Generating New Ideas Booklet PDF

UNIT 1 CHAPTER 1 THEORY OF CHANGE AND ENTREPRENEURSHIP INTRODUCTION  Humans tend to change when challenged because challenges force us to confront new situations, adapt to different circumstances, and push our limits...

UNIT 1 CHAPTER 1 THEORY OF CHANGE AND ENTREPRENEURSHIP INTRODUCTION  Humans tend to change when challenged because challenges force us to confront new situations, adapt to different circumstances, and push our limits. There are several psychological, physiological, and behavioral reasons behind this phenomenon. We all come out with our best and innovative techniques when challenged either externally(push/orders/motivation) or internally (hunger to win, earn more). It's important to note that not everyone responds to challenges in the same way. Some individuals might embrace change and thrive under pressure, while others might find it more difficult to adapt. However, the potential for growth and transformation exists for everyone when faced with challenges. WHAT IS CHANGE  Change refers to the process of making something different or altering the existing state of affairs. It can occur at various levels, including personal, organizational, societal, or global. Change is necessary because it enables adaptation and growth. Without change, societies and businesses would stagnate, leading to a lack of innovation, and relevance. Change may be deliberate, example- from school to college or on its own, example -climate change outside one’s control. TYPES OF CHANGE 1. Physical Change: transformation in the physical characteristics or appearance of something. Example - caterpillar goes through metamorphosis and becomes a butterfly. 2. Emotional Change: modifications in one's emotional state or feelings. It can involve shifts in attitudes, beliefs, values, or perspectives. Example- emotions after watching patriotic movies. 3. Social Change: changes in cultural practices, social attitudes, laws, policies. Social movements, technological advancements, and shifts in power dynamics are some catalysts for social change. Example– mobile phone usage in present society. 4. Organizational Change: changes within an organization, such as modifications in structures, processes, or culture. It can be driven by various factors, including market conditions, technological advancements, competitive pressures. Example – sneakers as part of airhostess uniform. NEED FOR CHANGE Growth and Progress: Change enables development by introducing new ideas and approaches. It propels individuals, organizations, and societies forward and helps them evolve to their full potential. Adaptation and Survival: Change is necessary for adaptation and survival in a dynamic and evolving world. The ability to embrace change and respond effectively to new circumstances is crucial for staying relevant, competitive. Problem Solving: Change helps individuals or organizations to address issues, overcome obstacles, and find better solutions to existing problems. Innovation and Creativity: Change stimulates innovation and creativity with questioning of old assumptions, discovery of novel approaches, leading to advancements in various fields. Personal and Professional Development: Change offers opportunities for individuals to learn new skills, expand their knowledge, and experiences. THEORY OF CHANGE 1. Unfreezing — Create the perception that a change is needed 2. Changing — Move toward the new, desired level of behavior 3. Refreezing — Solidify new behavior as the norm. REF IMAGE: KURT LEWIN’S THEORY OF CHANGE TYPES OF CHANGE RESPONSES  Change Averse: Change averse individuals are resistant to change. They may feel discomfort in adopting new ideas. Change aversion can stem fear of the unknown, attachment to familiar, skepticism about the benefits. Such individuals typically prefer stability and do not want to come out of comfort zone so require more convincing.  Change Seeker: Change seekers actively look for opportunities, challenges to initiate or embrace change. They tend to be curious, open-minded, and driven by the desire to create positive impact.  Change Adopter: A change adopter refers to an individual embraces and adopts change. They are open to new ideas and willingly incorporate them into their lives or operations. They adapt to change more readily than others.  Change Driver: A change driver is a force that initiates or influences change. This includes technological advancements, market shifts, social movements, or environmental concerns. They act as catalysts for change. It's important to note that individuals' attitudes towards change can vary depending on the specific situation. A person may be an adopter in certain areas while being averse or cautious in others.  POPULATION SECTIONED  Innovators: Innovators are individuals who embrace change eagerly and are often the first to adopt new ideas. They are open-minded, and willing to take risks.  Early Adopters: Early adopters are individuals who readily accept and adopt change after the innovators have paved the way. They are often opinion or influential individuals within their social or professional circles. They have a keen interest in new trends and enjoy being early participants in the change process.  Early Majority: The early majority represents individuals who adopt change after it has been proven successful by the innovators and early adopters. They are cautious and prefer to observe and evaluate the outcomes and benefits of change before committing to it.  Late Majority: Those who are more skeptical and resistant to change. They adopt change only when it has become the norm and is widely accepted. They have concerns about risks, or the need for additional evidence before embracing change.  Laggards: individuals who are highly resistant to change and may actively avoid or reject it. They prefer to maintain the status quo and have a strong attachment to it. They may fear the perceive change as a threat to their stability or identity. CHAPTER TWO ENTREPRENEURSHIP Entrepreneur is defined as a person who buys factor services at certain price with view to sell its product at uncertain prices in future. He/she embodies a change driver mindset.Here's how entrepreneurship aligns with a change driver mindset:  1. Identifying Opportunities: Entrepreneurs observe gaps, inefficiencies, or unmet needs and recognize them as areas where change is necessary 2. Challenging the Status Quo: They are not satisfied with the way things are and seek to disrupt or improve upon them. Their mindset is focused on making a positive impact. 3. Embracing Risk: Entrepreneurs understand that change often comes with uncertainties and potential setbacks. They are comfortable to take calculated risks. 4. Innovation and Creativity: Their ability to think outside the box and challenge conventional thinking is instrumental in driving change. 5. Adaptability and Agility: They are quick to respond to market dynamics, consumer preferences, or technological advancements. 6. Persistence and Resilience: They are determined to overcome challenges, learn from failures, and keep pushing forward, maintaining a steadfast commitment to their vision of change. 7. Scalability and Impact: They aim to bring about widespread change, not just at an individual level but also at a societal or industry level. QUALITIES OF AN ENTREPRENEUR 1. Visionary: They possess the ability to see opportunities, imagine possibilities, and envision a better future. It provides them with a sense of purpose and direction. 2. Passionate and Driven: Entrepreneurs are passionate about their ideas, which fuels their determination, resilience, and commitment, even in the face of challenges. 3. Risk-Taker: Entrepreneurs are comfortable with stepping outside their comfort zone and embracing the inherent risks.  4. Creative and Innovative: They are constantly seeking new ways of doing things, challenging the status quo, and finding unique solutions to problems. 5. Problem-Solving Skills: They can analyze complex situations, identify key issues, and develop effective solutions with a solution-oriented mindset. 6. Flexibility and Adaptability: They can quickly adjust their strategies, plans based on changing market dynamics. They embrace feedback, learn from failures. 7. Persistence and Resilience: Entrepreneurs face numerous hurdles and setbacks on their entrepreneurial journey. They view failures as learning opportunities and use them to grow and improve. 8. Strong Work Ethic: They are self-motivated, disciplined, and focused on driving their ventures forward. 9. Networking and Relationship Building: They actively seek opportunities to connect with mentors, potential customers. They leverage their networks for support, guidance, and collaboration. 10. Continuous Learning: They stay updated on industry trends, market dynamics, and new technologies. 11. Leadership skills – to guide and motivate their team. ENTREPRENEURSHIP DEVELOPMENT The concept encompasses activities and initiatives aimed at nurturing entrepreneurial skills, knowledge, and mindset. 