FA C I L I TAT E I N N O VAT I O N

Innovation Diagnostic Canvas

This tool can be used to identify different challenges from
various stakeholders. It is particularly useful when an
organization want to start innovate without having a specific
challenge in mind.
HIGHLIGHTS

Color coding
• Participants will start by filling up the canvas with
green, yellow and red sticky notes.
• Green for what we celebrate well. Where we are
successful.
• Yellow for these things that are not always successful in
the organization.
• Red for what we do not do, or fail to do.

Assessment
• As the canvas get filed with many notes. We start
understanding areas of the organization where things
are lacking.
• It maybe tempting to fill up the canvas with green
notes. We are actually looking for red notes. Where the
scope of improvement is much higher.

Challenge Identification
• From the red notes particularly, we drive challenges at
the center of the canvas.
• Challenges can be a combination of several notes and
colors.
• Each challenges will be identified in a separate note.
Challenge Abstraction
This tool is used when we already have a general understanding
of the challenge. We want to understand the challenge
environment or a potential new challenge that derive from he
initial challenge.
HIGHLIGHTS

Canvas
How to read this canvas?
• At the center is the initial challenge.
• At the circumference are the variables that may affect
the initial challenge.
• In between are the potential new challenges.

A potential new challenge integrate the basic of the initial

challenge and the specificities of selected variables.

Identify Variables
How to proceed?
• First, we need to discover the variables. These
important factors that may change the challenge scope.
• Once we have define variables. We can go on with the
writing of potential new challenges.
Discovering variables can be a long process you can
conduct using tools like stakeholder interview,
observation, qualitative and quantitative analysis.

Interview
• We suggest that you run rounds of interviews with
challenge stakeholders to understand underlying factors
that could affect the challenge scope. Reframe your
challenge question if needed proposing different
alternatives.
• This will help you to validate that the assumed
challenge is really at the origin of dysfunction,
alternatively you would have a potential new challenge
to propose.
Challenge Profile
Creating a well defined challenge will help you to communicate
with stakeholders. Harvest best ideas from collaborators and
discard unwanted deviation from the scope. For each challenges
identified design a challenge profile. The suggested challenge
profile will help to determine challenge components.
HIGHLIGHTS

The potential challenge

• The potential challenge usually start with the
statement: How might we…?
• The statement would be in a single sentence that
resume all the aspect we want the challenge to cover.
• The challenge can include constraints like “without
additional employment”
• Keep concepts and wording simple.

The sponsor
• It is important to have someone who is willing to
support the challenge within the organization.
• The sponsor must have enough power enforce decision
and run the challenge within the organization.
• The sponsor must be in position to represent all
stakeholders taking part to the challenge.

