P˚DT’14 ACV/DT c sestudy c˚se study ACV · P˚DT’14 es˛d m tosinhos ACV/DT c sestudy The model is called Evolution 62 for the following reasons: EVOLUTION because the creative

PGDT’14 esad matosinhosACV/DT casestudy

case study ACVThe group of the first Edition of the Post Graduation Course in Design Thinking (PGDT team) at ESAD Matosinhos (Portuguese College of Art and Design near Porto), between May and June 2014 realised this project for AMORIM CORK VENTURES, applying the ESAD Design Thinking Model, Evolution 62, developed by Prof. Katja Tschimmel, the coordinator of the Post Graduation Course and of this case study. The Portuguese Group Corticeira Amorim SGPS, as a partner of the first edition of this Post Graduation, issued a challenge to the team, using the Design Thinking process and tools, to find original proposals for the implementation of a business incubator, named Amorim Cork Ventures (ACV).

Amorim Cork Venturesacvdtcasestudy.wordpress.com


Recognising the problem space, it is necessary to explore all the possible ways that the project could lead. The PGDT team surveyed all tasks and the duration of each phase of the creative process. So that everything ran smoothly, we distributed tasks and responsibilities. The timetable of the project was made, considering every phase of the Model E62. Tasks were distributed; in particular, who would do the facilitation of the sessions, and who would make the ACV blog update, which functioned as a “logbook” of the process.

acvdtcasestudy.wordpress.com


The model is called Evolution 62 for the following reasons:

EVOLUTION because the creative process is an evolutionary and iterative process in which a lot of individuals and situations are interacting. The graphic solution indicates that each E-phase of the model is connected with the other phases in iterative loops, and was developed by the Portuguese Design Atelier Nunes e Pã.

E6, because in Portuguese and in English, the division into 6 process spaces, which we consider the most appropriate ones, start with an ‘E’: Emergencia (Emergence), Empatia (Empathy), Experimentação (Experimentation), Elaboração (Elaboration), Exposição (Exposition) and Extensão (Extension).

Since there are moments of Exploration (divergence) and Evaluation (convergence) in every phase of the model, we call the model E62.

We use the model in several contexts: in training courses, in conferences, in coaching sessions, in product development, in service innovation, in education, etc. In each context the central visual part of the model is the same, but the techniques on the right side change, depending for which concrete purpose we want to use the model.

EVOLUTION 62


The process of E62 begins with observation and research. This means being open to new stimuli and perceptions that lead to the identification of a new challenge. Looking at the changes happening in culture, economy, technology and politics or studying new trends may open paths identifying opportunities for innovation.


E1


briefing and formulation of the challenge The initial briefing was conducted by Paulo Bessa, Corporate Sustainability & Innovation Director at Corticeira Amorim and Managing Director of Amorim Cork Ventures.

OBJECTIVES > New business/products with cork.

TARGET > Capturing Entrepreneurs:

- With concepts/ideas;

- With a product/business plan;

- Product/businesses of CASGPS;

- Existing small businesses with growth potential.

CHALLENGE >- Identify persons/target groups;

- Survey of the target audience’s needs;

- National + International (orientation to foreign markets).

AMORIM CORK VENTURES > Amorim Cork Ventures (ACV) was created in order to encourage innovation and entrepreneurship in the cork sector, taking advantage of:

- The DNA of Corticeira Amorim, a company that has innovation as a pillar of its activity;

- Potential of the raw material cork, which includes a set of unique intrinsic properties;

- Image/reputation of cork that has captured the interest of creators, designers for new uses.


involvement > physical conditions + strategic aspects• identify factors of the

“ecosystem conducive to innovation in cork”

• identify differentiating factors (comparing with traditional incubators, etc.)

• identify capital gains for stakeholders

Communication > internal + external• identify how to meet

the target audience

• identify strategic options

• identify ways to ensure the involvement of Amorim’s employees in the projects of ACV

E1


WORK IN PROCESS The project started with Media Research and Trend Observation that gave “inputs” for the Trend Matrix and the Opportunity Mind Map. The realisation of the Opportunity Mind Map helped the PGDT team to organise information and insights gathered during the initial survey, detecting and mapping relevant opportunities related to the project.The use of the Trend Matrix allows an overview and summary of current trends and forces of change related to the project.

