title
Stanford Webinar - Design Thinking = Method, Not Magic, Bill Burnnett

description
Design thinking gets a lot of buzz for being a “one size fits all” strategic process to drive innovation. In this webinar Bill Burnett, consulting assistant professor and master in design thinking at Stanford University, as he shares three barriers organizations face when adopting an innovative culture and how to overcome them. Explore Stanford Online's Innovation and Design Thinking courses: https://online.stanford.edu/innovation-design-thinking Presented by the Innovation Masters Series: Design Thinking and the Art of Innovation (http://scpd.stanford.edu/design) 0:00 Introduction 0:11 Design Thinking Method, Not Magic 0:14 Design Thinking started at Stanford 0:20 Design Thinking - a Process 2:29 Design Thinking = Method, Not Magic 7:54 Individual Limits - Conceptual 12:56 Individual Limits - Fear of Failure 15:22 Individual Limits - Process Practice 17:25 Individual Limits - Team Failure 22:57 Cultural barriers to diffusion 26:48 Politics 101 - Power Map 30:18 Change requires Influencers 30:54 Death by 1000 cuts 39:14 Take-aways 39:44 Large-Scale Transformation #designthinking

detail
{'title': 'Stanford Webinar - Design Thinking = Method, Not Magic, Bill Burnnett', 'heatmap': [{'end': 1400.211, 'start': 1365.433, 'weight': 0.748}, {'end': 1879.888, 'start': 1810.346, 'weight': 1}], 'summary': "This stanford webinar by bill burnett covers the importance of culture in design thinking, challenges in implementation, iterative prototyping, team dynamics, social barriers, and ibm's transformation to a design culture, providing insights into overcoming skepticism and embracing failure.", 'chapters': [{'end': 179.63, 'segs': [{'end': 49.96, 'src': 'embed', 'start': 11.632, 'weight': 3, 'content': [{'end': 12.292, 'text': "Let's get started.", 'start': 11.632, 'duration': 0.66}, {'end': 14.013, 'text': "We're going to talk about design thinking.", 'start': 12.333, 'duration': 1.68}, {'end': 17.395, 'text': 'So design thinking started here.', 'start': 15.254, 'duration': 2.141}, {'end': 20.876, 'text': "And it's a process.", 'start': 18.675, 'duration': 2.201}, {'end': 22.297, 'text': "You've probably seen the diagram.", 'start': 20.896, 'duration': 1.401}, {'end': 23.197, 'text': 'We start with empathy.', 'start': 22.357, 'duration': 0.84}, {'end': 24.718, 'text': 'We read upon the problem.', 'start': 23.537, 'duration': 1.181}, {'end': 25.918, 'text': 'We come up with lots of ideas.', 'start': 24.758, 'duration': 1.16}, {'end': 28.279, 'text': "And then there's a fundamental notion.", 'start': 26.319, 'duration': 1.96}, {'end': 34.862, 'text': "I'm going to talk about this in terms of where design thinking sometimes doesn't work or doesn't apply properly.", 'start': 28.34, 'duration': 6.522}, {'end': 40.645, 'text': "There's this notion of prototyping and testing, or what David Kelly calls building our way forward.", 'start': 35.283, 'duration': 5.362}, {'end': 49.96, 'text': "It's based on the notion that you don't really understand the user until you've built something for them and they've tried to use it or experience it.", 'start': 41.494, 'duration': 8.466}], 'summary': 'Design thinking involves empathy, problem-solving, and prototyping for user understanding and experience.', 'duration': 38.328, 'max_score': 11.632, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA11632.jpg'}, {'end': 101.79, 'src': 'embed', 'start': 76.366, 'weight': 0, 'content': [{'end': 86.836, 'text': "And what this basically means is that if you have the wrong kind of culture, it doesn't matter what process you use, design thinking, lean startup.", 'start': 76.366, 'duration': 10.47}, {'end': 92.801, 'text': "Agile, it won't make any difference because the culture will reject the process.", 'start': 87.997, 'duration': 4.804}, {'end': 98.307, 'text': 'Culture is always stronger than the process or programs that people put in place,', 'start': 93.262, 'duration': 5.045}, {'end': 101.79, 'text': 'because culture is the unspoken rules of behavior in any organization.', 'start': 98.307, 'duration': 3.483}], 'summary': 'Culture is stronger than processes in organizations.', 'duration': 25.424, 'max_score': 76.366, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA76366.jpg'}, {'end': 167.301, 'src': 'embed', 'start': 141.432, 'weight': 1, 'content': [{'end': 147.977, 'text': "You're acting the way designers do when faced with high uncertainty and the need for novel solutions.", 'start': 141.432, 'duration': 6.545}, {'end': 150.634, 'text': "So that's just a quick background now.", 'start': 148.911, 'duration': 1.723}, {'end': 152.016, 'text': "This idea of it's a method.", 'start': 150.814, 'duration': 1.202}, {'end': 155.402, 'text': "it's not magic is that I want to go into this.", 'start': 152.016, 'duration': 3.386}, {'end': 156.924, 'text': 'notion of design.', 'start': 155.402, 'duration': 1.522}, {'end': 159.829, 'text': "thinking is not one size fits all and it doesn't always work.", 'start': 156.924, 'duration': 2.905}, {'end': 167.301, 'text': "And we've got quite a bit of experience with hundreds and hundreds of companies that have come to our executive program.", 'start': 161.037, 'duration': 6.264}], 'summary': "Design thinking is not one size fits all and doesn't always work, based on experience with hundreds of companies.", 'duration': 25.869, 'max_score': 141.432, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA141432.jpg'}], 'start': 11.632, 'title': 'Design thinking mindsets and culture', 'summary': 'Delves into the importance of culture in the design thinking process, drawing on experience with numerous companies and executives to emphasize the significance of design thinking mindsets.', 'chapters': [{'end': 179.63, 'start': 11.632, 'title': 'Design thinking mindsets and culture', 'summary': 'Discusses the process of design thinking, emphasizing the importance of culture over process and the implementation of design thinking mindsets, based on experience with hundreds of companies and thousands of executives.', 'duration': 167.998, 'highlights': ['The importance of culture over process in implementing design thinking mindsets is emphasized, based on experience with hundreds of companies and thousands of executives.', 'The process of design thinking is explained, including the stages of empathy, problem exploration, idea generation, prototyping, and testing.', 'The notion of design thinking not being one size fits all and not always working is highlighted, based on experience with hundreds of companies and thousands of executives.', 'The concept of culture eating process for lunch is introduced, illustrating that the wrong culture can hinder the effectiveness of any process, including design thinking, lean startup, or Agile.']}], 'duration': 167.998, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA11632.jpg', 'highlights': ['The importance of culture over process in implementing design thinking mindsets is emphasized, based on experience with hundreds of companies and thousands of executives.', 'The notion of design thinking not being one size fits all and not always working is highlighted, based on experience with hundreds of companies and thousands of executives.', 'The concept of culture eating process for lunch is introduced, illustrating that the wrong culture can hinder the effectiveness of any process, including design thinking, lean startup, or Agile.', 'The process of design thinking is explained, including the stages of empathy, problem exploration, idea generation, prototyping, and testing.']