1. Education and Training: foundational knowledge in areas such as business planning, marketing, finance, and management.  2. Skill Enhancement: communication skills, leadership skills, problem-solving abilities, negotiation skills, and financial literacy to navigate the challenges of entrepreneurship. 3. Networking and Collaboration: to connect with industry experts, mentors, investors, and fellow entrepreneurs. 4. Access to Resources: access to resources such as capital, infrastructure, technology, and market intelligence. 5. Policy Support: policies and regulatory frameworks that support entrepreneurial activities. Example-offering tax incentives, intellectual property laws, and providing subsidies. 6. Incubation and Acceleration: Incubators support the development of new business ideas, while accelerators focus on scaling up existing ventures. ongoing guidance, mentoring, and post-launch assistance is essential for the sustained growth and success of entrepreneurs. NEED FOR ENTREPRENEURSHIP DEVELOPMENT  Boosts economic activities – entrepreneurs are in business not just for money but for societal responsibility also. Creating employment opportunities, developing backward areas ,making people life easier.  Capital formation – they mobilize idle savings by issue of securities or capital funding.  Balanced regional development – private public sectors, urban rural areas all are inclusive for entrepreneurial ideas.  Earn foreign exchange –some entrepreneurs specialize in overseas transactions and also promote traditional handicrafts.  Generates employment and adds to revenue – higher direct indirect taxes get collected and new employment opportunities for freshers too. EXTERNAL INFLUENCES ON ENTREPRENEURSHIP 1. SOCIAL AND CULTURAL FACTORS Cultural attitude towards risk taking Culture of consumerism Culture of thrift or excess savings Geographical mobility as per social norms Social interactions as per caste system Goodwill or security assurance by entrepreneur.  2. POLITICAL FACTORS Unstable political conditions where govt policies change quickly lead to fear in investors Political upheaval, civil unrest dampens investment and business environment High taxes, import duties, available subsidies govt support Available infrastructure and utilities at macro level – communication, electricity, bureaucratic delays Labour laws, IPRS ,environment law 3. ECONOMIC FACTORS general purchasing power of people manifested by income levels decide types of goods demanded Economic cycle of country – depression, recovery, boom Type of economy viz subsistence economy relies more on primary activities with less trade rather than globalized economy Change in consumer preferences Competitive landscape Level of technological advancement in country Available resource quality and quantity land, labor, capital CHAPTER THREE PROBLEM IDENTIFICATION AND INNOVATION INVENTION VS INNOVATION   The concept of invention and innovation are sometimes confused; they come from same family but have different DNA. INVENTION is an idea without any immediate commercial value until someone develops its application and introduces it to market. Example – electricity was an invention but become valuable with incandescent lamps.  Its application stimulates demand. Business ventures based on spectacular invention may be difficult to realize as they require drastic change in consumer perception. Example – railways was better than canals, horse carriages but being new, strong vested interest opposed it.For long and with many trials/efforts companies try to disseminate doubts about usefulness and safety of new products. Example- covid vaccine Buyers may hold back as new product may be incompatible with their habits. Lack of competition also lowers demand stimulation for any invention.So ,success of invention depends on acceptance of mass market- a high ambition indeed. INNOVATION  Is the way in which to do something differently, less costly or better.  It is like a process of renewal  Innovation is not discovery of new things or new idea which others may have not seen  But the ability to think differently for something ,which everybody sees all the time. STEPS IN INNOVATION PROCESS  ANALYTICAL PLANNING – identify product market strategy, financial requirements and provide overall picture of entrepreneurial activities.  ORGANISING RESOURCES- entrepreneur arranges raw materials ,plant, machinery, workforce needed to make his plans successful.   IMPLEMENTATION –product is finally designed and ready for application or production.  USEFUL COMMERCIAL APPLICATION –customer after service and satisfaction efforts made here. Necessary steps to advertise product and also to rewards employees, satisfy return to investors done. KEY CHARACTERISTICS OF INNOVATION 1.Novelty: It can be an entirely original concept or a modification and improvement upon existing ideas. 2.Value Creation: It brings about improvements, efficiency, or enhancements that benefit individuals or satisfy demand. 3.Implementation: Innovation is not merely about ideas; it requires implementation and execution. Ideas must be transformed into practical applications, products. 4.Risk and Uncertainty: It requires venturing into uncharted territory, taking calculated risks, and challenging existing norms and practices. 5.Continuous Improvement: It is ongoing process constantly seeking new opportunities, refining existing solutions, and adapting to changing circumstances. 6.Collaboration: It involves bringing together diverse perspectives, expertise, and skills to generate and develop ideas. Collaboration can occur within organizations, across sectors, or in partnerships CREATIVITY AND INNOVATION  Creativity: Is an innate human trait and starts developing the moment we enter world  It involves thinking outside the box, making connections between seemingly unrelated concepts, and coming up with unique perspectives. Creativity is traits such as imagination, curiosity, flexibility, and open-mindedness. It can be artistic expression or novel problem- solving  Innovation: is the process of implementing creative ideas and turning them into practical and valuable outcomes. In summary, creativity is about generating novel ideas, while innovation is about taking those creative ideas and turning them into reality to create value. They complement each other, with creativity providing the fuel and innovation providing the engine for transformative change ROADBLOCKS TO CREATIVE THINKING 1. Fear of Failure: afraid of making mistakes or facing criticism, they may shy away from taking risks and exploring unconventional ideas. 2. Fixed Mindset: A fixed mindset is the belief that abilities and intelligence are fixed traits that cannot be developed or improved. People with a fixed mindset may resist change. 3. Lack of Time and Resources: Limited time and resources can hinder the creative process 4. Narrow Perspectives and Confirmation Bias: When individuals are entrenched in their existing beliefs, they may overlook alternative viewpoints and ideas. 5. Organizational Culture and Structure: can either support or impede creativity and innovation. Hierarchical structures, strict rules, and bureaucratic processes may discourage risk-taking and stifler new ideas. 6. Lack of Collaboration and Communication: opportunities for sharing and discussing ideas, valuable insights and perspectives may be missed. 7. Resistance to Change: People may be comfortable with the status quo and reluctant to embrace new ways of doing things. 8. Lack of Support and Resources: Limited access to support, mentorship, and funding resources can hinder innovation. NEED FOR INNOVATION 1. Competitive Advantage: In today's rapidly changing environment, organizations that fail to innovate risk becoming stagnant and being outpaced by competitors. eg – uncle chips 2. Adaptation to Change: Technological advancements, shifts in consumer behavior, and evolving market trends require continuous adaptation. 3. Problem Solving: It encourages out-of-the-box approaches, and the exploration of new solutions in areas as healthcare, energy, environmental sustainability 4. Economic Growth and Development: It drives productivity improvements, efficiency gains, and the creation of new industries and job opportunities. 5. Customer Value and Satisfaction: By understanding customer preferences and pain points, innovators can deliver enhanced value, convenience, and satisfaction. This fosters loyalty, strengthens relationships, and drives business growth. 