E1


The observation “in loco” gained a new dimension with a visit to Corticeira Amorim’s premises. The PGDT team made a guided tour through the location and new building of the future incubation centre Amorim Cork Ventures, located close to another production unit Corticeira Amorim SGPS, integrating the showroom where the group was welcomed by Paulo Bessa, Managing Director of Amorim Cork Ventures, and Joana Martins, head of the Communication and Media Department. The Trend Matrix was completed and the Opportunity Map got a new look and feeling. Ideas

multiplied and did not stop coming, and as such the group decided to start an Inspiration Board. All the elements that emerged and that would help to develop new ideas, would appear here. To end the phase of Emergence, the group produced an Intent Statement, a formulation of the intention to innovate, based on the identification of opportunities.

CONNECTION TO THE NEXT PHASE The next phase would be the empathy phase, a phase still quite divergent. The students started by selecting a few incubation centres that could help in understanding the entrepreneurial universe and figure out how it works. Making use of the Media Research, it was time to think about everything we wanted to know and ask (and from whom). Recorders, pencils and sheets of paper were prepared, to begin the interviews and questionnaires.

E1


E2After the emergence of the tasks and the identification of opportunities, the focus became the understanding of the people involved, their behavioral dynamics and the characteristics of the world of business incubators. Empathy is a key point in the development of a human centred process, and for identifying and investigating new perspectives and insights. At this stage, we put ourselves in the other person’s shoes, acquiring real knowledge of how they see, feel and experience the context of the incubation centre. The student group went deeper inside the problem/opportunity space.

ACV/DT casestudy


TECHNIQUES:INTERVIEW> Data collection techniques consists of a set of questions asked orally for the collection of qualitative information. The interview allows clarification of detailed issues related to a particular problem, because the questions can be changed and adapted. The technique ensures a greater involvement of people and more positive and honest answers through a more empathetic approach.

QUESTIONNAIRE> Set of questions submitted in writing in order to collect quantitative information.The questionnaire gathers facts in an anonymous way and is less susceptible to tastes and opinions. The questionnaire can be done remotely or in person, and the information collected is usually presented in an analytical mode.

E2


After visiting the place where the future incubation centre of ACV will be installed, the student group started with the preparation of the collecting data process. The data collection was based on interviews with managers of other already existing incubation centres in the North of Portugal and on questionnaires given to the entrepreneurs of the incubating companies.

The emergence phase allowed the identification of the questions and points needing clarification. After the elaboration of the questionnaires and interviews, the team of postgraduate students was divided into sub-groups in order to visit more incubation centres and to collect more data.

An observation guide was compiled to accompany the field work, ensuring that no detail was left to chance, and to log all the details that characterise the ambience of the visited incubation centres.

After the observation in field, the collected data was collated, compared and validated.

E2


E2


STAKEHOLDER MAP> Visual representation of all stakeholders involved in the context of the project. After an identification of the different stakeholders, roles and relationships are revealed, identifying potential interactions which could be positive or conflicting.

E2


PERSONA MAP AND CARDS> Visual representation of all stakeholders involved in the context of the project. After an identification of the different stakeholders, roles and relationships are revealed, identifying potential interactions which could be positive or conflicting.

E2


CUSTOMER JOURNEY MAP> Translation of a visual step by step experience, illustrated in a timeline where contact points and interaction between the user and the service are referenced, and where we note the most crucial and important moments of the experience, so that these could later be analysed in more particular and detailed way.

E2


At this stage, ideas and unusual concepts are generated. Through Brainwriting, Insight Clustering, Experimental Drawings and Semantic Confrontations, ideas evolve into concepts and can be improved. Team members work on each other’s ideas and collectively select the most promising.

E3


After the Empathy phase, which was used to gather information and insights that allow a better understanding of the context, dynamics and opportunities related to the entrepreneurial world of incubators, the PGDT team began with the Experimentation phase.At this stage the group started to filter the information collected, using the Insight Clustering technique, organising and grouping information for areas which are relevant to the project. After clustering, the group entered the most creative moment of the process, the generation of ideas and concepts stimulated by the collected information.

The PGDT team begun with a Braindump, a technique which allows each team member to discharge any idea that they had in mind, paving the way for ideation in a Brainwriting session. In this Brainwriting session, each member generated many ideas, writing them down on Post Its. In order to stimulate the creation of original and uncommon ideas, the group resorted to Semantic Confrontation. Applying this technique, two unrelated ideas or concepts taken from the previous session are combined, in order to achieve a third truly innovative idea.

The Gallery of Ideas was the technique used to deepen the most relevant ideas, by producing more semantic confrontations and some Analogies.

E3


TECHNIQUES INSIGHT CLUSTERING > Allows the organisation and prioritisation of previously collected information.

BRAINDUMP > Technique used to start the ideation session, where participants spontaneously discharge all ideas they have in mind. Using Post Its, each participant writes down the key words that describe his ideas and put the Post Its, one by one, on the idea wall.

