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Great ideas, where great ideas are ideas that solve a problem in a unique way,
usually happen when two old ideas meet together for the first time.
So great ideas are not new ideas.
They are usually a combination of existing ideas.
And that's were brainstorming is powerful because it brings together people
with different experiences so they can all merge their ideas together.
So that's where design thinking become effective because
it promotes that collaborative approach.
Bring people from different parts of the organization together to bring you their
different knowledge, their different expertise, and
provide their input into how you're gonna solve a problem.
And by combining those ingredients together, you can come up with new and
creative ways to solve a problem.
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One thing that we have learned over the years is that,
that process doesn't work with everyone.
So we have developed our own variation.
That also kinda work well with introverts.
So we can ask people to individually think about 10 or
15 ways in which they can address the problem.
Do that ahead of time.
And then meet as a group, share their ideas.
And then engage into a more structured brainstorm.
So a combination of individual idea generation.
And combined group idea generation can work really well.
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It's all about putting yourself in your user's shoes.
Spend time with your users.
Ask them questions.
Think ahead.
What do you want to learn?
And draft some interview questions.
And then engage in a conversation.
Don't make it an interview.
Engage in a conversation, but be prepared.
What do you want to learn?
Be a good listener.
And try to listen to the stories that your user is gonna share with you.
Ask them about the last time they have faced a challenging situation, and
how they addressed that challenging situation.
That's a way for you to learn about your user.
If they are willing to let you observe them while they go
through their everyday life, that's a great way to get deeper insights.
If you start discovering what is a problem that you want to solve, and
they let you solve that problem for them, or work with them to solve the problem.
That's a great way to really understand what the problem is.
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When you observe them, you see what they actually go through.
But when you actually do it,
that's when you can really understand how difficult some things may be.
Or what are the emotions that some challenges are creating.
I may tell you that changing the tire of my car is difficult but in order for
you to understand why it's difficult, you would probably want to do it yourself.
Or, I may tell you that I find a particular task challenging but you may be
able to better appreciate how challenging it is when you try to do it yourself.
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You want something that you can take back to your user and
your user can interact with it.
They can feel it, they can play with it, they can use it one way or another.
So the thing about quick and inexpensive ways that you can make your early idea
usable, so you can go back to your user, your customer, and get feedback.
And that feedback, now, is giving you information.
Is this a good idea, or is this a bad idea?
Oftentimes, from either your users' reaction,
you may discover that the problem that you thought they had is not there and
they have a different problem.
But you also learn more about what they want, what their preferences are.
So you're using this process of generating ideas and
taking them back to your user and getting feedback is a way to define your
understanding of the problem but also refine your idea.
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In order for ideas to be valuable, the economics need to work.
If it's a new product idea, you need to build a viable business model, but
your idea may involve changing and internal processes within an organization.
So you need to understand what are the resources that you need to bring together,
and what is the case that you will need to make to other people
to convince them to change that process.
If we are working on a new product idea,
the first question is, what is the value proposition?
Write down the value proposition.
The second one is, who's gonna be your customer?
Your customer segment.
Define your customer segment.
Third one is, how are you gonna reach them?
And the fourth one is, how are you gonna make money?
Now, the business model canvas has nine elements, but
they have identified the first four that you need to address.
Now, once you have this the value proposition is something that you test
in your direct interaction of your user with your prototype.
Through their reaction, what is the value proposition that they see?
Does it match your value proposition?
The customer segment.
Once you define your customer segment,
the users that you talk to, must belong in the customer segment you have defined.
So, if I believe that my customer segment are teenagers, and
I'm talking to my colleagues at Stanford and
sharing my idea with my colleagues at Stanford, there seems alignment.
If I'm targeting teenagers,
the customers that I'm gonna be testing my prototype with needs to be teenagers.
The third one is, how are you gonna reach them?
That's an interesting one.
So, if my assumption is I'm gonna reach them at the,
at the mall, then try to go to the mall and find your users there.
The fourth one, pricing.
When you introduce a prototype, you can tell them.
And when this becomes a full product, this is the price that we're gonna charge.
And people are gonna react.
So, the fundament, the idea is there are four
basic elements of the business model that you need to prototype early.
Value proposition, customer segment, channel of how you're
gonna find the customer, and revenue, how you're gonna make money.
Make sure that as you start prototyping and testing your prototype,
you do that in a way that is consistent with those elements of the business model,
and that's how you can prototype a business model.
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There are some problems that are not solvable.
You might not find a technology that's gonna solve a particular problem.
But what you want to do is discover that quickly.
So, the methodology doesn't necessarily generate better ideas than
competing methodologies, if there are competing methodologies.
It's just that this methodology allows you to test your ideas quickly,
to see which ones hold promise.
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Creativity is not rocket science.
Creativity is a structure systematic way to solve problems.
So, the first thing that I would like to, to, to execute is an organizations.
If you are a successful executive in an organization,
you are successful because you are a good problem solver.
So, if you are a good problem solver, you are creative.
Creative doesn't mean you're Van Gogh or
Picasso, they are creative, in their own discipline.
You can be creative in your own discipline.
So, if you can solve problems, you can be creative.
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