITAL is this year’s theme. As shared in the above brochure, Bell Labs’ Claude Shannon, the father of information theory, first addressed the meaning of “bit” in his landmark paper published in 1948. Just a year earlier, John Karlin, a fellow Bell Labs pioneer, set up the first Human Factors Engineering department in industry. Their combined effort set the stage for today’s digital experiences.
More than seven decades later we get together to explore what “being digital” is now about. This year’s discussion takes place in the context of game changing and pervasive “Digital Transformation” initiatives across industry and public sectors.
Chirryl-Lee Ryan is Idean’s Head of Studio in New York, and this year’s keynote speaker.
Chi is an transdisciplinary design practitioner, writer, speaker, coach, and leader, specializing in experience design. Chi believes that design can help everyone live better, happier lives, and to do so, she merges different design disciplines to produce radical outcomes for humans – and humanity.
As Head of Studio at Idean, a global experience design company, Chi evangelizes a mantra of endless curiosity, fearless execution, and purposeful impact, and as host of the This is HCD Podcast, she is creating a continuous conversation about the future of design. Chi’s goal is to arm as many people as possible with the skills, tools, and confidence they need to create the change they want to see in the world.
HOW TO PROTOTYPE A NEW DIGITAL BUSINESS
“Through the lens of his recent work in guiding leading global companies through digital transformation initiatives, IA Collaborative Founder and Chief Design Officer Dan Kraemer will discuss how to bring a Design Thinking approach to digital innovation – specifically, how to combine user experience, emerging technologies and profit models to prototype entirely new and sustainable digital businesses.”
As Founder and Chief Design Officer at global design and innovation consultancy IA Collaborative, Dan Kraemer is an internationally recognized brand, product, interactive and architectural experience designer who works with some of the world’s most successful companies and brands – including Johnson & Johnson, United Airlines, Samsung, GE, Nike, and Hyatt. Dan leads IA Collaborative’s multidisciplinary design team to identify unseen human needs, frame breakthrough opportunities and drive systemic solutions to commercialization.
His work has been recognized by the International Design Excellence (IDEA) Awards, GOOD DESIGN™ Awards, the Red Dot International Design Awards, the iF World Design Awards and the Design Intelligence Awards. Dan’s work has been featured by Wired, Fast Company, Forbes, the BBC, Branding Magazine and Innovation Magazine, and he is a frequent lecturer on the national and international stage.
THE SOFT & HARD NATURE OF ANYTHING DIGITAL
“Our quest to deliver productivity tools yielding operational excellence for DSPs, Digital Service Providers leads to the design of signature experiences by innovating in the process.”
“The Studio at Nokia Software’s Solutions Engineering is set to work with deceptively simple techniques and elegant sophistication… because neither oversimplification nor self-defeating complexity allow end-to-end systems to efficiently operate at digital speed and global scale.”
“This discussion intersects the soft and hard natures of dynamic systems by modeling Human Machine Systems (HMS) and the design of cybernetics. This practice focuses on critical success factors for the early acceptance and broader adoption of emerging technologies.”
“The work at the Studio embraces a renewed approach to QbD, Quality by Design, which is set to left-shift and unveil instrumental considerations at early design stages. The result is Nokia Studio’s QXbD, Quality Experiences by Design, optimizing for customer delight rather than table-stakes customer satisfaction.”
Jose de Francisco is a Senior Creative Director at Nokia Software Group. His 20+ year experience encompasses global award-winning projects that entail multi-disciplinary leadership responsibilities. Jose is a Distinguished Member of Technical Staff (DMTS) and has worked with Bell Labs on next generation platforms for mobile networks.
He is a Member of the Advisory Board at MIT’s Institute for Data Systems and Society (IDSS) and is the recipient of an MBA in International Marketing and Finance (MBA/IMF) from Chicago’s DePaul University as a Honeywell Europe Be Brilliant Scholar. Jose also holds a postgraduate degree in Human Factors Engineering from BarcelonaTech (UPC) and developed his passion for innovation at Massana Art &Design Center’s Industrial Design program. His thoughts and endeavours can be followed on innovarista.org.
DON’T BE DIGITAL
“The motivation to make our businesses more digital often cause us to miss the mark. Business transformation, and “being digital”, isn’t about technology, it’s about becoming more human.”
“In this presentation I’d like to share what I believe should be the driving forces for any company in this era of technology, data, and sometimes noise. Together let’s explore how we translate our humanity into the things we create.”
JC Grubbs is the CEO and founder of DevMynd, a strategy, design, and custom technology firm in Chicago and San Francisco. He has spent his career working to improve the way that technology is designed, built, and delivered. With a focus on human-centered and inclusive design, his company has worked to solve meaningful challenges for organizations like the Department of Defense, Motorola Solutions, Verizon, and AbbVie.