Horizon
• Knowing your Horizon and what you want to do. Will
help in understanding the scope of change you can
expect around this challenge.
• Horizon and wants is something you should assess as
team. Both these information would be determining to
select the appropriate ideation technique.
Idea Bridge
Among the 4 ideation methods proposed in this tool kit Idea
Bridge is the most suitable to generate radically new ideas.
Something that may change your business model or reach new
markets. It is not suitable method for quick fixes.
Rules
• SILENCE. This exercise is done in silence. We won’t
verbalize our ideas or questions INCLUDING non-
verbal communication.
• EVERYONE PARTICIPATES. Everyone has something
(insights, knowledge and ideas) of value, therefore
everyone has an obligation to participate.
Process
• Start by placing the Goal / Objective in the right
corner.
• Place the Constraints in the left corner.
• You may already have some ideas you place just
above the goal.
• You have questions about the constraints. Place
them just above them. Delegates may answers these
questions. But always in silence and by writing.
Preparation
• You will need yellow, pink, orange and green
sticky-notes.
• Enough markers for the number of delegates to
write on the sticky-notes.
• Finally you can bridge ideas to constraints and
questions. The whole canvas would create a rich
content where you will see patterns to innovate by
removing limits. Take time to analyze the whole thing
and understand rich concepts.
Subtract
Subtract is particularly useful to simplify processes and eliminate
costs. An opportunity to offer something different by
simplification. This ideation technique is suitable to re-design
something that already exist and need to be refresh.
Rules
• Everyone has something of value, therefore everyone has
an obligation to speak and share. Respect the speaker.
• Remember, all the greatest ideas started sounding really
dumb.
• Avoid ‘bar discussion’ and take a stand.
Process
• Start by mapping the user’s journey horizontally at the
middle of the board, leave plenty of space above.
• Analyze which functions you could eliminate. Where
they intervene in the process. Put a note of these
function below the process. Use different colors for
different functions.
• Write down ideas to eliminate functions above the
existing process.
Preparation
• For this exercise you will need to prepare the user
journey with its key instances.
• You need to know what you may like to eliminate across
the journey.
• Soon you will discover a new user journey on which
unnecessary functionalities or tasks have been
eliminated. You may end up with several user journey
on which user’s journey functionalities have been
eliminated. It is your role to assess which scenario
respond the best to the user experience you are looking
for.
Idea Hacks
This ideation technique consist in replacing function or benefits
by other. It create rich solutions by combining things that are
apparently not related. Idea Hacks is particularly suitable to
repair, fix things that are broken or does not work well.
Rules
• Everyone has something of value, therefore everyone
has an obligation to speak and share. Respect the
speaker.
• Remember, all the greatest ideas started sounding
really dumb.
• Avoid ‘bar discussion’ and take a stand.
Process
• Start by writing down the name of the subject you
would like to explore.
• This subject has sub-categories you may like to
explore as well. Write them in separate sticky notes.
• Under each categories, Write down the respective
attributes for each categories.
Preparation
• Prepare some topics to address with this exercise:
Example: Components, utility, materials or format, sales
model, customer, value proposition, user experience,
business model, Etc.
• Once you are done with this analysis. Start replacing
attributes with new attributes that have not been
explored before.
• You may try to create new categories as well.
• Finally, Analyze the whole thing and understand new
concepts of offering.
Reverse Innovation
This exercise require participants to think the worst experience
they could offer to their customers which seems to be
contradictory to the principle of innovation. However it offers
interesting insights to make things really different and
contextually integrated.
Rules
• Everyone has something of value, therefore everyone
has an obligation to speak and share. Respect the
speaker.
• Remember, all the greatest ideas started sounding
really dumb.
• Avoid ‘bar discussion’ and take a stand.
Process
• Start by writing down a fictional chronological scenario
with the worst experience you could offer to your
customers or manager. Use one sticky note for each key
instance of your scenario. Place them in line from left to
right on top of the board.
• Now that you have the worst user journey.
Preparation
• It is essential to know what you want to improve from user
experience perspective.
• Example: To improve the user experience of your restaurant
you will reverse the user experience of the customer. But if
you want to improve your business process you may reverse
the user experience of the restaurant manager.
• Add a colored sticky note under each key instance with
the following assessment.
 Not true: means you are good - GREEN
 Somehow true: means you are average - ORANGE
 True: means you are not good – RED
• Focus on the red notes that indicate clear areas of
improvement. Generate ideas for improvement.
Idea Assessment Canvas
This canvas help you to evaluate ideas and prioritize solutions for
responding to the challenge. It has 3 Business categories and 3
columns of idea contribution. At the intersection of business line
and idea contribution you will find a classical feasibility / impact
matrix.
HIGHLIGHTS

Business Categories
• For each idea you will need to select between 3
business lines.
• Place your idea within the appropriate row. People,
Technology or Infrastructure.
• An idea could be split between several categories, in
this case pick the most prominent category for the
particular idea.
• This is not a final categorization as ideas will merge. You
may not border about accountability at this stage.

Idea Contribution
• Some ideas would have a fundamental impact towards
challenge resolution other would be incremental. The 3
vertical columns help in sorting ideas’ contribution to
the challenge.
• Place fundamental ideas on the right.
• Incremental ideas on the left, those you are not sure on
the central column are substantial ideas.

Impact & Feasibility

• Ideas are sorted with respect to Impact and Feasibility.
• Move the idea towards High Impact if you believe that
this idea would have an high impact towards challenge
resolution.
• Move the idea towards High Feasibility if you believe
that the idea is easily feasible.
• Ideas that have Low Impact and Low Feasibility are
likely to be discarded.
 Idea Elimination
If you have lots of ideas the choice of development may become
difficult. Idea elimination help to discard ideas that may looks
genius but does not respond to basic organizational
requirements. Go/No Go is a common practice for idea
elimination.

Criteria Go/No Go

Ideas

1 2 3 4

Institutional The solution can be developed in 6    

months

The prototype wont cost more than    

5000$

Challenge We have internal resources to    

specific develop it

We contribute to at least 2 of the 5    

strategical objectives for this year.

