PDMA Essentials: Design and Design Thinking

Develop a more systematic, human–centered, results–oriented thought process Design Thinking is the Product Development and Management Association?s (PDMA) guide to better problem solving and decision–making in product development and beyond. The second in the New Product Development Essentials series, this book shows you how to bridge the gap between the strategic importance of design and the tactical approach of design thinking. You?ll learn how to approach new product development from a fresh perspective, with a focus on systematic, targeted thinking that results in a repeatable, human–centered problem–solving process. Integrating high–level discussion with practical, actionable strategy, this book helps you re–tool your thought processes in a way that translates well beyond product development, giving you a new way to approach business strategy and more. Design is a process of systematic creativity that yields the most appropriate solution to a properly identified problem. Design thinking disrupts stalemates and brings logic to the forefront of the conversation. This book shows you how to adopt these techniques and train your brain to see the answer to any question, at any level, in any stage of the development process. Become a better problem–solver in every aspect of business Connect strategy with practice in the context of product development Systematically map out your new product, service, or business Experiment with new thought processes and decision making strategies You can?t rely on old ways of thinking to produce the newest, most cutting–edge solutions. Product development is the bedrock of business whether your product is a tangible object, a service, or the business itself and your approach must be consistently and reliably productive. Design Thinking helps you internalize this essential process so you can bring value to innovation and merge strategy with reality. INDICE: Chapter 1 A Brief Introduction to Design ThinkingMichael G. Luchs .Introduction .1.1 The concept of Design Thinking and its role within NPD and innovation .1.2 A framework of Design Thinking .Discover .Define .Create .Evaluate .1.3 Design Thinking as a non–linear process .1.4 The principles and the mindset of Design Thinking .Part I Design Thinking Tools .Chapter 2 Inspirational Design BriefingSøren Petersen and Jaewoo Joo .Introduction .2.1 Nine criteria of Inspirational Design Brief .Example of an Inspirational Design Brief in Product Design .Example of an Inspirational Design Brief in Research Project .2.2 Writing the Inspirational Design Brief .1. Creating a template and developing content .2. Writing briefs independently .3. Integrating parallel briefs into the final document .2.3 Research Findings about Inspirational Design Briefs .2.4 Three Pitfalls to Avoid .2.5 Conclusion: Keys to Success .Chapter 3 Personas: Powerful Tool for DesignersRobert Chen and Jeanny Liu .Introduction .3.1 Defining Personas .3.2 The Importance of Personas .Personas during Design .Personas during Development .Personas as a Communication Tool .3.3 Creating Personas .3.4 Illustrative Application of Personas .Product Manager at ACME .3.5 Summary .Limitations of Using Personas .3.6 Conclusion .Chapter 4 Customer Experience Mapping: The Springboard to Innovative SolutionsJonathan Bohlmann and John McCreery .Introduction .4.1 Inputs to the Experience Map .Types of Users and Their Experiences .Methods to Understand the Total Customer Experience .Identifying Touch Points and Key Elements of the Experience .Synthesizing for Insights .4.2 The Experience Mapping Process .Utilizing Personas .Creating the Map .Identifying Pain Points .4.3 The Experience Map as a Springboard to Innovative Solutions .Reframing the Opportunity .Conceptualizing a New Solution to Enhance User Value .Testing and Refining the New Solution .4.4 Conclusion .Chapter 5 Design Thinking to Bridge Research and Concept DesignLauren Weigel .Introduction .5.1 Challenges in Idea Generation .5.2 The Need for a Systematic Method to Connect to the User .5.3 The Visualize, Empathize, and Innovate Method .5.4 The Importance of Visualizing and Empathizing Before Ideating .5.5 Applying the Method .Visualizing The User .Empathizing With The User .Ideating .5.6 Conclusion .Chapter 6 Boosting Creativity in Idea Generation using Design HeuristicsColleen M. Seifert, Richard Gonzalez, Seda Yilmaz and Shanna Daly .Introduction .6.1 Where do new design ideas come from? .6.2 A tool to assist with idea generation: Design Heuristics .6.3 How Design Heuristics were identified: The evidence base .6.4 77 Design Heuristics for idea generation .6.5 How to use Design Heuristics to generate design concepts .6.6 Evidence of the value of the Design Heuristics tool .6.7 Conclusion .6.8 Appendix .Chapter 7 Design Thinking Process ToolsMark Zeh .Introduction .7.1 A Design