Tag Archive | palvelumuotoilu

Getting in the mood for Design Thinking

As far as Design Thinking goes, I must confess to being quite the “newbie”. Having only recently been enlightened to the magical world of service design, innovation and co-creation, I was excited to learn of the many different models that the design thinking world has to offer.

Katja Tschimmel describes the similarities and differences of the models in both her article “Design Thinking as an effective Toolkit for Innovation” as well as in the research report D-think. These include IDEO’s 3 I model (Inspiration, Ideation, Implementation), IDEO’s HCD model (human-centred design, Hearing, Creating, Delivering), the models of the d.school (Hasso-Plattner Institute and Stanford University), the Double-Diamond model of the British Council, and the DT toolkit for Educators. Mindshake’s E6 model was also introduced, and I got the opportunity to try it out myself during the course.file-25-09-16-17-59-47-1

During the class sessions, I got a glimpse of how the design thinking process could be applied to solve student-related issues. There was no lack of empathy during this task, as we all dived into tackling issues concerning thesis stress, time-management issues and networking needs.  We grouped ourselves into small multidisciplinary teams, and our team went through a the Design Thinking process to come up with our final conclusion; a service called “Matchup”. It was a service to tackle the issue of networking within our SID group.  The idea actually won!

Continue reading

Feel the Energy of Shaking Minds

We had pleasure to participate on two day design thinking (DT) study module. These days were full of innovative thinking instructed by two lovely ladies from Portugal; Dr. Katja Tschimmel (Design Professor, ESAD Portugal, developer of DT model EVOLUTION 6² ) and Mariana Valenca (Lecturer in Design thinking, ESAD Portugal). They started with introducing some of the most popular design thinking modules. (Presented below)
We got to know their company Mindshake (http://mindshake.pt/design_thinking) and the Design Model that they have developed, called EVOLUTION 6². We got to do some hands-on training as Mariana Valenca kindly familiarized us through their DT model step by step. This was very interesting, challenging and made our minds more innovative. We work in groups leading by Mariana and here are few pictures from those days and what we made.

 

 EVOLUTION 6²       –Mindshake Design Thinking model

 Phases:  Emergence, Emphathy, Experimentation, Elaboration, Exposition, Extension

kuva-1

First phase Emergence we experienced the model by doing ‘intent statement’ and  ‘opportunity  mind map’. In this first phase the goal is to identificate of an opportunity.

 

 

 

 

On Experimentation phase we had a lot of fun with legos! In this phase you generate ideas and develop concepts.

kuva-4

On Elaboration phase we worked with ‘service blueprint’. Phases meaning is to work on material and semantic solutions.

 

kuva-5

On Exposition phase we made ‘a visual business model’. Meaning of this phase is communicating the new concept and solutions.

kuva-6

 

Design Thinking Models

Here are briefly presented few of the most applied Design Thinking tools that are created. These model are presented widely on Katja Tschimmels research article. (Tschimmel, K. (2012). Design Thinking as an effective Toolkit for Innovation)

 

Picture 1)
IDEO’s 3 I model (Created in 2001)
Inspiration
At this phase designers needs to identificate context by observing and completing design research.

kuva-7

Ideation
Phases meaning is to brainstorming process and encourage visual concepts so that complex ideas could be understood.
Implementation
The core of this stage is prototyping. After creating the final product/service there is a need to develop a communication strategy to help communication inside and outside the organization.

 

Picture 2)
IDEO has also launched HCD model which has double meaning as:
Human Centered Design

kuva-8

and
Hear
Design team will collect data from people and prepare and conduct field research.
Create
Thinking change from concrete to more abstract identifying themes and opportunities and then back to concrete thinking with solutions and prototypes.
Deliver
Realize the solutions and launch them in to the world.
https://www.ideo.com/work/human-centered-design-toolkit/

 

Picture 3)
Hasso-Plattner Institutes Design Thinking model:

kuva-9

 http://www.hpi.uni-potsdam.de/d_school/design_thinking/components.html?L=
This model is based on IDEO’s process experience and part of it is very similar with IDEO’s 3 I model
The DT process is visualized in six steps, connected by curved lines indicating that each step is performed in iterative loops. First phase Understand is about gathering information through secondary research. Second phase Observe includes collecting insights about the users’ needs. The insights are shared and synthesized visually in the third, Point of view, phase. Fourth phase, Ideate corresponds with IDEO 3 I stage ideation (picture 1). Last two phases, Prototype and Test contains same frames as IDEOs 3 I stage implementation (picture 1).

