Facilitation is the key of service design projects. According to Schein (1990) facilitation is a process of HELPING, putting more emphasize on inquiry of the problem, and combining methods that will help facilitator be enabler, not a leader of the process with the approach of owning the problem. In the last project I became a part of (with team of 7 other facilitators) I tried to follow this rule. Continue reading
Digitalist Design Forum 2017
Tennispalatsi, Helsinki 16.11.2017
An event for designers, producers and buyers to increase insights of design thinking and brand experiences
I attended the event with high hopes to get insights of design and holistic customer experiences. I have to admit I was a little bit disappointed when most of the talks focused on branding. I decided to make the most of the day and learn everything I could on branding, a somewhat unfamiliar topic to me.
For starters we learned that Finland has a huge potential on being a design superpower but has failed terribly in using its potential. Petteri Kolinen (CEO, Design Forum Finland) and Ville Tolvanen (CEO, Digitalist Group) pointed out that there is a lack of a holistic view in finnish design and too much focus on the outcome or product. The lack of a holistic ensemble and an identity results in incoherent results.
The trick is to pull everything together
– Andreas Rosenlew
Andreas Rosenlew (Executive brand advisor & Managing Partner, Grow Partners) carried out with the same theme reminding us that there are a lot of brand evangelists and service designers running around. Rosenlew pointed out that the trick to survive in the competition is to be able to pull everything together to form a valuable and cumulative process. A successful designer truly understands the process of value creation and the different dimensions of value for the customer, such as financial, functional, social and experimental aspects of value creation.
Päivi Svens (Head of Marketing, Fazer Lifestyle goods) also pointed out the importance of values. Svens argued that when concentrating on value creation for the customer the customer sees the brand as more valuable which in turn increases commitment to the brand. Svens described a situation where the designing and branding was very fragmented in the Fazer Makeiset unit, a situation that led to mistakes when bringing new products to the market. The company took a huge effort in dissolving and rebuilding all the processes, reconstructing the tasks of employees and creating a coherent branding around the products. Svens said she had to learn a lot of new things on simplifying and making things visible but that effort paid off in the form of prizes and gaining trust and valuation within the company.
Simplify to Amplify
– Päivi Svens
Heidi Rantala (Co-owner, Chief Marketing Officer, Yepzon) had an important angle on branding from a growing business point of view. Her point was that it is not always the almighty brand that enables growth but growth that enables a brand to develop. Rantala pointed out that you need patience to build a brand and meanwhile you owe to the customers who invested in you and your company. Sometimes you need to make profit and grow first to enable an experience of a successful brand to customers.
Alexander Matt (Chief Marketing Officer, Fiskars Group) entertained us with a fictional clip of a graphic designer obsessed with the papyrus font in the Avatar movie logo https://www.youtube.com/watch?v=jVhlJNJopOQ and some heroic stories of well known brands such as Levi’s jeans and Adidas sneakers. The formula of a successful brand is that it is universal, holistic and aesthetic. It is consistent and it speaks the language of the customers.
Written by: Mira Grönlund
Design now – a day of discussion on the future of design
Harald Herlin learning centre, Otaniemi, Espoo
The day packed with talks and discussions was all about defining what design is going to be in the future.
We heard an inspirational speech from Anna Valtonen (Vice President for Art and Creative Practices, Aalto Uni, FI). Valtonen raised questions about design shaping the future as well as renewing the society. In the future we need to have various viewpoints, not just follow our own individual paths as designers. We are also going to need new ways of viewing phenomena. Valtonen’s message is that designers are advocates for the unmeasurable: designers have the means to make the invisible visible and tangible. The world is changing and we (designers) need to keep up with the change.
Kalevi “Eetu” Ekman (Design Factory Director & PDP Professor, FI) reminded us in his videotalk that design is always there: it is done either consciously or unconsciously. Ekman underlined that a trained designer can change things dramatically. As an example he named industrial companies that have a lot of engineers working for them. A skilled designer can make a huge impact on thinking in such companies.
I have been working for the government since 2005. We have now come to a point where we are moving from working groups, spreadsheets, data from the past to understanding the complex interconnected eco-systems. In this blog, I try to make some insights how design thinking could be applied to our governance.
Burden from the past
Finland’s public administration is built to a world which is linear, clear and predictable. We have ministries and their controlled bureaus and everybody knows what is their individual mission and responsibility. It is told that it was necessary to build Finland’s public administration this way so that Russians could not come here to bring their own governance. We are quite far from the everyday life and challenges of the citizen. The traditional way of working does not resonate the real, post-industrial world.
From numeric, logical models to emotional insights and experimental models
Design thinking (DT) gives you freedom to break down the models that are constructed in our minds and in our programme development plans for five-years. It is a toolkit for any innovation process and it combines design approach and more traditional rational problem solving. In the chart below you can see the differences in main characteristics between DT and traditional working way.
The greatest learning that I got from the Design Thinking course was about uncertainty. Design Thinking as a concept and process was not new to me, but what really struck me during the course, was how Design Thinking can be used in a business context to manage uncertainty.
The future is getting less and less predictable by past data. For many in the traditional business environment the way to create new has been by careful analysis and research of the past and currents markets. In the modern ever so competitive business environment to really succeed this is not enough. New innovative solutions must be created. When you cannot trust the previous data and development methods you need something else to rely on. This uncertainty and need for innovation has given the rise of Design Thinking in the business world. It has brought the design process and mentality to the business context.
A scene from a random municipal office somewhere in southern Finland. One lonely planning officer sits behind her table. She has a computer and a cup of cold coffee in front of her. Her task is to plan a new customer service process for this small municipality. There are many problems in existing process: customers don’t find the right service, the service desk is not open when people need help, customers don’t get answers to their questions in decent time – just to mention a few.
But how to come up with solutions that serve different kinds of customers in best possible way? If there would be a good solution for this problem, wouldn’t it already be invented?
After taking Laurea Design Thinking course (by Katja Tschimmel and Sanna Marttila 2017) I would give this lonely planning officer – who might or might not be my alter ego – a few advices.
First advice: take holistic approach. The service you are designing does not exist in a vacuum but is surrounded by complex variety of other existing and developing services, processes and artifacts. From the point of view of a customer these services and processes cross and blend and boundaries between them are fuzzy. Continue reading
This fall, my SID studies in at Laurea started with a crash course on Design Thinking. The two fully packed days served as a first introduction to the theme – and not the least, getting to know the multidisciplinary team of international SID students.
Design Thinking has been recently understood as way of thinking, leading to change and innovation. More than a motor for innovation, or a mindset, Design Thinking is offering models of processes and toolkits that can be used in every creative process by multidisciplinary teams, connecting creative design approach to traditional business thinking. Today, it is much explored in the fields of innovation management and marketing, helping to bring some of the abilities of designers to solve and to visualize problems in a creative way. It is also widely used in the public sector, by cities and governments as well as by social entrepreneurs.
Katja Tschimmel acted as our guide to lead us further to discover creative thinking, fluidity in ideation and exploring the design thinking process and use of E6 Toolkit by her design company Mindshake. There is no one and only best process or tools, she states, it is up to the companies and innovation managers to choose the best models that suit the individual needs of their projects and organisations and context.