BRAINWRITING > Similar to Brainstorming and Braindumping, Brainwriting is a technique used to generate ideas in group. In our case, it was applied again with Post Its, taking place in silence. Each team member built new alternatives on the ideas of colleagues.

SEMANTIC CONFRONTATIONS > With the objective of generating original concepts, Semantic Confrontations help to combine two unrelated ideas/concepts to achieve a third alternative, a surprising and unusual idea.

IDEA GALLERY > Exercise that allows the development of concepts from previously selected ideas. Cyclicly and rhythmically, each participant writes and draws on a big sheet of paper, building on the previous participant’s work, with the ultimate goal of deepening and developing the ideas.

E3


GENERATED CONCEPTS BY SEMANTIC CONFRONTATION AND ANALOGIES

CORK HUNTERS > The idea of premium/talent hunters, applied to the figures that identify, track and capture new business/cork ideas;

LEGO> The idea of a transformable space, created with modules, flexible, adaptable, highly mobile;

EMOTION> The brand and identity as a central point; development of ideas as a mascot, a welcome kit, a delivery system, etc.;

VIRUS >The importance of contamination as an internal communication element in the sense of belonging, as well as in external communication, for the spread of information for identifying new business opportunities;

LINKED IN > The question of establishing a network, once again within internal and external communication, the interconnection of employees and managers of the SGPS with theACV, and also with the community.

E3


E4

After organising the new ideas and defining the concepts, it is time to further develop and materialise. The new semantic solutions will now be tested and improved. The most promising solutions are combined in a system of ideas that work together.


To enable and prepare the development of the generated ideas, it is first necessary to evaluate and filter the concepts. In our case study of Amorim Cork Ventures, the Evaluation Matrix was used to select the main ideas, based on criteria of acceptance, relevance and implementation feasibility. The Mind Map was used again to explore the chosen concepts in a visual way.

E4


FINAL CONCEPTSLEGO > Exploration of mobility, especially in the recreation room and canteen; integration of the showroom of Amorim Composites in Amorim Cork Ventures Incubation Centre;

INTERNAL COMMUNICATION > Defining moments and key ideas of incentives and aggregation of knowledge, and the idea of community;

CORKHUNTERS > Broadening the idea of “head hunters” in universities, with a mobile presentation of Amorim Cork Ventures;

BRAND AND IDENTITY > Development of ideas that highlight the importance of brand and identity: the mascot, welcome kit, the Amorim Club, etc.;

CORKPEDIA > Inspired by the work of Ferran Adrià, the chef of the Spanish restaurant El Bulli, who is developing at he moment the Bullipedia, the Corkpedia would be the portal of cork, a kind of cork DNA, with dictionary, glossary, encyclopaedia, contacts or forums, developed in partnership with several universities.

E4


Groups were created and more techniques applied, preparing the Exposition to the client. The Lego concept was materialised by Rapid Prototyping, the Corkpedia presented using a Vision Statement, and the Corkhunter concept explained in a Concept Illustration and a Storyboard. The Internal Communication concept and the Identity concept were visualised in Concept/Presentation Boards. The sub-groups of the PGDT team were moving between the projects to ensure collaboration and participation in the whole DT-process.

E4


TECHNIQUES

EVALUATION MATRIX > positioning the axes of the matrix with “probability” and “impact” scales, identifies the ideas to be addressed first.

MIND MAP >the radial map is created from the centre from which emerge hierarchically related associations, allowing the management of information and knowledge for further clarification and understanding of the concepts.

RAPID PROTOTYPING > the exercise of rapid prototyping, a materialisation with low fidelity,

seeks to represent the intended concept and help to imagine the service experience without going into unnecessary details.

VISION STATEMENT > the aspirational description of what the concept proposes to achieve, listing challenges, possible solutions and benefits in the form of guide of current and future actions.

STORYBOARD > the graphic organisation in the form of illustrations or images displayed in sequence, is meant to preview the idea, experience or the process.

CONCEPT ILLUSTRATION > the visual representation of an idea, product or service, with its attributes and benefits, aims to serve as a stimulus for further development.

PRESENTATION BOARD > visual and synthesised presentation of the result of a project, making the context comprehensible and supporting the promotion of the project.

E4 E5


Communicating new concepts to a client, he/she must understand what may be an immediate and intuitive way. Thus, in the Exposition stage, visualisation techniques are applied to create an emotional and appealing presentation. The final presentation took place at ESAD in the presence of Paulo Bessa, Managing Director of Amorim Cork Ventures, and Joana Martins, head of Communication and Media.

