Video details

Building a Culture of Innovation Using Design Thinking

Management
09.26.2021
English

Presented by WWCode Hyderabad Speaker: Vindhya Umapathy, User Researcher and Design Strategist
Innovation is a tool for transforming the entire culture of organisations. Nurturing transformational ideas in the early stages to bring them into fruition is the core quality that drives growth and impact in any organisation.
This talk will focus on:
• How to inspire and fuel creative thinking. • How to identify and engage with the skills and mindsets of different types of team players who fuel innovation- based on the book ‘The ten faces of innovation’. • An introduction to applying Design Thinking through a fun activity.
Design Thinking is a process of solving problems by prioritising the end user’s needs above all else. It’s about coming up with ideas and testing them out as you go through the different phases of empathising, prototyping and doing.
'Innovation is now recognised as the single most important ingredient in any modern economy.' - The Economist.
About Vindhya Umapathy
As a user researcher, Vindhya believes that in order to design things right, we start with the question 'are we designing the right things?' - she has helped organisations better understand their customers and stakeholders through her user research- bringing in insights that have helped develop successful business models.
VINDHYA UMAPATHY, is Design Strategist, Researcher and Creative Facilitator. Vindhya is driven by the impact of design on creating positive change. She has planned, facilitated and conducted workshops on Design Thinking for diverse teams. She loves working with teams to help unleash the power of the collective.
Vindhya has completed her Post Graduation in Interdisciplinary Design Strategy at the Institute without Boundaries, Toronto. She has alsworked as a teacher in a corporation school in Chennai as part of the Teach for India Fellowship and holds a Bachelor's degree in Architecture.
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Transcript

Let me. Yeah, okay, I'll just pass the recording. Hi. Good evening, everyone. This is Dr. Dana Journey welcoming you all on behalf of women who poured to tech leadership top on building a of innovation using design thinking. We have with us our esteemed speaker when they are make she's the design strategist and use a researcher. Let me take a couple of minutes to talk about a woman who poured and our activities before I hand it over to her. So in there you can please move to the next slide. 1 second. I'm sorry. Yes. When the slides are not moving, I. Just moved it. It's not moving for you, is it? Which side is it's? Just on the beginning slide. And also, if you can use PPT rather than PDF, I don't know. What are you using? I'm using PDF. Okay, what I'll do is I'll just sorry, I don't know why it's not moving for you. Okay, so this is good. Just keep watching that your slide is moving on your screen. So the woman who caught our mission is to inspire women to excel in technology careers. Next One and our vision is to see a world where diverse women are better represented as engineers and tech leaders. Next we have a code of conduct which calls for an inclusive community and a code of conduct which can be accessed on our Domino Code website. It prohibits any kind of discrimination. Next one, anyone can sign up to women who code by going to women who code. Com and choosing Hedra Badas network. And you see when they are here in the current featured in the current talk and we have a number of other programs also listed for upcoming days. This Saturday we have a talk on computational biology and on 30th we are launching Return to Work Mountain so you can see both of those programs on our Meter page. Please do sign up for that. Next in there. I'm sorry. Yeah. We want to create a very strong impact by upskilling and Prof scaling getting women back to work. And like I mentioned that we are starting a Rise program starting this September 30 launch and we want to support and mentor women and early technology careers. And you can see one in that endeavor is a program with India. Next One and our team defines our community. We focus on three key pillars, technology innovation and leadership. Next One and various tracks, various technology tracks, tech talks, workshops, tutorials trainings, live stream events, etc. And if panels, fireside, chats, lightning events and you can see that events in around front end mobile Pythons blockchain, cloud data science are the key technologies that we are focusing as from point of view of bringing women back to work as well as the key technology programs. Next One and we just completed in June 2021. We completed a global Connector Mag in 2021. It was global conference across the countries and women who code as you know, is 100,000 plus size community worldwide with chapters in many countries. Let's move on. And as for India, we just concluded with me and where as a sponsor we concluded Women who could Connect India 2021 on August 27 and September 3. This was a major event with 6500 plus registrations for India. Next one. So like I said, as of today, we are more than 300,000 plus community and we celebrate each one and resources of women who code can be accessed globally anywhere in the world and in the Pandawa can do not working. This has been very sort after community. Next one with the so today I introduced Vend Apathy known to me for some time. Linda is a degree from Toronto from an Institute or Institute without boundaries, right. And she's also, apart from being an architect and designer strategist, she focuses her research on user research and design strategy, and she also has taught for corporations, school and Genisis, part of Teach for India program. So person with varied interests. Let's hear her on her topic of specialization and fashion. So India, I start out asking your question. First of all, what is my concept of innovation? I thought innovation in day to day life till I came across the role for chief innovation officer. I used to work in Citibank in 2012 and there was a gentleman who was brought in as chief innovation officer, and we used to campaign like top down innovation, bottom up innovation. And then each unit sent a person as a representative into the Innovation Council. So I was representing my unit into Innovation Council looking at a lot of ground up ideas and also some of the initiatives that we were implementing across the organization. So that was my concept of innovation, and I didn't know it until then. So what is innovation and how can workplaces promote the culture of innovation over to you? You can take control of the slides as well as to talk. Thank you. Okay. Thank you so much. Reno for first, allowing me this opportunity to be at women who code and also for my introduction. So today, sorry, I've been having a little trouble with the moving of the slides. Okay, now it's moving. Okay. So to tell you all first a little bit about myself before I move on into innovation. So I started off as an architect. I studied architecture and my expectation was that I'll follow a straight line path with my career. I'll go from being a junior architect to a chief architect, and I'll have my own firm. That's the line I thought I would be taking. And then life had other plans. And the reality is that it's more of a squiggle than it is about a straight line. So I went from being a junior architect into being a teacher. I did the Teacher for India fellowship. So I thought elementary school kids in fourth and fifth grade for a while. That's where I got