設計思維101 (Design thinking 101)

Let’s begin by getting ourselves clear on the question: What is design thinking?

讓我們首先弄清楚問題：設計思想是什么？

Many people have an impression that design thinking has something to do with being artistic, having a sense of aesthetics, style or is reserved for those who create beauty or have an inherent sense of creativity.

許多人給人的印象是，設計思維與藝術性，美學感，風格感有關，或者是保留給那些創造美或具有固有創造力的人。

Turns out design thinking has nothing to do with these things. What design thinking really is, is a process for problem solving.

事實證明，設計思維與這些東西無關。 設計思想真正是解決問題的過程。

You can think of design thinking as a powerful tool in your toolbox for problem solving. Many people see creative folks such as UX designers, product managers or creative employees use design thinking. But actually, design thinking can be used by anyone who seeks to infuse creative problem solving into every level of an organization, product or service in order to drive new innovation for business and society.

您可以將設計思維視為解決問題的強大工具 。 許多人看到UX設計師，產品經理或創意員工等創意人使用設計思想。 但是實際上， 任何人都可以使用設計思維 他尋求將創造性的問題解決方法注入組織 ，產品或服務的各個層面，以推動業務和社會的新創新。

Let’s break down the process for problem solving:

讓我們分解解決問題的過程：

1. Understand the problem.
   了解問題。
2. Define the size and impact of the problem.
   定義問題的大小和影響。
3. Generate ideas.
   產生想法。
4. Building a solution.
   建立解決方案。
5. Test and measure the success metrics.
   測試和衡量成功指標。

In a diagram it looks something like this:

在圖中，它看起來像這樣：

It turns out, the design thinking process from Stanford’s Design School looks very similar to the process for problem solving. The difference being that in design thinking we start with empathy, which is about understanding the problem from the perspective of the user.

事實證明，斯坦福大學設計學院的設計思維過程看起來與解決問題的過程非常相似。 不同之處在于，在設計思維中我們從同理心開始，即從用戶的角度理解問題。

Now that we’ve established that design thinking is essentially the process for how we go about solving problems, what are the strengths of this design thinking process? Here are a few points:

既然我們已經確定了設計思維本質上就是解決問題的過程，那么該設計思維過程的優勢是什么？ 這里有幾點：

1. Design thinking provides a common language for bringing together diverse teams in the organization.

   設計思維 提供了一種通用語言，可以將組織中的各個團隊聚集在一起 。

2. It enables the team to solve complex problems by breaking down the problem into concrete steps and making sure everyone in the room can understand and relate.

   通過將問題分解為具體步驟并確保會議室中的每個人都可以理解和聯系，它使團隊能夠解決復雜的問題。

3. This helps generate novel and creative solutions by enabling everyone to participate and bringing out the best ideas onto the table.

   通過使每個人都可以參與并提出最佳想法，這有助于產生新穎和創造性的解決方案。

The next question is what are the types of problems we can solve with design thinking? Turns out there are a lot. Here are a few examples:

下一個問題是我們可以用設計思維解決的問題類型是什么？ 原來有很多。 這里有一些例子：

• Designing your career
  設計職業
• Re-inventing business models
  重塑商業模式
• Starting a company
  開公司
• Shifting markets and customer behaviours
  不斷變化的市場和客戶行為
• Problems that data cannot solve (answering why people behave the way they behave)
  數據無法解決的問題(回答人們為何以其行為方式行事)
• Helping your business navigate during a downturn
  在經濟低迷時期幫助您的業務發展

案例研究：在經濟低迷時期解決業務問題 (Case study: Solving a business problem during a downturn)

We’re going to take a dive into the last point — helping your business navigate during a downturn. To do this, let’s do a case study from the work we’ve been doing at Neuron Mobility, an e-scooter sharing company in the micro-mobility space. As you can imagine, if people are in lockdown, they are unable to go out and ride a scooter or an e-bike and this could deeply impact the business.

我們將深入探討最后一點- 幫助您的企業在經濟低迷時期進行導航 。 為此，讓我們從微動領域的電動踏板車共享公司Neuron Mobility的工作中進行案例研究。 可以想象，如果人們處于封鎖狀態，他們將無法外出騎踏板車或電動自行車，這可能會對業務產生深遠影響。

While defensive strategies are crucial for saving a business during a downturn situation, we wanted our business to not only survive, but to thrive. So the question we also wanted to ask was “How do we make a business actually thrive during a downturn?” I was inspired by Gokul Rajaram’s writeup of Playing offense during a downturn, and so we decided that we would apply design thinking to several key points Gokul mentions for taking your business on the offensive. The questions we wanted to tackle were:

盡管防御策略對于在經濟低迷時期挽救企業至關重要，但我們希望我們的企業不僅能夠生存，而且還能蓬勃發展。 因此，我們還想問的問題是： “在經濟低迷時期，我們如何使企業蓬勃發展？” Gokul Rajaram 在經濟低迷時期撰寫的《 進攻性進攻》一書激發了我的靈感，因此我們決定將設計思想應用于Gokul提到的使您的企業進行進攻的幾個關鍵點。 我們要解決的問題是：

1. How do we discover new customer segments? We knew that tourists were not going to sustain us over the next few months due to restrictions on air travel, so where are our new customer segments going to come from?