}, {'end': 703.176, 'segs': [{'end': 245.701, 'src': 'embed', 'start': 198.895, 'weight': 0, 'content': [{'end': 205.699, 'text': "And I don't know if I'd call it a backlash, but there's a lot of people questioning whether design thinking is actually effective.", 'start': 198.895, 'duration': 6.804}, {'end': 213.65, 'text': 'And whether by applying this technique, you can in fact achieve significant innovations that have value to your organization.', 'start': 206.1, 'duration': 7.55}, {'end': 218.151, 'text': 'I mean, it might be one thing if this was a method and it made everybody more creative.', 'start': 213.67, 'duration': 4.481}, {'end': 225.992, 'text': 'But creativity itself is not our goal, because children are creative, artists are creative.', 'start': 218.211, 'duration': 7.781}, {'end': 230.573, 'text': "What we're interested in is innovation, and I would define innovation as applied creativity.", 'start': 226.353, 'duration': 4.22}, {'end': 234.274, 'text': 'Creativity applied to a problem where we can measure the output.', 'start': 230.613, 'duration': 3.661}, {'end': 245.701, 'text': 'And the output in innovation is often market share or profitability or some kind of increase in a business metric that we care about.', 'start': 235.134, 'duration': 10.567}], 'summary': 'Some question if design thinking is effective for achieving significant innovations that add value to the organization, as the goal is not just creativity but measurable innovation in market share, profitability, and business metrics.', 'duration': 46.806, 'max_score': 198.895, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA198895.jpg'}, {'end': 467.147, 'src': 'embed', 'start': 440.672, 'weight': 2, 'content': [{'end': 445.757, 'text': "And if you fail to address them, you'll have a less likely good outcome.", 'start': 440.672, 'duration': 5.085}, {'end': 449.18, 'text': 'One is people misunderstand the design thinking framework.', 'start': 446.257, 'duration': 2.923}, {'end': 451.883, 'text': "It's a pretty simple framework, but they don't quite get it right.", 'start': 449.22, 'duration': 2.663}, {'end': 456.764, 'text': 'A huge fear of failure, and this is giant in every organization.', 'start': 453.303, 'duration': 3.461}, {'end': 461.065, 'text': "It's a big, just a personal thing, a feeling of failure.", 'start': 456.824, 'duration': 4.241}, {'end': 465.026, 'text': 'A lack of process, practice, and then poor team selection and formation.', 'start': 461.825, 'duration': 3.201}, {'end': 467.147, 'text': 'So let me go to the first one.', 'start': 466.027, 'duration': 1.12}], 'summary': 'Challenges in design thinking: misunderstood framework, fear of failure, lack of process and poor team selection.', 'duration': 26.475, 'max_score': 440.672, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA440672.jpg'}, {'end': 570.785, 'src': 'embed', 'start': 545.618, 'weight': 3, 'content': [{'end': 552.422, 'text': 'One example of a misunderstanding is we say, did you do a prototype and test things with user? They say, yeah, we did a survey.', 'start': 545.618, 'duration': 6.804}, {'end': 558.001, 'text': "And we got a bunch of interesting data about what people like and don't like.", 'start': 554.14, 'duration': 3.861}, {'end': 562.042, 'text': "And then we point out that one, a survey isn't an interaction.", 'start': 559.182, 'duration': 2.86}, {'end': 564.263, 'text': 'Nobody tried anything.', 'start': 562.803, 'duration': 1.46}, {'end': 565.904, 'text': 'They were just thinking out of their heads.', 'start': 564.403, 'duration': 1.501}, {'end': 570.785, 'text': 'And two, survey data is highly skewed by the questions you ask.', 'start': 566.384, 'duration': 4.401}], 'summary': 'Misunderstanding between prototype testing and survey; survey data skewed by questions.', 'duration': 25.167, 'max_score': 545.618, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA545618.jpg'}, {'end': 623.587, 'src': 'embed', 'start': 601.641, 'weight': 4, 'content': [{'end': 611.424, 'text': 'So the problem here is that underlying the design thinking framework is this notion that in this theory of information or theory of knowledge,', 'start': 601.641, 'duration': 9.783}, {'end': 615.025, 'text': 'you have to admit that it is impossible to get data about the future.', 'start': 611.424, 'duration': 3.601}, {'end': 617.425, 'text': "It's simply impossible.", 'start': 616.365, 'duration': 1.06}, {'end': 623.587, 'text': 'Those of you who are product managers out there in the audience or have done this kind of stuff before,', 'start': 619.146, 'duration': 4.441}], 'summary': 'Design thinking framework acknowledges the impossibility of predicting future data.', 'duration': 21.946, 'max_score': 601.641, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA601641.jpg'}], 'start': 179.63, 'title': 'Challenges in implementing design thinking', 'summary': 'Explores the skepticism around the effectiveness of design thinking and the challenges in its implementation, emphasizing the need for measurable innovation and highlighting reasons for its ineffectiveness, including individual limitations, fear of failure, lack of process, and the impossibility of obtaining reliable future data.', 'chapters': [{'end': 245.701, 'start': 179.63, 'title': 'Effectiveness of design thinking', 'summary': 'Discusses the growing skepticism around the effectiveness of design thinking, emphasizing the need for measurable innovation rather than just creativity.', 'duration': 66.071, 'highlights': ["There's a growing skepticism around the effectiveness of design thinking, with many questioning its ability to achieve significant innovations (market share, profitability, etc.) for organizations.", 'The focus is on innovation rather than just creativity, with innovation defined as applied creativity that leads to measurable outputs such as market share, profitability, or business metric increases.', 'Monitoring social media and articles reveals a noticeable increase in skepticism towards the effectiveness of design thinking in achieving valuable innovations for organizations.']}, {'end': 703.176, 'start': 247.082, 'title': 'Challenges of design thinking implementation', 'summary': 'Discusses the challenges of implementing design thinking, highlighting the reasons for its ineffectiveness in organizations, including individual limitations, fear of failure, lack of process, and misunderstanding the framework, with an emphasis on the impossibility of obtaining reliable data about the future.', 'duration': 456.094, 'highlights': ['Individual limitations and misunderstanding of the design thinking framework The chapter emphasizes the impact of individual preconceptions and human baggage on the implementation of design thinking, highlighting the misunderstanding of the framework, fear of failure, lack of process, and poor team selection.', 'Impossibility of obtaining reliable data about the future It discusses the challenges of obtaining reliable data about the future, emphasizing the theory of knowledge underlying design thinking and the futility of data reduction and traditional problem-solving methods.', 'Impact of user studies and prototype testing The chapter provides an example of a startup that failed to apply the design thinking process, emphasizing the importance of user studies and prototype testing in building off existing data rather than relying on surveys and thought experiments.']