really interested in design thinking. And then I did my course in Toronto. So then I got into service design, and then I got really interested in UX research. All of these things are actually very closely connected. So what I realized is that my path in my career is actually very similar to the process that it is going through. The design experience. Going through any design creative process is usually not a straight line. It's more of a squiggle. So that's very much in line with how my career has done so far. So today our main focus would be around how we can inspire and fuel creative thinking and how to identify and engage with the skills and mindsets of different types of people in any team. And I'll also give you all an introduction to design thinking. And if we have time, we'll definitely do a fun activity. And yeah. So let's get started on this. As Reina said, she was talking about innovation and how it's so important. So innovation is the single most important ingredient to any modern economy. So this is something that we have all seen time and again and especially now with the pandemic, because we are constantly seeing everything change, and every industry is adapting. And whoever is able to innovate fast and innovate quickly have that roll out fast. They're the ones who are emerging to be strong in the face of change. So this is something I think that all of us already have proof about how important innovation is right now. So we speak about innovation so much. But what is innovation? So let's explore that a little bit. So in the business world, creativity manifests itself as innovation. So at the heart of innovation is just creativity is just people behind innovation. It's all the people. It's all the ideas. It's everything just coming together. And that's what trades innovation. So according to a study by the Adobe Systems, only 25% of individuals feel that they are living up to their creative potential. So that just means that the majority that is 75% of people don't feel like they are living up to their creative potential in their personal lives or at work. So if we are going to look at how how might we unleash the creative potential of everyone? And then once everyone's creative potential is unleashed, then there's no stopping where any organization can go, where the kind of things that people can achieve together would be unstoppable. If everybody's creative potential, everyone is living up to their creative potential. So now that we're talking about creative potential and creativity, so let's kind of dig into the word creativity. So what comes to your mind when I say creativity? You can put it in the chat or you could just think about it. I'll give you all a few seconds. So what comes to your mind when you say creativity? Well, okay. So can't really get into that right now. But I'll check it out in a bit. I'll check out the chat in a little while. So I'm to a lot of people, creativity is only for the arts types. The when they think about creativity, they're thinking about maybe like somebody who has a talent with music or with art or with creating something like food, something physical. So these are the aspects that usually come to people's minds. Although now creativity is starting to become a more commonplace word in any kind of workplace people would otherwise earlier on, people would say, hey, I'm more an analyst. I more than creative. I'm more of a thinking person. I'm not too creative. So that's a label that they've already put on to themselves. But the truth is, if you're going to look at who is creative, the truth is that everybody is creative. So if you walk into a kindergarten classroom and if you just say, Who's an artist here, you'll have, like, double hands go up. All the kids would be like jumping, and they would all have their hands up. And they'd say, I'm an artist. I'm an artist. But as you go to say, 6th grade, you'll see a huge change in how kids react. And if you ask them, who's an artist here who's creative here, then you may have a couple of students raise their hands and kind of look around wondering, Is it okay for me to answer that I'm creative? Or is it awkward? So that's the kind of change that happens just in a matter of, say, about five, six years kids go through so much of a change. And why does that happen? Why do kids stop thinking of themselves as being creative? And slowly as we go into adulthood like this feeling may grow and grow and grow if we don't own our creativity and are encouraged in an environment that celebrate creativity. So as we like talking about creativity and creative thinking. So what is creative thinking? Creative thinking. It simply means that using your imagination to create something new so it could be absolutely anything. It could be anything even small. You could be creative if you just make, say, rasam in a slightly different way as you're cooking, you'll just make something slightly different. And that's being creative, you're mixing two different cuisines. That's being creative. You're finding a new way to have your phone in a charging point where you don't have any place to keep it. Being creative. So absolutely any small active in how you arrange your bedside table can be a creative activity. So we are creative in so many small things that we do on a daily basis. And it is a muscle that you can train and you can use to find innovative solutions to problem solving. So we are constantly problem solving every day. And the way we go about problem solving is by being creative. So as we're thinking about creativity and we think about ideas, and so we're going to look at where ideas come from. So ideas are usually the confluence of thought. So this is something that I heard in a master class that I saw, which was really beautiful. Neil Gaiman spoke about how you get ideas from two things coming together. You get ideas from things that you haven't seen that you have seen and thought and know about, and then something else that you've seen and thought and know about and the realization that you can just collide those two things. So say, for example, even if you take Harry Potter, you've got everybody understands and knows the idea of what a school is. And you also know and understand the idea of what magic is. So when you collide the two, that's a place that's not now you've got a school where they teach you magic, and that's an idea. And that's built on further and further. And that's how you've got Harry Potter. And that's how JK Rowling went about it with so many tiny things throughout the book. If you try to analyze how she got the idea for every tiny thing, you could possibly see, what are the different things that she's colliding to get this idea? I okay. Here's another very quick activity. So I've put out four things. One is an exercise bike to is an instant soup mix, three is a contact lens, and four is a baby seat. So could you just put down in the chat if you see anything that's similar among all these four things that I put out here, just anything that comes to your mind and Reno. Could you read out the chat and what people are saying about what is common between these four things? So they are talking about all require hand and eye coordination. Okay. I'll require. And that's true. Okay. That's good. Anybody else? Yeah. Safety, safety. Okay. Okay. Yeah. Interesting. Okay. So all our quicker ways to do things that otherwise take time. Yeah. That's also interesting. Yeah. That's true. Yeah. There are actually a lot of things that are in common if you really look for it. One of the reasons that I put this out here is because all of these things