E5


Development of the ideas behind the five main concepts:

• LEGO Rapid Prototyping for a later construction of a Briefing;

• CORKPEDIA Outline in a Vision Statement;

• CORK HUNTERS Design of experiences such as a “Cork Jam” (Storyboard) or a “Cork Road Show” (Concept Illustration);

• INTERNAL COMMUNICATION Visualisation of solutions on different presentation supports: Concept Illustration and Final Prototype.

• BRAND AND IDENTITY Concept Board of key ideas.

E5


THREE CONCEPTS, MANY IDEASKey concepts of the case study of Amorim Cork Ventures:

concept 1: THE BRANDThe development of the brand Amorim Cork Ventures is essential for creating an identity and public a¬rmation of this project, whether in terms of other incubators and national and international startups, or on the same cork business sector. The BRAND, which can be understood in many different ways - in the physical space of the instalation facilities, in a welcome kit, in a mascot, in an Amorim Club, etc. - should convey the idea of exclusivity, innovation, growth, excellence and expertise, a privileged space for the emergence of new products and businesses in the cork industry.

E5


concept 2: THE SPACEThe space of an incubation centre should be an inspiring space to facilitate creativity and the exchange of ideas, towards the achievement of innovation.

MODULARITY AND VERSATILITY• moveable and adaptable walls to allow different

combinations and arrangements;

• suspended power and info. cables;

• jacket walls with washable material for use as a work surface;

• integration of material produced which incorporates cork, etc.)

CENTRAL OPEN SPACE• central open space (meeting zone; exhibition of

inspirational objects; ample space for holding events);

• snack area and vending machines;

• leisure area with a small garden;

• exhibition area - showroom of Amorim SGP and of products of the incubated companies.

DAILY FACILITATORS• bathroom w/ shower; washing machine and dryer,

and dishwasher;

• resting area;

• corkboard/placard: news, photos, messages, announcements;

• spaces/structures for individual work.

E5


OTHER VITAL SPACES • reception

• individual working spaces

• meeting rooms

• co-working space

• auditorium.

E5


concept 3: THE COMMUNICATIONIn terms of internal and external communication, various inputs have been developed:

CLAUD(IA) IT platform for sharing information and research - here presented through a Concept Illustration.

CLAUD’ia

E5


CORKPEDIA The cork ADN: online platform in open construction (Vision Statement).

CORKPEDIA plataforma de construção aberta

DESAFIOS

Construir o ADN da cortiça

Criar um público-alvo alargado (ACV, SGPS, clientes, parceiros,

empresas, etc.)

Fomentar a ideia de comunidade exclusiva (ex: Clube Amorim)

Reforçar o cluster estratégico do sector da cortiça e projectá-lo

nacional e internacionalmente

SOLUÇÕES

Sistematizar e aglomerar toda a informação em torno da cortiça

Disponibilizar informação de cariz“enciclopédico” (ciência e tecnologia,I&D, sustentabilidade...)

Envolvimento dos diferentes stakeholders da Amorim e da cortiça num projeto comum

Enciclopédia científico-tecnológico •

I&D • Sustentabilidade •

Dicionário conceitos, história •

Glossário termos científicos •

léxico de fábrica •

I&D Amorim projectos e produtos I&D •

informação sustentabilidade • glossário (fábricas) •

ACVIncubados •

MONTRAADN

HOW

Incubados

Quem é quem • base de dados e contactos

Nearling • fórum sobre “quase” projetos

aberto• apresentação pública

fechado • linkedin interno• apresentações pontuais de evolução

HOW

ADN

HOW

MONTRA

HOW

MONTRAADN

MONTRAMONTRA

Universidades• projectos de investigação, artigos científicos, teses• desenvolvimento da aplicação web• conteúdos gerais

Associações Empresariais e Centros Tecnológicos• bases de dados/contactos • glossário

E5


CORKHUNTERS Bounty Hunters to find innovative projects and ideas, for example through a Cork Jam Session (Concept Illustration) or a Cork Road Show (Storyboard).

E5


TIME BANK Collaboration credits between incubated projects and Amorim SPGS - here presented through an Concept Illustration.

BANCO de TEMPOBANCO de TEMPO

AmorimSGPS

AmorimCork Ventures

MENTORING

PROJECTO

CORKCORK

CORK CORK

CORK

=

E5


AGENDA Exemplary set of communication initiatives, projects and involvement (Solution prototype).

