Design with IDEO: Designing Sustainable Human Centered Business Models
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David Aycan, Design Director IDEO & Joe Gerber, Business Designer IDEO
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Design with IDEO: Designing Sustainable Human Centered Business Models
- 8. Human Technical Business Holistic It creates solutions that are inspired by, and work from 3 important perspectives to create value for customers and businesses. Monday, May 13, 13
- 10. researcher interaction designer web developer architect brand strategist communication designer industrial designer business designer material scientist OurPeople.... We’re a multi-disciplinary community, comprised of ‘T’-shaped individuals. Monday, May 13, 13
- 11. OurClients... We work across industries, finding value in cross-pollination and analogous inspiration. Monday, May 13, 13
- 12. HealthyLiving Rethinking the Pharmacy with Walgreens. Redefining and expanding the role of the pharmacist. Monday, May 13, 13
- 13. RethinkingLocalMedia Creating an authentic and personal connection with influential locals, grounded in a sustainable business model. Monday, May 13, 13
- 15. STRATEGIZE BUILD Design Driven Strategy Strategy informs what you should build; prototypes help assess your strategic hypothesis. Monday, May 13, 13
- 16. Meaning through Principles Take time to digest your feedback and inspiration. Distill it in to a point-of-view. Develop a collective vision with your team. Monday, May 13, 13
- 17. Explore Options Good designers have a point of view, but recognize the need to explore alternatives to reach an optimal solution, and get good feedback Monday, May 13, 13
- 18. Brand ShiftsFocus Deep dive without forgetting the whole. Offer/Experience BusinessOrganization Monday, May 13, 13
- 19. Keep it Rough Early You can test a lot of early hypotheses in 30 minutes to 1 day. Try to invest as little as possible, until you can’t avoid it, and then, you should be certain about your core value proposition. Monday, May 13, 13
- 20. Focus on Business Risks Remember that the business model is the unit of design. Back up and look at the big picture to identify the main areas of uncertainty and focus where it is most essential. Monday, May 13, 13
- 21. Collaborate Immerse in the challenge together. As teams expand, find ways to communicate and align on a common vision. Monday, May 13, 13
- 22. Start Early and Wrong Get the assumptions out early through concrete representations of the future business. These can be models, prototypes, or sketches 1 +3 2 Monday, May 13, 13
- 23. Authentic Find ways that your company can align internally and externally to garner the passion of employees, stakeholders, and customer alike Monday, May 13, 13
- 26. Offering Design What tangible, value creating experiences should we create for our customers? COSTS PART NERS CAPAB ILITIES CHA- NNEL PRICING MODEL VALUE PROP. CUSTOMERS COMPETITIVE STRATEGY GROWTH STRATEGY What do they need and want? What do we promise our customers? What unique and differentiating value can we provide for the long term? Who are our customers?How do we pave the way for future offerings? Monday, May 13, 13
- 27. Operations Design How do we organize to create and deliver value to our customers? How do we leverage what we’re good at? PART NERS CAPAB ILITIES CHA- NNEL Who would complement our capabilities? What new capabilities will keep us relevant? Where can people access our product? How does it get there? What is our process for delivering our products and service? Monday, May 13, 13
- 28. Economics Design How do we create more value than it costs for us to create it? COSTS PART NERS CAPAB ILITIES CHA- NNEL PRICING MODEL What do customers attach value to? What does it cost to build, distribute and service our offering? What are they willing to pay? How much risk should we take on? How do we test our ideas without breaking the bank? Where do we need to invest for our future? Monday, May 13, 13
- 29. Marketing Design How do we communicate with customers? COSTS PART NERS CAPAB ILITIES CHA- NNEL PRICING MODEL VALUE PROP. CUSTOMERS COMPETITIVE STRATEGY GROWTH STRATEGY How do we get our message across to customers Who will be most receptive to our offer? What behaviors do we want to incentivize? What does our price say about our offer? How can we harness the brand value of our retailers? Monday, May 13, 13
- 31. Make it Elegant! The business model canvas is not a fill-in-the blanks and you’re done. Monday, May 13, 13
- 32. Elegant Business Model Design How do we communicate with customers? COSTS PART NERS CAPAB ILITIES CHA- NNEL PRICING MODEL VALUE PROP. CUSTOMERS COMPETITIVE STRATEGY GROWTH STRATEGY Monday, May 13, 13
- 35. Keep in Mind Is your customer and your end-user the same person? What is the context of the need (when, where, why)? What problem are you solving? Why will they choose you? Monday, May 13, 13
- 37. Keep in Mind How will you deliver your value prop? What 1 or 2 things will do better than anyone else? What does that experience require the 1st, 2nd, nth time? Build, buy or partner? Monday, May 13, 13
- 39. Keep in Mind What are you sure you know vs think you know? What is the impact of getting your assumptions wrong? How can you maximize learning with minimal investment of time and money? How can you best replicate the context of where real-life decisions happen? Monday, May 13, 13
- 40. Sharing Back What was difficult? What was easy? What could you imagine using at your venture? Any questions for us? Monday, May 13, 13
- 41. A Few Takeaways Keep in touch with your market (even once you’ve established product market fit) Explore options Encourage empathy and test your assumptions Always have a solid business model hypothesis Keep it simple. Get the direction right first, then the details The business design canvas is not a fill-in form Design with elegance Monday, May 13, 13
- 42. ThankYou Monday, May 13, 13