5W1H OF PROBLEM IDENTIFICATION The 5W1H method is a simple and effective way to gather information, analyse a situation, and come up with solutions. By asking these six questions, you can get a complete picture of the problem and identify the root cause. This method helps you to focus on the important details and avoid making assumptions or jumping to conclusions. The 5W1H method is also a great way to communicate your findings to others. By presenting your analysis clearly and concisely, you can help others understand the problem and the proposed solution. This method can be used in both written and oral communication, making it a versatile tool for problem-solving and decision-making. Additionally, the 5W1H method encourages critical thinking and problem-solving skills. It requires individuals to think deeply about the issue and consider all possible angles and perspectives. Who? This question helps identify the people involved or affected by the situation. Who are the stakeholders, decision-makers, or team members? What? This question focuses on the issue, task, or goal at hand. What is the problem or objective that needs to be addressed? When? This question deals with the timeframe and deadlines. When should actions be taken or goals be achieved? Are there specific milestones or deadlines to consider? Where? This question pertains to the location or context in which the situation is taking place. Where is the problem occurring, or where will the actions be implemented?  Why? This question helps uncover the root cause or underlying purpose of the situation. Why is the problem happening, or why is the goal important? How? This question focuses on the methods, tools, or processes needed to address the situation. How can the problem be solved or the goal be achieved? STEPS IN PROBLEM IDENTIFICATION 1. Observation and Analysis: Look for areas where there are inefficiencies, gaps, unmet needs, or pain points. Observe how people interact with products, identify any frustrations 2. Gathering Stakeholder Inputs: Engage with stakeholders who are directly or indirectly affected like customers, employees, partners, suppliers. Seek their perspectives and take feedback. 3. Research and Data Analysis: Utilize market research, customer surveys, industry reports to gather quantitative and qualitative data. Analyze the data to identify patterns, trends, and underlying causes of the problem. 4. Defining the Problem Statement: Based on the above steps define a clear and concise problem statement. It should be focused and measurable, providing a clear direction for further ideation 5. Prioritization: Prioritize the identified problems based on their significance, urgency, feasibility, and potential impact. 6. Refining and Iterating: Problem identification is not a one-time activity. It may require refinement and iteration as more information is gathered. EMPATHY AND ITS ASPECTS Empathy is the ability to understand and share the feelings, perspectives, and experiences of others. It involves putting yourself in someone else's shoes. Here are a few key aspects of empathy:  Emotional understanding: It means being aware of their feelings and acknowledging their emotional state.  Perspective-taking: It involves stepping outside of our own viewpoint and trying to understand how someone else interprets the world.  Emotional response: When we truly empathize with someone, we can feel a similar emotional reaction, such as joy, sadness.  Compassionate action: It motivates us to respond with kindness, support, and understanding  Empathy plays a crucial role in building and maintaining healthy relationships and deeper bonds in life.  Active listening: It means being fully present and paying attention to their words, tone, and body language, in order to grasp their thoughts and feelings accurately. EMPATHY VERSUS SYMPATHY Both empathy and sympathy have their place in human interactions. Empathy often leads to deeper connections and better emotional support, while sympathy is a compassionate response that can provide comfort even when a full understanding isn't possible. For example- If someone is stressed due to a heavy workload, empathizing means you can feel the stress and pressure they're under because you've been in similar situations. Sympathizing means you acknowledge their stress and offer understanding without necessarily feeling the same level of stress. Empathy: Empathy involves the ability to understand and share the feelings, perspectives, and emotions of another person. When you're empathetic, you are capable of stepping into someone else's shoes and experiencing their emotions as if they were your own. This often requires active listening, observation, and an open heart. Empathy promotes deeper connections and understanding between individuals. Sympathy: Sympathy, on the other hand, is a feeling of pity, sorrow, or compassion for another person's suffering or challenges. It doesn't necessarily involve fully understanding or sharing the person's emotions. Sympathy can be expressed through kind words, gestures, or support, but it doesn't require the same level of emotional resonance as empathy. EMPATHY MAPPING – BIRTH TO DESIGN THINKING  The empathy map acts as a reference point throughout the design process, helping you empathize with the users, identify their pain points, and discover opportunities to address their needs more effectively.   It encourages a user-centered approach to design and decision-making, leading to solutions that better align with user preferences and expectations.  By visually mapping out four quadrants, it often involves conducting research, interviews, or observations to gather real insights and data about the users' experiences and perspectives. FOUR QUADRANTS OF EMPATHY MAP 1.Say: focuses on capturing the statements or quotes that represent what the user says, either directly or indirectly. It includes their thoughts, concerns, and opinions related to the particular context or problem you are exploring. 2.Think: In this quadrant, you note down the user's thoughts and beliefs. It helps you understand their mental processes, assumptions, and expectations. 3.Do: This quadrant is about the user's actions, behaviors, and observable activities. It includes both their physical actions and any behavioral patterns or habits.  4.Feel: Here, you document the user's emotional state, including their feelings, desires, and aspirations related to the specific situation you're exploring. THE SIX AVENGERS TO INNOVATIVE THINKING 1. Iron Vision (Combining Creativity and Insight): Iron Vision represents the fusion of creative thinking with insightful observation. This Avenger is skilled at combining seemingly unrelated ideas and patterns to generate innovative solutions. Just as Iron Man uses advanced technology to see things others can't, Iron Vision combines imagination and insight to envision new possibilities. 2. Captain Adapt (Flexibility and Open-mindedness): Captain Adapt embodies the ability to remain flexible and open-minded in the face of change. This Avenger is quick to adapt to new information and circumstances, allowing for agile problem-solving and the exploration of unconventional ideas. Just as Captain America adapts to new eras, Captain Adapt embraces change as an opportunity. 3. Thor Innovator (Courage and Boldness): Thor Innovator wields the hammer of courage and boldness to challenge the status quo. This Avenger fearlessly explores uncharted territories, pushing the boundaries of innovation. Like Thor's mighty hammer, the Innovator's actions create shockwaves of change and disruption. 4. Black Widow Insight (Deep Understanding): Black Widow Insight possesses the ability to delve into the depths of a problem, gaining a profound understanding of its nuances. This Avenger's keen analytical skills and ability to gather insights contribute to informed decision- making and innovative solutions. 5. Hulk Resilience (Overcoming Challenges): Hulk Resilience channels the strength to overcome obstacles and setbacks. This Avenger thrives on challenges, using setbacks as stepping stones to innovation. Just as the Hulk's strength grows with adversity, Resilience draws strength from difficulties to fuel creative problem-solving. 6. Doctor Connect (Collaborative Thinking): Doctor Connect embodies the power of collaborative thinking and interdisciplinary collaboration. This Avenger bridges diverse expertise and perspectives, harnessing the strength of teamwork to tackle complex problems. Like Doctor Strange's mystical abilities, connect creates synergies through collective intelligence. NEED FOR EMPATHY IN IDEATION  Understanding User Needs - Empathy helps you go beyond assumptions as by empathizing with user experiences, you can identify the problems or pain points they encounter in their lives.  Uncovering Unspoken or Implicit Problems - Sometimes, users may not explicitly articulate their problems or may not be aware of them. It helps you read between the lines, observe non-verbal cues.  Human-Centered Design: emphasizes designing solutions that are tailored to users' needs and preferences,motivations,aspirations.  Inspiring Creativity: by helping you develop a deep connection with the users, it can spark creative insights , opens your mind to new possibilities and encourages out-of-the-box thinking.  Avoiding Assumptions and Biases: By actively seeking to understand users' perspectives, you can avoid making assumptions about their needs or preferences.  Diverse Perspectives: It encourages you to seek input from various stakeholders and include diverse voices in the ideation process.  