RESULTS    
HIGHLIGHTS

Go/No Go criteria
• Create a Go/No Go list of criteria.
• Split your list into 2 categories:
• Institutional criteria would set the limits set by
institutional policy and politic.
Egg.: The idea reflect the corporate strategy.
• Challenge specific criteria to respond to the constrains
of the development team.
Egg.: The idea can be developed within our department.

Non exception
• Go/No Go aims in validating ideas without evaluation.
The idea ether pass or fail.
• If an idea fail a single criteria, the idea is definitively
discarded.

Change criteria
• If the criteria are too strict, too many ideas will get
discarded. Reversely if the criteria are too soft very few
ideas would be eliminated.
• Consider revising your criteria if needed.
Intelligent Sticky note
While writing a business case about your business solution you
may find difficult to retrieve connection with business honors,
contribution to the concept solution and institutional values. To
respond this challenge we use Intelligent Sticky note with a set
of standard pictograms you can tick mark.
HIGHLIGHTS

Business category
• In this box you can tick mark the business category the
idea belong to.
1. People – management, strategy, policy.

 2. Technology – IT, processes.

3. Infrastructure – Building, plan, installation.

• This information become useful at a later stage when

you want to write a report about your business case.
You will know what are the business categories
associated to your idea concept.

Idea contribution
• Some idea are fundamental to the challenge resolution
other maybe incremental. We have 3 categories of
ideas. Fundamental, incremental and something in
between for those we are not sure about.
• While using Idea Assessment Canvas you will need to
sort your ideas into those 3 categories. We encourage


you to report this information on each sticky note using
the “tree” label.
• The truck is fundamental (or vital for the tree), the
branches are substantial and leaf incremental.

Impact & Feasibility

• Ideas are sorted with respect to Impact and Feasibility.
• Move the idea towards High Impact if you believe that


this idea would have an high impact towards challenge
resolution.
• Move the idea towards High Feasibility if you believe
that the idea is easily feasible.
• Ideas that have Low Impact and Low Feasibility would
be eliminated by default.
Conceptualization
This tool help you to find relationship between ideas, group
them and create concept solutions. It is probably the most
challenging task of the process where ideas get integrated into
desirable working models. Concept solution must be seductive
and unique.
HIGHLIGHTS

Idea Groups
• Group the ideas in a way that make sense to you
without theorizing. Avoid classification as such as
business categories, ownership, etc. We have done this
before.
• The game here is to orchestrate ideas all together to
create a compelling model. Eventually fill the gaps with
new ideas. However you must perverse yourself of
deviating completely from the original ideas proposed.

Concept Design
• Best concepts would come from awaken dreams for
which you get motivated. They have little logic behind
but just sound great to tell as a story.
• For instance if you identify several ideas that reflect the
concept of “philanthropy” you may try to develop a
concept solution around this attribute. Be radical in that
sense to give a real identity to your concept.
• Avoid combination as such as philanthropy, green,
technologic, basic, digital, etc. Do these attributes
maybe part of your concept they are not the essence of
it. While designing solution concept we look for
uniqueness.

Dependency assessment
• After presenting your concept to the group look for
feedback. Understand what the bottle neck are to
develop your project.
• If you concept solution is a presentation poster. It
maybe wise to ask the public to leave sticky note
feedback on specific elements you are demonstrating.
Goal Assessment
Ideas can be genius but in marge of institutional goals which
make them irrelevant. With this tool you can assess each ideas
with respect to institutional goals that maybe predefined within
your organization or that you may want to define for your
specific project.
HIGHLIGHTS

Goals Setting
• Large organization may have several brands and
portfolio whose goals differs from the main
organization. In this case it make sense to utilize goals
that directly relate to the brand or institution who own
the challenge.
• Reviewing the challenge profile can be a good source of
inspiration to drive goals.

Number of Goals
• You may have as much goals as the project require.
• If you have predefined goals for the project use the
template corresponding to the number of goals that
were set for it.
• Write down goals at the extremity of each tips of the
web diagram.
• Start assessing solution design individually.