}], 'duration': 523.546, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA179630.jpg', 'highlights': ['The focus is on innovation rather than just creativity, with innovation defined as applied creativity that leads to measurable outputs such as market share, profitability, or business metric increases.', 'Monitoring social media and articles reveals a noticeable increase in skepticism towards the effectiveness of design thinking in achieving valuable innovations for organizations.', 'Individual limitations and misunderstanding of the design thinking framework The chapter emphasizes the impact of individual preconceptions and human baggage on the implementation of design thinking, highlighting the misunderstanding of the framework, fear of failure, lack of process, and poor team selection.', 'Impact of user studies and prototype testing The chapter provides an example of a startup that failed to apply the design thinking process, emphasizing the importance of user studies and prototype testing in building off existing data rather than relying on surveys and thought experiments.', 'Impossibility of obtaining reliable data about the future It discusses the challenges of obtaining reliable data about the future, emphasizing the theory of knowledge underlying design thinking and the futility of data reduction and traditional problem-solving methods.', "There's a growing skepticism around the effectiveness of design thinking, with many questioning its ability to achieve significant innovations (market share, profitability, etc.) for organizations."]}, {'end': 1024.271, 'segs': [{'end': 730.528, 'src': 'embed', 'start': 703.176, 'weight': 0, 'content': [{'end': 711.319, 'text': "just sort of collapsing the user's understanding of what the future could be around prototypes they can actually experience.", 'start': 703.176, 'duration': 8.143}, {'end': 718.543, 'text': "Because it's only through our embodied experience of these prototypes do we generate the data of what we want.", 'start': 711.86, 'duration': 6.683}, {'end': 722.945, 'text': "okay?. So if you're saying, hey, we do lots of user studies, but we still missed the mark.", 'start': 718.543, 'duration': 4.402}, {'end': 730.528, 'text': "My guess is, in talking to lots of companies, that you're inventing data sets that aren't accurate.", 'start': 723.865, 'duration': 6.663}], 'summary': 'Prototypes shape user understanding, generating accurate data for future innovations.', 'duration': 27.352, 'max_score': 703.176, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA703176.jpg'}, {'end': 771.496, 'src': 'embed', 'start': 743.951, 'weight': 2, 'content': [{'end': 747.792, 'text': "first we're going to talk to the users, then we're going to get the data set, then we're going to write the MRD,", 'start': 743.951, 'duration': 3.841}, {'end': 750.393, 'text': 'then the engineers are going to build it and then manufacturing is going to make it.', 'start': 747.792, 'duration': 2.601}, {'end': 758.197, 'text': "It just doesn't work that way, and that's why 60% or 70% of the products that are introduced, certainly in the consumer field, fail.", 'start': 751.594, 'duration': 6.603}, {'end': 763.13, 'text': "You didn't do anything wrong, you just believed in data that wasn't real.", 'start': 760.208, 'duration': 2.922}, {'end': 771.496, 'text': "So first piece, conceptual problem, you have to embrace the idea that it's impossible to get the data you need to design.", 'start': 763.35, 'duration': 8.146}], 'summary': '60-70% of consumer products fail due to reliance on unreal data.', 'duration': 27.545, 'max_score': 743.951, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA743951.jpg'}, {'end': 893.928, 'src': 'embed', 'start': 869.21, 'weight': 1, 'content': [{'end': 874.873, 'text': "the fear of failure is so high that it actually limits people's ability to experience their own creativity.", 'start': 869.21, 'duration': 5.663}, {'end': 881.657, 'text': 'Now we think that the iterative nature of design thinking going through these processes over and over and over again,', 'start': 876.634, 'duration': 5.023}, {'end': 885.899, 'text': 'build up what we like to call failure immunity, or at least an insensitivity to failure.', 'start': 881.657, 'duration': 4.242}, {'end': 890.201, 'text': "Because it's not actually a failure to prototype something and then learn something new.", 'start': 886.259, 'duration': 3.942}, {'end': 893.088, 'text': "It feels like it, but it isn't it.", 'start': 891.227, 'duration': 1.861}, {'end': 893.928, 'text': "It's a different thing.", 'start': 893.248, 'duration': 0.68}], 'summary': 'Fear of failure limits creativity; design thinking builds failure immunity.', 'duration': 24.718, 'max_score': 869.21, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA869210.jpg'}], 'start': 703.176, 'title': 'Iterative prototyping and embracing failure', 'summary': 'Discusses the significance of iterative prototyping and overcoming the fear of failure in design, emphasizing the need for real data, high product failure rates due to inaccurate data, and the necessity of embracing failure as a learning opportunity to build creative confidence.', 'chapters': [{'end': 1024.271, 'start': 703.176, 'title': 'Prototype iteration and overcoming failure', 'summary': 'Discusses the importance of iterative prototyping and overcoming the fear of failure in the design process, emphasizing the need to generate real data through embodied experience, the high failure rates of products due to inaccurate data, and the necessity of embracing failure as a learning opportunity to build creative confidence.', 'duration': 321.095, 'highlights': ['Embodying Prototypes Generates Real Data The chapter emphasizes the importance of embodied experience with prototypes to generate real data for designing, highlighting the need to move beyond traditional user studies and technical data reduction, which often lead to inaccurate data sets and high product failure rates.', "High Failure Rates Due to Inaccurate Data The high failure rates of products, especially in the consumer field, are attributed to the reliance on inaccurate data sets for design, leading to a conceptual problem in believing in data that isn't real.", 'Embracing Failure as a Learning Opportunity The chapter advocates for embracing failure as a learning opportunity, emphasizing the necessity of building forward despite the impossibility of obtaining the data needed for design, and the iterative nature of design thinking to develop failure immunity and creative confidence.', 'Importance of Process Practice and Creativity The chapter stresses the importance of process practice and creativity, highlighting the need for guided mastery through small, self-contained steps to overcome fear and succeed, while also emphasizing the detrimental impact of deviating from the design process and hunkering down with like-minded teams.']}], 'duration': 321.095, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA703176.jpg', 'highlights': ['Embodying Prototypes Generates Real Data The chapter emphasizes the importance of embodied experience with prototypes to generate real data for designing, highlighting the need to move beyond traditional user studies and technical data reduction, which often lead to inaccurate data sets and high product failure rates.', 'Embracing Failure as a Learning Opportunity The chapter advocates for embracing failure as a learning opportunity, emphasizing the necessity of building forward despite the impossibility of obtaining the data needed for design, and the iterative nature of design thinking to develop failure immunity and creative confidence.', "High Failure Rates Due to Inaccurate Data The high failure rates of products, especially in the consumer field, are attributed to the reliance on inaccurate data sets for design, leading to a conceptual problem in believing in data that isn't real.", 'Importance of Process Practice and Creativity The chapter stresses the importance of process practice and creativity, highlighting the need for guided mastery through small, self-contained steps to overcome fear and succeed, while also emphasizing the detrimental impact of deviating from the design process and hunkering down with like-minded teams.']