UNIT-1 Design Thinking Introduction

Definition/Concept

Design Thinking is a human-centered problem-solving approach that combines

creativity, empathy, and logic to create solutions that truly meet people’s needs.

It’s widely used in business, education, healthcare, and social innovation.

Why It Matters:

 Solves complex problems in innovative ways.

 Improves products, services, and experiences.
 Builds skills in creativity, collaboration, and adaptability.

Key Characteristics:
Human-Centered – Focuses on understanding the people you’re designing for.
Creative – Encourages out-of-the-box ideas.
Iterative – Involves trying, testing, and improving solutions.
Collaborative – Uses diverse perspectives for richer results.

Why Design Thinking is Important

 Puts People First
 Ensures solutions are based on real human needs, not just assumptions.
 Increases user satisfaction and acceptance.
 Encourages Innovation
 Promotes creative, out-of-the-box thinking.
 Helps discover fresh solutions for old or complex problems.
 Solves Complex Problems
 Useful for “wicked problems” with no clear answers.
 Breaks challenges into manageable, testable steps.
 Reduces Risk of Failure
 Early prototypes and testing prevent costly mistakes.
 Feedback-driven improvements make solutions more effective.
 Works Across Industries
 Applicable in business, education, healthcare, government, and social
projects.
 Useful for products, services, processes, and experiences.
 Builds Essential Skills
 Boosts creativity, empathy, collaboration, and adaptability.
 Prepares individuals and teams for real-world challenges.
 History of Design Thinking
Period / Key People /
Milestone in Design Thinking History
Year Organization
Early ideas of creative problem-solving and design
1950s– John E. Arnold (Stanford), as a science emerge. Herbert Simon’s book The
1960s Herbert A. Simon Sciences of the Artificial (1969) lays the foundation
for a structured design process.
Introduces visual thinking and integrated problem-
1970s Robert McKim (Stanford) solving approaches in engineering design
education.
Introduced the concept of “wicked problems” –
complex, ill-defined problems without clear
Horst Rittel & Melvin
1970 solutions (e.g., poverty, urban planning).
Webber
They argued that such problems needed
collaborative, iterative, and user-focused methods.
Expands McKim’s work, formalizes “design
1980s Rolf Faste (Stanford) thinking” as a way to apply designers’ methods to
problem-solving beyond product design.
IDEO was formed (merger of David Kelley
Design, ID Two, Matrix Product Design) and
1991 David Kelley & IDEO
popularized human-centered design in business
and product development.
Stanford d.school (Hasso Launches academic programs for teaching Design
2005 Plattner Institute of Thinking as a 5-stage process: Empathize, Define,
Design) Ideate, Prototype, Test.
2009 Tim Brown (CEO of Published Change by Design, bringing design
onwards IDEO) thinking into mainstream business strategy.
Design thinking is widely adopted in sectors like
2010s– Global businesses, NGOs,
healthcare, education, IT, government policy, and
Present governments
social innovation.
 Conventional Problem-Solving vs. Design Thinking
Conventional Problem-
Aspect Design Thinking
Solving
Approach Linear and analytical Iterative and creative
Problem-focused (fix what’s Human-focused (understand people’s
Focus
broken) needs first)
Empathize → Define → Ideate →
Process Define → Analyze → Solve
Prototype → Test
Empathy, experimentation, user
Basis Logic, past data, expert opinion
feedback
Multiple ideas tested, refined, and
Outcome One “best” solution chosen early
evolved
Risk Avoids failure by planning Accepts failure as learning through
Handling extensively quick tests
Innovation
Often incremental Often innovative and disruptive
Level
Can be siloed by
Collaboration Multidisciplinary teamwork
department/expertise
Spends more time upfront on
Timeframe Moves quickly from idea to prototype
analysis

In short:
 Conventional problem-solving = Fixing a problem using analysis and
logic, often in a straight line.
 Design Thinking = Exploring a problem creatively with empathy,
prototyping, and iteration until a user-centered solution emerges.

