35
DESIGN THINKING for DISRUPTIVE BUSINESS LESLIE BAYONA 26 NOV 2015

Design Thinking for Disruptive Business

Embed Size (px)

Citation preview

Page 1: Design Thinking for Disruptive Business

DESIGN THINKING forDISRUPTIVE BUSINESS

LESLIE BAYONA

26 NOV 2015

Page 2: Design Thinking for Disruptive Business

Moxiemox·ie ˈmäksē/ aggressive energy; initiative; determination to solve a difficult problem.

Page 3: Design Thinking for Disruptive Business

WHY DESIGN?USELESS DATA PROVIDES NO VALUE

INFORMATION OVERLOAD LEADS TO

MISCOMMUNICATION= CHAOS

BROKEN INTERNAL PROCESS CAN BE FELT OUTSIDE

CUSTOMER EXPERIENCE (CX)

Page 4: Design Thinking for Disruptive Business

ORGANIZATIONALALIGNMENT

DESIGN FOR PRODUCT PROCESS PEOPLE

Page 5: Design Thinking for Disruptive Business

DESIGN

INNOVATION&

CUSTOMER EXPERIENCE (CX)

meaningful & relevant experiences add value

GOAL: craft this customer experience, starting with your product

Design Thinking principles can be powerful

to adopt innovative new ideas and experiences.

Page 6: Design Thinking for Disruptive Business

VALUE PROPOSITION DESIGN CREATING VALUE OUT OF INSIGHTS

Page 7: Design Thinking for Disruptive Business
Page 8: Design Thinking for Disruptive Business

IaaS

agility faster deployment of resources

subscription model

manageability

manageability

Page 9: Design Thinking for Disruptive Business
Page 10: Design Thinking for Disruptive Business

Mapping the Value Proposition of Value Proposition Design

Page 11: Design Thinking for Disruptive Business
Page 12: Design Thinking for Disruptive Business
Page 13: Design Thinking for Disruptive Business

CEB CHALLENGER COMMERCIAL TRAINING TAILORING CONTENT FOR YOUR CUSTOMER

Page 14: Design Thinking for Disruptive Business

Unique valuable perspectives on my market Help me navigate alternatives Help avoid potential risks Educate on new issues and outcomes

CEB (CORPORATE EXECUTIVE BOARD)

CHALLENGER MODEL

What customers look for: PERSPECTIVE

EDUCATION

RISK

ALTERNATIVES • Teach customers a new way to think about business • Tailor approach to resonate • Take control of the buying process

Constructive Tension TRIGGERS ACTION

Page 15: Design Thinking for Disruptive Business

FOR SALES TO CLIENT ENGAGEMENTS Information toolkit

Encourage information that’s new

But how does the customer tie this up with his business?

CHALLENGER PRESENTATION FORMAT I. Background of the Company II. Tailoring to the Individual - the advocate in the company willing and able to help your cause.  INDUSTRY ( COMPANY ( ROLE (INDIVIDUAL)))

Reframe how the customer views their business that inspires action to your solution .

NEW CONTENT FORMULA70% CUSTOMER, 30% OWN PRODUCTS

FROM TRADITIONAL SALES PITCH TO CHALLENGER

Insights Make customer think different

Suggest action leading to your solution

Page 16: Design Thinking for Disruptive Business
Page 17: Design Thinking for Disruptive Business

Step 1: Identify a pain point Step 2: Educate customers on associated costs for leaving issues unresolved

AS A BUSINESS ADVISER: Discover Opportunities › Align Vision › Implement and Grow

FROM TRADITIONAL SALES PITCH TO CHALLENGER

Market Share, Profit, Growth, Stabilize, Improve, Reduce, Expand, Ask, Report, Measure, Promote

Constructive Tension TRIGGERS ACTION

Begin: INSIGHT Raising a concern Mid: IMPACT Identify true cost End: Share unique SOLUTION leading to your unique strengths