}, {'end': 1496.907, 'segs': [{'end': 1095.263, 'src': 'embed', 'start': 1025.791, 'weight': 0, 'content': [{'end': 1029.453, 'text': 'So again and again and again, we see organizations plunge in with good intentions.', 'start': 1025.791, 'duration': 3.662}, {'end': 1035.414, 'text': 'But the individuals in the organizations, the individual people do not have practice competence yet.', 'start': 1029.532, 'duration': 5.882}, {'end': 1040.395, 'text': "And so they fall back on old behaviors and then say design thinking didn't work.", 'start': 1036.954, 'duration': 3.441}, {'end': 1047.478, 'text': 'So the next one I think is the number one thing that we see across the board.', 'start': 1041.135, 'duration': 6.343}, {'end': 1050.699, 'text': 'Okay, so teams are just made up of individuals.', 'start': 1047.498, 'duration': 3.201}, {'end': 1060.395, 'text': 'If individuals are uncertain about the process or have enough reps through the process to own those new behaviors.', 'start': 1050.759, 'duration': 9.636}, {'end': 1066.925, 'text': 'Then you put them on teams, and the teams are stressed anyway because the teams are working very differently than other teams in the organization.', 'start': 1061.196, 'duration': 5.729}, {'end': 1071.732, 'text': "And now we've got, I gotta learn to be different myself.", 'start': 1067.91, 'duration': 3.822}, {'end': 1072.972, 'text': 'I gotta learn to be different on this team.', 'start': 1071.772, 'duration': 1.2}, {'end': 1074.593, 'text': 'And I gotta half the time.', 'start': 1073.032, 'duration': 1.561}, {'end': 1080.276, 'text': "we also find that these teams, in addition to the design thinking exercise or project they've been given,", 'start': 1074.593, 'duration': 5.683}, {'end': 1083.557, 'text': "they haven't been relieved of their other project responsibilities.", 'start': 1080.276, 'duration': 3.281}, {'end': 1084.878, 'text': "So they're sort of doing it part time.", 'start': 1083.597, 'duration': 1.281}, {'end': 1093.502, 'text': "But assuming you have an intact team and that they've been given a priority on their time to do this, they still need a lot of coaching.", 'start': 1085.698, 'duration': 7.804}, {'end': 1095.263, 'text': "Because if it's a multidisciplinary team,", 'start': 1093.562, 'duration': 1.701}], 'summary': 'Organizations struggle with design thinking due to lack of individual practice and coaching.', 'duration': 69.472, 'max_score': 1025.791, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1025790.jpg'}, {'end': 1170.065, 'src': 'embed', 'start': 1133.524, 'weight': 4, 'content': [{'end': 1139.748, 'text': 'Eventually, if we get through that part of the process with good coaching and guidance, we get to a normative behavior.', 'start': 1133.524, 'duration': 6.224}, {'end': 1144.492, 'text': "We're a pretty good team and we know how to hand things off between each other and we know what we're doing.", 'start': 1139.768, 'duration': 4.724}, {'end': 1149.535, 'text': 'And then if we have a chance to do this in a couple of different projects, we become a high performance team.', 'start': 1145.312, 'duration': 4.223}, {'end': 1153.638, 'text': "Because we're almost intuitively connected in the process and we know what's next.", 'start': 1149.955, 'duration': 3.683}, {'end': 1156.62, 'text': 'It comes down to mutual respect.', 'start': 1155.299, 'duration': 1.321}, {'end': 1161.443, 'text': "It comes down to understanding what everybody's deliverables are.", 'start': 1157.722, 'duration': 3.721}, {'end': 1164.543, 'text': 'I was coaching a team once and it had MBAs and engineers on it.', 'start': 1161.483, 'duration': 3.06}, {'end': 1170.065, 'text': 'Very talented people in both dimensions and they were trying to solve hard problems.', 'start': 1166.144, 'duration': 3.921}], 'summary': 'Effective coaching and mutual respect lead to high performance teams, as seen with mbas and engineers solving hard problems.', 'duration': 36.541, 'max_score': 1133.524, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1133524.jpg'}, {'end': 1369.054, 'src': 'embed', 'start': 1343.962, 'weight': 3, 'content': [{'end': 1350.145, 'text': 'It turns out the only thing they could correlate to high performance were teams that had high social trust.', 'start': 1343.962, 'duration': 6.183}, {'end': 1355.687, 'text': 'Where they spoke about things that had nothing to do with the project and trusted each other as people.', 'start': 1351.485, 'duration': 4.202}, {'end': 1362.033, 'text': "It's all about, at the end of the day, people.", 'start': 1358.212, 'duration': 3.821}, {'end': 1365.193, 'text': "But you put that high performance team in the wrong environment and they're going to fail anyway.", 'start': 1362.353, 'duration': 2.84}, {'end': 1369.054, 'text': "And then the organization is going to learn the lesson C, design doesn't work here.", 'start': 1365.433, 'duration': 3.621}], 'summary': 'High social trust correlates with high team performance.', 'duration': 25.092, 'max_score': 1343.962, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1343962.jpg'}, {'end': 1400.211, 'src': 'heatmap', 'start': 1365.433, 'weight': 0.748, 'content': [{'end': 1369.054, 'text': "And then the organization is going to learn the lesson C, design doesn't work here.", 'start': 1365.433, 'duration': 3.621}, {'end': 1373.455, 'text': 'And we find that comes with three barriers and then the issues of politics.', 'start': 1370.214, 'duration': 3.241}, {'end': 1379.396, 'text': 'So the three barriers are pretty straightforward, conceptual, semantic, and social.', 'start': 1374.135, 'duration': 5.261}, {'end': 1382.897, 'text': 'Again, this comes from the work of Professor Hyman at San Francisco State.', 'start': 1379.436, 'duration': 3.461}, {'end': 1391.629, 'text': 'These conceptual blocks are a little bit around personal challenges, but they come up around the idea of how do we have ideas around here?', 'start': 1384.048, 'duration': 7.581}, {'end': 1400.211, 'text': "And organizations that have very strict rules about what's allowable thinking and what's not.", 'start': 1392.129, 'duration': 8.082}], 'summary': 'Organizations face three barriers: conceptual, semantic, and social, leading to issues of politics.', 'duration': 34.778, 'max_score': 1365.433, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1365433.jpg'}], 'start': 1025.791, 'title': 'Design thinking and team dynamics', 'summary': "Addresses the challenges in implementing design thinking, emphasizing the impact of individual competence, team support, and lack of practice competence, individual uncertainty, and insufficient coaching. it also discusses bruce tuckman's team model, highlighting the stages of forming, storming, norming, and performing, and the correlation between high performance teams and high social trust.", 'chapters': [{'end': 1114.754, 'start': 1025.791, 'title': 'Design thinking challenges in organizations', 'summary': 'Emphasizes the importance of individual competence and team support in successful implementation of design thinking, highlighting the impact of lack of practice competence, individual uncertainty, and insufficient coaching on multidisciplinary teams.', 'duration': 88.963, 'highlights': ["Individuals' lack of practice competence leads to fallback on old behaviors, hindering the success of design thinking in organizations.", 'Uncertainty and lack of practice competence at the individual level create stress within teams, especially when working differently than other teams in the organization.', 'Multidisciplinary teams need a lot of coaching to navigate through different processes as individuals from various parts of the organization come together.']