Enterprise Design Thinking
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Enterprise Design Thinking

Made with ❤️by IBM and Raffaele Vitale

The Loop

Understand the present,envision the future in a continuous cycle of observing, reflecting, and making.

The Principles

The Keys

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AI Workflow

Plan your work

NameTagsPathDescriptionWhen to useFiles
Cognitive Walkthrough
Test Your Ideas
Observe users interacting with a prototype in order to evaluate its success.
Use this method early and often to test your prototype or solution by seeing how users work through a series of tasks while speaking their thoughts out loud. Get insight into what the user’s reaction is to the various elements of the experience in real time when you want to see how your idea aligns with the intended outcome.
Contextual Inquiry
Gather User Data
Observe users, in their daily context, to understand the “how” and “why” behind their behavior.
While you can conduct some observation remotely, there’s no substitute for seeing a user’s world in-person. Contextual inquiry places you into your user’s environment, giving you the chance to observe their interactions in detail. It helps you understand the specific behaviors, vocabulary, and mental model they use to approach the tasks they perform.
Interviews
Gather User Data
Get to know users or stakeholders using the oldest trick in the book: reaching out and talking to them.
If you want to get to know the people you serve, there’s no substitute for going out and talking to them. A good interview reveals the world as others see it. This will help you build empathy and identify new questions to ask.
As-is Scenario Map
Synthesize Research
Build a better understanding of your users’ current experience.
As-is Scenario Maps help to document collective understanding of user workflows and are best used as precursors to exploring new ideas or for finding the right problem to solve.
Assumptions and Question
Plan your work
When your team needs a “reality check,” identify your assumptions and the best ways to address them.
We recommend using this activity early and often. Risks never disappear, but the sooner you can recognise and evaluate your team’s assumptions and questions, the more quickly you can act to reduce the risk they pose.
Daily Syncs
Align your team
Stay informed on the team’s actions, ask for assistance, and surface blockers early.
Syncing regularly promotes increased transparency, communication, and collaboration amongst team members. They can be held with any frequency (for example, weekly, daily, or twice daily) depending on the needs of your team.
Empathy Map
Synthesize Research
Build empathy for your users through a conversation informed by your team’s observations.
On a large team, not everyone has the chance to talk to every user. Empathy Maps help synthesize your team’s collective knowledge about your users as a group, bringing you closer to a common understanding of who they are. You can use empathy mapping to refresh your team’s understanding before an important decision, or to quickly synthesize your data directly after an observation session.
Feedback Grid
Test Your Ideas
Gather and organize feedback from users, team members, or stakeholders.
Use this anytime you’re trying to make sense of what people are trying to tell you. You can create them during—or directly after—a user observation, a Playback, or an engagement.
Plan your work
If you don’t know where you’re going, you might not get there. Use Hills to clearly state your intent in terms of user and market value.
Hills
Hills
describe something a specific user is enabled to do, not a specific implementation. They give teams the creative space they need to come to breakthrough ideas, without the need for detailed requirements. Write Hills at the beginning of a project or initiative, after you’ve identified the real needs of your users.
Hopes and Fears
Align your team
Learn and discuss each others’ hopes and fears before starting a project or on-boarding new team members.
The hopes and fears activity is an effective way to gauge participants’ attitudes about a project, workshop, or any other collaborative engagement. “Hopes” reveal your teams’ expectations about what can be accomplished. “Fears” reveal their doubts about making an investment to work together.
Needs Statements
Synthesize Research
Outline what users need in order to achieve their goals.
When you’re trying to solve a problem it can be tempting to slip into a technical discussion that focuses on features and functions. If you get caught up in the details too early, you risk inadvertently solving the wrong problem. Reframe your thinking by writing Needs Statements and answer the question: “What does our user actually need?”
Align your team
Tell stories to share your work and exchange feedback.
Anytime you feel as though your team needs to get on the same page or anytime you want to share something new you’ve learned or made, schedule a Playback. It’s beneficial to have routine Playbacks with your team especially at key moments throughout a project.
Prioritization Grid
Plan your work
Decide your next move by focusing on the intersection of importance and feasibility.