Examples of business uses of Design Thinking

How Design Thinking Was
Industry Example Outcome
Used
Applied design thinking
workshops to improve
Reduced product development
Technology IBM internal collaboration and
cycle time by 33%.
create user-focused software
interfaces.
Used empathy research to
Boosted sales and
Retail Nike design Nike Flyknit, a
sustainability brand image.
lightweight, eco-friendly
 How Design Thinking Was
Industry Example Outcome
Used
shoe tailored to athletes’
needs.
Conducted deep user
interviews with hosts and Transformed from near-
Hospitality Airbnb guests to redesign the bankruptcy to a multi-billion-
booking experience and dollar company.
trust-building features.
Used observation in the
Mayo empathy stage to redesign Improved patient satisfaction
Healthcare
Clinic patient waiting areas and and reduced wait times.
care flow.
Applied design thinking to
Procter &
develop Swiffer after Created a billion-dollar
FMCG Gamble
observing cleaning habits in product line.
(P&G)
homes.
Used rapid prototyping and
Enhanced customer
Automotive Ford user testing to create SYNC
experience and brand loyalty.
in-car connectivity systems.
Developed the “Keep the
Millions of new accounts and
Banking & Bank of Change” program after
increased savings
Finance America studying customer saving
engagement.
habits.
Business Uses of Design Thinking
1. Product Innovation
Purpose: Create new products that truly meet customer needs.

Example: Apple used design thinking to develop the iPhone by focusing on user
experience rather than just technical specs.

2. Service Design & Improvement

Purpose: Enhance customer service, reduce friction in processes.

Example: Airbnb redesigned its booking process by interviewing hosts and

guests, improving trust and ease of use.

3. Business Model Innovation

Purpose: Rethink how a company creates, delivers, and captures value.

Example: Netflix moved from DVD rentals to streaming after understanding

shifting customer behaviours and frustrations.

4. Customer Experience (CX) Enhancement

Purpose: Make every customer interaction more engaging and satisfying.

Example: Starbucks applied design thinking to create a more personalized in-

store and digital ordering experience.

5. Organizational Change & Culture Building

Purpose: Improve internal collaboration, employee engagement, and problem-
solving.

Example: IBM trained employees worldwide in Enterprise Design Thinking,

fostering cross-team innovation.

6. Process Optimization
Purpose: Make internal workflows faster, cheaper, and more user-friendly for
employees.

Example: Procter & Gamble redesigned supply chain processes to be more

responsive to customer demand.

7. Social Impact & Sustainability

Purpose: Develop solutions for social, environmental, and community issues.
Example: Unilever uses design thinking to develop sustainable packaging
solutions that reduce waste.

8. Digital Transformation
Purpose: Guide technology adoption based on real user needs.

Example: Bank of America used design thinking to create “Keep the Change,” a
digital savings tool that helped millions save automatically.

Variety Within the Design Thinking Discipline

1. Different Process Models
While the core idea remains similar (human-centered + iterative), organizations
and educators adapt the steps:

Stanford d.school Model → Empathize → Define → Ideate → Prototype → Test

IDEO Model → Inspiration → Ideation → Implementation
Double Diamond Model (UK Design Council) → Discover → Define → Develop → Deliver
IBM Enterprise Design Thinking → Hills → Playbacks → Sponsor Users

Formation of a Design Thinking Team

Design thinking thrives on diverse perspectives, so team formation is deliberate:
1. Define the Goal
 Identify the problem or opportunity the team will address.
 Clarify the scope (product, service, policy, etc.).
2. Build a Multidisciplinary Team
Include members with varied expertise, such as:
 Designers – for creative ideation and visualization.
 Engineers/Technologists – for technical feasibility.
 Business/Marketing Experts – for market fit and strategy.
 Researchers/Anthropologists – for user insights.
 End-Users/Stakeholders – to provide real-world perspectives.
3. Assign Roles
 Facilitator – guides the design thinking process.
 Research Lead – manages user research and empathy work.
 Idea Generator(s) – pushes creative boundaries.
 Prototyper(s) – quickly turn ideas into tangible forms.
 Tester(s) – gather user feedback and evaluate solutions.
4. Set Team Norms
 Encourage open-mindedness.
 Accept failure as learning.
 Practice active listening.
 Promote equal voice in discussions.
Importance of a Design Thinking Team
1. Diversity Fuels Innovation
Different disciplines and viewpoints lead to more original, well-rounded
solutions.
2. Human-Centered Outcomes
Teams work closely with users, ensuring solutions address real needs—not
assumptions.
3. Faster Problem-Solving
Collaborative, iterative work cycles accelerate from idea to prototype to market.
4. Better Risk Management
Testing and refining ideas early reduces costly failures later.
5. Organizational Impact
A strong design thinking team can foster a culture of innovation across the
business.

Key takeaway:
A design thinking team is like a creative laboratory—built on diverse skills,
shared empathy, and rapid iteration. The right mix of people and roles can make
the difference between an idea that fails quietly and one that transforms an
industry.