“Employee experience (EX) is recognized as a key competitive advantage and a prerequisite to deliver outstanding user experience (UX) and customer experience (CX). Companies that invest in EX outperform those that don’t in terms of financial and operational results.”
“Together with Human Resources (HR) colleagues, we have embarked on a journey to make HR our Chief Employee Experience Office. We are applying a Service Design approach, which is revealing human-centered perspectives as we look into our processes and tools from the employee & line manager point of view.”
“User interviews and workshops identified key pain points and game-changing ideas to take EX to new levels: aadequate digital channels and user interfaces are of the essence. The question that we are currently working on and will openly discuss in this session is: “how might we provide the most insightful & engaging digital experience to further personal & career development?”
As a Design Lead at Nokia, I am driving design-led transformation across the company by applying design approach to management and technology challenges. I believe that design is and will remain central for our future, infusing human focus, accelerating learning and fostering collaboration. I have 10+ years of experience in business and creative roles in Telecommunication, High Tech and management consulting, including 5+ years with McKinsey & Company Inc. My education background spans between Business, Mathematics, Philosophy, Fine Arts and Music.
Exploring Other Methods. November 7, 4:00 PM Understanding How Design Thinking, Lean and Agile Play within Service Design.
“Since service design serves as the umbrella discipline for delivering service experiences, there are many sub methods to address different types of problems. For example, Design Thinking is helpful on the front end to empathize and identify customer needs where Agile is helpful in software development and digital experience design. This group explores well-known methods and how they play a role in the service design universe.”
I’m back in Chicago and I would first like to thank everyone who joined my session about “Exploring Other Methods” for your participation (full house) and encouraging feedback. I hope to cross paths again in the near future. In the meantime, we can take advantage of LinkedIn to stay in touch. I would also like to express my gratitude to Michael DeJager and Tyler Peterson for all of their tireless help.
Here are the links for a couple of the items that I briefly discussed when providing context for Exploring Other Methods: a photo album of where I work, Nokia’s Chicago Technology Center, and the first version of the Human Factors Engineering Manifesto. Regarding requests about the slideware for my talk… I ran an interactive whiteboarding session with my iPad connected to the projector and I did not produce formal slides.
The discussion’s narrative was centered on how to best approach HSM, Human-Machine-Systems, to craft a compelling Service Experience. In that context, “Human” refers to relevant stakeholders and “Machine” to any technology involved. The “Systems” approach prompts a holistic undertaking which includes Front Stage, Back Stage factors and the continuum across the too.
Service Design is about innovation, whether capability-wise that qualifies as incremental, breakthrough and/or disruptive innovation. Today’s Service Design also entails a wide range of low and high-tech at any point in the process. While this is just anecdotal evidence, when I asked everyone about who can do away without any technology, there was an implicit understanding of the rhetorical nature of my question and, therefore, the obvious pervasiveness of digital experiences.
We are a technological society. Good design is concerned with human factors and crafts technological solutions to enable human experiences that contribute to our quality of life and the quality of the work we do. That is Human Factors Engineering (HFE) reason for being, a field pioneered by Nokia Bell Labs in 1947.
From that perspective, it pays to intertwine any relevant practices and tools for the healthy purpose of figuring out what combination works best for any given Service Design project. While process repeatability is a desired outcome, what makes an interdisciplinary team smart is the ability to mix, match and blend what’s needed for each undertaking.
We can think of it as an a-la-carte menu featuring elements from Design Thinking, Agile and Lean methodologies just to name a popular handful to start with. I did not discuss some other such as Concept of Operations, Goal Directed Design or Outcome Driven Innovation, but I do recommend expanding one’s horizons beyond the aforementioned few. Note that while featuring commonalities, each one works with different optics. A holistic approach to Service Design also requires a composite method, leveraging as much (or as little) as needed from any, and with any needed adaptations.
Rather than summarizing what I shared at Service Design Week, I’m taking this chance to further reflect on those insights. So, given that we operate in highly dynamic environments, why wouldn’t designers also apply dynamic methodologies?
I’d like to think twice about cookie-cutter and one-size-fits-all approaches because Service Design typically prompts problems and opportunities where fixed-gear-techniques that might have worked well in the past can end up betraying one’s confidence: they might no longer serve or be the best fit whichever purpose they were originally conceived for. Design typically takes us beyond our comfort level, and that makes it an exciting profession.
Statistically speaking, the more one does the very same thing, the closer one gets to mastering that craft (e.g. deliberate practice model). But, paradoxically, you also get closer and closer to confronting environmental deviations, anomalies and rare events in an ever-changing world with even-growing moving parts and targets (e.g. black swan model). Besides, Service Design practitioners shouldn’t deny themselves the benefits that come with continuous improvement. So, here is a quick recap: innovation in Service Design’s outcomes and method innovation go hand by hand. As Einstein put it:
“Insanity is doing the same thing over and over and expecting a different result.”
“If we knew what it was we were doing, it would not be called research, would it?”