have had something subtracted from them. The exercise bike has had the back wheel subtracted, the instant soup mixes had water subtracted, and you just have the powder. The contact lens has the frame subtracted from glasses. And now they've created contact lens and the baby feet as the legs of the chair subtracted. So you can just fix the way we suite, maybe in a car or maybe somewhere else. So the idea of subtraction to also create innovative ideas is what I wanted to talk about in this slide when we're looking at confluence of thought. So here's an example of addition. So here we've got shoes which have wheels that pop out and you can skate with these. And when you don't want to state, you can just push the wheels back in and use them as shoes. So here's an example of addition. So all of these things we see quite often in if you look at any startup, any app, you can see how things are being added. So Swiggy, for example, went from being a company that's just into food delivery. And now the everything that they need. They have delivery people. They've got an app, they've got everything. And now they can deliver anything. It doesn't just have to be food. They have Swiggy gene, you've got Insta Mat to deliver groceries. Swiggy can be used as Donzo two. So that is adding on to what you already have. Okay, so here's an example of division. So here's a cake and you've got cupcakes. So the cupcake retains all the properties of a cake, but it's just smaller, and it's easier because it's easier to hold it's the right portion that you want to eat. So cupcakes became a big hit. And I was just thinking of a parallel this morning when I saw a truck that just comes in parks in my apartment. And then we get our groceries. So we've got Spark supermarket in and Three Mall, and it's really huge. And they send out a truck with all of the essentials. So in one way, that's a lot like the cake and the cupcake. And we all get access to the cupcake is which is what we need, our daily groceries, our daily vegetables. So this is something that we also see in our every day lives. And this is one other way to innovate. So as we're thinking about innovation and how we come up with ideas, here's the two modes of thinking. This is something that Barbara Oakley came up with. There is the focus mode, and then you have the diffuse mode. So all of us kind of bounce between these two modes. And for a good amount of time, we are in the focus mode, especially if, say, we're solving a math problem. If I say what is 235 times twelve, then you're just getting into the focus mode. All you have in your mind is the numbers and you're doing the calculation. And it's the same whether you're focused on any activity. So you you're writing something or you're focused on coding or whatever your work is. Sometimes you just get straight into the focus mode and you're only thinking about that. And then you have the diffuse mode. The diffuse mode is when your mind bounces between many different ideas, ideas that probably don't seem to be related. And these things just combine. The diffuse mode is when you're walking around and then you have analogies about a life and the weather and things like that. So it's just like connecting two different ideas. And the thing with the diffuse mode of thinking is you can get into the diffuse mode of thinking when you are more relaxed. So it usually happens when you are in the shower or when you're going for a jog or doing some Monday in activity which relaxes you and allows your mind to go away from the focus more and get more relaxed and bounce between ideas. So here's a quick activity again for all of you. I want you all to come up with 20 users of a chair. So I'll give you all a minute. Just again in the chat box, please just write down. Apart from sitting apart from the usual use of a chair, what are all the things that you could possibly do with a chair? Just like, think of absolutely anything that you could do. Don't just think about using a chair in a traditional sense. So any idea as you get just put it down in the chat and I will request a read them out for me. So. Somebody uses for a chair for a ladder or too close hanger table to eat. Use it for firewood. Stand on it to reach out to the fan to clean it, tie my shoe, laces it. Stand to reach something, use it and stand to hold something. Use chair partitions, use it for cloth horse and use it for storage. Use it for work out. Use it to get to object placed at higher level. Use it for yoga. Use it for yoga. Prop. Use it as a tool. Use it for exercise. Use it to keep folded clothes. Use it a prop for dance. Musical chairs game using a toy car to play with my niece. You do musical chairs. Keep plans. Wonderful. Yeah. So you got more than 20 amazing. Amazing. That's amazing. So I make a tent for its play. Amazing. So I think we've got such a creative group right here. I think all the participants seem to be super creative. Those are amazing ideas that everyone came up with, and you all came up with it super fast. So it is true. We can use a chair in multiple ways and you all just collided different ideas. Just now. Here you have an example of how you all collided so many different ideas and put that onto a chair. So here's, like a real time example of how this happens now that we have all of these ideas, the thing that really makes something creative into whether you can create an innovation out of it, is that is it something that people want? Is it something that people desire? Is it something that can be a business idea? Is it viable and also is it feasible? Do you have the technical ability to make it happen? So if you have these three things, you can go ahead and innovate and make things happen? Yes. Just a quick Wen diagram of making this happen. Okay. So innovation is a tool for transforming the entire culture of an organization. Just getting everyone to get more innovative. It can completely transform how people work together, what they come up with and how the organization functions all together. So that brings me to a topic when we're talking innovation and we want more innovation. But as we saw in the last experiment, you just did that innovation is all about creativity. Right. And with all this matrix culture and what targets, how do you still promote creativity at we? Yeah. Okay. So just getting on to that. So now we looked at how creativity just happens overall. And if we're going to look at creativity at work, innovation and creativity is better as a team sport. I'm sure as all of you started putting it up on the chat on the site, you started getting more ideas as you saw other people's ideas also. So when you bounce off ideas off each other, it just brings in this amazing energy and creativity, just like blossoms in such an environment. So how do we build a culture of innovation is a very important thing at a workplace. So the values of any creative team. These are some of the things that I put down. So one is having a very diverse team, having people of all genders, of all ages, of different races and also different backgrounds. You could have people of different fields. Everybody kind of come together that add so much value to any team if you're trying to, you know, brainstorm on any ideas. So having horizontal collaboration, which is non hierarchical, which is where people just feel completely comfortable being at the same table together. So again, here's another example that I just recently saw. I ordered something from Zomato just yesterday. After a really long time. I don't usually order on Tomato. So one of the things one of the features I saw is that you can