E5


E5


“Faltam vinte minutos para as dez da manhã. Acabei de chegar às instalações da Amorim Cork Ventures a ACV. Apesar da minha reunião só estar marcada para as dez horas, decidi chegar um pouco mais cedo, pois estava ansioso por conhecer o espaço. Este poderia ser o dia mais importante da minha vida. Iria apresentar o meu projeto para uma Start-Up, que eu acreditava que poderia vir a ser uma grande empresa internacional.

Em frente do edifício da ACV reparei em dois pequenos sobreiros, com a sua casca grossa a começar a ganhar forma, onde estavam encostadas duas bicicletas. Entrei no edifício, subi as escadas e reparei numa série de fotografias ilustrativas do processo de extração e transformação da cortiça. Entrei no hall de entrada da ACV e uma pessoa na recepção confirmou-me que a minha reunião estava marcada para as 10 horas.

Como ainda faltavam uns minutos, deixaram-me à vontade para conhecer e explorar o espaço da ACV. Entrei numa sala enorme e fiquei fascinado com o que vi. No tecto estava pendurada uma enorme dupla espiral representativa da cadeia de DNA, em que, cada segmento era um pequeno pedaço de cortiça. No início da sala existia um pequeno show room com vários objetos de aplicações de cortiça. Alguns já eu conhecia da página Web do Grupo Amorim, outros eram completamente novos para mim. Deviam ser protótipos de novas aplicações de cortiça desenvolvidos na ACV. Tive de imediato uma série de insights sobre novas aplicações para cortiça.

De seguida vi um pequeno jardim interior com várias plantas, poltronas e imagine-se um baloiço de descanso. Duas pessoas encontravam-se a conversar nas poltronas e uma terceira pessoa no baloiço sorriu-me amavelmente. Ao fundo da sala existia uma área de refeição com mesas, cadeiras e uma pequena cozinha. Algumas pessoas estavam a tomar o pequeno almoço e a ler o jornal no seu ipad. Existiam algumas máquinas de vending e um enorme painel com informações diversas relativas à ACV.

Reparei que o chão deste espaço central era revestido de um material igual ao do ginásio que frequento. Recordo-me de ouvir dizer que este era mistura de borracha com cortiça. Havia uma pista desenhada no

chão que contornava todo o espaço. Vi duas trotinetas encostadas a uma parede, supus que fizessem corridas de trotineta. Aqui e ali as paredes estacam rabiscadas com palavras e frases, havendo lugar também para colagem de imagens e fotografias.

Dei com a porta da casa de banho e decidi entrar. Além do que costuma existir numa casa de banho havia chuveiros e máquina de lavar e secar roupa. O som dos meus sapatos no chão tinha uma sonoridade mais abafada. Será que tinham utilizado a cerâmica que tem por baixo uma placa de aglomerado de cortiça que melhora as condições de insonorização e isolamento? Terão utilizado na construção da ACV todos os materiais nobres que o Grupo Amorim produz? Aí lembrei-me da frase do Steve Jobs: “A Gillete só fará o melhor creme de barbear do mundo, quando este for a escolha dos seus gestores de topo”. Terá a ACV utilizado o mesmo conceito na construção do seu espaço?

Saí da Casa de banho e reparei existirem uma série de salas fechadas com alguma transparência onde se percebia que estavam pessoas a trabalhar. Existia também uma zona de Coworking, onde várias pessoas trabalhavam e conversavam, e imagine-se, dei com uma porta que dizia “Zona de Descanso”.

Fiquei apaixonado pelo espaço e comecei a imaginar como seria interessante e produtivo trabalhar ali, naquele ambiente, que transpirava criatividade e inovação. Fiquei perdido no meio dos meus sonhos e pensamentos a imaginar-me a apresentar os meus projetos no auditório da ACV.

Até que repentinamente fui interrompido. Era o Paulo Bessa, tinha chegado a hora da nossa reunião.”

Storytelling- Final presentation ACV“Description of the experience of a person, visiting for the first time the incubation centre of Amorim Cork Ventures.”


PGDT MULTIDISCIPLINARY TEAM:

catarina fernandes [product designer]

catarina garcia [IT specialist]

mafalda martins [ journalist]

mariana mattos [communication designer]

ricardo guimarães [pharmacist and marketeer]

ricardo moreira [physicist]

sérgio ferrão [service designer]

PGDT LECTURERS

katja tschimmel [coord.]

mariana valença

teresa sarmento


E6

coming soon ...

Documents

P˚DT’14 ACV/DT c sestudy c˚se study ACV · P˚DT’14 es˛d m tosinhos ACV/DT c sestudy The model is called Evolution 62 for the following reasons: EVOLUTION because the creative