UNIT TWO CHAPTER FOUR IDEA GENERATION Once we have empathized with users, we move on to next step and define the problem users need to be solved. This is a crucial step in entire design thinking process called “Define stage”. This will help to get clear idea of exactly what problem we are solving and shape it into problem statement -our North star. WHAT IS DEFINE STAGE Empathy stage helped us to learn about users by interviews, maps and other observation techniques. We understood pain point and their needs. now we convert this empathy into an actionable problem statement.The relationship between empathize and define stage is best defined as- Break down everything observed Empathy= analysis Divide into them in What why how units Piece components back together Define=synthesis Combine findings to create detailed picture IMPORTANCE OF DEFINE STAGE 1. Problem Identification: By clearly understanding the problem, you can focus your ideation efforts in the right direction and avoid wasting time on irrelevant ideas. 2. Clarity and Focus: It helps stakeholders and participants understand what needs to be achieved, what the boundaries are, for realistic goals. 3. Understanding Constraints and Opportunities: This includes factors such as budget, time, resources, technological limitations, and market trends. 4. Stakeholder Alignment: alignment among stakeholders and ensures their inputs are in the ideation process. It also increases the chances of gaining support. 5. Setting Clear Objectives and Goals: alignment of ideas with the desired outcomes. 6. Minimizing Ambiguity: clear problem statement reduces the risk of misinterpretation. WHAT ARE INSIGHTS Insights are meaningful understandings or realizations gained through observation, analysis, or contemplation of information or experiences. Finer we collect insights- clearer would be the problem identification and definition.Insights are often the result of critical thinking, curiosity, and an open mind. In business, insights are particularly valuable as they can drive innovation, help make informed decisions, and offer a competitive edge IDEATE Ideation is not about coming up with a unique idea to solve users problems. It’s about coming up with multiple pointers or possibilities that can potentially provide a partial / full solution to the user’s problem After the Define stage in ideation, the next stage is typically the Ideate stage. In the Ideate stage, participants brainstorm and generate a wide range of creative ideas and solutions to address the defined problem or challenge. The Ideate stage is characterized by free thinking, open-mindedness, and a focus on quantity rather than quality. WHAT DOES IDEATING HELPS TEAM TO ACHIEVE Asking the right questions.  Think about solutions with a strong focus on the users and their needs. Increase their innovation potential. Work collaboratively in a more supportive environment. Understand the strengths of each team member. Generate a large quantity of varied ideas. Save time. Uncover unexpected areas of innovation. IDEATION VERSUS IDEA PLANING Ideation is different to that of a typical idea planning session as it allows independent thinking with collaboration. In typical idea planning sessions team members tend to get bogged down by listening to a superior's plan. Once they've heard so much from the superior, all their ideas are set in one direction and their individual strengths and creativity get lost. This leads to the team generating pet ideas that support one main idea and missing out on the strengths of each individual member which should be utilized. CREATING SOLUTIONS OR UNDERSTANDING PROBLEM Ideations instill the value that the first solution is not always the right solution- and sometimes the best ideas come from combining multiple ideas and sharing different perspectives. Sometimes this happens through working alone, then together and then voting to create a democratic process that factors in each individual, other times it comes from moving around, asking audience and collecting opinions. CHARACTERISTICS NEEDED FOR STRONG IDEATION Adapting - Being able to tune into what the tasks needs of you and getting the hang of new tasks quickly.  Connecting - Being able to connect themes and ideas to generate more that will add to the bigger picture. Disrupting - Being able to think through commonly traditionally held beliefs and assumptions to find deeper meanings. Creating - Being able to think far and wide and not feel hindered by what is considered realistic. Experimenting - Be willing and eager to test out the ideas that you are generating. Trusting - Being able to share the ideas in an environment where you can trust those who surround you. Curiosity - Understanding that there is no such thing as a bad question and asking many questions. Supporting - Encouraging team members to take risks, being a supportive member of the team. IDEATION TECHNIQUES HOW MIGHT WE BRAINSTORMING MIND MAPPING SCAMPER COMMON IN UNCOMMON MASHUP HOW MIGHT WE TECHNIQUE Now after you've worked through the core of your user and what their needs are, you need to work out how to resolve the problems they might be facing. The best way to do this is to rephrase the problem as a – “How Might We “ HMW STORY – A CASE STUDY The 70s – a decade of change, of innovation, with the invention of the floppy disk, the first ever email being sent out, microwaves becoming commercially available, and two-colored, striped soap hitting the market. This innovative soap is where HMW’s story begins. In the 1970s, Colgate’s (known today as Colgate-Palmolive company) deodorizing, striped, green-colored soap Irish Spring became a commercial success, and it dominated the markets. And competing companies were trying to come up with something, anything that would be able to compete with it. One such company was Procter & Gamble (P&G). Eight long months of innovating and brainstorming led them nowhere. Researcher and consultant, Min Basadur joined P&G to help the team find a way to innovate and stay competitive. He recognized a common hurdle that people faced in the organization – they did not know how to properly define the problem they were meant to solve and naturally, the innovation process was simply doomed from the start. The question they were asking was how P&G can make a better green-stripe soap bar. The sole focus of this question was direct competition to the soap, without stopping to wonder whether the market really needed the same exact soap. After realizing this, they took a step back and decided to reframe the problem by focusing on what potential customers were really after. This people-centered approach drastically changed the company’s point of view and soon, they started asking a different question: how might we create a more refreshing soap of our own? The focus on customers helped P&G to create their own refreshing and striped soap bar Coast. It was never able to outperform Irish Spring, but nonetheless, it was a successful product. HMW DECODED How Might We -three simple, yet really powerful words that build a healthy question: How: is a beginning on the creative journey indicating that the team does not have the answer just yet. It is an open question that enables each member to consider different paths. Might: sheds judgment and obligation, indicating that the approach to finding a solution can be as wild as anyone can come up with. It enables creative thinking, open-mindedness, and a true form of brainstorming. it’s all about creativity. We: is about teamwork. Only together a team can reach a common understanding of the question at hand and then work together to find a creative solution. BRAINSTORNING Brainstorming means to talk openly with the group and work off the synergy that has been created. The brainstorming technique works by taking each other's ideas and building off of them to create a final idea. This works well in an environment with trust where participants feel they can speak freely without being judged. The Focus is on quantity rather than quality.  Divergent thinking happens when someone tries to find as many solutions as possible to a loosely defined problem, also known as brainstorming. When a group of people get together to generate many different ideas, they are using divergent thinking. Convergent thinking happens when someone takes various different ideas and tries to find a common link between them, or a single solution to a problem. An example of convergent thinking would be when someone is taking a multiple-choice test and trying to figure out which answer is correct. They are not opposites but work together in various formats. BENEFITS OF BRAINSTORMING Produce a large number of ideas Generate ideas quickly Expand your portfolio of alternatives Get people unstuck Inject insights from a broader group Build enthusiasm Solve tricky problems Improve team collaboration MIND MAPPING TECHNIQUE A mind map is a graphical way to represent ideas and concepts.  