actually leave a voice note for the delivery person about where your house is. So I'm sure that that's a feature that's gotten added after people have complained about, hey, I'm not able to find the house. I'm not able to read the detailed instructions of the landmark and all these things. And maybe that's the side Gully. And then you enter this way. People may not know all that, but if you leave a voice note, it's so much easier to understand. So you could have gotten all of this information if you had the delivery personal. If you had the product team, if you had the marketing team, the management, the UX team, everybody's sitting at the same table and discussing different ideas, you get so much more from it. So having horizontal collaboration is so important and safe environment to share ideas and to build on those of others. So feeling safe is feeling that your voice matters, that you can speak. And if you're in an environment where one person's voice is not overpowering everybody else's, that is a safe environment to be. And along with that comes a culture of fearlessness and an ability to embrace failure. Many organizations these days are helping people laugh about failure. So being able to laugh about failure and take it lightly. It's such an important quality because it just takes off the off that fur around failure that it shouldn't be spoken about. So I've heard about people having these mess up nights, so it's almost like stand up comedy where you come and you talk about all the different ways you messed up. And I with your work and what you learn from it, and everybody laughs and everybody learns. And that just creates an environment where everyone's feeling so free about failure and they're okay to try something and to fail. So anytime we try to play any game where we're really open to failing and learning and all of that. So bringing just that kind of energy into the kind of work that we do can really help make innovation much easier. Listening deeply is also another very important quality, because very often we listen to respond rather than listen to understand. And another survey suggests that we absorb only 25% of what we listen to. So listening deeply is a very important skill and appreciating others often is also really, really important. This is also something that I learned during my time as a teacher. I just saw the complete difference in students behavior. Once they're appreciated. Often they want to do things more and more and more. The team gets closer. Everyone feels valued, everyone feels seen. So having these kind of values in your team will really promote creativity. So and build creative confidence. So the idea of creative confidence is you have the natural human ability of creative thinking, and you add that to the courage to act. That is, if you're in a non judgmental environment where you feel completely comfortable to act on your ideas, you build creative confidence. It could be with very small ideas. And as it goes, people get more and more confident to just express their ideas. Okay. So this is another phrase that you may have heard quite often. I know I've heard it before so that people may say, Let me just play Devil's advocate for a minute. And when they're doing that, the reason they're doing that is they share your idea and they see all the loopholes in your idea. Maybe they feel like, okay, I can see that this may not work because of this. How are you going to handle this? What are you going to do? What about that other idea that's kind of similar to yours? How are you going to differentiate yourself and all of these things? So people take on this by saying, I'm the Devil's advocate. They're saying that, hey, I'm not saying this. The devil is making me say and show you this. But the truth is an idea is a lot like a baby, because when you have an idea, it's not fully formed. It doesn't have a shield to guard itself against all these different comments. So an idea needs to be nurtured. It needs to be added to it needs to be cared for. Playing the Devil's advocate when an idea comes up usually is the number one killer of innovation. So a lot of tiny baby ideas have been killed in the baby stages simply due to these words and simply due to over questioning an idea. So instead of that, the best way to take an idea forward is to use yes. And so you hear an idea, and then you go yes. And and then you try to add on to see how you can strengthen the idea rather than how you can bring down the idea. So this concept of yes and has been taken from improv. So in improve, people usually stand with each other and they're trying to create a story by just saying yes. And like, for example, somebody says, oh, the sky is so beautiful. I can see all the the stars. And somebody else says yes. And I can also see the Earth just beautiful blue. And it's so great that we're standing on the moon. So that totally gives you a totally different perspective of what's there. And then somebody else says yes. And the story keeps building. So that's different from if someone instead said no, but no, but it's daytime. How can you see the stars? And then the story just immediately falls. So adopting this mindset of using yes and and strengthening ideas at their early naissance stages can really take an idea forward and can build on that. So that's another really important thing. So now I'm going to take you through the Ten Faces of Innovation. This is the book that I've read is by Tom Kelly. So as we go through the next bunch of slides, I would like you to ask yourself, who am I? That is, what role do I naturally play in a team? Who might I become? And who might I work with? So as we're going through these slides, please think of that. I will very quickly go through these slides with some few short stories. But keep these questions in mind. Okay. So this slide has two brushes, two different types of toothbrushes. So as a kid in the 90s, I have seen these tiny toothbrushes for kids, which just looked like adult tooth brushes, but smaller and Ido had come up with IDEO had to redesign the kids toothbrush. This was a job given to them by oral D. And what they did is they went into the field and they started observing kids and how they brush their teeth. And this seems like such an obvious thing. It's an everyday thing that we all see all the time brushing our teeth, and we all do it ourselves. So you may think like, what's the big deal and observing brushing your teeth. But there's a huge what they observed. And what they noticed was that kids were just using the brush and they were almost punching themselves. They were going like that. And they were not able to gently brush their teeth and hold the brush easily. So that's when they realize that kids don't have the dexterity to handle a thin toothbrush. And they decided that what kids really need is a fat or toothbrush that they can easily hold and have control over. And that's how the fat or tooth brush as need. And the reason I told you the story is because I want to tell you about a concept called Vuja de. Vuja de is a lot like deja vu, but the opposite. So deja vu is seeing something that is happening before, and you have that feeling that you're seeing it again. But Vuja de is seeing something that you see all the time, like you're seeing it for the first time. So that's visually. So applying that quality of being an anthropologist and seeing everyday objects, everyday activities like you're seeing them for the first time with new ice can form such a great quality in really identifying what are the gaps? What are things that can be changed and what are things that can