   我們如何發現新的客戶群？ 我們知道，由于航空旅行的限制，游客在接下來的幾個月中將無法維持我們的生活，那么我們的新客戶群將來自何處？

2. How do we increase loyal customers? Loyal customers in a business are generally the more valuable customers in terms of revenue. So how are we going to drive more valuable customers to get us through the tough times?

   我們如何增加忠實的客戶？ 就收入而言，企業的忠實客戶通常是更有價值的客戶。 那么，我們如何吸引更多有價值的客戶來度過艱難的時期呢？

3. How do we find new distribution channels? Even after lockdown eases up there may be a risk of people not traveling as much, so how are we going to encourage more people to go out and explore their city?

   我們如何找到新的分銷渠道？ 即使在鎖定解除后，人們仍有可能不常旅行，所以我們將如何鼓勵更多的人出去探索他們的城市？

4. How do we discover new business models? E-scooters were largely based on a pay per ride model, but what about models that could give the company a more sustainable and resilient revenue stream?

   我們如何發現新的商業模式？ 電子代步車主要基于按次計費模式，但是可以為公司帶來更可持續，更具彈性的收入來源的模式又如何呢？

Let’s take a dive into the first question — how do we discover new customer segments, and use this as a case study in how we can apply design thinking.

讓我們深入探討第一個問題- 我們如何發現新的客戶群 ，并以此為案例研究如何應用設計思維。

步驟1：移情 (Step 1: Empathize)

The first thing we do in our empathaize step to discover new customer segments is to create a registration form that we send out to our users. Our goal here is to segment our audience and so we ask questions such as gender, what location in the city they live in, what industry they work in, what they use scooters for, etc. This will help set us up nicely in the next phase when we get to ask more targeted questions. We discovered a few interesting clues about our sample audience:

在換位思考步驟中發現新客戶群的第一件事是創建注冊表格，然后將其發送給用戶。 我們在這里的目標是細分受眾群體 ，因此我們會問一些問題，例如性別，他們在城市中居住的位置，他們從事的行業，他們將踏板車用于什么等，這將有助于我們在下一個階段建立良好的環境。當我們開始提出更具針對性的問題時。 我們發現了一些有關樣本受眾的有趣線索：

1. Essential workers need to get to work during lockdown.
   基本工人需要在鎖定期間開始工作。
2. Very few women are represented.
   很少有婦女參加。
3. Users are using scooters for commuting to work.
   用戶正在使用踏板車上下班。

Now that we can identify users in each segment, it’s now time to interview our users and start asking our questions. Because the Covid-19 lockdown meant it was not possible to meet users in person to observe them, we called them up and interviewed them. We want to avoid hypothetical situations, so our first question was “What was your choice of transportation on your last trip?” This gets them to focus on a specific event to walk you through their thought process on how they made a decision in that moment. Next we start asking “Why”. The general rule is asking “Why” up to three times will get you to the root of their problem. Here’s a few things we learned about essential workers on their choices for transportation:

現在我們可以識別每個細分市場中的用戶，現在是時候采訪我們的用戶并開始提出我們的問題了。 因為Covid-19鎖定意味著不可能親自見到用戶來觀察他們，所以我們打電話給他們并進行了采訪。 我們想避免發生假想的情況，因此我們的第一個問題是“您上次旅行選擇的交通工具是什么？” 這使他們能夠專注于特定事件，引導您完成他們在當下如何做出決定的思考過程。 接下來，我們開始詢問“為什么” 。 一般規則是最多問三遍“為什么”會讓您找到問題的根源。 我們從中了解到一些基本工人在選擇運輸方面的一些事情：

• Public transportation posed challenges for maintaining safety including social distancing and sanitization.
  公共交通為維護安全提出了挑戰，包括社會隔離和衛生處理。
• They preferred scooters and e-bikes because it helped address safety concerns.
  他們喜歡踏板車和電動自行車，因為它有助于解決安全問題。
• They found scooters too expensive to use on daily commutes.
  他們發現踏板車太貴了，無法用于日常通勤。

步驟2：定義問題 (Step 2: Define the Problem)

We use the interview process to speak to 15–20 people in each of our customer segments. Then what we do is to crystallise our findings into a problem statement that identifies the root of the problem while also being easily relatable by anyone on our team. Here is some of the findings from our sample:

我們使用訪談過程與每個客戶群中的15–20人進行交談。 然后，我們要做的就是將我們的發現明確化為問題陳述，以識別問題的根源，同時也讓團隊中的任何人都可以輕松地與之聯系。 以下是我們樣本中的一些發現：

1. Essential workers need to get to work during lockdown. — Public health workers want better access and more affordable pricing for commutes.

