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5
MOVE
FORWARD

THE DESIGN PROCESS

MOVE FORWARD
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TABLE OF CONTENTS
A NOTE ABOUT THIS WEEK'S READINGS
The Week 5 readings are relatively short since we've now made it through the three stages of the
human-centered design process. However, as part of the readings, you'll be asked to reflect on your
experiences during the course so far and spend some time browsing the Google+ community. Note
that this format is likely to require less time reading, and a bit more time thinking or writing things
down. So get your pencils and an Internet connection and dive into your final week of this course.

WORKSHOP PREPARATION
Prepare for Your Week 5 Workshop

READINGS + REFLECTIONS + INSPIRATION

01 Human-Centered Design: Move Forward
02 Case Study: Clean Team #2
03 Reflect on the Human-Centered Design Process
04 Gather Inspiration from the Google+ Community
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WORKSHOP PREPARATION

For Week 5 Workshop

CHOOSE
a Weekly Leader.

COORDINATE
with your team to bring supplies for the Week 5 workshop. Post-it Notes,
felt pens or Sharpies, and blank sheets of paper (notebook size or larger)
should be sufficient.

REFLECT + ANSWER
the questions included with Readings 03 + 04 this week.

BRING
the following: 1) Week 4 prototypes and field notes from your prototype
testing; 2) the experience maps created during your Week 4 workshop;
3) printed Week 5 Workshop Guide; and 4) your answers to the questions
in this week's Readings 03 + 04.

CONSIDER BRINGING
some food and drinks so that your team can celebrate your successful
completion of the course.
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READINGS

01 Human-Centered
Design: Move
Forward
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THE DESIGN PROCESS HCD WORKSHOP
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MOVE FORWARD
REPEAT

Over the first four weeks of this course, you've

moved through the Discover, Ideate, and
Prototype phases of the human-centered
design process. The process is not always linear,
however. Instead, human-centered design is
about continuing to iterate and refine your ideas,
which often involves returning to various stages
in the process. Eventually, once the iteration
and refinement process is complete, you will
pilot and then scale your ideas. This is a topic
for an entirely different course, however! As
part of the Week 5 Readings, we'll give you just
a preview of what these steps might involve.

ITERATE:
WHAT QUESTIONS STILL
NEED AN ANSWER?
Create an action plan.
Most ideas cannot be fully realized with just one prototype. Continuous iteration on
your idea requires various resources and capabilities, including money, time, and
people. Here are some guidelines for what it takes to move your design through the
iteration process.
Evaluate your experience map.
As part of the Week 4 Prototype workshop,
your team created an experience map that
identified the key moments when users
might interact with your idea. Review that
experience map based upon what you
learned while testing and refining your
prototypes during Week 4. What questions
have been answered? What do you still need
to learn?
Specify the materials you need. Make a
list of all the materials you will need to build
future prototypes now that you understand
the prototyping process. Are these supplies
available to you? Will you need to purchase
any new materials?
Calculate the funds you'll need.
Money will always be a scarce resource
for a social entrepreneur. Dont let this
discourage you. Look into applying for a
grant or submitting your idea for a business
competition. Consider opportunities to tap
into existing budgets. What about holding
a brainstorming session to explore more
fundraising ideas?
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Identify partners to work with. Create Create an action plan. Choose which
an overview of people who can help realize activities will best help you move your
your idea. Do you need new skill sets added concept forward.
to your design team? Are there people sDo you need to make a pitch document?
leaving your group? Do you need to find sDo you need to engage partners?
someone to champion your idea outside the sHow will you share your story?
team? Think about leveraging your larger
network and including friends, colleagues,
family members, and community leaders.
How about bringing your idea to an existing
non-profit or social enterprise?
This is an example of an action plan created for a for-profit
technology project. Althought the content of your plan
ROADMAP might differ, using a structure like this is enourmously
helpful in the for-profit or non-profit context.
TIMELINE WEEKS 1-2 WEEKS 3-4 WEEKS 5-6 WEEKS 7-8
BUILD & Recruit a founding portfolio of content contributors Build and test web infrastructure
TEST and test with users
Define content guideline (original, Test with users to see the # of content providers
inspirational ,social) they follow and frequency of use
Test value proposition with different audiences Test value proposition with brands/advertisers
Research and build a wishlist of
RESEARCH & content contributors
MODEL
Model the market size and penetration
Research and model the resources we need to
build & maintain the content portfolio
Research and model the advertising
metrics requirements

