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Think Like Steve Jobs: How Design Thinking Leads to Creativity

Think Like Steve Jobs: How Design Thinking Leads to Creativity

Outstanding companies such as Apple, Nike and Tesla are all design-driven companies. These companies adopt design thinking when they are creating new products and solving business problems. Companies that utilized design thinking experienced a 41% higher market share, a 46% competitive advantage, and customers who were 50% more loyal. They outperformed the average American stock market by 219%.[1]

Take Apple as an example, it wasn’t always the mega-success that it is today. In 1997, Steve Jobs conducted a major company overhaul.[2] He cut several product lines and pushed the company toward developing a distinctly Apple experience. To this day, all of the “i” products’ look, feel, and user-friendliness set Apple apart from its competitors.

Design thinking showed us that Apple was a company with a soul and vision, and the message continues to resonate with customers. Jobs not only conveyed to people what he was selling, but he also showed them why they needed it.

Everything that any profession does—from research and development, to strategy, to content creation—can be improved through design thinking.

Design Thinking Is for Everyone to Solve Problems Creatively

Problem-solving myopia leads companies through periods of stagnation and frustration. Things are usually more complicated than they appear on the surface, and focusing solely on problems robs companies of their abilities to take what is working and use it in creative ways.

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“Design thinking can be described as a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.” – Tim Brown CEO, IDEO

Design thinking can solve complex problems across systems, procedures, protocols, and customer experiences. This creative mindset requires you to focus on solutions instead of problems. Instead of staying stuck in the problem-rut, design thinkers always have an eye on the ideal future.

Problem solving in this manner involves looking at peoples’ needs and finding creative solutions. Design thinking forces individuals to use every tool at their disposal, from their intuition and imagination to their innate sense of logic and reasoning, to unravel complex issues and explore possibilities.[3]

When a solution is discovered, it is subject to change according to the needs of the company and its customers. Design thinking, as a rule, is never stagnant. It is an iterative and reflexive commitment to innovation.

Core Stages of Design Thinking

Although this is a vastly creative process, design thinking has several identifiable stages, including:[4]

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  1. Empathize
  2. Define
  3. Ideate
  4. Prototype
  5. Test & Evaluate

    We’ll take a closer look at these steps using a case study from the oral health aisle of Watsons, a pharmacy chain.[5]

    1. Empathize

    This stage involves by collecting as much information about a field as possible. You may process raw data, consult with experts, and get as much background as possible to envision a better future.

    By collecting data, Watsons realized that many shoppers visited the oral hygiene section of their pharmacies, but they often walked away empty-handed. Watsons developed a collaborative relationship with two other companies so that they could figure out why people weren’t making purchases.

    2. Define

    After you have enough background information, define what customers need. Conducting formal and informal surveys to gather customers’ feedback. Watch how people interact with the products and listen to how they describe the products.These observations allow businesses to figure out what people need and what is holding them back from getting what they want.[6]

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    The Watsons team interviewed shoppers and listened to anecdotes about their shopping experiences. Customers gave the company a variety of reasons why it was difficult to find the oral health products that they wanted. People said things like, “The shelf looks different every time I shop here,” or “I can’t find the product I’m looking for.”

      3. Ideate

      After you understand your customers’ pain points, work to reconcile the difference between what they expect and what you produce. Look for patterns from customer feedback and brainstorm solutions based on the information that you’ve been given. Staying focused on solutions allows people to come up with alternatives that hadn’t existed before.

      The team at the pharmacy reviewed all the data from customers and determined that most of them were plagued by the same problem. Many people claimed that they were not able to find the best product to fit their needs. In response to this, the collaborators decided that they needed to devise a system to make it easier for people to track down the toothpaste that was best for them.

      4. Prototype

      Design thinking requires novel solutions. The ideas may start as quick drawings or outlines, but they eventually become full-scale models. Along the way, incorporate feedback to remix and refine the solution until it is the best that it can be.

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      To make it easier for customers to find the perfect tube of toothpaste, Watsons and its collaborators decided that customers needed a “Quick Finder” system. They started out with rudimentary drawings, and consulted with customers and workers throughout the design phase. Eventually, they devised a prototype machine in which customers could input information about the product that they wanted. Whenever the system narrowed down the best products, it lit up a box around those products.

        5. Evaluate

        No solution is complete without testing to make sure that it effectively addresses the problem. In the evaluation phase, you run tests and obtain as much feedback as you can get. End-user input continues to be an important factor in this phase, but look at quantitative data also to ascertain if the prototype really worked.

        To ensure that the prototype for the “Quick Finder” addressed customer needs, the team consulted with customers and store workers to see what they had to say about the new tool. They also had to compare oral care sales before and after the implementation of the new design in order to measure its impact.

        Design Thinking Isn’t Just for Designers

        Anyone who needs to solve problems could benefit from adopting design thinking. It enables businesses to solve problems and come up with creative solutions by looking at issues holistically and addressing the needs of the end user.

        When you put design thinking into practice, you have more space to innovate and you improve your audience’s experience with your company.

