Design Thinking: New Product Development Essentials from the PDMA

Michael G. Luchs, Scott Swan, Abbie Griffin

ISBN: 9788126573066

456 pages

INR 999


This is the second title in a new series on cutting-edge topics in New Product Development from the PDMA. The first volume NPD Essentials: Tools for Open Innovation publishes in September 2014.  The goal of this new proposed book on design thinking is to bridge the space between the necessarily high level discussions of the strategic importance of design and the tactical techniques of design thinking.  The publication will cover design thinking as applied to new products and new services as well as the development of new business models.

About the Editors


1 A Brief Introduction To Design Thinking

1.1 The Concept of Design Thinking and Its Role within NPD and Innovation  

1.2 A Framework of Design Thinking  

1.3 Design Thinking as a Nonlinear Process

1.4 The Principles and the "Mindset" of Design Thinking


Part I: Design Thinking Tools

2 Inspirational Design Briefing

2.1 Nine Criteria of an Inspirational Design Brief

2.2 Writing the Inspirational Design Brief

2.3 Research Findings about Inspirational Design Briefs

2.4 Three Pitfalls to Avoid

2.5 Conclusion: Keys to Success


3 Personas: Powerful Tool For Designers

3.1 Defining Personas

3.2 The Importance of Personas

3.3 Creating Personas

3.4 Illustrative Application of Personas

3.5 Summary

3.6 Conclusion


4 Customer Experience Mapping: The Springboard To Innovative Solutions

4.1 Inputs to the Experience Map

4.2 The Experience Mapping Process

4.3 The Experience Map as a Springboard to Innovative Solutions 5

4.4 Conclusion


5 Design Thinking To Bridge Research And Concept Design

5.1 Challenges in Idea Generation

5.2 The Need for a Systematic Method to Connect to the User

5.3 The Visualize, Empathize, and Ideate Method

5.4 The Importance of Visualizing and Empathizing before Ideating

5.5 Applying the Method

5.6 Conclusion


6 Boosting Creativity In Idea Generation Using Design Heuristics

6.1 Where Do New Design Ideas Come From?

6.2 A Tool to Assist with Idea Generation: Design Heuristics

6.3 How Design Heuristics Were Identified: The Evidence Base

6.4 77 Design Heuristics for Idea Generation

6.5 How to Use Design Heuristics to Generate Design Concepts

6.6 Evidence of the Value of the Design Heuristics Tool

6.7 Conclusion

6.8 Appendix


7 The Key Roles Of Stories And Prototypes In Design Thinking

7.1 A Design Thinking Product Development Framework

7.2 What Is a Story?

7.3 What Is a Prototype?

7.4 Putting It Together--Combining Stories and Prototypes

7.5 Employing Stories and Prototypes in Your Process

7.6 Conclusion


Part II: Design Thinking Within The Firm

8 Integrating Design Into The Fuzzy Front End Of The Innovation Process

8.1 Challenges in the FFE

8.2 Design Practices and Tools for Assisting in Problem Definition

8.3 Design Practices and Tools for Assisting in Information Management

8.4 Design Practices and Tools for Assisting in Stakeholder Management

8.5 How to Integrate Design Professionals in FFE

8.6 Conclusion


9 The Role Of Design In Early-Stage Ventures: How To Help Start-Ups Understand And Apply Design Processes To New Product Development
Introduction: An Emerging Start-up Culture