 

Picture 4)
British Council has developed a design process model in 2005 called The 4 D or Double Diamond.

kuva-10

On discover phase designer searches new insights and opportunities. The second phase, define, works as a filter for the first phase where insights are selected and discarded. In third, develop,stage designed solutions are developed and tested using Design Thinking tools, like brainstorming, sketches and prototypes. In the last, deliver, stage the final concept undergo final testing, producing and finally launching.
http://www.designcouncil.org.uk/
Katja Tschimmel writes in her ‘Design Thinking as an Effective Toolkit for Innovation’ research article that there is not exactly best DT process model, innovation managers should choose their model depending their disciplinary background and their personal taste. In this same research article Katja Tschimmel finds that IDEO’s 3 I model (picture 1) would exclude essential moments of the design process, even though it is easy memorable name and the first model on the market. Double diamond model (picture 4) is the most complete one and reason for that could be that it is designed for designers’ use. Other models which are presented here are produced for business and management in focus.
This research article is very important from my point of view. It tells us main points of the most important DT models and a bit of history of developing these models. This kind of information in a nutshell brings us closer to understand how new models are build up and how important these phases for example in EVOLUTION 6² model are. In my opinion Katja Tschimmel writes about design thinking in the way that we all could develop our creative processes trough DT model.

 

Design Thinking by Nigel Cross

I can recommend Nigel Cross’ book Design Thinking (2011). Book includes a lot of examples how designers works in different fields. Trough researches we can familiarize ourselves in designers way of thinking and their motivation for design work. Cross has taken designers interviews part of his research. One main relevance arising from interviews among designers is that successful designers are sensitive to nuances in their environments and their awareness is higher than average people have.
Cross writes about different case studies from teamwork and what kind of possibilities and problems arises from it comparing to work independently. With these case studies reader can really understand designers way of thinking and working. Cross gives examples between novice and expert designer and more importantly how we all can improve our creativity.
To all of us, remember Design thinking is a mindset which can be developed.
Written by Pinja Suonpää

___

Sources:
Tschimmel, Katja 2012. Design Thinking as an Effective Toolkit for Innovation in Proceedings of the XXIII ISPIM Conference: Action for Innovation from Experience.
Cross, Nigel 2011. Design thinking: understanding how designers think and work. Oxford: Berg Publishers.

Public and Private Sector into Cooperation for Better Services and Innovations

I attended a seminar organised by CIDe Cluster Finland in Laurea´s Tikkurila campus. CIDe Cluster is a joint project of Laurea University of Applied Sciences and Vantaan Innovaatioinstituutti Oy (Innovation Institute of Vantaa, Inc.). It focuses on the development of products and services promoting good care and rehabilitation. CIDe Cluster brings together health care and well-being companies, public sector organizations and other community players to create business development and innovation know-how. CIDe Cluster offers their partners networking events and welfare business and welfare technology trainings.

Don’t fear the restructuring

P1180881

Jari Koskinen, the Association of Finnish Local and Regional Authorites

CEO Jari Koskinen of the Association of Finnish Local and Regional Authorities opened his speech by saying that the Finnish administrative structure is moving towards the European model – state, autonomous areas (countries) and municipalities – with the new Social welfare and Healthcare reform. His opinion is that when planning those reforms, one should keep in mind the number of inhabitants in Finland. Not only was he comparing Finland to France where he, still as a spokesman of the Päijät-Häme region, wanted to create a partnership with one of the northern regions of France, but while the Finnish one had 200,000 residents, the French equivalent had over four million! Understandable, the French were not enthusiastic about a joint action. He also compared the Finnish regions with one another – Keski-Pohjamaa having 70,000 inhabitants, and Uusimaa getting close to two million! His message was “How do you divide the responsibilities in the upcoming reform if the autonomous regions aren´t homogenous?” He noted that there are  20 cities in Finland that each have a larger population than the entire region of Keski-Pohjamaa.