be fixed? So this is one of the first I think it's the first mouse that was designed for Apple. So this is because I just wanted to talk about the evolution of not having a mouse to having a mouse to a mouse changing its form. Now we have houses that are almost vertical, and now we even have a touchpad. And even beyond a touchpad is a touch screen. And yeah. So this is how much we progressed with this. So this is the role of an experimenter. An experimenter is constantly trying to make anything better and better and better and coming up with new ways of changing things. So, as Einstein said, I have not failed. I have merely found ten0 ways that don't work. So here is architecture that inspired from elements of nature. So the reason I'm showing you this is because I want to tell you about the cross pollinator. Crosspollinator is somebody who takes, you know, seemingly different ideas and collides them and kind of see how things can happen. So you may find cross pollination have cross pollination happening across industries, gaming coming into, you know, health care and all kinds of things. So you have cross pollination happening everywhere. And it's a great way to merge ideas and to, you know, grow innovation. Yeah. So these are the learning personas. So being an anthropologist, being an experimenter and being cross pollinator. So I'm going to go on to more personal. So here, I don't know if you've heard about this story. This is an epic moment in the Olympics. It's called the Flash Berry Flock. So this is when this is when I jump changed forever. So usually everybody was looking at him in the regular way, going forward and then jumping over the bar. But this guy from the US decided to do it completely differently, and he literally raised the bar for everybody else. So he's just looking at he just has a goal and he's just going to do it no matter what and somehow try to make it happen, like going over and trying to make it happen in any way. So that's why I wanted to bring this up, because I want to talk to you about the hard long. The hurdle is someone who just has the final goal in mind, and they just wanted to work really well and they will do anything to make it happen. So coming up with all kinds of ways to just make it happen is what the hurdler does. And that's the role of the hurdler. And here is someone passing the baton. We see how important that moment. There's a moment of trust. There's a moment of letting go and letting another person take on after you. So this is the role of a collaborator. A collaborator is is constantly there. You can completely rely on a collaborator. They collaborate really well with others, and they just make things happen. And it's just basically trust that forms the foundation of collaboration. And yeah, of course, it's because of collaboration that we have all prevailed as a species, in fact. So being a collaborator is also really important. And here we have this is in the middle of some kind of play. I just saw this image and I just thought of this putting it here. So she's right in the spotlight and in midair and everyone's watching her. So I thought this was the perfect image to choose for the director's role. A director sees everybody and their strengths in the team and knows when to cast who to shine. So choosing the right people in the team and having them shine with their strengths and being able to get them to collaborate and direct. That's another amazing role that that's important to have in the team. These are the organizing person. So you're you've had the hurdle, you have the collaborator and you have the director. Next here is green humor. I follow them on Instagram, and I think his comics are usually pretty funny and they always tell a bigger story is. So here's a small little picture that just says, hey, switch to public transport, you're saving on energy, and it's just funny. So the storyteller, the storyteller also forms such an important role because there's so much that you can convey through a story that you cannot convey through technically talking about the different elements. That's why we tell kids stories. That's why we speak in stories, because that has so much more impact and you can take away value. You can take away amazing concepts, you can take off, takeaway analogies, and you can take away so much more through stories. So stories are powerful and being able to communicate indicate your story as an organization or whatever you're doing constantly sharing stories is also really important. We have so many tools. We have social media we have stories on Instagram. We have stories everywhere. So sharing small stories are a great source of, first of all, keeping track and also inspiring others. So this is the Olympics 20, 20, 20, 21. So the idea of this is the set designer. One thing that we often underestimate is the power of space. So as an architect, I've also seen this at play. The way a space is designed can completely change how people behave in that space. Say, for example, for College is designed without too many spaces to interact or too many corridors. Then just the way students interact with each other, just the way the culture of the College can be completely formed by that space itself. And this is why I am banglor is designed with, like, with the corridors as the central theme. The central theme is having people come and collaborate and spaces for people to just hang out and meet each other. So a set designer is someone who creates the right type of environment for people to collaborate. So now we have places like the innovation lab. You have so many different new spaces in forms, even the way we work has changed. We're moving towards now we're all working from home. But like earlier, we move towards a more open environment. So all of that has a huge impact on how we all work. So I'm not sure if any of you have seen the video of this. So this is how the Turkish ice cream seller, when they're selling ice cream, they just don't give it to you directly. They start playing with you. So they just turn and twist and do a whole bunch of things. So there's a kid waiting to get his ice cream, his our ice cream. And then this guy is like, okay, here, have it. And then I'm going to take it back and then Im going to play with it. And I'm going to do a bunch of things. I'm going to give it to your hands when you almost have it. I'm going to take it back. So it's like a really fun video to watch. And it's gone viral to and it's become a famous thing that is now being done even in India. So the idea of this is that the experience, it's not even the ice cream is the experience of even getting the ice cream. That makes such a huge difference to anybody who's buying it. So the experience architect is someone who can completely think of what the experience. It could be. The digital experience. It could be a physical experience. It could be what somebody goes through. These roles are usually held by the user interface team or the user experience team that really thinks through the experience of any innovation. And finally, we have caregiving. So the caregiver is someone who is constantly who's extremely empathetic and thinking deeply about everyone and especially the user they're constantly thinking of. Okay, what would somebody need at this point, how would somebody feel? Would they be tired? Will they need some? They need to feel comfortable. You know, all of these tiny things that make such a huge difference to how a service or a product is designed is also another really important role. So these are the building personas. And with this, we are almost done with