It establishes connections between several ideas or pieces of information. This technique involves writing down each idea and then linking this to other related piece by lines. This results in a web of relationships It is a visual thinking tool that helps structuring information into relations, to better analyze, recall and generate new ideas. In a mind map, as opposed to traditional note taking or linear text, information is structured in a way that resembles how your brain actually works. This can be used for assignments and essay writing especially in the initial stages. to create a mind map, you usually start in the middle of the page with the central theme/main idea and from that point you work outward in all directions to create a growing diagram composed of keywords, phrases, concepts, facts and figures. It can be manual with hands or software aided BENEFITS OF MINDMAPPING 1. Stimulates Creativity: Mind mapping encourages free association and the exploration of new connections between ideas. because of non -linear structure. 2. Visual Representation: The visual nature of mind maps makes it easier to see remember the relationships between different ideas, concepts, and information 3. Flexible and Adaptable: As the ideation process evolves, new ideas can be added, and existing ones can be modified.  4. Enhances Memory and Understanding: Creating a mind map helps improve understanding and retention of ideas. 5. Encourages Collaboration: It enables team members to contribute ideas in real-time, fostering open communication and a sense of ownership among team members. 6. Focuses on Core Ideas: By starting with a central concept or main theme, mind mapping forces individuals to focus on the core ideas and build upon them. 7. Speeds up Idea Generation: As thoughts flow freely and associations are made, resulting in a broader range of ideas in a shorter amount of time. SCAMPER TECHNIQUE The SCAMPER technique is based very simply on the idea that what is new is actually a modification of existing old things around us. SCAMPER technique aims to provide seven different thinking approaches to find innovative ideas and solutions. There are two main concepts to keep in mind before SCAMPER technique; yet there is no sequential flow to follow while moving from each of the seven thinking techniques. Secondly, the principle of force fitting. For example, any response to the SCAMPER technique is welcomed no matter how non-logical is it. SUBSTITUTE The substitute technique focuses on the parts in the product, service or solution that can be replaced with another. Questions asked during this part are: What part of the process can be substituted without affecting the whole project? Can the project time or selling place be replaced?  What will happen when we replace part of the project with another? Could we use another alternative of X? OR Can we replace the process or part of it with simpler one? COMBINE The combine technique tends to analyze the possibility of merging two ideas, stages of the process or product in one single more efficient output. In some cases, combining two innovative ideas can lead to a new product or technology which leads to market strength. For example, merging phone technology with digital camera produced a new revolutionary product. Can we merge two steps of the process? Can we apply two processes at the same time? Can our company combine resources with another partner in the market? Can we mix two or more components/ technologies together? ADAPT Adapt refers to adjust or tweak product or service for a better output. This adjustment can range between minor changes to radical changes in the whole project. What would we need to change to reach better results? What else could be done in this specific task? How can we improve the existing process? How can we adjust the existing product? How can we make the process more flexible? MODIFY/MAGNIFY OR MINIFY This change is more than just an adjustment as it focuses on the overall process. For example, it can target reducing the project’s process or change our perspective of how to look at the problem. How will modifying the process improve results? What if we had a double consumer base? If the market was different, what would the process look like? Can we change the process to work more efficiently? What if the product is double the current size? PUT TO ANOTHER USE This technique concerns how to put the current product or process in another purpose. For example, this technique can be used to learn how to shift an existing product to another market or user type. What are the benefits for the product if used elsewhere? What if we target another market segmentation for the current product? Can we add a specific step into the process to replace another? What are other ways can we use it? Can we recycle the waste for another use? ELIMINATE As the name implies, this technique aims to identify the parts of the process that can be eliminated to improve the process product or service. In some situations, the unnecessary resources or steps in the process provide extra load for the project. What would have happened if we removed this part? How can we achieve the same output without specific part of the project? Do we need this specific part? What would we do if we had to work with half the resources? REVERSE OR REARRANGE Finally, the reverse or rearrange technique aims to explore the innovative potential when changing the order of the process in the production line. What would have happened if we reverse the process? How can we rearrange the current status for better output? What if we consider it backwards? Can we interchange elements? SCAMPER PROS Creative solutions Systematic/structured step wise alphabet approach Divergent thinking gives multiple options  Out of box thinking above mental barriers Versatile application in any system- marketing, production, sales SCAMPER CONS Too much dependence on creativity Shallow analysis as too structured, lacking deeper understanding of problem Not suitable for all problems Time consuming Lack of direction- may not align with goals COMMON IN UNCOMMONS TECHNIQUE The "Common in Uncommon" ideation technique is a creative thinking approach that involves finding commonalities or connections between seemingly unrelated or uncommon concepts. The goal is to identify shared characteristics or elements between diverse ideas to generate innovative and unique solutions. For example, let's consider two unrelated concepts: a tree and a smartphone. Through the "Common in Uncommon" technique, we might identify common elements like "communication" (trees communicate through root systems and smartphones enable communication) and "energy harvesting" (trees use sunlight for photosynthesis, smartphones use solar chargers). By combining these elements, we could come up with creative ideas like a smartphone case that uses solar cells to harvest energy, inspired by the energy-efficient process of trees. STEPS IN COMMON IN UNCOMMONS 1. Identify diverse concepts: Start by selecting two or more unrelated or uncommon ideas, objects, or concepts. 2. Analyze and list characteristics: Examine each concept and list down their key characteristics. Try to understand what makes each concept unique. 3. Look for commonalities: Carefully compare the listed characteristics of each concept and try to find similarities between them. These might not be apparent at first glance but can be discovered through creative thinking. 4. Brainstorm connections: Once you have identified some common elements, brainstorm ways to connect or combine these elements to create new ideas or solutions. 5. Generate ideas: Encourage wild and unconventional thinking to explore the full potential of the connections. MASH UP TECHNIQUE The "Mash-up" technique involves taking elements or ideas from different sources and merging them together to create something entirely new and innovative. It's like mixing and  remixing various concepts to form a unique and novel solution.In the "Mash-up" technique, the emphasis is on combining unrelated concepts to create something entirely new, while in the "Common in Uncommon" technique, the focus is on identifying common attributes between unrelated concepts to inspire new ideas. In summary, "Mash-up" ideation involves blending of diverse elements to create novel solutions, while "Common in Uncommon" ideation focuses on finding connections between unrelated concepts to inspire innovative ideas. STEPS IN MASHUP TECHNIQUE List down all attributes of the solution that we are looking at. Pick up the real life examples of businesses, brands or services that delivers the desired quality in the best possible manner Brainstorm whether those/ similar attributes can be brought in your solution. To summarize, Ideation is the process of generating, developing, and refining creative ideas to solve problems, create opportunities, or innovate in various fields. It involves using techniques and methods to stimulate imaginative thinking and produce original concepts. The goal of ideation is to break away from conventional patterns, encourage diverse perspectives, and explore a wide range of possibilities. Successful ideation often involves collaboration, open- mindedness, and the willingness to challenge assumptions. The resulting ideas can drive innovation, product development, problem-solving, and creative expression. CHAPTER