This post just features some of the events that I have participated in over year, which are listed in reverse chronological order. Please note that these are all virtual sessions and that there is a mix of public conferences and invitation-only.
I would like to express my gratitude to everyone involved and would also like to highlight that the unsung hard work and passion of those making things happen behind the scenes should not go unnoticed.
While the scale of 2020’s volatile conditions happens to deliver unprecedented challenges, we should not loose sight of the many excellent examples of resolve, entrepreneurship and goodwill across the board.
I am thankful for these opportunities. All participants’ willingness to share insights and wisdom not only makes a difference, but also furthers progress in everyone’s best interest. Admittedly, I also regret having declined some other invitations due to scheduling conflicts, and hope that there will be other opportunities to cross paths in the near future.
I would like to thank the team at CMP’s Design & Innovation Global for the opportunity to present at Design Thinking Digital Summit. This was my first public talk in my new job as Chief Designer for Nokia Software, which made the occasion even more memorable for me.
I am also grateful for the continued one one one discussions that some of us are having over LinkedIn messaging, and the opportunity to exchange insights on the topic.
Value (singular) refers to the correlation between perceived and comparative worth and quality of a solution in the shape of a product and/or service.
Perceived value is a performance metric, a lagging indicator that confirms the degree to which design’s outcomes are met: market desirability and customer delight being two examples.
Brand Equity Value (BEV) is the ultimate measurement of composite business performance as a whole.
Values (plural) relate to our design belief system and, therefore, the culture that equips the job with moral imagination, drive, purpose and meaning.
Design’s human centricity is the soul of any system. Reality dictates that, in today’s world, all end-to-end technological solutions happen to be Human Machine Systems (HMS) without exception. Note the emphasis on the ‘end-to-end’ scope… there is no escaping that fact.
Values (plural) also refers to qualitative and quantitative leading indicators that inform the quality of design work in progress.
This means both new data and insights generated as we rapidly experiment, prototype options and conduct multivariate testing… these are intensive hyper-iterative cycles that orient and inform a design’s progression and improvement through all the steps from ideation to blueprinting. This is quintessential to Design Thinking. Simply put, without that effort there is no Design Thinking as such.
As an example, in Quality eXperiences by Design (QXbD) we assess: usefulness, utility, usability and affectivity values, which are ranked by effectiveness and efficiency parameters. That construct shapes the experiential qualities that define a system’s capability and behavioral model leading to production design blueprints.
QXbD‘s intertwines these with continuity and differentiability appraisals as we assess business model attractiveness and viability and, last but definitely not least, the technologies’ development, delivery, servicing feasibility over the product and/or service lifecycle. Note that the context is System Design as a holistic and interdisciplinary undertaking.
Designing to Optimal Values makes the job interesting, rigorous and tactical. Delivering optimal value relies on the honesty of Value Stream Mapping (VSM) cost-benefit analysis. How we define the scope and impact of the benefits, as well as difficult trade-offs, is a function of the design belief system and the solution’s soul.
One more thought… by now it becomes quite obvious that Value Propositions are best conceived by undertaking painstaking interdisciplinary design work.
I would also like to thank those of you who joined the live session and, as usual, I am happy to continue the discussion to trade insights as well as contrasting thoughts and viewpoints. We can have that conversation over LinkedIn messaging to keep things going.
Reviewed on Sunday, October 20, 2019.
Thank you note.
Special thanks to Nokia’s own Terri Edmudns and Rose Martin for all of the help that went into scheduling and setting up the Studio’s session on Design Thinking.
Our campus was packed with participants and PDC volunteers. I apologize about not being able to complete my thank you note here since I am missing quite a few other names at the time of writing this.
PDC19’s Design Thinking Session.
“Diversity of Thought and Creative Tensions as Innovation Toolset” was the theme of our discussions at the Studio where HCD, Human Centered Design, and HFE, Human Factors Engineering, practices are center stage.
The job in hand.
Nokia’s Venture Studio leverages a meta-methodology combining practices such as Design Thinking and DTV, Design to Value to name some examples.
Our workstyle intentionally seeks “Diversity of Thought” and “Creative Tensions” so that we can better explore and craft genuine creative solutions. The more complex the problem in front of us, the more relevant our line of work becomes.
Our job entails applying a variety of optics, looking for both visible and hidden patterns as well as identifying outliers and anomalies. We expand our range of vision through Cartesian skepticism and unconstrained analysis. Basically, pressing the “reset button” and thinking twice in a matter of speaking.
(Design) thinking twice.
The workflow iterates thru adaptive DPCs, Design & Prototyping Cycles, and converges by pressing the “freeze button” to articulate a constrained synthesis with the information and insights available at that point of time.
A project flow is not necessarily linear. We can move forward, backward and sideways… re-focus, deep dive and zoom out as necessary. But, “paralysis by analysis” is not an option: we are always operating on design and prototyping mode.
Note that we can redefine problem areas and shape technological solutions in novel ways. Nothing is a given. Discovery can lead to transitioning from solving for “problem X” (e.g. known needs and usual suspects) to a new and game changing “opportunity Y” addressing otherwise unsuspected areas.
Concrete scenarios and real options.
On the critical path, the interim outcome is the generation of parameterized “A/…/N options” and decisioning models that guide and inform: value, priorities, benefits, risks and trade-offs, which feed the valuation model.
Diversity of Thought takes true diversity and interdisciplinary teamwork, coupled with “outside-in” and “inside-out” feedback-loop cycles, dismantling silos that otherwise impose arbitrary boundaries, paralysis by analysis or the latency and suboptimal effects of design by committee.
About Nokia PDC 2019.
Nokia PDC’s scope goes beyond formal training to cross-pollinate and facilitate serendipity. All of that involves know-how sharing, new connections and networking activities to better collaborate.
At the back end we experience growth at individual, team and organizational levels. Thanks again for the opportunity to be part of this conference this year.