PILOT:
START SMALL TO
LEARN WHAT WORKS
Take your idea to the next level by testing it in the marketplace.
A pilot is designed primarily to test the desirability, feasibility, and viability of your idea
with customers at a small scale and on a limited budget. Here is a broad overview of
what to keep in mind when piloting an idea.
Establish a business model. When
piloting your business model, it is often
helpful to break it into four building blocks:
t
Customer who is the customer for your
product or service?
t
Offer what is the value proposition that
will make customers wish to use your
product or service?
t
Revenue how will your product or
service make money or otherwise sustain
itself in the marketplace?
t
Touchpoints how will customers learn
about your product or service? Where will
they access it?
Want more business model inspiration? We
suggest visiting the following site:
www.businessmodelgeneration.com
Determine what to test. During a pilot, it
is important to test different variables that
will impact the success of your idea once it
goes to scale. The point of a pilot is to test
and iterate by getting real feedback in the
marketplace. Here are a few variables to
consider testing during a pilot:
t
Pricing how much will you charge for
your product or service? Might this price
vary from community to community?
How do these prices compare to
competitors in the marketplace?
t
Payment options how will customers
pay for your product or service? Upfront?
Installments? Might you create a
subscription option?
t
Incentives who are your employees and
what are their incentives for making your
product or service a success? Do they
work on commission?
t
Customer retention are repeat
customers essential for your business
model? What incentives might you
provide to maintain customers?
t
Customer experience can you
experiment with different ways that
customers might interact with your
product or service across the experience
map created in Week 4 of this course.
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Create a launch plan. There are many
considerations in advance of launching
even a small pilot. Here are five of the
most significant considerations that you
might consider in advance of launching
a pilot:
t
Select your partners your pilot won't
exist in a vacuum. What upstream and
downstream partners will you need?
t
Pick your staff a lean startup model
is a must. Who are your essential team
members and what are their roles?
t
Find a location selecting a location for
your pilot is enormously important.
t
Set your initial price this is likely to
change as your pilot proceeds, but what is
your initial price point?
t
Establish your branding during the
pilot, it is important to make your product
or service as professional as possible by
creating materials that are clearly branded
and build recognition among customers.
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SCALE:
DEVELOP A STRATEGY
FOR GROWING YOUR IDEA

Now scale your idea over time.

Once you've established that your pilot is desirable, feasible, and viable to customers in
the community, it's time to take your idea to scale. To do this, a scaling strategy is vital.
Here are three very basic scaling strategies to consider.

BOOTSTRAP SCALING FRANCHISING INTEGRATION

What is it? What is it? What is it?

