There’s no birthday for design thinking. Despite important landmarks and significant claims and contributions from designers, projects and agencies like us, there was no big bang. In the old days, the term “design thinking” described the techniques and methodologies employed by designers to create abstract services and experiences. Now, it’s much broader in scope and application.
Design thinking was present a long time ago in any design education. The system of analysis and synthesis, sketches, computer renderings and models made in workshops was all about customer insight, concept creation, prototype-building and testing. These are the same processes and techniques that nowadays we call design thinking.
But in my very first job, I noticed that the business world was actually very disconnected from customers and design practice. The prominence was more to the engineering team rather than the end user. Earlier design briefs (or I should call it User Interface briefs) focused on features and market research instead of user insight and testing. Unconscious decisions were made, resulting in marketing that over-promised and an operationally focused customer service.
Geoffrey Moore’s Law of Technology Adoption describes how an initial idea is spread by visionary early adopters (good example is Facebook began as Harvard sophomore and early adopters made it big). The idea traverses the “chasm” of slow adoption and then grows dramatically when those applications and contexts show evidence of success.
Design thinking began with the spread of design practice. When the pioneering agencies began to talk about service design and design thinking, early adopter organisations were quick to see the benefits. Economies moved towards creating value from services as well as products.
But for many years, design thinking remained the domain of the early adopters, because it was seen as threatening traditional, expert-based thought. It wasn’t until we created sustainable service and design thinking practices and the mainstream started believing that such “soft” techniques actually worked that design thinking took off.
Fast-forward to the end of 2015, when tech services giant IBM launched its design thinking methodology and recruited 1,000 designers worldwide, though they burnt close to $100 million in just a year and scraped everything later. But across the globe, design has become an important integrated element within companies and organisations.
Technology is an obvious application for design thinking. As a central part of our lives, technology has to be accessible, usable and appropriate to people other than the clever few who developed it. During my time at GreeneStep Technologies, the techniques of usable interface allowed me to shape the strategy and delivery of technology projects. Usability and beauty was a driver of revenue, not a “nice to have”. And this helped companies see the real business benefits and allowed them to successfully exploit the scale and reach of technology. The future of big ideas such as the Internet of Things is as much about trust and customer approval as it is about big data and networks.
The interest in design methodologies in business has been phenomenal. I am as surprised as anyone to find that at Barclays, design practice and design thinking are at the heart of how they develop digital banking services. The same goes with Fidelity USA, How many of us know they have a humongous UX centre where close to 60 creative minds put design thinking to work.
Barclays set up a centralised design office four years ago. Through a series of industry-leading products such as Pingit and Barclays Mobile Banking, it led the way in digital banking. Design is now integrated into every business – and designers are in great demand.
But with digitisation comes opportunity to do more than designing screens. Deconstructing processes, removing bureaucracy, putting the user at the heart of process and designing their service experience all change the nature of how we engage with customers.
It’s a lesson learnt by government too (Not to the fullest yet).
For the public sector, design thinking has been particularly attractive and at odds with traditional practice. Whether it’s obesity or mass transport, engaging with societal problems and driving real behaviour change is tough.
I am amazed every day at how keen business leaders and managers are to use the tools of design and user research in projects and strategy. And it’s no fad. In a post-innovation world, where blindly pursuing new ideas is no longer the primary objective, empathy with customers comes top of the list.
We need emotional context to create clearly differentiated brand experiences that are simply more beautifully designed. This demand often comes from younger generations of employees who are frustrated with old corporate ways of doing things. And, of course, from customers, who increasingly articulate their thoughts and criticisms via social media.
This is an important moment in the journey of design thinking. Great progress has been made. We’re fed up that so many aspects of our lives have been designed by accountants, marketers, technicians or policymakers – those who care more about revenue, message, technology or politics than our real needs and desires. Design offers tangible benefits that complement, orchestrate and deliver human value.
But this is just the beginning. Tim Brown, CEO of IDEO, is often cited as the creator of design thinking (though he’d agree that we’d all been doing it anyway). In a recent speech at Central Saint Martins in London, Tim noted that business school students were great advocates of design thinking and a more creative, empathetic approach to management.
There’s great value in demystifying and sharing the tools of design. But it’s also vital to know when a higher level of skill and design thinking processes is required.
Design’s interest in deep user insight, rather than mass research, can therefore offer great value. The same goes for tools such as co-creation and prototyping. By piloting prototypes, you gain feedback and catch problems early in the process. In this way, design has the potential to impact on the success of an initiative or policy.
So, we’re surrounded by success and the embracing of design. Job done? Mission accomplished? No.
A designer will see things differently from an accountant, stakeholders or a technology creator. In creative workshops, business students would come up with a single concept and be happy with it, whereas a design-trained student would create five and iterate each idea before finding the ultimate solution.
In a world fascinated by processes that promise responsiveness and rapid development, as exemplified by agile, the role of the designer becomes ever more important.
The designer is a facilitator, a champion of human empathy and a guardian of quality and simplicity. Designers override organisational or technical decisions that can chip away at the customer’s eventual experience. It’s collaboration between all parts of the organisation that makes great design happen.
There’s also a perception that design thinking and associated activities like service and customer experience design are somehow weak when it comes to aesthetics. But this should never be the case.
Now is the time to raise our ambition. The outputs of design thinking should be as beautiful as we can make them. They should be loved and treasured by all who use them. Rarely does this cost more, though it can take time to find talent and allow it to flourish. The results are always worth it.
Now that we love design thinking, it’s time to love design. Design of the detail, the delivery, the communication, the feel and the experience. People know design is their right and not a luxury; it’s merely humankind deciding how to make things as good as we can make them. This can be applied to an exceptional health service. Or to a transport system that’s empathetic to those who live around it as well as those who use it.
Inspiration: Smart Design – Products that Change Our Lives by Clive Grinyer
* Disclaimer: all the images are copy right of their respective owners, we have only used it for display purpose.