Solution Design Goals

Evaluation
• This web diagram help you to visualize the performance
of each solution design with respect to challenge goals.
• You can assess each solution design under the same
diagram and establish comparison.
• The objective of this template is to help you defining
goals and accessing them before reporting the result on
the Gain/Pain matrix.
Gain/Pain Assessment
This tool helps you to evaluate concept solution with respect to
2 factors; Organizational Goals and Implementation Constraints.
After setting you goals and constraints. Evaluate your concept
solution. Automatically discover what the best concepts are from
the pain gain matrix.
HIGHLIGHTS

Gain
• In this matrix each number correspond to a specific goal
of the Goal Assessment tool.
• You can attribute a goal to each number and eventually
change the coefficient for each of these goals.
• You can start assessing each Solution design (a,b,c..)
with respect to Goals.
• If you have done the Goal Assessment exercise before,
you just need to report the result on this table.

Pain
• We have set attributes by default that you can modify
with respect to your organization priorities.
• Once you are done, fill the table by attributing a note
from 1 to 5. 1 being low pain and 5 high pain.
• To discover the result move to the Gain/Pain Matrix

Gain / Pain Matrix

• The Gain/Pain matrix is automated. Once you introduce
all evaluation from the Gain and Pain table. Result will
appear on this table.
• You need to develop the ideas that are located on the
top right corner. These ideas are LOW pain and HIGH
gain, what we are looking for.
• Other ideas could be developed as well thus they are of
secondary priority.
Prototype Decision Matrix
This grid help you to sort solution ideas and assess what the
concept solution is about. The solution will be a service, system,
space or product, most probably a combination of those.
Place solution ideas on the grid with respect to the nature of
each ideas and idea contribution.
HIGHLIGHTS

Evaluate solution
• For each solution. Place the solution ideas on the grid
according to what you believe the solution is about. The
idea solution maybe a Service, System, Space or
Product. Make a choice based on your assumption.
• Some ideas would be a combination of Service, System,
Space or Product decide which is the most prominent.
• The cross separate the 4 types of concept ideas that
contribute to your challenge solution.

Idea contribution
• Each sticky note has a tree symbol with a mention
about the idea contribution. (The trunk, the branch or
the leaf.)
• Place your solution on the grid with respect to idea
contribution.
• Note: at any time in the process you may add ideas to
the concept solution. Change idea contribution value,
business line, etc. As general guideline, make sure that
findings and discovery make sense to you.

Result interpretation
• Totalize the points you have harvested for each solution
idea. The highest result is you primary process the
second highest result is your secondary process.
• Interpret these 2 results with the Process Matrix and
find out which process is the most suitable to develop
your solution.
• Egg.: The highest result is 6 for SPACE an the second
highest is 4 for SERVICE. SPACE is the primary process
and SERVICE the secondary process. Reporting these 2
values on the Process Matrix we can see that process
number 3 is the most suitable.
Prototyping Matrix
The highest score from Process Assessment is the primary
process, the second highest score is the secondary process.
Once you cross the values of your primary process and
secondary process you discover the suggested process to
develop your solution design.
HIGHLIGHTS

Process Requirement
• For each challenge solution you will find a suggested
process. Execute the tools from the left to the right
sequentially. Keep coming back to the previous tool to
refine your findings.

Alternatives
• This means that you can choose which tool could work
the best for you. That does not preserve you to execute
both of them if you believe information relevant to your
design.

Suggestion
• In this case we recommend you to utilize both the tools
in parallel. Utilize each tool findings to improve your
design again and again.
• As general rule remember that each tools are iterative.
After finishing with a tool, move to the second, third
and come back to the first. Keep going this way until
you reach the desired outcome.
• And why not, look at other tools in the toolkit and try
whatever seems relevant to you. You can only gain from
the experience.
 Storyboard
The storyboard is a graphical technique that helps in
understanding user tasks across a specific process of execution.
It include picture or drawing that focusses on the user
experience. Storyboard can be used to describe the current user
experience as well as the desired one.