4HISSCALINGMETHODINVOLVESRAISINGCAPITAL 4HISSCALINGMETHODINVOLVESSELLINGOR *USTLIKEYOULOOKEDFORPARTNERSTOHELP
TOEXPANDANDREPLICATEYOURPILOTMODEL LICENSINGABUSINESSPACKAGETOENTREPRENEURS LAUNCHYOURPILOTITgSPOSSIBLETHATTHEKEY
WITHOUTEXTERNALPARTNERS CONSISTINGOFAFULLYBRANDEDREADY
TO
RUN TOSCALINGYOUIDEAMIGHTBECOMBINING
SOCIALENTERPRISE%NTREPRENEURSMIGHTPAY FORCESWITHANEXISTINGSOCIALENTERPRISE
When it makes sense?
AFRANCHISEFEETOUSEYOURIDEAANDBRANDED GOVERNMENTPROGRAMORNONPROlT
"OOTSTRAP3CALINGISVERYCAPITALANDRESOURCE
MATERIALSANDWOULDMAINTAINASALESFORCE
INTENSIVEBUTCANMAKESENSEIFWORKING When it makes sense?
ANDHANDLEALLOPERATIONS
WITHLOCALSOCIALENTREPRENEURSOROTHER )NTEGRATIONWORKSBESTWHENYOUHAVE
COMMUNITYPARTNERSPROVESUNFEASIBLE When it makes sense? ESTABLISHEDTHATYOURIDEAISDESIRABLE
!LTERNATIVELY"OOTSTRAP3CALINGCANMAKE &RANCHISINGWORKSWELLIFTHEREAREOTHER FEASIBLEANDVIABLEBUTTHATTHEBESTROUTETO
SENSEIFYOURIDEAWHENPILOTEDSEEMSSO SOCIALENTREPRENEURSWHOAREINTERESTEDIN SCALEISNgTNECESSARILYKEEPINGYOURPRODUCTOR
PROMISINGTHATITCANPOTENTIALLYBEAHIGHLY YOURIDEAANDWOULDBEINAPOSITIONTORUN SERVICEASANINDEPENDENTBUSINESS0ERHAPS
LUCRATIVEINVESTOR
FRIENDLYBUSINESS THEIROWNSALESANDOPERATIONS
+ Pros
s&ULLCONTROLOVERBRANDANDSERVICE
s!BILITYTOMAKESWEEPINGCHANGES
s$OESNTRELYHEAVILYONWILLINGNESSAND
ABILITIESOFEXTERNALPARTNERS
- Cons
s-OSTCAPITALINTENSIVE
s,ARGESTAFFTOHIREANDMANAGE
s(IGHRISK
s3LOWGROWTH
s0OTENTIALLYINCOMPETITIONWITHLOCAL
ACOMMUNITYORGANIZATIONCOULDIMPLEMENT
ITMOREEFFECTIVELYATSCALEASANEWPROGRAM
+ Pros
/RANEXISTINGSOCIALENTERPRISECOULDADDIT
s-ODERATECONTROLOVERBRANDANDSERVICE
ASANEWPRODUCTLINE7HATgSMOSTIMPORTANT
s3UPPORTSLOCALBUSINESSES
ISTHATYOURBRILLIANTIDEAGETSINTOTHEWORLD
s,ESSCAPITALINTENSIVETHAN"OOTSTRAP3CALING
ANDHELPSMAKESTHEWORLDABETTERPLACE
- Cons
+ Pros
s$IFlCULTTOMAINTAINQUALITYANDCONSISTENCY
s(IGHPOTENTIALFORIMPACT
s2ELIESONWILLINGNESSANDABILITIESOFOTHER
s-UCHLESSCAPITALINTENSIVE
SOCIALENTREPRENEURS
s3UPPORTSLOCALBUSINESSESOROTHER
ORGANIZATIONSWITHINTHECOMMUNITY
- Cons
PARTNERSINSTEADOFCOLLABORATION s2ELIESHEAVILYONWILLINGNESSANDABILITIESOF
EXTERNALPARTNERS
s0OTENTIALLOSSOFCONTROL
s$IFlCULTTOMAINTAINQUALITYANDCONSISTENCY
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READINGS

02 Case Study:
Clean Team #2
An Interview with Andy Narracott,
Deputy Chief Executive of
Water & Sanitation for the Urban Poor
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CLEAN TEAM
STRATEGICALLY SCALING TO BRING
SANITATION SOLUTIONS INSIDE HOMES