Scenario: A school wants to improve the lunchtime experience for students

Design Thinking Team
Participants:
2 teachers
3 students from different grades
1 cafeteria manager
1 parent representative
1 design thinking facilitator

Scenario: A furniture manufacturing company wants to reduce assembly

time for its modular office desks.
Design Thinking Team
Participants:
Production manager
2 assembly line workers
Quality control supervisor
Product designer
Supply chain manager
Design thinking facilitator

Scenario:
A software company is developing a mobile banking app and wants to improve
the bill payment feature.
Design Thinking Team
Participants:
Product manager
2 UX/UI designers
1 backend developer
1 frontend developer
Customer support representative
Design thinking facilitator

Formation of Design Thinking Workshops & Meetings

Design thinking workshops and meetings are structured, collaborative sessions
designed to help participants explore problems creatively and co-create solutions.
Their formation usually follows these steps:

1. Define the Objective

Clearly state the purpose (e.g., understanding user needs, generating ideas, testing
prototypes).

Link the workshop to a specific stage of the Design Thinking process (Empathize,
Define, Ideate, Prototype, Test).

2. Select Participants
Include a diverse mix: designers, engineers, business experts, marketers, end-
users, and decision-makers.
Diversity ensures different perspectives and prevents “groupthink.”
3. Prepare the Content & Tools
Gather research data, user personas, and any prior insights.

Arrange tools like sticky notes, markers, whiteboards, prototyping materials, or

digital tools (e.g., Miro, FigJam).

4. Structure the Agenda

Keep activities time-boxed to maintain focus.

Example structure:
Warm-up (5–10 mins)
User insight review (15–20 mins)
Idea generation (30–60 mins)
Prototyping/sketching (60 mins)
Feedback & next steps (15–20 mins)

5. Assign Roles
Facilitator – keeps the session on track.
Scribe – documents ideas and decisions.
Timekeeper – ensures schedule is followed.
Participants actively contribute ideas and feedback.

6. Conduct & Capture Outcomes

Use visual thinking (drawings, diagrams, post-its) to make ideas tangible.
Document all outcomes for further analysis.
 Case Study: Mumbai Dabbawallas through Design Thinking
Background
The Mumbai Dabbawallas are a world-renowned lunchbox delivery
network in Mumbai. Every day, around 5,000 dabbawallas deliver over
200,000 tiffins with an accuracy rate of 99.99%. Their system has been
studied by Harvard Business School, IIMs, and global business leaders as a
benchmark for logistics, efficiency, and human-centered service design.

Applying the Design Thinking Stages

1. Empathize
 User Needs: Office-goers wanted fresh, home-cooked meals instead of
canteen or restaurant food.
 Pain Point: Cooking at home is possible, but carrying tiffins through
Mumbai’s crowded trains and long commutes was stressful.
 Empathy Insight: The Dabbawallas understood that emotional connection
to homemade food was central for the users (both employees and
families).

2. Define
Problem Statement:
“How might we ensure that working professionals get fresh, home-cooked
food on time every day despite Mumbai’s chaotic traffic and long travel
distances?”

3. Ideate
Ideas Explored:
 Use of trains as a backbone for long-distance delivery.
 A color-coding and symbol system to overcome literacy barriers.
 Low-cost, scalable, and manpower-driven logistics (vs. tech-heavy
systems).
 Community-based workforce ensuring trust and reliability.
 4. Prototype
Developed a trial system:
 Collect tiffins from homes.
 Transport via bicycles, handcarts, and trains.
 Sort and re-route tiffins at railway stations using a unique coding system.
 Deliver to offices before lunch hours.
 Iterated over time to refine codes, timings, and team collaboration.

5. Test
 The system was tested in real-life daily operations.
 Outcomes:
 Error rate of 1 in 16 million deliveries.
 Adopted by lakhs of customers across Mumbai.
 Created a livelihood for thousands of semi-literate workers.

Recognized by Forbes, Harvard, and the Six Sigma certification.

Design Thinking Principles in Action

Human-Centered: Focused on solving a daily-life problem of food accessibility.
Simplicity: Instead of expensive technology, used low-tech but ingenious coding.
Scalability: Expanded to serve over 200,000 tiffins daily.
Sustainability: Minimal cost, environment-friendly (use of trains, bicycles, and
reusable
tiffins).
Empowerment: Gave economic independence to thousands of dabbawallas.

Key Lessons for Design Thinking

1. Innovation doesn’t always need high technology—simple, empathetic solutions
can be transformative.
2. Understanding real human needs (emotional + practical) is more valuable than
focusing only on efficiency.
3. Community-based systems can be as reliable as corporate logistics when
designed thoughtfully.
4. Iteration and continuous refinement over the years made the system nearly error-
free.