}, {'end': 1496.907, 'start': 1115.074, 'title': "Bruce tuckman's team model", 'summary': "Discusses bruce tuckman's team model, highlighting the stages of forming, storming, norming, and performing, emphasizing the importance of mutual respect and understanding of different disciplines, and the correlation between high performance teams and high social trust.", 'duration': 381.833, 'highlights': ['The correlation between high performance teams and high social trust is emphasized, citing research from Google that found high social trust as the only correlated factor to high performance teams, surpassing sociometrics and psychometrics. Research findings from Google', 'The stages of team development, including forming, storming, norming, and performing, are discussed, emphasizing the importance of good coaching and guidance to progress towards a high performance team. Stages of team development', "The importance of mutual respect and understanding of different disciplines within a team is highlighted through the example of engineers and MBAs, emphasizing the value of each discipline's deliverables. Example of engineers and MBAs"]}], 'duration': 471.116, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1025790.jpg', 'highlights': ["Individuals' lack of practice competence hinders design thinking success.", 'Uncertainty and lack of practice competence create stress within teams.', 'Multidisciplinary teams need a lot of coaching to navigate through different processes.', 'High social trust is the only correlated factor to high performance teams.', 'Good coaching and guidance are crucial for team development stages.', 'Mutual respect and understanding of different disciplines within a team are important.']}, {'end': 2379.427, 'segs': [{'end': 1524.489, 'src': 'embed', 'start': 1496.927, 'weight': 5, 'content': [{'end': 1502.111, 'text': 'This gets back a little bit, I think, to the Google research that is all about social interaction.', 'start': 1496.927, 'duration': 5.184}, {'end': 1505.854, 'text': "There's a huge number of social barriers in organizations.", 'start': 1503.452, 'duration': 2.402}, {'end': 1507.155, 'text': "It's a network problem.", 'start': 1506.214, 'duration': 0.941}, {'end': 1515.619, 'text': "You've probably never been on a team that was truly multidisciplinary and cross-functional.", 'start': 1508.631, 'duration': 6.988}, {'end': 1524.489, 'text': 'The engineers eat lunch with engineers, and the cons eat lunch with the cons, and marketing guys and girls all go out together for coffee.', 'start': 1515.659, 'duration': 8.83}], 'summary': 'Social barriers in organizations hinder multidisciplinary collaboration and social interaction.', 'duration': 27.562, 'max_score': 1496.927, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1496927.jpg'}, {'end': 1594.123, 'src': 'embed', 'start': 1566.558, 'weight': 3, 'content': [{'end': 1573.18, 'text': "So we've got this interesting definition of politics that comes from a consultant that I work with a lot, a man named Dave Evans.", 'start': 1566.558, 'duration': 6.622}, {'end': 1575.54, 'text': "He's one of the founders of Electronic Arts.", 'start': 1573.98, 'duration': 1.56}, {'end': 1581.775, 'text': 'tries to help CEOs understand politics.', 'start': 1579.113, 'duration': 2.662}, {'end': 1585.418, 'text': 'So politics we describe as just the invisible influence infrastructure.', 'start': 1581.795, 'duration': 3.623}, {'end': 1588.76, 'text': "It's invisible, you can't see it, but everybody knows it's there.", 'start': 1585.858, 'duration': 2.902}, {'end': 1594.123, 'text': "And it's the thing that sort of underlines how decisions get made in this organization.", 'start': 1589.3, 'duration': 4.823}], 'summary': 'Politics is the invisible influence infrastructure that underlines decision-making in organizations.', 'duration': 27.565, 'max_score': 1566.558, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1566558.jpg'}, {'end': 1645.452, 'src': 'embed', 'start': 1613.1, 'weight': 4, 'content': [{'end': 1619.423, 'text': "I'm the CEO, I sign the check and things happen, or I decide to build a factory and then a factory is built.", 'start': 1613.1, 'duration': 6.323}, {'end': 1620.984, 'text': 'I have the power to make these decisions.', 'start': 1619.483, 'duration': 1.501}, {'end': 1623.125, 'text': "So that's authority.", 'start': 1622.284, 'duration': 0.841}, {'end': 1625.246, 'text': "But then there's also influence.", 'start': 1624.205, 'duration': 1.041}, {'end': 1629.408, 'text': 'And a lot of stuff that happens in an organization really happens through influencing.', 'start': 1625.546, 'duration': 3.862}, {'end': 1634.911, 'text': 'I may not have the power to do something, but I have the ability to influence the decision.', 'start': 1630.249, 'duration': 4.662}, {'end': 1645.452, 'text': 'For instance, I run the degree granting program in the School of Engineering, Mechanical Engineering School, and we give out degrees.', 'start': 1636.788, 'duration': 8.664}], 'summary': 'Ceo has authority to make decisions and influence outcomes in organization.', 'duration': 32.352, 'max_score': 1613.1, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1613100.jpg'}, {'end': 1756.225, 'src': 'embed', 'start': 1706.206, 'weight': 1, 'content': [{'end': 1707.306, 'text': 'You just tell everybody what to do.', 'start': 1706.206, 'duration': 1.1}, {'end': 1714.111, 'text': 'And you can have, in the top, authority, and we go to the next slide.', 'start': 1707.906, 'duration': 6.205}, {'end': 1719.632, 'text': "I'm going to argue that the power zone is right in that middle on the left side,", 'start': 1714.491, 'duration': 5.141}, {'end': 1725.813, 'text': 'where maybe you are your engineering director or your marketing product manager or something.', 'start': 1719.632, 'duration': 6.181}, {'end': 1731.894, 'text': 'Product managers, by the way, almost entirely move products through organizations through influence.', 'start': 1726.033, 'duration': 5.861}, {'end': 1739.908, 'text': 'Product managers almost never have the authority to tell manufacturing or marketing or somebody what to do.', 'start': 1732.514, 'duration': 7.394}, {'end': 1744.773, 'text': "But they're geniuses at managing through influence.", 'start': 1740.009, 'duration': 4.764}, {'end': 1749.658, 'text': "And I've always taught my young managers that you never manage through authority anyway,", 'start': 1745.314, 'duration': 4.344}, {'end': 1756.225, 'text': 'because pushing people around because you have power is a very short term tactic to get anything done in any organization.', 'start': 1749.658, 'duration': 6.567}], 'summary': 'Product managers excel in managing through influence, not authority, as they move products through organizations.', 'duration': 50.019, 'max_score': 1706.206, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1706206.jpg'}, {'end': 1879.888, 'src': 'heatmap', 'start': 1810.346, 'weight': 1, 'content': [{'end': 1814.168, 'text': 'If they turn out to be powerful with no influence, they just get thrown out of the pyramid.', 'start': 1810.346, 'duration': 3.822}, {'end': 1827.352, 'text': "So, if you go to the next slide, change requires that you have an influencer who is strategically aligned with the organization's objectives,", 'start': 1815.948, 'duration': 11.404}, {'end': 1836.174, 'text': 'is culturally aligned, understands how things get done around here and has some record of being successful in influencing decisions.', 'start': 