Thinking Product Development Framework .7.2 What is a Story? .7.3 What is a prototype? .7.4 Putting It Together Combining Stories and Prototypes .7.5 Employing Stories and Prototypes in Your Process .7.6 Conclusion .Part II Design Thinking Within the Firm .Chapter 8 Integrating Design into the Fuzzy Front End of the Innovation ProcessGiulia Calabretta and Gerda Gemser .Introduction .8.1 Challenges in the FFE .Problem Definition .Information Management .Stakeholder Management .8.2 Design practices and tools for assisting in Problem Definition .Design practices for problem definition .Design tools problem definition .8.3 Design practices and tools for assisting in Information Management .Design practices for information management .Design tools for information management .8.4 Design practices and tools for assisting in Stakeholder Management .Design practices for stakeholder management .Design tools for stakeholder management .8.5 How to integrate design professionals in FFE .8.6 Conclusion .Chapter 9 The Role of Design In Early Stage Ventures: How to Help Startups Understand and Apply Design Processes to New Product DevelopmentJD Albert .Introduction: An Emerging Startup Culture .9.1 The Basics .Research: an overview of different types .Defining and refining the product .Intellectual property to protect and drive innovation .9.2 The Process .Loop de loop: The winding path from idea to product .Prototyping: Increasing fidelities for different benefits .Testing, testing: Assess your product early and often .Production and supply chain: Solving for complex equations .Product launch and everything else: Branding, packaging, certifications .9.3 Troubleshooting Common Mistakes .Simplifying the product and vision .Repurpose .Navigating time pressure and the first move advantage .Chapter 10 Design–Thinking for Non–Designers: A Guide for Team Training and ImplementationVictor P. Seidel and Sebastian K. Fixson .Introduction .10.1 What do non–designers need to learn? .10.2 Challenges teams face with design thinking .10.3 Three team strategies for success .Encourage dual–mode debate .Manage design thinking transitions .10.4 Conclusion .Chapter 11 Developing Design Thinking: GE Healthcare s Menlo Innovation ModelSarah Wilner .Introduction .11.1 GE Healthcare s Design Organization .11.2 The Menlo Innovation Ecosystem .Phase 1: Exploratory .Phase 2: Boot Camp at the Menlo Innovation Lab .Phase 3: The Research Plan .Phase 4: Innovation Camp .Phase 5: Follow up .11.3 The Significance of Design Thinking at GE Healthcare .Success Factors .Challenges to Overcome .Lessons learned .11.4 Conclusion .Chapter 12 Leading for a Corporate Culture of Design ThinkingNathan Owen Rosenberg Sr., Marie–Caroline Chauvet and Jon S. Kleinma .Introduction .12.1 The Critical Impact of Corporate Culture on Design Thinking .Culture as Context .Default Culture .Impact of corporate culture on an organization s ability to innovate through design thinking .12.2 What Is Corporate Culture? .Distinguishing Corporate Culture .12.3 Corporate Forces That Undermine Design Thinking .Corporate Gravity .Corporate Immune System .Corporate Myopia .12.5 Four Pillars of Innovation for Enabling Design Thinking .Pillar 1: Leadership Mandate .Pillar 2: Dedicated Infrastructure .Pillar 3: Proprietary Process .Pillar 4: Supportive Culture .12.6 the four stages of Transforming to a culture of design thinking .12.7 Conclusion .Chapter 13 Knowledge Management as Intelligence Amplification for Breakthrough InnovationsVadake K. Narayanan and Gina Colarelli O Connor .Introduction .13.1 Designing Amidst Uncertainty .13.2 Knowledge Management Tasks for Breakthrough Innovation: From Intelligence Leveraging to Intelligence Amplification .13.3 KM and Selected Tools for Breakthrough Innovation .Discovery .13.4 Organizational Implications .13.5 Appendices .Appendix 1:Technology Translation Tool .Appendix 2: Technology Market Mind Maps .Chapter 14 Strategically embedding design thinking in the firmPietro Micheli and Helen Perks .Introduction .14.1 Role of key personnel .Introducing and embedding design thinking at Diageo .Too much CEO control can hamper the strategic embodiment of design thinking .14.2 Organizational practices .Virgin Atlantic s Upper Class Suite .Design as a service .14.3 Organizational climate and culture .Herman Miller s SAYL® chair .The challenge of overcoming cultural barriers .14.4 Embedding design thinking .Practical implications .Part III Design Thinking For Specific Contexts .Chapter 15 Designing Services that Sing and DanceMarina Candi and Ahmad Beltagui .Introduction .15.1 Products, services and experiences .Experiences are elusive .15.2 How to design for compelling service experiences .Narrative .Participation .Surprise .15.3 Services that sing and dance .A service that sings .A service that dances .15.4 Designing a service experience is never finished .15.5 Conclusion .Chapter 16 Capturing Context through Service Design StoriesPeter Magnusson and Katarina Wetter–Edman .Introduction .16.1 Service Design .16.2 Context, stories, and designers as interpreters .16.3 Context Through Narratives the CTN Method .16.4 Case illustration of the CTN Method .Preparation – Why? Purpose of collaboration .Action .Processing .Closure .16.5 Conclusion and recommendations .Conclusion: CTN s contribution to servitization .Prerequisites and recommendations for successful CTN usage .Chapter 17 Optimal Design for Radically New ProductsSteve Hoeffler, Michal Herzenstein and Tamar Ginzburg .Introduction .17.1 Communicate the Challenge Goal Toward Radically New Products .17.2 Shift Time Frames to Future and Past .17.3 Promote an Emerging Technology Focus Across the Consumption Chain .17.4 Promote the Use of Analogical Thinking .17.5 Look for Novel Ways to Solve Simple Problems .17.6 Leverage More Ideators Via Crowdsourcing .17.7 Conclusion .Chapter 18 Business Model DesignJohn Aceti and Tony Singarayar .Introduction .18.1 What is a Business Model? .18.2 When do I need to think about my business model? .18.3 What value should I expect from a business model design? .18.4 What method can I use to design a business model? .18.5 Process of Designing a Business Model .18.6 How do I implement my new or revised business model? .18.7 Conclusion .Chapter 19 Lean Startup In Large Enterprises Using Human–Centered Design Thinking: A New Approach for Developing Transformation and Disruptive InnovationsPeter Koen .Introduction .19.1 Lean Startup .The Lean Startup Process .19.2 Transformational and Disruptive Innovation: Defining The Domain Where the Lean Startup Process Should Be Used .19.3 Why Is A Business Model A Valuable Part Of the Lean Startup Process .19.4 Lean Startup Through The Lens Of Human–Centered Design .19.5 Implementing The Startup Approach in Enterprises .19.6 Conclusion .Part IV Consumer Responses And Values .Chapter 20 Consumer Response To Product FormMariëlle E.H. Creusen .Introduction .20.1 How product form influences consumer product evaluation .20.2 Product form characteristics and consumer perceptions .Visual typicality and novelty .Visual design principles .Size, shape and color .20.3 In what way will product form impact consumer product evaluation .Product category–related factors .The type of consumer .Brand strength and image .Phase of the Product Life Cycle .Culture and time .Context factors .20.4 Practical implications .Chapter 21 Drivers of Diversity in Consumers Aesthetic Response to Product DesignAdèle Martin .Introduction .21.1 Culture .National and regional cultures .The concept of class .Sub–cultures of consumption .21.2 Individual characteristics .Centrality of visual product aesthetics .Visualizing tendency .Need for uniqueness and optimal stimulation level. .21.3 Situational factors .21.4 Discussion .21.5 Conclusion .Part V Special Topics in Design Thinking .Chapter 23 Face And Interface: Richer Product Experiences Through Integrated User Interface and Industrial DesignKeith S. Karn .Introduction .Defining Terms .23.1 Divergent Paths: User Interface In Physical and Digital Products .Separate Development Paths .A Call for Re–Integration .23.2 Emerging User Interface Technologies .Auditory Feedback .Haptic Technology .Gestural Interfaces .Augmented Reality .23.3 New Technology Demands A New Development Process .Merge Development Timelines .Prototype in Parallel .23.4 Seven Questions To Guide The Integration of Industrial Design with User Interface Design .Who is leading the process? .What are the user s tasks and needs? .Which functions are digital and which are physical? .What are the hardware characteristics? Define the display and other UI elements. .How can UI and industrial designers best work together? .What kind of prototyping does this product need? .How will you specify the integrated design? .23.5 Practice makes perfect .Chapter 24 Intellectual Property Protection for DesignsDaniel Harris Brean .Introduction .24.1 Design in Intellectual Property .24.2 Utility Patents .The Role of Patent Claims .Prior Art and the Limited One–Year Grace Period .The Innovation Requirements of Novelty and Nonobviousnesss .The Disclosure Requirements for Patent Applications .24.3 Design Patents .24.4 Copyrightable Designs for Useful Articles .24.5 Trademark Rights for Product Design .24.6 Legal Overlap, Trade–offs, and Strategic Considerations .24.7 Conclusion .Chapter 25 Design Thinking for SustainabilityRosanna Garcia, PhD and Scott Dacko, PhD .Introduction .25.1 Design for X ? .25.2 Design Thinking Integrated into Design for Sustainability .What is? .What if? .What Wows? .What Works? .25.3 Conclusion

• ISBN: 978-1-118-97180-2
• Editorial: John Wiley & Sons
• Encuadernacion: Cartoné
• Páginas: 416
• Fecha Publicación: 25/11/2015
• Nº Volúmenes: 1
• Idioma: Inglés