Link: (50) Zomato can't beat this company run by Delivery Boys |
Dabbawala Documentary - YouTube
 Case Study: Tata Nano through Design Thinking

Background
In 2008, Tata Motors launched the Tata Nano, known as the “world’s
cheapest car” (₹1 lakh car). The idea was to provide safe and affordable
mobility for millions of Indian families who were using two-wheelers. It was
a bold attempt at democratizing car ownership, but despite its innovation,
the car struggled in the market due to branding and perception challenges.

Applying Design Thinking Stages

1. Empathize
 User Needs: Millions of Indian families used scooters/motorbikes to
carry 3–4 people, often in unsafe conditions.
 Pain Points:
 Unsafe family travel on two-wheelers.
 Aspiration to own a car, but affordability was the biggest barrier.
 Empathy Insight: The target audience desired safety, dignity, and
affordability in mobility—not just a “cheap” car.

2. Define
 Problem Statement:
“How might we design a safe, affordable, and reliable family car for
millions of Indian middle-class and lower-middle-class families currently
dependent on two-wheelers?”

3. Ideate
Ideas Explored:
 A compact, fuel-efficient, low-cost car.
 Minimalist design with essential features only.
 Lightweight body with cost-saving innovations in manufacturing.
 Focus on affordability without compromising basic safety.
 4. Prototype
 Tata engineers created prototypes of a compact, rear-engine car with:
 No unnecessary frills (like power steering, airbags initially)
 Low-cost materials and simplified supply chains.
 Innovative cost reductions in production and design (single wiper, fewer
components, smaller size).

5. Test
 The Tata Nano was launched in 2008 as the “people’s car”.
 Initial excitement and global attention (praised as a frugal innovation).
 Challenges in Testing & Market Feedback:
 Branding as the “cheapest car” damaged aspirational value.
 Safety concerns (fire incidents hurt credibility).
 Middle-class families, the intended audience, avoided it due to image
issues.
 Sales did not meet expectations; production was eventually discontinued
in 2018.
 Case Study: Jeevan Bindi (Life Saving Dot)

Background

Problem: Millions of women in rural India suffer from iodine deficiency,

which can cause goitre, impaired brain development, pregnancy
complications, and fatigue.
Despite iodized salt being available, many rural families did not use it
consistently due to a lack of awareness, affordability, or cultural food
habits.
Women, however, wore bindis (traditional forehead dots) daily as part of
their cultural identity.

1. Empathize
 Conducted field studies with tribal and rural women in
Maharashtra.
 Discovered key barriers:
 Women did not take iodine supplements regularly.
 They did not recognize iodine deficiency as a serious health issue.

Insight: Women were more likely to adopt a solution if it integrated into

their daily cultural practices.

2. Define
Problem Statement:
“How might we deliver a regular dose of iodine to rural women in a way
that is simple, affordable, and culturally acceptable?”

3. Ideate
Explored creative solutions:
Fortified food packets? → Not consistently consumed.
Pills or drops? → Low compliance.
Wearable solution? → High adoption potential.
Best idea: Use the daily-worn bindi as a delivery system for iodine.
4. Prototype
Created Jeevan Bindi: an iodine-coated adhesive patch designed like a
regular decorative bindi.
Each patch delivered 150 micrograms of iodine per day, meeting daily
nutritional needs.
Prototypes were tested with rural women for comfort, wearability, and
cultural acceptance.

5. Test
Piloted in villages of Maharashtra by Neelvasant Medical Foundation &
Research Center with Grey for Good (Grey Group’s philanthropic arm).

Results:
 Women accepted the bindis willingly (as it matched existing
habits).
 Measured improvement in iodine levels among users.
 No side effects reported.
 Impact
 Health: Helped fight iodine deficiency in rural India.
 Accessibility: Extremely low-cost, easy to distribute, and culturally
integrated.
 Awareness: Generated global recognition as a frugal innovation.

Featured in Time Magazine, The Better India, and showcased at multiple

health innovation forums.

Why It’s a Design Thinking Success

✔ Human-Centered: Designed around cultural practices, not against them.
✔ Frugal Innovation: Low-cost, high-impact solution for a widespread
health issue.
✔ Simplicity: Turned a beauty accessory into a life-saving medical device.
✔ Scalability: Potential for use in other countries facing iodine deficiency.

(77) Cannes Lions 015 - Life Saving Dot - YouTube