   基本工人需要在鎖定期間開始工作。 - 公共衛生工作者希望通勤有更好的機會和更實惠的價格。

2. Very few women are represented — Women need to feel more safe and secure when riding a scooter.

   很少有女性代表— 女性在騎踏板車時需要更加安全。

3. Users are using scooters for commuting to work — Convenience matters more than price for frequent commuters.

   用戶使用踏板車上下班— 對于經常上下班的人來說， 便利比價格更重要。

步驟3：構思 (Step 3: Ideation)

The next step is where things start getting more fun. Identify stakeholders in your team for the problem you’re solving and get them into a room (or on a Zoom call). Focus the team on the clear problem statement to solve, which in our case is to help public health workers gain better access and affordable pricing for commutes. Start the process having each person spend 10 to 15 minutes on their own writing as many ideas as they can think of on post-its. If you’re doing this online, a great tool to use is Murals which you can find here. The goal here is to generate as many ideas as possible. Once you notice people are slowing down in generating post-its, it’s time to get them to post their post-its on the whiteboard.

下一步是讓事情變得越來越有趣的地方。 確定團隊中要解決的問題的利益相關者，并將他們帶入會議室(或進行Zoom呼叫)。 將團隊的重點放在明確的問題說明上以加以解決，在我們的案例中，這是為了幫助公共衛生工作者獲得更好的通勤途徑和可負擔的通勤價格。 開始這個過程，使每個人在自己的寫作上花10到15分鐘的時間，盡可能多地想一想。 如果您在線上進行此操作，則可以在此處找到壁畫一個很棒的工具。 這里的目標是產生盡可能多的想法。 一旦您注意到人們在生成帖子時就變慢了，是時候讓他們在白板上發布帖子了。

This is where the collaboration begins. You’ll start noticing patterns of these post-its and you can group them together on the wall. This is the time to discuss the post-its, get people to build on top of ideas to refine them further. Sift through the ideas and start bubbling up the ones that seem to keep popping up again and again in conversation. Prioritizing them will also be helpful to decide which one to starting building first — to do this take a vote, but keep in mind how passionate people are about the ideas is also a factor here. Here is a small sample of the 30 ideas that came up in just 40 minutes on what essential workers need from scooters:

這是合作開始的地方。 您將開始注意到這些便利貼的模式，然后可以將它們組合在墻上。 現在是時候討論便利貼了，讓人們在創意的基礎上進一步完善它們。 仔細研究一下想法，然后開始冒充那些似乎在對話中不斷涌現的想法。 優先考慮它們也將有助于決定首先開始構建哪個對象-要進行投票，但是請記住，人們對這些想法的熱情程度也是這里的一個因素。 以下是在短短40分鐘內提出來的30個想法的一小部分，這些想法是關于踏板車基本工人的需求：

1. Free monthly pass
   免費月票
2. Icons to identify which scooters are sanitized
   標識哪些踏板車已消毒的圖標
3. Educational video on safety around scooters
   有關踏板車安全的教育視頻
4. Cross-promotion with local public transportation
   與當地公共交通的交叉促銷
5. Deployment of scooters near bus and train stops for better physical access
   在公交車站和火車車站附近部署踏板車，以方便身體出入

步驟4：原型 (Step 4: Prototype)

Let’s take a look at a mockup of a free monthly pass we put together for public health workers.

讓我們看一下我們為公共衛生工作者準備的免費月票的樣機。

Notice that this prototype doesn’t look too intimidating — it took us less than 20 minutes to mock up. The goal is to get this prototype of a free monthly pass out to our users as quickly as possible and observe how users respond. That’s the idea here — we want to learn quickly and fail lower down in the value chain where it is cheaper and faster to change our product.