1827.352, 'duration': 8.822}, {'end': 1842.797, 'text': 'So this brings me to the next slide, which is just a little org chart.', 'start': 1836.955, 'duration': 5.842}, {'end': 1846.71, 'text': 'Get the next slide.', 'start': 1845.669, 'duration': 1.041}, {'end': 1847.951, 'text': 'All right, apologies.', 'start': 1847.25, 'duration': 0.701}, {'end': 1851.374, 'text': "So yeah, we'll do this first.", 'start': 1848.251, 'duration': 3.123}, {'end': 1854.076, 'text': "Go back to the org chart, that's great.", 'start': 1852.195, 'duration': 1.881}, {'end': 1863.785, 'text': 'In most organizations that are sort of got any kind of hierarchy at all, the way you move up the hierarchy.', 'start': 1856.919, 'duration': 6.866}, {'end': 1871.58, 'text': 'up. the vertical slice is to be first an individual contributor, then maybe a team leader,', 'start': 1865.034, 'duration': 6.546}, {'end': 1879.888, 'text': "then maybe you get to manage teams and then you get to manage multiple teams and then pretty soon you're managing a whole function or a whole organization.", 'start': 1871.58, 'duration': 8.308}], 'summary': "Change requires influential alignment within the organization's hierarchy.", 'duration': 69.542, 'max_score': 1810.346, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1810346.jpg'}, {'end': 2383.852, 'src': 'embed', 'start': 2355.943, 'weight': 0, 'content': [{'end': 2361.064, 'text': "There's four things we think of that limit individuals from participating fully in this activity.", 'start': 2355.943, 'duration': 5.121}, {'end': 2367.885, 'text': "And then there's the conceptual and social barriers, the lack of influencers, and the lack of C-level support.", 'start': 2361.644, 'duration': 6.241}, {'end': 2375.486, 'text': 'Whenever we see an implementation that has not met its objectives, those are typically the two number one things.', 'start': 2368.225, 'duration': 7.261}, {'end': 2379.427, 'text': 'Lack of C-level support and a lack of an influencer driving the team.', 'start': 2375.526, 'duration': 3.901}, {'end': 2383.852, 'text': "So let's end there.", 'start': 2381.311, 'duration': 2.541}], 'summary': 'Lack of c-level support and influencers are key barriers to successful implementation.', 'duration': 27.909, 'max_score': 2355.943, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA2355943.jpg'}], 'start': 1496.927, 'title': 'Social barriers and influence in organizations', 'summary': 'Discusses the impact of social barriers and politics on collaboration, emphasizing the need for multidisciplinary collaboration and understanding political influence. additionally, it emphasizes the importance of influence over authority and the challenges in implementing design thinking, highlighting the need for influencers and c-level support.', 'chapters': [{'end': 1660.534, 'start': 1496.927, 'title': 'Social barriers and politics in organizations', 'summary': 'Discusses the impact of social barriers and politics on collaboration and decision-making within organizations, emphasizing the need to build social networks that support multidisciplinary collaboration and understanding the invisible influence infrastructure of politics.', 'duration': 163.607, 'highlights': ["The impact of social barriers on collaboration and multidisciplinarity within organizations is emphasized, highlighting the need to build social networks that support radical collaboration and understanding of each other's skill sets. Emphasizes the existence of social barriers in organizations, the lack of truly multidisciplinary teams, and the importance of building social networks to support collaboration.", 'The concept of politics is defined as the invisible influence infrastructure that underlines decision-making in organizations, regardless of their size, with emphasis on the distinction between authority and influence in getting things done. Defines politics as the invisible influence infrastructure underlying decision-making, and distinguishes between authority and influence in organizational dynamics.', 'Illustrates the concept of influence in organizational decision-making, emphasizing that many activities in an organization happen through influencing, even without direct authority, using the example of co-executive directors in different areas. Emphasizes the role of influence in organizational decision-making and uses the example of co-executive directors to illustrate the concept.']}, {'end': 2379.427, 'start': 1660.934, 'title': 'Influencing without authority', 'summary': 'Emphasizes the importance of influence over authority in organizations and the challenges faced in implementing design thinking, highlighting the need for influencers and c-level support to drive successful change.', 'duration': 718.493, 'highlights': ['Product managers almost entirely move products through organizations through influence. Product managers are highlighted as being effective in moving products through organizations using influence rather than authority.', "The power zone for making change in an organization is in the middle on the left side, where there is enough authority to allocate resources and the ability to influence outcomes positively. The 'power zone' for making organizational change is identified as being in the middle left, where there is a balance of authority and influence to allocate resources and drive positive outcomes.", 'Lack of influencers and C-level support are highlighted as the top two factors limiting the success of implementations in organizations. The lack of influencers and C-level support are identified as the primary factors that limit the success of implementations within organizations.']}], 'duration': 882.5, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA1496927.jpg', 'highlights': ['The lack of influencers and C-level support are highlighted as the primary factors that limit the success of implementations within organizations.', "The 'power zone' for making organizational change is identified as being in the middle left, where there is a balance of authority and influence to allocate resources and drive positive outcomes.", 'Product managers are highlighted as being effective in moving products through organizations using influence rather than authority.', 'Defines politics as the invisible influence infrastructure underlying decision-making, and distinguishes between authority and influence in organizational dynamics.', 'Emphasizes the role of influence in organizational decision-making and uses the example of co-executive directors to illustrate the concept.', "The impact of social barriers on collaboration and multidisciplinarity within organizations is emphasized, highlighting the need to build social networks that support radical collaboration and understanding of each other's skill sets."]