How to effectively conceive and implement design thinking: Interview with Joanna SERAPHIM
10/08/2024
4 min
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Design thinking is a human-centred approach, used to solve problems and stimulate innovation and creativity, that was developed in the United States in the 1980s. Many companies/organizations in sectors as varied as healthcare, education and finance have used this approach – which is sometimes praised, sometimes criticized – to innovate or improve the user experience. We spoke to Joanna SERAPHIM, professor of practice and design thinking facilitator, about the key elements of design thinking and the pitfalls that organizations should avoid when they use this approach.
Can you briefly explain the key principles of design thinking?
Design thinking is a structured approach to innovation and problem solving. It seeks to understand users’ needs and perspectives, by listening to and involving stakeholders in the process. Based on interviews and observations with users, design thinking practitioners seek to define the problem to be addressed. During the idea generation stage of the process, it is strongly recommended to develop as many ideas as possible. Crazy and risky ideas are welcome!
At the same time, the process provides numerous opportunities to experiment with potential solutions in a ‘safe’ environment. Therefore, it means we can learn from our failures. For example, after creating a solution, practitioners will develop their prototypes and test them with potential users. Thanks to the testers’ feedback, the prototypes can be reworked until the testers are satisfied.
Design thinking is used by many companies of different sizes and sectors. What types of problems or challenges can typically be tackled using design thinking?
Design thinking should be used for complex problems. In business, the types of problem that can typically be tackled with design thinking include creating or improving new products or services or identifying/developing a new market or strategy. In marketing, for example, a recurrent issue is how to become attractive to a certain segment of the population.
Design thinking can also be used for ethical and environmental goals. For example, how can we produce and sell our products and services while still reducing our carbon footprint? How can we sell cosmetics while promoting a positive image of the full range of body shapes? Design thinking is also used to improve processes. Many government agencies around the world use design thinking to improve their internet and intranet sites, and to simplify processes and document submissions.
For example, in France the DITP (interministerial directorate for public transformation) and the regional innovation laboratory, le laboratoire d’innovation territoriale d’Occitanie, worked together to enhance the reception of foreign nationals at the prefecture. The aim was to simplify procedures, to avoid physical and online bottlenecks. As part of this approach, the team experimented with what users and employees were experiencing to better understand daily life in a prefecture.
They prototyped new administrative paths and tested new brochures and QR codes that were adapted to phone users. Design thinking can also be used to help strengthen links between team members and improve the way they work together. Many organizations have used this process after the covid lockdowns to review how teams work together, in the context of new IT tools and remote work. In short, design thinking can be used to solve problems and create new products, services, experiences, business models and processes.
Design thinking has nonetheless been criticised by some people – why is this and what do you advise companies to do to ensure that investing in design thinking brings positive results?
Design thinking has indeed been criticized. Based on my own experiences, I think that what can typically cause problems is the way in which some people use this method. Some companies want to save time and try not to interview stakeholders or test prototypes with users. They justify this by saying that ‘the manager already knows everything, there’s no point ‘in bothering users’. However, this stage is crucial, and it is counter-productive to neglect it.
Airbnb was not originally the prosperous empire it is today. When Airbnb (activities) wasn’t taking off in the first few months, its founders went out to interview potential users and realised that testers didn’t trust ads that didn’t show photos of every room in the accommodation. What’s more, the photos were often of poor quality. By improving the way homes are presented, their company has become a leader in its sector.
Another obstacle often relates to the implementation phase. After defining a solution that is perfectly suited to solving the stakeholders’ problem, and following days of work with them, the proposed solution can nevertheless be refused by management. Some managers refuse to implement the solution because they don’t want to take risks. They fear failure and a change in the status quo.
During one of my assignments, an administration asked us to improve their intranet. Their intranet looked a little like the Wild West, there were no rules for naming and filing documents, or for publishing articles. Documents could not be found and communication was chaotic. After weeks of work, employees were impatient to implement the solution and finally have a tool that worked. However, a manager from the organisation finally refused because it would ‘cost money and time, and things might change’.
It’s important to note that any solution implies change, money and time. To ensure smooth implementation, a pilot project should be set up where the solution is implemented on a smaller scale so that it can be adapted if needed. Organisations can also seek external support when implementing their changes. If they wish to manage the changes themselves, however, they can identify people specifically to be responsible for implementing the solution.
To generate creative ideas, participants also need to feel at ease and trust the members of their team. They must not be afraid of being judged. Above all, they must have a safe space where they can experiment, fail and learn from their mistakes without repercussions. They need to be psychologically safe.
In summary, for design thinking to be effective, stakeholders must be involved through interviews and prototype testing. An implementation plan must then also be put in place. Finally, don’t forget that those participating in the design thinking must have a safe space where they can express their ideas and try out different solutions. Be careful, once you’ve tried design thinking, you’ll become addicted to it because you’ll feel you can tackle any challenge and change the world!