!SPARTOF THE7EEK2EADINGSYOUREADABOUT#LEAN4EAMTHEIN HOMETOILETSOCIAL

ENTERPRISECREATEDBY7ATERAND3ANITATIONFORTHE5RBAN0OOR7350 INPARTNERSHIPWITH
5NILEVER)$%/AND)$%/ORG!FTERSUCCESSFULLYLAUNCHINGASMALLPILOT#LEAN4EAM'HANA
WASINCORPORATEDASACOMPANYIN!PRILANDBEGANTHEPROCESSOF SCALINGUPTHESOCIAL
ENTERPRISEIN+UMASI'HANA"Y&EBRUARY#LEAN4EAMHADMORETHANSTAFF AND
APPROXIMATELYPEOPLEBENElTINGFROMANIN
HOMETOILET"YITHOPESTOSERVE
CUSTOMERSANDPEOPLE
The following are excerpts from
an interview with Andy Narracott,
Deputy Chief Executive of WSUP,
in which he discusses the process
of scaling up the Clean Team
social enterprise. The interview
appeared in Next Billion.
Next Billion: How important was it to choose
a place to pilot Clean Team where the poor
already were willing to pay for sanitation?
When you scale, will you focus on entering
communities that also are willing to pay for
sanitation?
Andy Narracott: Establishing any new
business is a challenging path full of pitfalls
and roadblocks at every turn. One of the
biggest challenges for us is to provide a
reliable, polished service from day one at an
affordable price. To enable us to get off on the
best footing, we chose to start in a middle- to
low-income area where most residents had
no toilet in their home. As we expand, we are
moving into lower income areas whilst working
to drive down the costs of our business and
launching lower-cost services. We believe that
the poor will be willing to pay for products and
services that are designed for them, which
is why we worked with IDEO.org to design
a business that appeals to their needs. The
response weve had so far tells us therell
continue to be a huge demand for our services
as we scale.
NB: Since you aim to make in-home sanitation
the norm for consumers, what are some of the
messages you are leveraging to do so?

Andy Narracott pictured above
AN: Our customers are hardworking, family-
oriented people. Naturally, they want control
over their toilet experience and the best for
their family, rather than resorting to long walks,
long queues and bad smells that are the norm
of public facilities. So our message is that we
give people a way to provide the best for their
family. We are building a brand that is centered
on reliability, professionalism and consistency
that respects the family and elevates sanitation
as an essential part of a healthy community.
NB: What other activities are you doing to
create a new market for in-home sanitation?
AN: Our main focus has been on getting the
toilet into mass production. Most portable
toilet products on the market were designed
for the leisure industry and wouldnt be able
to withstand the daily use by our customers.
We sought to produce a robust, low-cost but
high quality product and were very pleased
with what weve got. Durable, yet attractive.
Were now set up to mass produce the toilets to
support our expansion.
Other areas of focus on the supply side
have been the toilet chemical and container
cleaning equipment, both of which do not exist
for our market. Were making steady progress
in both areas.
Another big area of development is
developing the ability to treat the waste for
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safe disposal. Eventually, we hope to produce
market-ready products derived from the waste,
such as decentralized electricity generation
and distribution. Were currently working on
two fronts: re-designing standard anaerobic
digestion technology to be modular, portable
and low-cost. And through WSUP, well be
trialing new processing technologies that turn
the waste into something of value.
NB: Can you talk more about the importance
of branding for Clean Team?
AN: Through our research with IDEO.org, we
found that brand is important in Africa. It helps
establish trust in a place where good service
is uncommon. But that isnt enough we have
to deliver on our brand promise, which is
where our focus is right now. Our partnership
with Unilever has helped us understand the
importance of brand in scaling a business.
Working on our brand early has helped us
focus our efforts on providing a consistent and
reliable service before we scale. It helps our
new employees quickly grasp what Clean Team
is about. It will help us quickly make real impact
as we expand into new geographies.
NB: It seems like the waste collection and
processing system youve established would
allow you to incorporate paid, public toilets
into your product line fairly easily. Is this
something youve considered? Why or why
not?