FIVE PROTOTYPE IN IDEATION When executing ideas, people often need to decide between doing more and doing things well. Because doing things well takes time, and resources are rarely infinite, not all ideas can be executed at once. The tricky part with most ideas is that you often cannot know in advance which ones are good and which ones aren’t going to work. One of the questions we often get asked is “how to identify ideas that we should execute first?”This calls for IDEA PRIORITIZATION. Effective idea prioritization can help you to: Increase your productivity Make more educated decisions now and in the long run Make sure you’re working towards a desired outcome SUSTAINING VERSUS DISRUPTIVE INNOVATION Often, the most common ideas coming from employees are small, everyday improvements related to existing ways of working. These so-called incremental or sustaining ideas are generally rather easy to prioritize as they’re often quite straightforward. Sustaining innovation, refers to the type of innovations that exist in the current market and rather improves and grows the existing ones. Disruptive innovation, refers to a concept, product or service that creates a new value network either by disrupting an existing market or creating a completely new market. In the beginning of the life cycle of an innovation, disruptive innovation generally provides lower performance, and while these kinds of innovations often aren’t “good enough” to satisfy current customers, they appeal to a different market instead. PRIORITIZATION MODELS The Eisenhower Matrix (also known as Urgent-Important Matrix), is a prioritization model that can be used to rank ideas based on the level of urgency and importance. The model was invented and adopted by the former US president Dwight D. Eisenhower (1953-1961) who used to serve as a general in the US Army during World War II. During his time in the war, he was constantly required to make tough decisions about which tasks he should focus on each day. The difficult conditions led him to invent this prioritization matrix that is used by many. Urgent and important - Do it now Ideas that belong to this quadrant should have the highest priority and will be implemented or tested first. Important but not urgent - Schedule for later These types of ideas are often related to topics that require long-term planning or more resources compared to the urgent matters, and therefore cannot be implemented right away. The urgent matters often take care of themselves, which is why you should make enough room for These ideas so that no additional urgent problems would arise because of these. Not important but urgent - Delegate ideas that need immediate attention but aren’t necessary on your prioritization list/are someone else’s expertise, should be delegated. Downside -If you’re always letting other people take care of things you don’t consider important, not only will it send a wrong signal and take up unnecessary time from both of you. Not urgent and not important - Skip for now should be at the bottom of your to-do list. This, however, doesn’t necessarily mean the idea is born bad. It can also mean that the timing isn’t right for an idea to be developed and implemented. DFV METHODOLGY D stands for desirable. Desirability is about how much the solution is desired by users. If your idea has no market value and people don’t want or need it, it won’t sell. V stands for viable. Viability is about return on investment represented by a $. Viability can be about the amount of resources, such as- time, funding required compared to the expected return on the investment. Does your idea ensure a long-time presence for the product in the market? Is it futuristic / Does it solve problems that may come in the future?  F stands for feasible. Feasibility is about if something can easily be done given your current resources and capability. Feasibility factors include; technical, financial, and operational constraints. PROTOTYPE A prototype is an early sample, model, or release of a product built to test a concept or process. Prototypes can be quick and rough — useful for early-stage testing and learning — and can also be fully formed and detailed — usually for testing or pilot trials near the end of the project Prototypes come in all different shapes and sizes, ranging from simple paper models to fully functional, interactive digital prototypes. It is the process that connects the formalization of an idea and its evaluation. TYPES OF A PROTOTYPE 1. Draw a flat prototype - Sketching your idea is the first step in making your idea tangible. Key visual (for a physical product) This technique is commonly used in the creative industry to quickly present and judge ideas. The objective is simple: explain the essence of your idea in one ‘key visual’. App Screens (for a digital product) A quick way to draw an app prototype is by sketching it directly into an ‘app mockup’. Print  the outlines of a smartphone on a large piece of paper, and draw the different ‘app screens’. If you are developing a website or desktop application you can use ‘wireframes’. Storyboard (for a service) Draw a storyboard of how stakeholders will interact with your service. Draw what they do, and fill it in with what they say, think and feel. Turn your customers journey into an engaging comic story. 2. Build a tangible prototype build a handmade, 3-D non-working prototype. Your prototype in this phase should be nothing more than an inexpensive demonstration of your idea in a physical way. By building a 3-D version, you might also stumble upon flaws in your idea that you might not have discovered from simply looking at a flat drawing. You are allowed to use anything you want to turn your idea into a prototype. Inexpensive household items are perfect prototype materials. Example- think about foam, cardboard, tape, paperclips, glue, empty milk containers, toilet rolls, paper, aluminium foil, etc. Your prototype still doesn’t have to ‘work’, its main goal is to function as a mockup of your idea. PROTOTYPE CHARACTERISTICS Interactivity – this describes the degree of functionality that is open to the user. For example, it may be fully functional, partially functional, or view-only Precision – a good prototype should have a precise shape, size, or material quantity. Precision is expressed as either low-fidelity (process simulations) or high-fidelity (realistic, working simulations). Representation – the prototype should also be a good representation of the design, not only in terms of appearance but also in the way the product works. Evolution (improvisation) – this describes the entire lifecycle of the prototype. Some are created and tested before being discarded and replaced with an improved iteration. Other prototypes may be created and successively improved upon over time to form the end product. The best prototypes are improvised with the least amount of effort. BENEFITS FOR CREATING PROTOTYPE 1.GAIN CLARITY - it's hard to define your concept sans a roadmap and a visual aid, such as a prototype. 2.COMPETITVE ADVANTAGE /UVP- Your prototype should address your users' needs and provide more value than what your competition offers so that you have a unique value proposition.  3. QUICLY VALIDATE YOUR IDEAS IN MARKET-If you want to entice stakeholders to invest, you need to validate your concept in the market. A prototype helps you achieve this goal since it can help you test market demand. 4. SAVE ON COST -Building an app without developing a prototype first drives up your costs over time as Maintenance costs take up 15-20 percent. A prototype helps you identify bugs and vulnerabilities before the final development. You'll also save on rebuilding costs if your developers later find that the app is not meeting compliance requirements. 5. UX /USER EXPERIENCE -With a prototype, you have the power to observe user interaction and study user behaviors early on in the development process and make adjustments to your app. This helps to improve their experience and encourage engagement with your app. 6. You can also implement features that provide feedback from your audience on the app, such as a survey or poll. You can use this information to create a more enhanced experience and improve your chances of being successful at the launch of the final product. 