all the personas. So think through again. Who am I? What might I become? Because we may not only be one of these personas, we may be more of an anthropologist and a caregiver and a storyteller. And maybe these are my strengths. And the people who I need to collaborate with would be I need to collaborate more with hurdler and experimenters to make my idea come to life. So when you have different people in the team, it's easier to collaborate when you know your strengths and the strengths of others in your team. So more collaborative prompts would be let me be an anthropologist for a moment. Let's think like an experimenter. And we could prototype this idea in a week and see if we can make something good happen out of it. Or who wants to be a hurdler and see how we can make this happen. I was just going for these are various personas and all and having been through this design thinking, you know, course in in faces and others, is this what you play as design thinking process or what is design thinking? The. Okay, so good question. So coming to design thinking, what is design thinking? Everything that I took you all through all this time, that is, we looked at what is creativity. We looked at creativity in teams, and we're looking at different roles that people play in teams. All of these things come together and form design thinking altogether. That's what I'll be talking to you all about right now. So design thinking is the process of solving problems by prioritizing the end user's needs above everything else. And it's about coming up with ideas and testing them out constantly. So I'll explain design thinking with something called the double diamond diagram. Okay, first, we go through all these five stages and I'll explain that over the double diamond. So the double diamond is a really popular design process, not a tool, but more of a description of how the design process happens. So the first diamond is about figuring out if you are designing the right thing. I can tell you about this whole process through an example. So when I was a teacher with Teach for India, I was teaching kids in a low income school, and there were a lot of problems. And one of the big things that we had to figure out is what is hindering students from having an excellent education. So as we tried exploring the problem we looked at. Okay, could it be teachers, be classroom spaces? Could it be their home environment where they're coming from? Could it be other factors overall. So we just take the problem and start exploring what is everything that could be a possibility. So as we're doing this, we're going from the beginning of the diamond, we are exploring everything, and then we narrow it down as we do a little more research and figure out what is the core problem. So when we figured out the core problem, say, for example, it was they were not eating nutritious breakfast at home. Many kids wouldn't even eat breakfast, so they would just come to school and they're already tired. So they weren't able to pay attention. And that was one of the reasons that they weren't able to be their best selves in school. So now we've gone through the first diamond and we defined the problem. So are we designing the right thing? We're designing for this problem. So now we're going into the second diamond, which is designing things right now that we know that, hey, the kids really need nutrition. What are the different ways that we can make sure that kids can be fed? Well, so as we explore the second diamond you go through, we need to have parent the meetings. We need a nutritionist on board what is cheap and healthy and easy to make. What is all of these things? So you come up with all these ideas of how you can, how you can solve this problem, and then you narrow down and then you say, okay, the best way to go about this is to have these easy to make meals and also talk to the parents about it. So going through these two diamonds is the way that we go through the whole design thinking process. Because in the beginning, we are going through the face of research to understand what is the problem that we're trying to solve? Is this the right problem that we're trying to solve? And in the middle, we have defined the problem. Once we've got it, we've focused all our energy on this is the thing that we want to solve. There may be other problems, but you kind of scope out what you want to do. And then again, you explore. And then again, you come back in and zero down on what you're designing. You explore what all could be the possible solutions, and you zero down on the solution. So as you go through this process, you are taking on the role of a researcher, of an experimenter, of a hurdler and of all the other roles. And you become a story teller by the end of it because you've gone through this whole process and you have a story to tell others about how this happened. So that's how you go through the design thinking process itself. And an easier way to simplify it would be to say, feel, think and do. This is an easier way to just go about this. So with feel that is you go through the phases of empathize. You go through Jade that we looked at that is looking with fresh eyes. You observe the fly on the wall, just people watch and see how people are behaving with your product or your service or with your experience. And you talk to people what delights them, what bothers them? People are constantly talking about that. They're always saying, oh, this was so difficult or, oh, I love this. So that's something that people love talking about all the time. But if you just listen more carefully, you'll understand where are the pain points and asking why questions? Why do people feel this way? What is making people feel this way? So this is going through the field face. That's the initial she early phases of design thinking. And then you go through the think phase, which is where you go for quantity over quality and your brainstorm. This is what we saw with the chair exercise where all of you just came up with so many ideas you're not thinking about. Is this a quality thing to do with the chair? You're just coming up with so many ideas, right? So no idea. You don't realize which idea is actually going to take wings and fly, even if it sounds crazy, just go quantity over quality. When you're brainstorming and reimagine reimagine how a certain thing could be completely reframe, what would the ideal most positive outcome look like? Completely flip it and see what that would look like. And then you go into the do phase where you're going to be messy because you want to make like very quick, cheap, easy and fast do build prototypes of whatever you're making, because if you spend too much time, too much energy to make a perfect prototype and then you realize it's the completely wrong thing, then there's so much of time and energy and money that you would have wasted on it. So just like, do it quickly, whatever you need to do to get it out and to test out and to learn fast and fail fast. That's the thing behind do. So you could do that with products. You can make models and it serves as an experience. You can bring them alive as storyboards you could access. You could get a bunch of people to see how this whole thing would work out and test it out. So here's the activity, which I think everyone can actually do at home, because this activity itself will take some time and I think we'll be running out of time soon. So the activity is giftgiving. Think of somebody whose birthday is coming up, who you want to gift something for and go through the entire design process. Do your research on them