While prioritization is most helpful at the beginning of a project, it’s also worth taking time to prioritize before an iteration or sprint. You can use this activity to prioritize anything, from ideas generated in big-idea vignettes to user stories in your backlog.
Research Plan
Plan your work
Define your goals and action steps to understand your users and address your team’s unknowns.
When you’re first starting a project, or have a new area of focus, creating a research plan allows you to define what you need to learn and find answers to the questions you have. To make sure your whole team will act on research results, planning must be clear and collaborative. Try making one after you’ve identified your team’s Assumptions and Questions
Retrospectives
Align your team
Reflect together at the end of an iteration and find ways to improve the way you work together.
Retrospectives bring teams together at the end of a sprint, iteration, or phase of work to identify ways to improve team collaboration and effectiveness. Rather than focus on what the team is building, retrospectives focuses on how the team is working.
Stakeholder Map
Synthesize Research
Identify project stakeholders, their expectations, and their relationship to each other.
Every project has people who have a direct stake in the outcome of a project. But circling back to people you’ve forgotten to include can set a project back and slow it down. This is why it’s important to identify and engage with your stakeholders as early as possible. Stakeholder mapping brings your team together to capture what you collectively know about your stakeholders and their interests, helping you ensure you have the right representation of voices in the room.
Big Idea Vignettes
Generate new ideas
Rapidly diverge on a breadth of possible solutions to meet your users’ needs.
Any time your team gets stuck or you feel there’s a better way to do something. Everyone has ideas. Don’t make the mistake of leaving idea generation only to the designers, the engineers, the project owners, or the executives. Everyone has a unique perspective on the user and the problem, so everyone should contribute ideas for solutions.
Experience-based roadmap
Plan your work
Break down your long-term experience into the most essential near-term outcomes for your user.
Once you’ve identified your user’s real problems, and established a direction on how to solve them. This will help you scope what you’d like your users to be able to do, and when you’ll deliver those experiences.
Paper prototypes
Test Your Ideas
Communicate your ideas quickly using cheap and versatile materials.
Use paper prototyping during the initial stages of an idea. As you work to make the prototype, you will uncover questions and unknowns that aren’t obvious when you just talk about it. You can also use paper prototyping to modify your existing designs anytime in your process. Stakes are low, so your goal should be to play and to learn.
Speculative Design Stories
Generate new ideas
Create short stories that predict your users’ future problems and produce novel solutions to address those problems.
As a team, you should use this activity when you are working to fill a long-term roadmap with new intellectual property, products, features, and services, and you are struggling to invent creative, and future-facing big ideas.
Storyboards
Generate new ideas
Communicate ideas through visual stories that showcase how they fit into your users’ lives.
You can use Storyboards once you know the problem you’re trying to solve and for whom. Note that storyboarding isn’t the same as wireframing. Instead, you use Storyboards to create a low-fidelity narrative that focuses on people and their actions, thoughts, goals, emotions, and relationships. While you can include user interfaces as props in your story, avoid drawing too many screens.
To-be scenario map
Generate new ideas
Draft a vision of your user’s future experience to show how your ideas address their current needs.
To-be Scenario Maps can help you envision a better future for your users. Use them as you’re coming up with potential solutions to see how your ideas would fit within your user’s world, and how they might address the their needs. A To-be Scenario Map is a great artifact to put in front of stakeholders and users to align on your team’s intent.
User Stories
Plan your work
Describe requirements as discrete tasks a user must do to reach their goal.
Start writing user stories shortly after you’ve written your Hills. If you aren’t sure where to start, try making a To-be Scenario Map to get a better picture of the user tasks to define. As your team makes more detailed design decisions, continue to refine your user stories to match your understanding.
Wireframes
Test Your Ideas
Prototype digital user interfaces at low and mid-fidelity to quickly get feedback.
Wireframes prototype your user’s digital interface visually. They help you explore many interface ideas and flows rapidly, making them just tangible enough to discuss concretely or put in front of real users. Whenever you feel like your team is just talking about ideas without visualizing anything, start wireframing.
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AI