7. A prototype also gives you the opportunity to explore new ideas and further improve on your concept because it allows you to see problems with the app early in the development TESTING PROTOTYPE Testing a prototype is a complex and sequential process. But before we get into the steps, there are a few basic rules that every prototype tester should glance through: The type of prototype you have (sketch, physical prototype, paper interface, digital prototype) will define how your users interact with it. Your testing goals are extremely important, and they can help you develop testing scenarios, questionnaires, and the overall prototype testing method Setting time constraints will also help you decide the best prototype testing method for you. COMPLETING THE PROTOTYPE PROCESS Revise and Enhance the Prototype Use the feedback. You may improve both the descriptions and prototype due to your evaluation. If modifications are made, you'll likely have to restart all of your procedures from the beginning. You may have to negotiate what is covered by the contract/product's scope. MINIMUM VIABLE PRODUCT (MVP) A minimum viable product (MVP) can save your precious time, money, and effort by letting you test the market before building an actual product. It also increases the likelihood of your startup securing funding and finding product-market fit MVP VERSUS PROTOTYPE The major difference between an MVP and a prototype is that a prototype is a project model that's usually created for MVP testing purposes. It can be tested internally or shown to a test group, while an MVP is a pilot version of the project presented to the world. An MVP may be a simple and well-polished project version, not its full-scale embodiment. But because potential customers interact with your MVP, you gain traction, obtain your first real users, and get feedback from the acquired audience. PROTOTYPE AIM- To create a product model, visualize its features, test it, and improve usability USED BY - Shown and tested by the team internally and possibly by a test group ALLOWS TO - Avoid usability flaws REVENUE - Not aimed at bringing revenue ADDITIONAL USE - Can be used for building an MVP and for consequent project development MVP Building a functioning pilot version of the product shown to real users and collecting feedback Can be used for building a BASIC product and for consequent product development Learn about marketability Can bring back the first profit Could serve as the basis for developing a full-scale project How to build a Minimum Viable Product  Step 1: The first step in creating an MVP is to decide what features to include by talking to your potential users and early adopters. Following are the questions you must ask in this step: What do customers want? What are their pain points, and how can you solve them? An MVP’s features change based on the needs of your audience Step 2: The next step is to choose your tools and the approach to design your MVP. The tools you use to make an MVP will depend on the problem and what you’re comfortable with. Use whatever you think is best for the job. Step 3: Finally, launch your MVP and let people use it. From the audience feedback you receive, you’ll get ideas and a roadmap about how you can improve the product, or even whether you should keep working on it. REQUISITES FOR MVP 1.Understand the Market The primary measure that you need to develop an MVP is to be clear of the objective of your product. Furthermore, it is also necessary to do competitor analysis to ensure your business idea stands out in the market. 2.Identify What it Offers to the Users A product that can benefit your users and add value to their regular life is what they will purchase and utilize. 3.Create the Design You need to design your product as per the users’ perspective and convenience. 4. Discover the Essential Features to Deliver in this phase, you need to decide the necessary elements to include in your MVP design that can fulfill your product objective and users’ requirement simultaneously. 5. Launch Your MVP Ensure that your MVP is not inferior to your final product in quality and contains all of the characteristics that fulfill the customer’s needs. 6. Collect Users’ Response After launching the MVP, it’s time to collect the response of your users. Review their response thoroughly so that you can determine the acceptability and market validation of your product. The "MVP Problem Identification Canvas" is a tool used to identify and define the core problems that a Minimum Viable Product (MVP) aims to address. An MVP is an initial version of a product with the minimum features required to solve a specific problem for a target audience. The canvas helps clarify the problem space before designing and developing the MVP. Here's a summary of the key components of the canvas: 1. Problem Statement: Clearly articulate the main problem or pain point that the MVP intends to solve. This should be concise and focused on the user's needs. 2. User Segment: Identify the specific group or type of users who are experiencing the problem. Define their characteristics, demographics, and needs. 3. User Pain Points: List the specific challenges, frustrations, or difficulties that the target users are facing in relation to the problem. Understand the root causes of their dissatisfaction. 4. User Goals: Define the desired outcomes or objectives that the users hope to achieve by using a solution to the problem. 5. Current Solutions: Analyze the existing solutions or alternatives that users are currently using to address the problem. Identify their strengths, weaknesses, and how your MVP can differentiate itself. 6. Value Proposition: Outline the unique value or benefits that your MVP will provide to users compared to existing solutions. How will it solve their pain points and help them achieve their goals? 7. Key Features: Identify the minimal set of features that the MVP must have to effectively address the problem. These features should directly contribute to solving the core issues. 8. Metrics of Success: Determine the metrics or key performance indicators (KPIs) that will measure the success of the MVP in solving the problem and delivering value to users. 9. Risks and Assumptions: List the assumptions you're making about users, their needs, and the problem. Identify potential risks or uncertainties that could impact the success of the MVP. 10. Validation Plan: Describe how you intend to validate your assumptions and mitigate risks. This could involve user testing, surveys, feedback loops, or other methods to gather insights. 11. Next Steps: Outline the immediate actions you need to take after completing the canvas. This could include further research, feature prioritization, or MVP development planning. The MVP Problem Identification Canvas provides a structured way to ensure alignment among team members and stakeholders about the problem space and the direction the MVP should take. It serves as a foundation for developing a focused and effective MVP that truly addresses user needs and delivers value.  CHAPTER 6 DESIGN THINKING Design thinking may sound like a technique that's only used by designers. In reality, design thinking is an effective approach to problem-solving.It is a creative problem-solving strategy that's designed to put you into the minds of the people you're solving problems for. Design thinking is an iterative process in which you seek to 1. understand your users 2. challenge assumptions 3. redefine problems and 4.create innovative solutions which you can prototype and test. DESIGN THINKING PROCESS Design thinking boils down to 5 main phases: empathize, define, ideate, prototype, test. We've already broken down the design thinking process and related methodology. To get a baseline understanding of how it works, know that Everything you do should be able to satisfy the needs of your end-user. The user’s journey, motivations, and pain points are present in all steps of the process to create a tailored solution. Think of these 5 steps as part of a cycle which keeps going around and around until an optimized solution is found.  It focuses on achieving practical results and solutions that are: Technically feasible: They can be developed into functional products or processes Economically viable: The business can afford to implement them Desirable for the user: They meet a real human need. BENEFITS OF DESIGN THINKING Here are some helpful principles design thinking can help foster at your organization/business 1. Focus on collaboration - The main focus of design thinking might be to help end-users, but they encourage people to reach those solutions by working together. diverse ideas and perspectives are brought to the table. The more minds you have involved the more potential there is for true innovation. 2. Working environment- it can also help employees get to know each other. This budding familiarity makes it easier to work. Bringing different departments together helps to learn about individual styles and can help build relationships across teams. 3. Building confidence -Sometimes the real challenge to innovation isn't a lack of support from management. Your own employees could be doubting themselves and may be reluctant to share what's on their mind. It can help your employees get comfortable with expressing their ideas.  4. Plethora of imperfect ideas -When you're in the ideation phase of a design thinking exercise, you aren't focused on creating the perfect solution. You're thinking about any and all potential solutions to a problem and you aren't afraid to test them. When people are too focused on perfection they miss out on potentially great solutions. Thinking and ideating in judgment-free zones encourages them to talk about whatever ideas come to mind and that sometimes it's okay to focus on quantity and not quality when you're in the middle of a brainstorm. 