請注意，該原型看起來并不令人生畏-我們花了不到20分鐘的時間進行了模擬。 我們的目標是盡快將這種免費的每月通行證原型分發給我們的用戶，并觀察用戶的React 。 這就是這里的想法-我們希望快速學習，并在價值鏈中降低失敗的機會，因為在價值鏈中更換我們的產品更便宜，更快。

步驟5：測試和測量 (Step 5: Test and Measure)

We defined several metrics to measure — no. of subscriptions and no. of trips. It took us just 48 hours to launch our free monthly pass feature for public health workers and immediately we started seeing results. We got over 500 subscriptions and a thousand trips within a week. We even received several articles in the press which helped increase awareness about scooters being a safer option in helping commuters maintain social distancing.

我們定義了幾個要衡量的指標- 不。 訂閱數 旅行次數 。 我們僅花了48個小時就為公共衛生工作者啟動了免費的月票功能，我們立即開始看到成效。 一周之內，我們獲得了500多個訂閱和1000次旅行。 我們甚至在媒體上收到了幾篇文章，這些文章有助于提高人們對踏板車的認識，因為踏板車是幫助通勤者保持社會距離的更安全選擇。

But another unexpected metric that would help us achieve our business objectives also came into focus: user retention. We wondered if the free monthly pass helped introduce this essential worker segment to our scooters, then would this segment turn into a loyal customer and ride our scooters even after the Covid-19 lockdown lifted? In other words, did we just discover a new market for our scooters? All these interesting learnings and questions happened because we were able to quickly put a prototype together, launch it to our users and start observing the effects.

但是另一個有助于我們實現業務目標的意外指標也成為關注焦點： 用戶 保留率 。 我們想知道免費的月票是否有助于將這一重要的工人細分介紹給我們的踏板車，那么即使在取消Covid-19鎖定后，該細分市場是否會變成忠誠的客戶并乘坐我們的踏板車？ 換句話說，我們是否剛剛為踏板車找到了新的市場？ 所有這些有趣的學習和問題之所以發生，是因為我們能夠快速將原型放在一起，將其發布給我們的用戶并開始觀察效果。

Another important source of feedback often overlooked is from your own Braintrust. What is a Braintrust? Here are the three factors that make up the process for a Braintrust:

經常被忽視的另一個重要反饋來源是您自己的Braintrust 。 什么是Braintrust？ 以下是構成Braintrust流程的三個因素：

1. Gather people you trust who are willing to provide candid feedback.
   收集您信任的愿意提供坦率反饋的人。
2. Present your solution in a show and tell.
   在節目中展示您的解決方案并講述。
3. Listen to the feedback.
   聽取反饋。

Ed Catmull from Pixar speaks about the Braintrust in his book Creativity, Inc as one of the most important factors for allow Pixar to churn out hit movie after hit. In his words a successful Braintrust should enable “Frank talk, spirited debate, laughter and love.” Don’t underestimate the power of candid feedback to help generate amazing products.

皮克斯(Pixar)的埃德·卡特穆爾(Ed Catmull)在他的《 Creativity，Inc 》一書中談到了Braintrust，這是讓皮克斯不斷推出熱門電影的最重要因素之一。 用他的話來說，成功的Braintrust應該可以實現“坦率的談話，激烈的辯論，笑聲和愛心”。 不要低估坦率的反饋來幫助產生驚人的產品的力量。

So, now that we’ve completed our 5 steps in our design thinking process, where does this leave us? Well, circling back to the original goals we had for helping our company thrive during a lockdown situation, we applied the same design thinking process to each of the other topics, and here are the final results:

那么，既然我們已經完成了設計思維過程中的5個步驟，那么這將給我們帶來什么呢？ 好了，回過頭來幫助我們的公司在鎖定情況下蓬勃發展的最初目標，我們將相同的設計思維過程應用于其他每個主題，以下是最終結果：

1. How do we discover new customer segments? We discovered how to make scooters more friendly and accessible for women, commuters and essential workers.

   我們如何發現新的客戶群？ 我們發現了如何使踏板車對女性，通勤者和基本工人更加友好和方便。

2. How do we increase loyal customers? We launched Parking Incentives and a Free Monthly Pass for public health workers who could convert into new loyal customers.

   我們如何增加忠實的客戶？ 我們為可能轉化為新忠實客戶的公共衛生工作者推出了停車激勵和免費月票。

3. How do we find new distribution channels? We launched Group Rides to leverage our existing riders to get their friends to ride on our scooters.

   我們如何找到新的分銷渠道？ 我們推出了Group Rides，以利用我們現有的車手，讓他們的朋友騎上我們的踏板車。

4. How do we discover new business models? We launched a 3-day, Weekly and Monthly Passes pricing option to provide more affordable options for tourists, students and commuters.

   我們如何發現新的商業模式？ 我們推出 了為期 3天，每周和每月的通行證定價選項，為游客，學生和通勤者提供更實惠的選擇。