and see what they like and prototype and see how you can get the perfect gift for them by going through the entire process. Don't just do it only for the gift. Think of the experience of giving the gift and also think of how you're going to package that gift. So are you going to surprise them? Are you going to say just have them discover it lying in the house somewhere, or are you going to do something else? Have it mysteriously up here somewhere or get them out somewhere? Is it service? Is it an experience? Is it a product just like go through the entire different phases of the design thinking process. First understand your subject really well, and then by prototyping that could be like testing and asking them slightly if this is something that they would be interested in and then finally doing this. So think of it in terms of an experience or a product or physical gift. And also think of how you want to package it and think of there are so many interesting ways that people could do all of this. So this is an interesting activity that you could take your time and you don't do this. So the real active discovery consists not in finding new lands, but in seeing with new eyes. So this is the course that I really feel captures the process of what first parks innovation. So that's why I thought let me end with this. And so I'll be very happy to connect with any of you. Please do connect with me on Twitter or Instagram or LinkedIn. These are my IDs and got my website. It's in the empathy. Com. If you want to check that out and collaborate on anything, I'm happy to help anyone with their work. I'm happy. I also do a bunch of a design sprint over a week or over a day. I could do workshops for your teams on thinking natively or taking you through the design thinking process. We can figure anything out. So if you're interested in this, please to reach out to me. That's great. I didn't get that. Did you try again? Okay. So he got activated and I don't know how to end. I really like that now. I'll just spend two men to five minutes on personal side all this design thinking, innovation. And you started out with your things that you learned in your corporate school and all that. How is this design thinking played a role so far in your life and career? Okay. How's the chip? Yeah. I think one thing that we don't realize is that it plays such an important role even in our personal life. All of us are actually doing this unconsciously. Even say with our health, right? Like if we're going to look at our health and if something's wrong, we start researching why something's wrong. We're like, oh, okay. Did I? If we're having an upset stomach, we're wondering, am I allergic to some food that I ate? You know, am I getting gas? Is this causing something? Is this particular thing causing something? And then we do some research and try to figure that out. And then we try to go through this whole process of trying to figure so many things out. This happens quite often. Even with relationships with any of your relationships, you may find that there are certain contexts or certain things that keep popping up, and then you can figure out what is the root of the problem. So a lot of it has to first do with identifying what's the root cause and figuring out what's the real problem that we're trying to solve. So this is something that I keeping off in any relationship that I have with anyone. I think of this anytime this conflict. I think of this in terms of even trying to see what would work. And in terms of even health. I know even psychologists are actually doing designs, thinking when they work with patients, they are trying to see the root of any problem, and they're trying to see how what would work and prototype different types of solutions. So there's, you know, physical activity and then there's like medication. There's all these different things that contribute to our overall health. So I think it is something that plays a major role in all our lives. All of us are applying this in some way, but we just don't realize how. Yeah. That's great. Thank you, Wendy. And you may have flipped through next few slides for information. And I have my co director in here, and I request all of you to also look at two upcoming programs in our Meetup page. We have the Saturday program by BBC on computational biology. And then on 30th September, we are launching are launching the Return to Work program for women who have taken a break. The program under the name Brice Reboot Skill and Power. So you want to take a few minutes, talk about it. And also I moderate any questions that audience may have. Sure. Sure. We know India. Thank you so much. This was such a lovely session. I mean, personally, I just want to share today it was a very hectic day for me, and I had such a bad headache, and I just went into this thing. This is something that I have to attend as a woman who bought director nothing more than that's. Right. But then it was such a stress Buster for me. And the way you have spoken about innovation and creating a culture, I mean, I'm just speechless. So thank you so much. Is the headache corner them? It has gone. It's just about how we are wired in the day. Right. And then you're just looking at the same thing, doing the same stuff, perhaps. But this was really, really, so refreshing. And thank you so much in there. Thank you for the session. In fact, I don't have any questions for now. I'm just so happy that we are all are here today and we are able to understand those many facets of innovation, breaking some of those myths and then really looking at something objectively. Right. And I really like that concept about yes. And instead of saying no button, right. So very, very powerful positive thinking there which helps all of us. So team, I think this is lovely forum to ask any questions. Please. Do you know, share any questions or any comments that you might have to. You could either put it to the chat or you could even raise your hand. And I'm happy to answer any questions and so forth. Thank you for your kind words and I'm so glad you even made it for the session, even when you are not. Well, thank you. My pleasure. We can chat. I think there's a lot of positive comments within the excellent session. Great session. Thanks for a great session. I don't see any questions so far. Thanks when they are for informative session. So overall, I think a lot of positive comments over there. Okay. Thank you. A lot of I'm just looking at this to everybody. Maybe people are hesitating. So let me ask very dumb question, being an it for so many years and, you know, there is so much need for innovation and design thinking on one hand, but there is so much of reluctance because there are established ways of working while we do so much of agile and box and all that to bring in innovation and, you know, bring creative energies of everyone working together in software process. So I was asking you earlier question. That how organized insured make the employees more creative. But this is a bit more specific. How do you inculcate a design thinking and innovation is specifically in the software design process? Is it different, or is it all the ideas you talked about are equally have to give any traditions. I would think that possibly all my ideas are equally applicable for any team that's working together. It's just the overall culture, even if it's a software team, even if people are a little far removed from the innovation process itself, how they collaborate with each other and even solve problems together. That has a lot to do with building that same culture of innovation and