5. Create actionable solutions -Instead of just talking about potential solutions to problems, design thinking challenges you to make something from your thoughts. The prototype and testing phases allow you to see how your potential solutions would work in real life. You won't have to sink months of employee time and company money to find out if a concept will work. A simple design thinking workshop can test the feasibility of your solution fast. 6. Improves customer retention and loyalty -Design Thinking ensures a user-centric approach, which ultimately boosts user engagement and customer retention in the long term. REQUISITES FOR DESIGN THINKING 1. Embrace Fluidity We mentioned that most DT involve 5 phases, but the process doesn't have to follow a specific order. Just focus on making sure that you give enough attention to each phase and don't worry about following a set order. You may find that starting off in the prototype or testing phase helps you create better ideas. Ideating first may help you find better empathy for your end-users. 2. Start Small One of the easiest ways to sabotage design thinking to the workplace is to start too big. Holding small brainstorming sessions with volunteers is a great way. Make your first problem statement is something simple and accessible people can relate to. 3. Avoid Organization Silos –  different ideas from people in the same department may not produce as many innovative ideas as you'd like. Regardless of how you start experimenting with design thinking at work, make sure you involve people across different departments and disciplines. 4. Find Your Cheerleaders- The people that embrace this way of thinking the most will be doing their best to apply the right principles during projects and meetings. Talk to them about the best way to get other team members involved. Encourage them to reach out to employees and find ways to bring more design thinking ideologies to their team. SWOT ANALYSIS AND SEIGN THINKING Entrepreneurs have a strategy for evaluating business ideas and choosing ideas with the most potential and the right amount of risk. They use a SWOT Analysis to evaluate an idea’s strengths, weaknesses, opportunities, and threats. It is usually easy to identify the strengths of a business and opportunities to grow a business. However, weaknesses and threats are difficult and confusing. Weakness must be something internal. There might be something in the structure of your business in the nature of your product that can be a weakness. Threats are things outside your business that can do damage. ENVIRONMENT SCANNING IN DESIGN THINKING Environment scanning is a process of monitoring and evaluating changes and trends in the environment of a venture. It is a study of a venture’s external environment to identify those forces and factors that influence its operations and decisions. It is concerned with studying strengths , weakness, opportunity or constraints for the venture. This is done by collecting information from various sources- informal or formal. Informal sources can be- friend, family, social contacts, salesman Formal sources- newspaper, banks, business counsellors, dealers, suppliers, competitors. SWOT ANALYSIS ON DESIGN THINKING PROCESS STRENGTHS: - Design thinking is a user-centered approach that prioritizes empathy and understanding. - It encourages collaboration and interdisciplinary thinking, bringing together diverse perspectives and skill sets. - Rapid prototyping and testing can help designers quickly iterate and refine their ideas. - Design thinking can be applied to a wide range of challenges, from product design to business strategy. WEAKNESSES: - Design thinking can be time-consuming and resource-intensive, particularly in the prototyping and testing phases. - It may not be suitable for all types of problems, particularly those that require more technical or specialized expertise. - The emphasis on empathy may result in solutions that prioritize user preferences over practical considerations. - The iterative nature of design thinking may lead to a lack of focus or direction. OPPORTUNITIES: - It can help firms differentiate themselves and stay competitive by creating innovative products and services. - It can also foster a culture of creativity and experimentation within an organization.  - The user-driven approach leads to product that meet the needs of users, improving satisfaction and loyalty. - By involving stakeholders in the design process, design thinking can help build support for new initiatives. THREATS: - Design thinking may not be embraced by all stakeholders, particularly those who are resistant to change - Rapid prototyping and testing may result in products that are not fully developed, leading to potential risks. - The iterative nature of design thinking may lead to a lack of consensus or alignment among stakeholders. - Design thinking may be seen as a fad or buzzword, leading to skepticism or cynicism about its value. BENEFITS OF SWOT ANALYSIS Cost-effective You do not require extensive training nor any form of technical skill for conducting a SWOT analysis. In addition, you don’t require an external consultant. All you need is a staff member who has prior knowledge of business. Wide Range of Applications SWOT analysis can be used to conduct competitive analysis, strategic planning or any other study. This is because, through a SWOT analysis, a business can identify any environmental factor that plays a favorable or unfavorable role in any particular objective Promotes Discussion SWOT analysis promotes discussion. It is important that you have your employees on the same page. Every single employee plays an important role in driving an organization to success. Discussing the core strengths and weaknesses of a company helps identify threats and capitalize on opportunities. Provides Visual Overview A SWOT analysis is usually presented as a square, each quadrant representing one factor. This visual arrangement provides a quick overview of the company’s position and encourages dialogue. While each quadrant may not be of equal importance, the quick overview helps an organization determine its success and progress, maximizing their strengths and diminishing their weaknesses. Integration and Synthesis SWOT analysis gives the analyst the opportunity to integrate and synthesize diverse information, despite it being qualitative or quantitative in nature. SWOT analysis organizes information that is already known, as well as information that has just been acquired or  discovered. SWOT analysis deals with a wide diversity of information sources. This makes it easier for a company to transform information diversity from a weakness into a possible strength. Fosters Collaboration SWOT analysis fosters collaboration and encourages open information exchange between a variety of functional areas in a firm that would otherwise not collaborate or interact much. It benefits a company when the analysts understand what their counterparts know, think, feel and do. This allows the analyst to solve problems, eliminate disagreements and foster a better working environment. LIMITATIONS OF SWOT ANALYSIS Limited Scope and Rigid SWOT analysis is conducted at a specific point of time. All the internal and external factors that are considered for the analysis are valid for that time being. SWOT analysis doesn’t consider the changing dynamics of the business environment. Environment is ever changing hence any unexpected and unanticipated events that may occur beyond the time of SWOT analysis may be ignored during the analysis. Also, such unexpected events make analysis less relevant. Bias and Overgeneralization The SWOT analysis can be influenced by personal choices, opinions or assumptions. The selection of internal and external factors for the analysis lead the conclusion from the analysis. Hence, the selection of such factors is subjective to the selectors, individual or group. Any kind of favor or disfavor may impact the analysis. And, the conclusion of such biased analysis is later generalized. Lack of Action Plan The SWOT analysis accesses the internal and external factors to assist business take informed decisions. This analysis may not provide any additional action plan to address those factors. Without any proper action plan, the factors identified remain worthless and the business couldn’t effectively leverage the insights of SWOT analysis. No External Validation The SWOT analysis is an internal assessment. All the considerations for the analysis are from individuals inside the organization and all the conclusions from the analysis are interpreted and explained by individuals from inside the organization. There are more internal perspectives and assessments. No Prioritization of Factors The SWOT analysis is very basic and simple. It only considers the factor. This means, there is no prioritization of factors, no qualitative and magnitude analysis of those factors. It only includes factors that stand as strengths, weaknesses, opportunities and threats. It does not rank the importance of the factor, it doesn’t reveal the impact and importance of the factor