}, {'end': 2965.548, 'segs': [{'end': 2444.312, 'src': 'embed', 'start': 2381.311, 'weight': 0, 'content': [{'end': 2383.852, 'text': "So let's end there.", 'start': 2381.311, 'duration': 2.541}, {'end': 2388.893, 'text': "Actually, the one other thing I want to point out, one large-scale transformation that's underway right now is IBM.", 'start': 2383.912, 'duration': 4.981}, {'end': 2390.334, 'text': "And it's the largest one we know of.", 'start': 2389.133, 'duration': 1.201}, {'end': 2400.497, 'text': "The CEO, Ginni Rometty, has said that they have to transform from kind of an engineering sales culture, which is what IBM's been for years and years,", 'start': 2391.254, 'duration': 9.243}, {'end': 2401.597, 'text': 'into a design culture.', 'start': 2400.497, 'duration': 1.1}, {'end': 2403.317, 'text': "And they're using design thinking as the method.", 'start': 2401.677, 'duration': 1.64}, {'end': 2405.738, 'text': 'Dan Gilbert is a great person in charge of this effort.', 'start': 2403.537, 'duration': 2.201}, {'end': 2415.233, 'text': "He was CEO of a startup they bought and He's built a design center in Austin and is kind of educating hundreds and hundreds of students at design,", 'start': 2406.258, 'duration': 8.975}, {'end': 2420.859, 'text': 'thinking trained engineers and designers and then deploying them throughout IBM.', 'start': 2415.233, 'duration': 5.626}, {'end': 2425.444, 'text': "He's doing two classes a year, I think of 300, and he's been doing this for three years.", 'start': 2421.319, 'duration': 4.125}, {'end': 2429.128, 'text': "So he's got 1, 500 trained design thinkers deployed all over IBM.", 'start': 2425.504, 'duration': 3.624}, {'end': 2433.482, 'text': "Evidence isn't there yet in the stock price or in earnings,", 'start': 2430.439, 'duration': 3.043}, {'end': 2444.312, 'text': "but there's some evidence that the divisions are really really taking this methodology to heart and building the next generation of IBM software with this in mind.", 'start': 2433.482, 'duration': 10.83}], 'summary': 'Ibm is undergoing a large-scale transformation into a design culture, deploying 1,500 trained design thinkers to build next-gen software.', 'duration': 63.001, 'max_score': 2381.311, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA2381311.jpg'}, {'end': 2645.814, 'src': 'embed', 'start': 2619.187, 'weight': 3, 'content': [{'end': 2623.148, 'text': "So I think it's even more important in large organizations to get into a culture of prototyping.", 'start': 2619.187, 'duration': 3.961}, {'end': 2630.57, 'text': 'Because just the prototypes themselves will collapse that distance between the people thinking of the products and the people using them.', 'start': 2623.568, 'duration': 7.002}, {'end': 2636.491, 'text': 'And when you bring prototypes to meetings, it collapses the semantic problem.', 'start': 2631.35, 'duration': 5.141}, {'end': 2638.131, 'text': "Everybody goes, that's what we're making.", 'start': 2636.571, 'duration': 1.56}, {'end': 2640.393, 'text': "Is that what we're making? I thought it was something else.", 'start': 2638.692, 'duration': 1.701}, {'end': 2645.814, 'text': "And so it's a really great way to build consensus inside the team and,", 'start': 2640.953, 'duration': 4.861}], 'summary': 'Prototyping in large organizations helps collapse distance and build consensus.', 'duration': 26.627, 'max_score': 2619.187, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA2619187.jpg'}, {'end': 2730.397, 'src': 'embed', 'start': 2698.938, 'weight': 4, 'content': [{'end': 2702.641, 'text': "Around that, there's a community of people who just wanna know what the team's doing.", 'start': 2698.938, 'duration': 3.703}, {'end': 2705.303, 'text': "And then outside of that, there's the people who want the team to fail.", 'start': 2703.061, 'duration': 2.242}, {'end': 2709.611, 'text': "So you're managing your support layer and your community layer.", 'start': 2706.147, 'duration': 3.464}, {'end': 2717.041, 'text': "And that's why prototyping and making your work visible, having a huddle room or a war room where all the stuff is all the time.", 'start': 2710.132, 'duration': 6.909}, {'end': 2724.331, 'text': "over-communicating inside the organization just so that, one, you're not the scary new thing that nobody knows what you're doing.", 'start': 2718.024, 'duration': 6.307}, {'end': 2730.397, 'text': 'And where you acknowledge that you need the support of that inner circle of people who need to support the project.', 'start': 2724.831, 'duration': 5.566}], 'summary': 'Managing support and community layers, over-communicating, and seeking acknowledgement for project support are essential for team success.', 'duration': 31.459, 'max_score': 2698.938, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA2698938.jpg'}, {'end': 2806.41, 'src': 'embed', 'start': 2785.546, 'weight': 5, 'content': [{'end': 2797.068, 'text': 'most of the people who come to the master class are fairly senior folks in their organization that are responsible for innovation or for some kind of an organization that needs to drive change.', 'start': 2785.546, 'duration': 11.522}, {'end': 2803.789, 'text': 'So I see a widespread adoption of these techniques with people who you would consider more senior managers,', 'start': 2797.128, 'duration': 6.661}, {'end': 2806.41, 'text': 'who therefore are probably in an older generation.', 'start': 2803.789, 'duration': 2.621}], 'summary': 'Senior managers in the master class are driving change and adopting innovation techniques.', 'duration': 20.864, 'max_score': 2785.546, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA2785546.jpg'}, {'end': 2956.035, 'src': 'embed', 'start': 2925.879, 'weight': 6, 'content': [{'end': 2927.279, 'text': "Hopefully you don't have to wait for a crisis.", 'start': 2925.879, 'duration': 1.4}, {'end': 2931.941, 'text': 'Yeah, so creating a sense of urgency is helpful but not a necessity.', 'start': 2927.459, 'duration': 4.482}, {'end': 2948.025, 'text': 'So I want to thank Bill Burnett again for this really insightful webinar and create a little bit of a sense of urgency with all of you folks to hopefully register for our next webinar and also visit us here on campus for the Innovation Master Series in June.', 'start': 2932.901, 'duration': 15.124}, {'end': 2956.035, 'text': 'and get a chance to soak up more of this really great content and see all this in person.', 'start': 2948.465, 'duration': 7.57}], 'summary': 'Creating a sense of urgency for next webinar and campus visit in june.', 'duration': 30.156, 'max_score': 2925.879, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA2925879.jpg'}], 'start': 2381.311, 'title': "Ibm's transformation to design culture and the power of prototyping in business", 'summary': "Discusses ibm's transformation to a design culture with 1,500 trained design thinkers and the effectiveness of prototyping in business, citing examples from apple and disneyland, and navigating internal politics to drive innovation.", 'chapters': [{'end': 2465.874, 'start': 2381.311, 'title': "Ibm's transformation to design culture", 'summary': "Discusses ibm's large-scale transformation from an engineering sales culture to a design culture, with 1,500 trained design thinkers deployed throughout the company, leading to positive outcomes in certain pockets.", 'duration': 84.563, 'highlights': ['The CEO of IBM, Ginni Rometty, is leading the transformation from an engineering sales culture to a design culture using design thinking as the method, with 1,500 trained design thinkers deployed throughout the company.', 'Dan Gilbert, in charge of the effort, has built a design center in Austin, educated hundreds of students in design thinking, and deployed them throughout IBM, with 300 students trained in two classes per year for three years.', 'The divisions at IBM are taking the design methodology to heart, and certain pockets where this has been implemented and new products introduced, are performing very well.']