AN: Public toilets in Ghana are widespread
but sadly so many of them substandard
and are more of a public health hazard
than a convenience. Branching out into the
management of public toilets is an obvious
way for us to increase our impact. But for
now, were focusing on doing one thing really
well: providing a scalable in-home sanitation
solution in Ghana.
NB: As you mention on your website, even
in areas where public toilets are available,
ensuring these facilities meet acceptable
standards is challenging and installing sewers
is a long term solution. Does Clean Team
have a role in moving governments toward
centralized sewer systems? Or would the
development of centralized sewer systems be
bad news for your business?
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AN: Were intent on growing Clean Team
into an affordable and scalable sanitation
businesses. To do this, we need to keep
laser sharp focus on our core business whilst
proving our financial viability. According to
UN sanitation data, around 2.6 billion people
worldwide are served by inadequate sanitation
methods and a further 800 million practice
open defecation. With increasing population
growth and rural migration, sewerage is
unlikely to be a feasible solution at this scale.
It is essential that more cost-effective and
modular systems like ours are given the
support to serve this enormous need.
Visit Next Billion: http://www.nextbillion.net/
Learn more about CleanTeam Ghana:
http://www.cleanteamtoilets.com/
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READINGS + REFLECTIONS

03 Reflect on the
Human-Centered
Design Process
Find a pencil or a pen and take a few
minutes to reflect on what you've
learned about the human-centered
design process and yourself over
the last five weeks.
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WHAT I'VE LEARNED

Take time to reflect on your experience.

The human-centered design process is all about creative collaboration. During the Week 5
Workshop, you'll reflect as a group on team dynamics, working styles, and what it was like to
collaborate as designers. As part of these Week 5 Readings, however, and in the quiet of your
house, apartment, or office, take a few minutes to reflect personally on what you liked or didn't
like about working together as a group, the course, and the human-centered design process.
Make sure to bring the reflections that you feel comfortable sharing with your design team to
the Week 5 Workshop.
What was it like to work as a design team? What was most inspiring? What was most frustrating?

What were the most successful aspects of the course for you? What were the weakest parts of the course?
How Might We improve the course for next time?
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MY STRENGTHS AND WEAKNESSES

Take time to reflect on your personal growth.

You likely felt more comfortable during some parts of the human-centered design process than
others. This is entirely normal. Think back over the last four weeks. Which areas felt most natural?
Where did you struggle? Why? For each phase in the human-centered design process (Discover,
Ideate, and Prototype) mark where you fall on the axis between "I struggled" and "I excelled". Below
that, write a few sentences about why.

I struggled I excelled

DISCOVER
Why? What was your biggest "aha" moment during this stage?

I struggled I excelled

IDEATE

Why? What was your biggest "aha" moment during this stage?

I struggled I excelled

PROTOT YPE

Why? What was your biggest "aha" moment during this stage?
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READINGS + REFLECTIONS + INSPIRATION

04 Gather Inspiration
from the Google+
Community
Find an Internet connection
and hold onto that pencil or pen
as we go searching for inspiration
from around the world.
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GLOBAL INSPIRATION

See what people all over the world have done.

More than 12,000 people from over 130 countries are taking this course and tackling the same
three design challenges as you. Spend at least 20 minutes diving into the Google+ community
and exploring what others have been doing for the last four weeks. Use the questions below to
guide your searchyou'll be discussing what you find during the Week 5 Workshop with your team.
If possible, consider bringing a few printouts of the ideas, pictures, or comments that were most
inspiring. If you see something that interests you, reach out and ask questions. Prompt others to
share their stories, processes and insights.

Find similarities Find differences

What concepts can you find on the Google+ community
that closely resemble the idea(s) that your team prototyped?
Can you find examples of a team working in a vastly different
geographic context that designed a similar solution? Write
down team names and a brief description below.
Find examples of teams that created vastly different solutions
to your design challenge. Can you find a team that had a similar
design solution to you, but prototyped it in a much different
manner? Can you find a team working in a similar geographic
context as your team, but with a radically different solution?