        Reference

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        Brian Lee

        Chief of Product Management at Lifehack

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        Last Updated on October 15, 2019

        Is Procrastination Bad? The Truth About Procrastination Revealed

        Is Procrastination Bad? The Truth About Procrastination Revealed

        Procrastination is very literally the opposite of productivity. To produce something is to pull it forward, while to procrastinate is to push it forward — to tomorrow, to next week, or ultimately to never.

        Procrastination fills us with shame — we curse ourselves for our laziness, our inability to focus on the task at hand, our tendency to be easily led into easier and more immediate gratifications. And with good reason: for the most part, time spent procrastinating is time spent not doing things that are, in some way or other, important to us.

        There is a positive side to procrastination, but it’s important not to confuse procrastination at its best with everyday garden-variety procrastination.

        Sometimes — sometimes! — procrastination gives us the time we need to sort through a thorny issue or to generate ideas. In those rare instances, we should embrace procrastination — even as we push it away the rest of the time.

        Why we procrastinate after all

        We procrastinate for a number of reasons, some better than others. One reason we procrastinate is that, while we know what we want to do, we need time to let the ideas “ferment” before we are ready to sit down and put them into action.

        Some might call this “creative faffing”; I call it, following copywriter Ray Del Savio’s lead, “concepting”.[1]

        Whatever you choose to call it, it’s the time spent dreaming up what you want to say or do, weighing ideas in your mind, following false leads and tearing off on mental wild goose chases, and generally thinking things through.

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        To the outside observer, concepting looks like… well, like nothing much at all. Maybe you’re leaning back in your chair, feet up, staring at the wall or ceiling, or laying in bed apparently dozing, or looking out over the skyline or feeding pigeons in the park or fiddling with the Japanese vinyl toys that stand watch over your desk.

        If ideas are the lifeblood of your work, you have to make time for concepting, and you have to overcome the sensation— often overpowering in our work-obsessed culture — that faffing, however creative, is not work.

        So, is procrastination bad?

        Yes it is.

        Don’t fool yourself into thinking that you’re “concepting” when in fact you’re just not sure what you’re supposed to be doing.

        Spending an hour staring at the wall while thinking up the perfect tagline for a marketing campaign is creative faffing; staring at the wall for an hour because you don’t know how to come up with a tagline, or don’t know the product you’re marketing well enough to come up with one, is just wasting time.

        Lack of definition is perhaps the biggest friend of your procrastination demons. When we’re not sure what to do — whether because we haven’t planned thoroughly enough, we haven’t specified the scope of what we hope to accomplish in the immediate present, or we lack important information, skills, or resources to get the job done.

        It’s easy to get distracted or to trick ourselves into spinning our wheels doing nothing. It takes our mind off the uncomfortable sensation of failing to make progress on something important.

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        The answer to this is in planning and scheduling. Rather than giving yourself an unspecified length of time to perform an unspecified task (“Let’s see, I guess I’ll work on that spreadsheet for a while”) give yourself a limited amount of time to work on a clearly defined task (“Now I’ll enter the figures from last months sales report into the spreadsheet for an hour”).

        Giving yourself a deadline, even an artificial one, helps build a sense of urgency and also offers the promise of time to “screw around” later, once more important things are done.

        For larger projects, planning plays a huge role in whether or not you’ll spend too much time procrastinating to reach the end reasonably quickly.

        A good plan not only lists the steps you have to take to reach the end, but takes into account the resources, knowledge and inputs from other people you’re going to need to perform those steps.

        Instead of futzing around doing nothing because you don’t have last month’s sales report, getting the report should be a step in the project.

        Otherwise, you’ll spend time cooling your heels, justifying your lack of action as necessary: you aren’t wasting time because you want to, but because you have to.

        How bad procrastination can be

        Our mind can often trick us into procrastinating, often to the point that we don’t realize we’re procrastinating at all.

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        After all, we have lots and lots of things to do; if we’re working on something, aren’t we being productive – even if the one big thing we need to work on doesn’t get done?

        One way this plays out is that we scan our to-do list, skipping over the big challenging projects in favor of the short, easy projects. At the end of the day, we feel very productive: we’ve crossed twelve things off our list!

        That big project we didn’t work on gets put onto the next day’s list, and when the same thing happens, it gets moved forward again. And again.

        Big tasks often present us with the problem above – we aren’t sure what to do exactly, so we look for other ways to occupy ourselves.

        In many cases too, big tasks aren’t really tasks at all; they’re aggregates of many smaller tasks. If something’s sitting on your list for a long time, each day getting skipped over in favor of more immediately doable tasks, it’s probably not very well thought out.

        You’re actively resisting it because you don’t really know what it is. Try to break it down into a set of small tasks, something more like the tasks you are doing in place of the one big task you aren’t doing.

        More consequences of procrastination can be found in this article:

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        8 Dreadful Effects of Procrastination That Can Destroy Your Life

        Procrastination, a technical failure

        Procrastination is, more often than not, a sign of a technical failure, not a moral failure.

        It’s not because we’re bad people that we procrastinate. Most times, procrastination serves as a symptom of something more fundamentally wrong with the tasks we’ve set ourselves.

        It’s important to keep an eye on our procrastinating tendencies, to ask ourselves whenever we notice ourselves pushing things forward what it is about the task we’ve set ourselves that simply isn’t working for us.

        Featured photo credit: chuttersnap via unsplash.com

        Reference

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