9.1 The Basics

9.2 The Process

9.3 Troubleshooting Common Mistakes


10 Design Thinking For Non-Designers: A Guide For Team Training And Implementation

10.1 What Do Non-Designers Need to Learn?

10.2 Challenges Teams Face with Design Thinking

10.3 Three Team Strategies for Success

10.4 Conclusion


11 Developing Design Thinking: Ge Healthcare's Menlo Innovation Model

11.1 GE Healthcare's Design Organization

11.2 The Menlo Innovation Ecosystem

11.3 The Significance of Design Thinking at GE Healthcare

11.4 Conclusion


12 Leading For A Corporate Culture Of Design Thinking

12.1 The Critical Impact of Corporate Culture on Design Thinking

12.2 What Is Corporate Culture?

12.3 Corporate Forces that Undermine Design Thinking

12.4 Four Pillars of Innovation for Enabling Design Thinking

12.5 Four Stages of Transforming to a Culture of Design Thinking

12.6 Conclusion


13 Knowledge Management As Intelligence Amplification For Breakthrough Innovations

13.1 Designing Amidst Uncertainty

13.2 Knowledge Management Tasks for Breakthrough Innovation: From Intelligence Leveraging to Intelligence Amplification

13.3 KM and Selected Tools for Breakthrough Innovation

13.4 Organizational Implications

13.5 Appendices


14 Strategically Embedding Design Thinking In The Firm

14.1 Role of Key Personnel

14.2 Organizational Practices

14.3 Organizational Climate and Culture

14.4 Embedding Design Thinking


Part III: Design Thinking For Specific Contexts

15 Designing Services That Sing And Dance

15.1 Products, Services, and Experiences

15.2 How to Design for Compelling Service Experiences

15.3 Services that Sing and Dance

15.4 Designing a Service Experience Is Never Finished

15.5 Conclusion


16 Capturing Context Through Service Design Stories

16.1 Service Design

16.2 Context, Stories, and Designers as Interpreters

16.3 Context Through Narratives--The CTN Method

16.4 Case Illustration of the CTN Method

16.5 Conclusion and Recommendations


17 Optimal Design For Radically New Products

17.1 Communicate the Challenge Goal toward Radically New Products

17.2 Shift Time Frames to Future and Past

17.3 Promote an Emerging Technology Focus across the Consumption Chain

17.4 Promote the Use of Analogical Thinking

17.5 Look for Novel Ways to Solve Simple Problems

17.6 Leverage More Ideators via Crowdsourcing

17.7 Conclusion


18 Business Model Design

18.1 What Is a Business Model?

18.2 When Do I Need to Think about My Business Model?

18.3 What Value Should I Expect from a Business Model Design?

18.4 What Method Can I Use to Design a Business Model?

18.5 Process of Designing a Business Model

18.6 How Do I Implement My New or Revised Business Model?

18.7 Conclusion


19 Lean Start-Up In Large Enterprises Using Human-Centered Design Thinking: A New Approach For Developing Transformational And Disruptive Innovations

19.1 Lean Start-up

19.2 Transformational and Disruptive Innovation: Defining the Domain Where the Lean Start-up Process Should Be Used

19.3 Why Is a Business Model a Valuable Part of the Lean Start-up Process?

19.4 Lean Start-up through the Lens of Human-Centered Design

19.5 Implementing the Lean Start-up Approach in Enterprises

19.6 Conclusion


Part IV: Consumer Responses And Values

20 Consumer Response To Product Form

20.1 How Product Form Influences Consumer Product Evaluation

20.2 Product Form Characteristics and Consumer Perceptions

20.3 In What Way Will Product Form Impact Consumer Product Evaluation?

20.4 Practical Implications


21 Drivers Of Diversity In Consumers' Aesthetic Response To Product Design

21.1 Culture

21.2 Individual Characteristics

21.3 Situational Factors

21.4 Discussion

21.5 Conclusion


22 Future-Friendly Design: Designing For And With Future Consumers

22.1 A Framework for Understanding Changing Consumer Values

22.2 Emerging Consumer Needs

22.3 Going Forward


Part V: Special Topics In Design Thinking

23 Face And Interface: Richer Product Experiences Through Integrated User Interface And Industrial Design

23.1 Divergent Paths: User Interface in Physical and Digital Products

23.2 Emerging User Interface Technologies

23.3 New Technology Demands a New Development Process

23.4 Seven Questions to Guide the Integration of Industrial Design with User Interface Design

23.5 Practice Makes Perfect


24 Intellectual Property Protection For Designs

24.1 "Design" in Intellectual Property

24.2 Utility Patents

24.3 Design Patents

24.4 Copyrightable Designs for Useful Articles

24.5 Trademark Rights for Product Design

24.6 Legal Overlap, Trade-Offs, and Strategic Considerations

24.7 Conclusion


25 Design Thinking For Sustainability

25.1 Design for "X"?

25.2 Design Thinking Integrated into Design for Sustainability

25.3 Conclusion