TOOL
• The storyboard is composed of photographic boxes
accompanied of title and eventual explanation text.
• Best storyboard would be self explanatory and would
not require text explanation.
• The text could refer external elements that cannot be
explain on the visual. Thus you limit visual
representation to the most important touch point.
• Does not hesitate to adopt a singular graphic style.
Regardless the technique you chose; hand drawing,
photography or digital images.
• Adopt systematic color coding for the personages,
product or environment. That would greatly contribute
to user’s understanding.
• A storyboard may content between 6 to 10
photographic boxes.
Process
• Start by identifying the main tasks and put them in
sequence. To do so, you may start by representing a
maximum of task each on individual sticky note.
Afterwards start hierarchizing, eliminating and
combining task to limit yourself to the most important
tasks.
• Draw quick thumbnail scenario, question yourself and
take feedback from others. Reiterate until you are
satisfied with your design.
• If you chose working with photography, request friends
to play the role of your personage. Make their acting
meaningful.
Preparation Execution
• You do not need much material for this exercise. A few
pen to draw scenario.
• A digital camera to take picture.
• A software like Illustrator or Photoshop to overdraw
pictures if needed. Alternatively Paint can do the job.
TEST
• New task flow can be source of resistance as it may
disturb stakeholders’ privileges in the particular
ecosystem. For this reason, it is important to collect
regular feedback while developing the new task flow.
• Storyboard is good to use to create understanding
between stakeholders. You may take the stakeholders
representatives walkthrough your storyboard. Collect
their feedback and stimulate debate.
Checklist
• Always think key user touch points.
• Draw your scenario from the end user perspective.
• Be consistent across the scenario using the same actors
for each personage, maintain a graphic language.
Template
• You may find storyboard example on the internet. Type
keywords in your domain to understand best practices
in terms of graphic design trends.
• Goanimate, Crazytalk, Iclone and Powtoon allow you to
create graphic storyboard based on template images
and persona. It is good to start with.
Some of these platforms allow you to make virtual
personage, speak and interact with each others.
 Construction Iteration
The storyboard is a graphical technique that helps in
understanding user tasks across a specific process of execution.
E.g.: Driving through a fast food chain would include a sequence
of tasks to reach the desired outcome for the user.

TOOL
• Construction Iteration is usually made of paper,
cardboard and thermocol. It is a low cost prototyping
technique.
• The objective is not to create “something nice” but
understand the volumes and functions of a particular
design.
• This technique help you to understand the desired size
and volume of things.
• Construction iteration focuses especially on user touch
point. We speak about physical touch points in this
case.
Process
• Identify existing objects that could be used as base to
create your design. Boxes, cans, pipes, strow, etc. Use
these basic elements to create the volume of your
design.
• Stick buttons, screen and added functionalities to your
design.
• It won’t work and it won’t look nice. That’s not the
purpose. The purpose is to understand that functional
elements may not be at the right place, that volumes
could be disproportionate.
• Reiterate until you get product volumes and
functionalities at the right place.
Preparation Execution
• A good idea maybe to start recuperating all kind of
cardboard and plastic elements that would inspire you
to create something once you see them. Meanwhile,
you can start with classical stationary and craft.
• Basic cutting and fixing elements.
TEST
• This tool is about self learning. You test as you go. You
keep trying different volume combination to discover
the “ideal” design.
• Test is part of the exercise itself. You pass the test once
your design has achieve a certain level of aesthetical
and functional performance.
Checklist
• Be curious and try different combination to create
something.
• Focus on user touch point, what they want to do and
how practical it will be to do it on your design.
• Integrate your construction iteration on the user
environment.
Template
• Your store room will be the best resource for this
exercise. With few basic elements you can recreate
most of the products you use daily.
• You may find opportunities to innovate by resizing
volumes and change the functionalities.
 System Map
A way of representing complex ecosystem, when many micro
system are interdependent. System map focuses on the “big
picture” to provides an understanding about stakeholders
relationship with systems, policies, technology and target.

TOOL
• System map usually comport a central object and
gravitational functions that all work as an ecosystem.
• Visual hierarchy
By understanding the importance of each function and
give it an appropriate size within the ecosystem.
• Synthesis
Complex ecosystem are too big for us to detail each and
every function. Fr this we need restrict ourselves to the
most important end user touch point.
• Systematization
Similar function, system, mechanism, resources, etc.
are repeated all across the ecosystem. Systematize
labeling and representation.
Process
• In short you start from the BIG PICTURE containing
fuzzy elements to narrow down to the most essential.
• You can execute this process by occupying a wall and
stick on it all the elements of your ecosystem.
• Use sticky note, printed documents, printed
photography to visualize your thoughts.
• You keep reorganizing information as new elements
integrate the ecosystem.
• Once you believe that you have collected all the
elements you wish to see in your ecosystem start
working the visual hierarchy, synthetize and systematize
your communication format.
• You will need multiple attempt to reach desired
outcome.
Preparation Execution
• If you choose to work on the wall which is still the best
way to go, you will need to print documents and
photos.
• If you use Visio or Muraly. You may create a file with all
the documents you wish to see on your ecosystem.
TEST
• System map are best to test with stakeholders
representative that understand their place and interest
within the ecosystem.
• Drive them through the system map and collect their
feedback and suggestion.
• You may leave a printed copy to them to write on it.
Suggest correction and improvement.
• Utilize colored sticky note to identify categories of
issues within the system map.
Checklist
• Design is about Economy, Culture governance and
Technology. Make sure you considered all these
aspects.
• Systematize, Hierarchize, synthetize.
• Nothing free, whatever you place on your ecosystem
should add meaning or remove it.
Template
• There is very few reference about system map and no
specific process to create them. The quality of system
map highly depend on the level of iteration. The more
you keep redesigning and recreating design element the
more quality you will get. Thus, do not try to “fix” the
system map early, be open to experimentation.
• Browse system map in y domain. That would give you
opportunities to observe different type of design
languages that best suit your domain of expertise.
 Conceptual Model
An exploration of the multiple possibilities a design could be.
Functional and esthetical preference, model of interaction. It is
mainly the same design but seen from different angles in such
way that stakeholders can take an informed decisions.

