Empathize Ideate Test

Execute
Observe De ne Prototype

Design Thinking

REPORT
Soumen SInha
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Your Design Thinking Score
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This score factors in everything you have done in the simulation. It measures
your e orts to understand your customers, the quality of ideas generated, the
validation exercises you have undertaken at every stage and how well you have
understood the processes in Design Thinking. The higher the score (out of 10),
the better your performance.

Novice (1,2) Emerging (3,4) Competent (5,6) Pro cient (7,8) Role Model (9,10)

Brad
Chief Executive O cer

I can't say I'm very happy, but I can't say I'm unhappy either. Yes, things could have
been much better - perhaps you could have understood our customers better, or
maybe you could have been more creative with your ideas. Then again, your
Design Thinking skills have kept Getchu a oat this long. Maybe with a bit more of
it, Getchu will be back at the top of the table where it belongs, eh?

OBJECTIVES

REVENUE $714,535.53 CUSTOMER EXPERIENCE (CE) 6.34

TARGET $1,000,000 TARGET 9

Uh-oh! You failed to achieve the revenue Tough luck. Our customers are still
target! dissatis ed with us!

EXPLORATION CREATION REFLECTION INNOVATION

42.22% 43.5% 28% 18.18%

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OVERVIEW

REVENUE CUSTOMER EXPERIENCE (CE)

$714,535.53 / 1,000,000 $92,008.02 6.34 / 9 0.37

Total Budget Spent (All ideas) : $15,350

3 PROTOTYPED

$4,100
8 2 IMPLEMENTED

$10,500
GENERATED
IDEAS 1 TESTED

$750

Quarter 1 Insights Quarter 2 Insights

After yet another quarter where business
failed to improve, the CEO summons you for
a quiet word. Getchu is on the verge of
bankruptcy and it cannot survive one more
quarter like this. As you summon your team
for the next meeting, you start wondering:
what went wrong, our understanding of our
customers or the solutions we came up with?
Uh-oh! Things are looking very, very bleak at
Getchu after another bad quarter. The CEO
steps down, but not before publicly admitting
that the company had lost its customer
centricity and innovative culture, both of
which had been its strengths. You and your
team try to nd out what went wrong.

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EXPLORATION 42.22%
This score is a composite measure of your observational and empathetic skills. A
high score means that you were able to build a deep understanding of your
customers.

To really understand your customers, you must observe their behavior and
LOW engage with them through active means such as surveys, interviews and
Observation focus group discussions.

To know what customers feel about you, nd out what they are saying
HIGH about you on other channels such as social media, app stores, review
Empathize pages and support forums.

Observation

Empathize

Quarter 1 Quarter 2

The above bars represent the distribution of Observation and Empathize scores in the two quarters.

Insights

Your score indicates that you did not commit yourself fully to understanding your customers. As a
result, your partial awareness of their needs and problems hindered your ability to generate genuinely
e ective solutions. Dig deeper next time!

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CREATION 43.5%
This score is derived from the number of ideas you were able to generate, dig
deeper into, prioritize, and re ne. A high score means that you were able to
develop a lot of ideas.

MEDIUM Your ability to generate ideas stems from your understanding of the
problems at hand. The deeper your awareness, the more ideas you are
Idea
likely to develop or generate.
Generation

Using this feature helps you assess the quality of an idea in objective terms
MEDIUM (see graphic below). How many of your ideas did you actually unlock the
DFV Score DFV scores for?

Design thinking functions within a framework of the

following 3 intersecting "constraints."

Desirability - What do people or customers desire?

Do they want this ?
What people want or will come to want; what makes
sense to people and for people
Design Thinking Feasibility - What is technically and organizationally
D e s i ra b i l i t y Sweet spot feasible?
H um a n Ce nt e re d

Which is what can be done; what is functionally

possible within the foreseeable future
Viability - What is nancially or economically viable?
F eas i b i l i t y V i ab i l i t y
T e chno lo g y Busine ss
What you can do successfully within a business; what is
likely to become part of a sustainable business model

Can we do this ? Should we do this ? The ultimate goal is that the idea nds it Sweet Spot
right in the middle of the three circles, thus being
desirable, feasible and viable - all at the same time.

Insights

While you may have not generated as many ideas as was possible, or even dug as deep into each idea
as you could have, you still made some progress towards your objectives. Try harder next time -
perhaps you will discover that one idea that makes all the di erence!

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REFLECTION 28%
This score is a measure of how well you were able to analyze your new ideas
through prototyping and testing. A high score means that you were able to
generate a lot of useful insights.

Prototyping high-potential ideas is a great way of determining their

MEDIUM chances of success and discovering ways to improve them before you
Prototype commit to them.

Testing is more rigorous than prototyping, but it can also yield high quality
LOW data that will help you take an informed decision on implementing or
Testing rejecting an idea.

This graph represents the trend of

Re ection score over the two quarters.

Insights

By prototyping and testing more ideas, you would have been able to generate enough data and
insights to identify the right ones. This would have helped you in improving and implementing them so
that you could achieve your objectives while using your resources more e ciently.

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INNOVATION 18.18%
This score is a measure of how you've utilized creative, innovative ideas in the
simulation. A high score means that you were able to build a signi cant number
of innovative ideas.

MEDIUM An innovative idea might not always seem like an obvious choice at the
outset, but it might reveal itself to be a game-changer when you dig
Innovations
deeper. How many such ideas did you explore?
Prototyped

LOW This is the number of innovative ideas that you were able to discover and
use in the simulation. The more the number of such ideas generated, the
Innovations
greater your chances of success.
Executed

Insights

You were unable to identify and develop enough innovative ideas to make a di erence to your
situation. In future, have more brainstorming sessions and encourage others to think outside the box.
It's the culture of innovation that sets leading organizations apart from their competitors.

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KEY TAKEAWAYS
Having played this simulation, we are sure that you have a stronger appreciation
for the Design Thinking process and how it can help you solve problems. Here
are a few key takeaways for you to keep in mind as you move out of the
simulation and back to real life.

To e ectively harness the Design Thinking process, start out by doing everything you can
to understand your customers' needs and problems.

At every critical juncture from observation through execution, make it a point to validate
your assumptions and theories before proceeding further.

Design Thinking is a process that's enriched by group participation. Involve the right people
at the right stages to stay on the right track.

Involve stakeholders from multiple teams to ne-tune your DFV calculations so that you
can have a solution that's desirable, feasible and viable.

Design Thinking is an iterative process where knowledge is constantly being updated. As a

result, even the problem statement might be continuously revised.

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