He had more questions to which he would want answers from the new reform policy makers. The municipalities own real estates and if the responsibilities for health care are transferred from them to the autonomous regions, will the latter purchase those properties from the municipalities? If so, will they pay the market price? How to arrange it so that nobody suffers because of the responsibilities being taken away from the municipalities?

The role of the Universities of Applied Sciences as reformers of welfare and well-being services

P1180890

Katariina Raij, PhD, Laurea

Director Katariina Raij of Laurea University of Applied Sciences had an innovative approach: as soon as a new innovation appears, new training/studies should be made available swiftly. Otherwise, we won´t utilize the innovative ideas properly. The innovation should be quickly introduced to the markets, there are lots of innovative technologies that were never applied. How do we bring agility into the process of innovation? When thinking about health care in the public sector, it is an industry focused on curing diseases, and the whole system is based on illnesses not health.  The research findings of the JADE project 2014, Active and Healthy Ageing Report 2011, Special Euro Barometer 378 and Digi Barometer 2014 show that technology is very poorely utilized in solving  the problems of the public sector.

In order to be internationaly “visible”, it is important to invest in high-level development and know-how. Finland has a reputation of being slow in putting new health technology innovations into use in the health care sector. Finland is also very careful when approaching new innovations because of the risk of conflicts of interest. That prevents the creation of partnerships between the private and the public sector which are very important especially for the health care system. Insufficient revision of regulations and standards delays the entrance of innovations into the markets by months or even years.

She praised the new National Curriculum that is currently being drafted by the Finnish National Board of Education. She called the new curriculum fantastic, with the mindset the children will acquire and the way in which they will perceive the future. As of 2019, there will be a freedom of choice among public, private and third sector health service providers. How does the client recognize the best quality? How do we help clients make good choices? The question is: Do we need a new college degree/ complementary educational training in service navigation/ guidance?

 

P1180916.JPG

The Well Life Center of Laurea created a research project called HyvinvointiTV (CaringTV) . The HyvinvointiTV’s studio was built in the Well Life Center with professionals offering individual guidance and advisory services that were co-created with clients. The aim of the interactive HyvinvointiTV was to support the health and well-being of elderly people living independently in their own homes. At that time, the founders of course had no idea how fast the e-services would develop. HyvinvointiTV was a pioneer in robotics. The award-winning service gained a lot of attention all around the world. The clients claimed that the screen felt so real they felt as if they had invited guests to their homes.

P1180918.JPG

 

 

 

 

 

 

 

Care Innovation and Design (CIDe) was founded in 2010 in collaboration between Laurea and Vantaan Innovaatioinstituutti Oy (Innovation Institute of Vantaa, Inc.). CIDe sees itself as an innovation environment with an emphasis on advancing health  and well-being, supporting self-care and enabling customer-centeredness in all research and development activities. At the moment CIDe is owned by Laurea only. Care Innovation and Design as such doesn´t exist in any other University of Applied Sciences in Finland.

 

Jana Arhio, Laurea

“Drag-on – identity” Experiencing GovJam 2013 at Turku

HC SVNT DRACONES?? Hä? What? Is that the theme? What that means? First day in Global Government Jam at City of Turku started with lots of question mark in the air – all where totally blown away. We had just introduced through pre-recorded video what GovJam 2013 is going to be and at the end of the video they revealed the secret theme. Which was: HC SVNT DRACONES.