TRUST = VALUE Increase Product Benefits while Reducing Cost

USE CASES: ENUMERATE SCENARIOS TO SERVE AS MARKET INSIGHT

Page 18: Design Thinking for Disruptive Business
Page 19: Design Thinking for Disruptive Business
Page 20: Design Thinking for Disruptive Business
Page 21: Design Thinking for Disruptive Business
Page 22: Design Thinking for Disruptive Business

CONTENT MARKETING STRATEGY STAYING RELEVANT WITH NEW INFORMATION

Page 23: Design Thinking for Disruptive Business
Page 24: Design Thinking for Disruptive Business

DO THIS NOW

Page 25: Design Thinking for Disruptive Business
Page 26: Design Thinking for Disruptive Business

"At heart, a focus on the business of technology,

grounded in design, with a light touch of curiosity about life."

Page 27: Design Thinking for Disruptive Business

IBM DESIGN EXPERIENCE CASE STUDY BLEND DESIGN THINKING AND AGILE

Page 28: Design Thinking for Disruptive Business

Blend Design Thinking And AgileThe goal of IBM Design Thinking is to create those links between problem solving, execution, and release and to help cross-functional teams deliver experiences, not just design them rethink existing project portfolios. Drive: shist the company away from feature- and function- driven sostware development toward UX as a market differentiator.

Page 29: Design Thinking for Disruptive Business
Page 30: Design Thinking for Disruptive Business

IBM’S DESIGN THINKING BUILDS ON:HILLSSPONSOR USERSPLAYBACKS

The level of B2B product design will continue to rise. Users of B2B sostware are becoming increasingly accustomed to easy- to-use, effective, and appealingly designed products. IBM’s focus on a good user interface (UI) for B2B products increases the pressure for other companies to follow suit or perish.

THE INGREDIENTS: Adapted, Adopted, And Improved Practices

Page 31: Design Thinking for Disruptive Business

CRAFTING A HILLS STATEMENTIBM defines Hills as “user-centric statements that define the mission and scope of a product release and serve to focus the design and development work on desired market outcomes.”

WHO, WHAT, WOW!

EXAMPLE

“A growth market-based sales manager can assemble a response team from around the world in 24 hours without management’s help.”

Page 32: Design Thinking for Disruptive Business

CATEGORY NAME CloudPRODUCT NAME Microsost Office 365PRODUCT NICKNAME MS O365

WHO WHAT WOW

EDUCATION INDUSTRY A university can allow its faculty and students

to collaborate seamlessly using best-in-class productivity tools

accessible anywhere, even outside of the classroom.

HILLS STATEMENTA university can allow its faculty and students to collaborate seamlessly using best-in-class productivity tools accessible anywhere, even outside of the classroom.

Finance Department X University can save up on Microsost Office sostware licenses with TCO savings up to 30% on the Cloud.

IT Department X University’s IT department doesn’t have to worry about migrating their data into the Cloud MS O365, as a MS CSP we can do this in 5 days.

DO THIS NOW

CRAFTING A HILLS STATEMENT

EXAMPLE

“A growth market-based sales manager can assemble a response team from around the world in 24 hours without management’s help.”

Page 33: Design Thinking for Disruptive Business

CATEGORY NAME

PRODUCT NAME

PRODUCT NICKNAME

WHO INDUSTRY INDUSTRY INDUSTRY WOW PRODUCT HILLS STATEMENT

WHAT

Use Case / Workload

Use Case / Workload

Use Case / Workload

Use Case / Workload

CATEGORY HILLS STATEMENT

DUE MONDAY NOV 30 12NN VIA EMAIL TO LESLIE

HILLS STATEMENT TEMPLATE

EXAMPLE HILLS STATEMENT“A growth market-based sales manager can assemble a response team from around the world in 24 hours without management’s help.”

Page 34: Design Thinking for Disruptive Business

“Your pitch should explain what you are working on, the technical insight that’s driving it, how you are measuring your success (particularly customer benefit), and perhaps how it fits into the big picture.” 

― Eric Schmidt, How Google Works

Page 35: Design Thinking for Disruptive Business