}, {'end': 2965.548, 'start': 2466.84, 'title': 'The power of prototyping in business', 'summary': 'Emphasizes the importance of prototyping in both small and large organizations, citing examples from apple and disneyland, and highlights the effectiveness of managing support and community layers around a team to navigate internal politics and drive innovation.', 'duration': 498.708, 'highlights': ["Prototyping is essential for both small and large organizations, as demonstrated by Apple's innovation in laptop products, with the effectiveness of prototyping emphasized in collapsing barriers between designers, marketers, and users, as well as building consensus within the team and communicating with management.", 'Managing support and community layers around a team is crucial for navigating internal politics, with the need for a high influence project manager, over-communication, and acknowledging the support required from various organizational groups to drive successful innovation.', 'The widespread adoption of innovative techniques is seen across senior managers, regardless of generational gaps, with a call to action for visionary leaders to proactively drive disruption and innovation in their organizations, rather than waiting for a crisis to necessitate change.', 'Creating a sense of urgency is helpful but not a necessity in driving innovation within an organization, with the recognition that crisis situations often prompt a need for rapid innovation and change.']}], 'duration': 584.237, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/vSuK2C89yjA/pics/vSuK2C89yjA2381311.jpg', 'highlights': ['The CEO of IBM, Ginni Rometty, is leading the transformation to a design culture with 1,500 trained design thinkers deployed throughout the company.', 'Dan Gilbert has built a design center in Austin, educated hundreds of students in design thinking, and deployed them throughout IBM, with 300 students trained in two classes per year for three years.', 'Certain pockets at IBM where the design methodology has been implemented and new products introduced are performing very well.', "Prototyping is essential for both small and large organizations, as demonstrated by Apple's innovation in laptop products.", 'Managing support and community layers around a team is crucial for navigating internal politics and driving successful innovation.', 'The widespread adoption of innovative techniques is seen across senior managers, regardless of generational gaps.', 'Creating a sense of urgency is helpful but not a necessity in driving innovation within an organization.']}], 'highlights': ['The importance of culture over process in implementing design thinking mindsets is emphasized, based on experience with hundreds of companies and thousands of executives.', 'The notion of design thinking not being one size fits all and not always working is highlighted, based on experience with hundreds of companies and thousands of executives.', 'The concept of culture eating process for lunch is introduced, illustrating that the wrong culture can hinder the effectiveness of any process, including design thinking, lean startup, or Agile.', 'The process of design thinking is explained, including the stages of empathy, problem exploration, idea generation, prototyping, and testing.', 'Monitoring social media and articles reveals a noticeable increase in skepticism towards the effectiveness of design thinking in achieving valuable innovations for organizations.', 'Individual limitations and misunderstanding of the design thinking framework The chapter emphasizes the impact of individual preconceptions and human baggage on the implementation of design thinking, highlighting the misunderstanding of the framework, fear of failure, lack of process, and poor team selection.', 'Impact of user studies and prototype testing The chapter provides an example of a startup that failed to apply the design thinking process, emphasizing the importance of user studies and prototype testing in building off existing data rather than relying on surveys and thought experiments.', 'Impossibility of obtaining reliable data about the future It discusses the challenges of obtaining reliable data about the future, emphasizing the theory of knowledge underlying design thinking and the futility of data reduction and traditional problem-solving methods.', "There's a growing skepticism around the effectiveness of design thinking, with many questioning its ability to achieve significant innovations (market share, profitability, etc.) for organizations.", 'Embodying Prototypes Generates Real Data The chapter emphasizes the importance of embodied experience with prototypes to generate real data for designing, highlighting the need to move beyond traditional user studies and technical data reduction, which often lead to inaccurate data sets and high product failure rates.', 'Embracing Failure as a Learning Opportunity The chapter advocates for embracing failure as a learning opportunity, emphasizing the necessity of building forward despite the impossibility of obtaining the data needed for design, and the iterative nature of design thinking to develop failure immunity and creative confidence.', "High Failure Rates Due to Inaccurate Data The high failure rates of products, especially in the consumer field, are attributed to the reliance on inaccurate data sets for design, leading to a conceptual problem in believing in data that isn't real.", 'Importance of Process Practice and Creativity The chapter stresses the importance of process practice and creativity, highlighting the need for guided mastery through small, self-contained steps to overcome fear and succeed, while also emphasizing the detrimental impact of deviating from the design process and hunkering down with like-minded teams.', "Individuals' lack of practice competence hinders design thinking success.", 'Uncertainty and lack of practice competence create stress within teams.', 'Multidisciplinary teams need a lot of coaching to navigate through different processes.', 'High social trust is the only correlated factor to high performance teams.', 'Good coaching and guidance are crucial for team development stages.', 'Mutual respect and understanding of different disciplines within a team are important.', 'The lack of influencers and C-level support are highlighted as the primary factors that limit the success of implementations within organizations.', "The 'power zone' for making organizational change is identified as being in the middle left, where there is a balance of authority and influence to allocate resources and drive positive outcomes.", 'Product managers are highlighted as being effective in moving products through organizations using influence rather than authority.', 'Defines politics as the invisible influence infrastructure underlying decision-making, and distinguishes between authority and influence in organizational dynamics.', 'Emphasizes the role of influence in organizational decision-making and uses the example of co-executive directors to illustrate the concept.', "The impact of social barriers on collaboration and multidisciplinarity within organizations is emphasized, highlighting the need to build social networks that support radical collaboration and understanding of each other's skill sets.", 'The CEO of IBM, Ginni Rometty, is leading the transformation to a design culture with 1,500 trained design thinkers deployed throughout the company.', 'Dan Gilbert has built a design center in Austin, educated hundreds of students in design thinking, and deployed them throughout IBM, with 300 students trained in two classes per year for three years.', 'Certain pockets at IBM where the design methodology has been implemented and new products introduced are performing very well.', "Prototyping is essential for both small and large organizations, as demonstrated by Apple's innovation in laptop products.", 'Managing support and community layers around a team is crucial for navigating internal politics and driving successful innovation.', 'The widespread adoption of innovative techniques is seen across senior managers, regardless of generational gaps.', 'Creating a sense of urgency is helpful but not a necessity in driving innovation within an organization.']}