GovJam Turku

“ServiceStar-team”

Less talk, more action

We formed groups and begin to draw or write what ever did come to our minds. HC SVNT DRACONES. What images that brings to your mind. Well…fire, dragons, snake, lohi, Harley Davidson, HC – WC, doctors, cones, Latin, church, ancient writing – I started to warm up. So did the others. When 8 minutes had gone we gathered our thoughts in one table and started brainstorming. One thing led to another and soon we had couple of ideas to start with. From Latin to understand doctors and from hospitals and dragon eggs to customer rewarding system to rewarding doctors when they had performed understandably to their patients. After 15 minutes we had clue about our service concept. Wow!

Continue reading

Service Design meets Futures Thinking #4

A research based series of posts discussing the statement “Futures Research supports the Service Design process in multiple ways and throughout the whole process” by Minna Koskelo (LinkedIn) and Anu K. Nousiainen (Linkedin).

Part #4: We are in the Service Innovation business!

Our three (and a half) previous blog entries have been summarizing the purpose of our study initiated in 2012 and the main findings from the study including the synergies between (Service) Design Thinking and Futures Thinking, and our illustration for Futures Research enhanced Service Design process. After some more investigation (selection of 150 books and articles) and integrating the strategic business thinking into the model with Katri Ojasalo (Linkedin), (our Head of Master’s Degree Programme in Service Innovation and Design here at Laurea University of Applied Sciences) we are proud to announce our forthcoming chapter in an international Handbook of Service Innovation (to be published by Springer in early 2014). Indeed, we have came into a realization:

What we’ve done so far is not only about Futures enhanced Service Design – instead, this is the next chapter in building unique, synergistic and dynamic capabilities for Service Innovation.

teaser

Take a novel path to create new business opportunities and new value

 It has been clear from the beginning of our study that Design Thinking and Futures Thinking share a strong synergy in their principles and targets. Now it is crystal clear that by combining their unique approaches in innovation process results in bright and viable business opportunities (see process framework A. below). While Futures Thinking concentrates on driving forces in complex evolving systems and alternative contexts, Design Thinking embraces the viewpoint of system constraints and people oriented solutions. Not only this powerful combination gives you options for decision making in strategic and offering creation level but it tackles the two critical challenges in today’s (and tomorrow’s) business: Uncertainty and timing in creating Value Roadmaps in the interconnected and changing world. Here, Futures Thinking helps to make uncertainty easier to approach through providing alternatives for decision making and therefore improving organization’s readiness to act. Design Thinking improves the organization’s agility to seize the change with emphatic, adaptive and deep research approach and through iterative co-designing with customers to provide desirable, feasible and viable options for solutions.

Continue reading

Service Design meets Futures thinking # 3

A research based series of posts discussing the statement “Futures Research supports the Service Design process in multiple ways and throughout the whole process” by Minna Koskelo and Anu K. Nousiainen.

Part #3: The Process Perspective

Our two previous blog entries have been summarizing the purpose of our study and the main findings including the synergies of service design and futures thinking, thus why it is beneficial for the two disciplines utilize approach and methods from one another and learn from each other. This third post introduces Service Design Process that is enhanced by futures thinking. Additionally we illustrate how service design thinking benefits foresight process.

The big picture: Becoming a human-centric innovative trendsetter

Continue reading

IN PLANNING: A joint research project to create strategic partnership network

by Päivi J. Tossavainen

The growth of ser­vice business is projected to continue in EU. This trend touches all organizations. It also provides opportunities for Laurea, while systematic research and disciplined new business practices are sought in the field of service innovation and service design.

Traditionally European research on service has been strong. Thus, a joint research project with partners from various European countries is an excellent way to cooperate in this field.

Laurea SID is applying funds from EU to commence a joint research project. The funding scheme is FP7/ Marie Curie/ Industry-Academia Partnerships and Pathways (IAPP).

Our academic partners in this project proposal are Politechnico Di Milano, Italy, and University of Dundee, Glasgow, UK. On the business side, three small and medium-sized enterprises (SMEs) will participate.

Continue reading