going through this process. So I would say that it's pretty much the same and it's something that can be adapted not only to software but to any profession or any different field. There's a way to, you know, adapt design thinking to help people in a way time to collaborate better. Yeah. We had a question. Will there be a difference in the design process between a product versus a service? Are there, like, specific nuances that we would need to take care as a service company versus a product company? Yes, definitely. So although the process itself is pretty similar, the difference between a product company and a service company mainly comes when it's time to prototype and when it's time to really test out how something would work. So when you're a service company, you're looking more at journey mapping and seeing how the service would run from the beginning until the end. Taking a consumer through your entire service, that would be more about understanding the emotions that somebody would go through as they go through your entire service, the areas where they may need any kind of support, being inclusive in that aspect. So the kind of tools that you may use at that point are journey, mapping and storyboarding and taking someone through that service, just like experimenting to actually going through that service and seeing how you feel. But when you're dealing with a product, you are dealing with how somebody would use that product to solve their problems. So the kind of tools that you would use during your prototype phase would change. At that time. You would test the product out with people. You would see how people are reacting to it, how the product needs to change. There's physical products as well as digital products, physical products. At least you can bring in front of somebody and keep it and have them touch and feel and flavor it and tell you their feedback. But digital product is again and almost like a service. So again, it's about seeing what are the it's mainly about how do you experiment, how do you find where the gaps are and how you do these things? I think that's mainly where the difference lies, but in other ways, I think it's pretty similar the entire process. Thanks so much. Okay. Thank you. Okay. Does anyone have any other questions? Happy to answer. I saw common that okay. Is it total one inculcate design thinking within a team of product managers, developers, stakeholders, especially when one needs to collaborate with these varied set of people for a particular product launch. Yeah. Okay. So actually already having product managers, developers, stakeholders at the table, you already have a great start to collaborating. So I would say that when you have a very set for a particular product launch, you are looking at looking at it's more about the facilitation of this session and how that's going to go about because if there's nobody really facilitating how this session goes about what is the thing that you're all brainstorming, how your brainstorming, how you say, for example, clustering similar ideas and coming up with solutions. If nobody's guiding that process, it can get pretty chaotic with different people kind of talking about different things and you're not really going anywhere with it. So that area, I think it would be more around how you go about collaborating. Then you already have all the right people on the table. It's about how you go through the process together. So yeah, that's where facilitation, I think, would make a big difference with these. There was one more quick question when we think creativity, we bombarded that idea. It's times taking any suggestions. What the best way to narrow down to effectively manage and Porter execute it effectively. Okay. So. So there are a lot of ideas and say it's time taking. Let's take the example of the chair exercise that we did earlier. So there were more than 20 answers. Right. So there were answers which had to do with I say we go try to cluster these ideas together and then we look at common themes that are emerging. So one of the common themes that I saw emerging were say, for example, function. So one is is using the chair as a functional element of using it to climb to a higher height, like a ladder or using it to store something. And all of those things were going to the function bucket. And then you can have another bucket that you could say that you could call fun. So you could say fun and activity. So with that, you could put in play using it as a tent exercise doing this, doing that. So those are all activities and fun things. And you could have different buckets. And you could club different ideas together into different buckets and see what are the emerging teams that are coming. And once you know what the emerging teams are, then you could kind of look at, hey, these are the things that maybe need some attention. So when you have a lot of ideas, the best thing to do is to club them, to put them into buckets, and then see what could possibly merge with the other ideas that are standing out alone and other ideas that could be merged. And that could be used. So just looking, looking at it that way that narrows down these ideas. Sometimes we do this thing called 100 questions. We ask 100 questions, and we have overwhelming number of cost. So what we do is we just kind of cluster them, and then we come in and then we finally end up with three themes. So going through that process would help. Yeah. There. I think we'll wrap up soon. Just one more question has come in. I wanted to add Howard, organizations adopt design thinking and in the process not punish a bad idea. How would organization set up design thinking and not punish a bad idea and not punish a bad idea? So I'm wondering what punish a bad idea means. So. If you mean by punish a bad idea, one is ideas are ideas and they are not people. So being a little disassociated with your idea is also very important thing when you're at the table, when you're brainstorming because you can come up with an idea, say you come up with an idea. It's exactly like ESA. And the idea gets built on and different people do different things with the idea and the idea be completely different by the end of it. Or you have an idea. And that idea is not really taken forward because maybe some other ideas being looked at right now or something else is getting merged. So it's just part of the creative process that you are looking at ideas over people behind the idea when you get hurt, mainly when you attach yourself to the idea. And if you think, oh, my idea didn't get chosen. But actually, the reason that you're all together is so that you can all come up with a solution for a problem to get. So I think the core of this question would be to disassociate yourself with the idea being you. At this time. Lighter note, innovation is so aligned to a topic of IP, and when it comes to IP, nobody's idea can be punished and nobody's idea can be merged. People have a right to their ideas and Alrighty, that goes with it. So I thank you so much when it comes to that. Absolutely. Talk about not IP ideas, of course, but I'm talking more in terms of general innovation at the workplace on a daily basis, but that is a good point for sure. Thank you so much. And I really appreciate. I think people have started dropping off already. I really enjoyed your session with us and there's so much to learn. Thank you so much. Thank you. Thank you so much, Dan, for this opportunity and thank you everyone for attending. I hope you all had something to take away from this and have a good evening. Thank you. Thank you. Bye bye. Bye. Bye.