TOOL
• You need to explore design possibilities by creating
several model of design.
• The challenge behind this exercise is to think
conceptual. Understand the mindset, behavior,
attitude and lifestyle behind specific design.
• To think conceptual associate to your design strong
personalities, characters, heroes or opinion leaders.
Capture in your design the values that characterize
these personages.
• This tool invite you to explore aesthetical and
functional option for your design.
Process
• Shift your mind into conceptual mode. Inspire yourself
with magazines, fashion and design trends website.
• Create a list of value, adjective, ambiance or emotion
you would like to explore with conceptual model.
• Make sure each direction you take is unique.
• Do not combine things or try to make your design
“universal” In other words, if you design for everyone
you ll end up designing for no one.
• Design each model with a determined lifestyle.
Preparation Execution
• The storyboard is a graphical technique that helps in
understanding user tasks across a specific process of
execution. E.g.: Driving through a fast food chain would
include a sequence of tasks to reach the desired
outcome for the user.
TEST
• The test would be relevant only if you have significantly
different solutions to present for selection.
• Be consistent with the prototyping format. Designs
should be different but comparable. For example; you
do not want your user to select a particular design just
because he/she like the color.
• Conceptual models are good to understand customers.
You may present them to them and collect their
feedback. Ask why they like specific model and why
they rejected other. That would help you to progress
towards your final design.
Checklist
• Think conceptual, associate meaningful words to your
design. Give your design a strong personality.
• Forget “universal design” or design for everyone.
• Create at least 3 conceptual model to compare.
Template
• Look at conceptual design trends on the internet.
Inspirational design that communicate value and
emotion. Transpose these trends on your design
models.
• Sharpen your eye with lots of shopping. Visit boutique
that you usually don’t prefer. Understand why people
like these things, what are the values they
communicate to them.
• Become a design trendsetter.
 Mockup
Initially mockups can be of very low quality. But as designers
understand better the volumes and functional aspects of the
product the mockup can be of higher quality. A mockup is used
to demonstrate what a product or space will be after
industrialization.

TOOL
• A mockup can be of 2 types:
• Functional Prototype
This type of prototype would provide the service but
wont have the desired look and feel. It need to be full
scale and it is usually executed before the aesthetical
prototype.
• Aesthetical Prototype
This type of mockup give the look and feel of a product,
service or space. It maybe full size or scale size depending
the nature of the subject. Creating a aesthetical
prototype does not prevent you of making it functional
however for practical reasons is difficult to realize.
Process
• As a general guideline. Fail early and cheaply. That
means that your early prototype can be executed with
paper and cardboard. Just to understand size
mechanism and functionalities.
• Once you are clearer about your design try more
advanced materials like metal, plastic, wood, etc.
• Finally you may want to develop your model in 3D
printing.
• Lesson from history: The famous design James Dyson
developed not less than 5127 prototypes to reach the
revolutionary vacuum solution now sold around the
world.
Preparation Execution
• Cardboard prototype can be executed anywhere.
• Material like wood, plastic and metal require basic
workshop facilities.
• CNC (Computer Numerical Control) like 3D printing,
laser cutting, lathes require specific infrastructures that
are available locally.
TEST
• Functional Prototype
It aims in understanding if the basic usability challenges
have been solved and the user is comfortable using the
design.
• Aesthetical Prototype
Demonstrate the prospective look and feel of the brand
experience. Aesthetical prototype need to create the
whaaa! effect.
To proceed comparative testing of your design with
competitor’s product it is advised to remove brand
elements to avoid – Brand bias.
Checklist
• Be clear about your objective Function Vs. Aesthetic.
Function should be determined first.
• Make it at the right size. Full size or ≤ to ¼.
• Iterate, try low quality prototype before starting high-
end prototyping techniques.
Template
• Most standard product have suggested measurement
you can find on the internet. You can download base
blueprint for all most anything.
• For many products it is a common practice to re-design
over the existing one. Products volumes does not
always change radically. Thus, you can re-use existing
products to re-design over it.
 Service Image
A unique picture that describe at once all the interaction
possibilities with the design. The service image illustrate the
main functions of a product, service, system or space. Graphic
design helps in presenting the design in a compelling manner.

TOOL
• Service Image is an illustration that would content a
central object which is determined by you. The central
object would be the product or system that has most
touch point with the user.
• Other elements that interact with the central object
can gravitate around.
• Hierarchy of information is important; objects size
determine their importance.
• The whole picture need to adopt a seamless design
language. Typography, color, graphic elements.
Process
• Identify the central object for your composition.
• Determine the size of other gravitational objects around
your central object.
• Select the function of your design you wish to
emphasis.
• Find systematic way of labelling elements and providing
details.
• Icon could be part of your design by symbolically
representing functionalities.
Preparation Execution
• The storyboard is a graphical technique that helps in
understanding user tasks across a specific process of
execution. E.g.: Driving through a fast food chain would
include a sequence of tasks to reach the desired
outcome for the user.
TEST
• Design show
If your approach is to reveal a new design to the public
and collect their feedback. The service image would be
well appropriate as it does not cost much and allow any
user to understand what your design is about.
• Comparative design
Service image is also used to compare a solution to
another. It is particularly useful when businesses want to
develop different alternatives before going for the best
one.
Checklist
• Make sure your service image include the most
important touch point for the user.
• Prioritize functions you wish to detail.
• Use a systematic design language.
• Have a marketing approach for presenting the solution.
Template
• Marketing illustration are the best inspiration material
to create service images.
• Representing all functions in a single page can be
challenging. You may find help in using tools like Mental
Map to bring information about visual hierarchy.
• Get inspiration from graphic design workshop to find
design elements that could contribute to your design.
 Experience Prototype
The experience prototype aims in materializing a series of
touchpoints with the user in such way that we can understand
what the experience will be. From the experience prototype
designers discover new insights they need to take for account in
the design of a Product, Service, System or Space.

TOOL
• This tool focus on customer’s touch point. Which
means the key instances where customer has a
relationship with the system we are designing.
• Designing an experience prototype does not means
that you need to design all screen. Only the most
important screen. However you must design these
screen in a sequence you can narrate as a story.
• There is multiple possibilities to design an experience
prototype. It can be by drawing, digital images,
pictures or a mix of all.
Process
• As general rule you want to fail early at low cost. That
means that you do not want to invest your time in
detailing your design and then realize that you went
wrong. Thus, we suggest that you keep trying solutions
at low cost before moving towards advanced prototype
techniques.
• Here is a proposed sequence of tools, feel free to try
other techniques.
• Hand drawing
• PowerPoint
• Photoshop
Preparation Execution
• Make sure you have plenty of stationary to work with.
• Collect template from the internet about screen size,
best practices for print, signage, etc. as your design
suggest.
• Once again, on the internet you can find plenty of icons,
buttons, design elements you can use for your design.
Checklist
• Be sure you prioritize the user touch point and focus on
the main functions of your design.
• Put yourself on the shoes of your user while designing.
• Ask your neighbors if they understand your design.
• Take comments and suggestions seriously do not feel
offended.

TEST Template
• There is plenty of template you can find on the internet
• Test early, fail early and cheaply. for this exercise.
• Design a test protocol. That means a sequence of
questions and tasks you would execute with every • Keywords:
users. • PowerPoint interface template
• Ask the user to test your prototype. Do not explain how • Mobile phone screen template
it work. Just ask the user what he understand from • Wireframe design
what you are presenting to him.
• Ask the question: • Software:
• What do you think it is about? • Axure
• What do you think you can do with this? • Keynotopia
• How does it work? • Flash
• Is it the way you would like to do things?
• Do you find it useful?
• Etc.