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10 Successful Design Thinking Case Study

Dive into the realm of Successful Design Thinking Case Studies to explore the power of this innovative problem-solving approach. Begin by understanding What is Design Thinking? and then embark on a journey through real-world success stories. Discover valuable lessons learned from these case studies and gain insights into how Design Thinking can transform your approach.

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Design Thinking has emerged as a powerful problem-solving approach that places empathy, creativity, and innovation at the forefront. However, if you are not aware of the power that this approach holds, a Design Thinking Case Study is often used to help people address the complex challenges of this approach with a human-centred perspective. It allows organisations to unlock new opportunities and drive meaningful change. Read this blog on Design Thinking Case Study to learn how it enhances organisation’s growth and gain valuable insights on creative problem-solving.

Table of Contents   

1) What is Design Thinking?

2) Design Thinking process   

3) Successful Design Thinking Case Studies

      a) Airbnb

      b) Apple

      c) Netflix

      d) UberEats

      e) IBM

       f) OralB’s electric toothbrush

      g) IDEO

      h) Tesla

       i) GE Healthcare

       j) Nike

3) Lessons learned from Design Thinking Case Studies

4) Conclusion    

What is Design Thinking ?

Before jumping on Design Thinking Case Study, let’s first understand what it is. Design Thinking is a methodology for problem-solving that prioritises the understanding and addressing of individuals' unique needs.

This human-centric approach is creative and iterative, aiming to find innovative solutions to complex challenges. At its core, Design Thinking fosters empathy, encourages collaboration, and embraces experimentation.

This process revolves around comprehending the world from the user's perspective, identifying problems through this lens, and then generating and refining solutions that cater to these specific needs. Design Thinking places great importance on creativity and out-of-the-box thinking, seeking to break away from conventional problem-solving methods.

It is not confined to the realm of design but can be applied to various domains, from business and technology to healthcare and education. By putting the user or customer at the centre of the problem-solving journey, Design Thinking helps create products, services, and experiences that are more effective, user-friendly, and aligned with the genuine needs of the people they serve.  

Design Thinking process

Design Thinking is a problem-solving and innovation framework that helps individuals and teams create user-centred solutions. This process consists of five key phases that are as follows:  

To initiate the Design Thinking process, the first step is to practice empathy. In order to create products and services that are appealing, it is essential to comprehend the users and their requirements. What are their anticipations regarding the product you are designing? What issues and difficulties are they encountering within this particular context?

During the empathise phase, you spend time observing and engaging with real users. This might involve conducting interviews and seeing how they interact with an existing product. You should pay attention to facial expressions and body language. During the empathise phase in the Design Thinking Process , it's crucial to set aside assumptions and gain first-hand insights to design with real users in mind. That's the essence of Design Thinking.

During the second stage of the Design Thinking process, the goal is to identify the user’s problem. To accomplish this, collect all your observations from the empathise phase and begin to connect the dots.

Ask yourself: What consistent patterns or themes did you notice? What recurring user needs or challenges were identified? After synthesising your findings, you must create a problem statement, also known as a Point Of View (POV) statement, which outlines the issue or challenge you aim to address. By the end of the define stage, you will be able to craft a clear problem statement that will guide you throughout the design process, forming the basis of your ideas and potential solutions.

After completing the first two stages of the Design Thinking process, which involve defining the target users and identifying the problem statement, it is now time to move on to the third stage - ideation. This stage is all about brainstorming and coming up with various ideas and solutions to solve the problem statement. Through ideation, the team can explore different perspectives and possibilities and select the best ideas to move forward with.

During the ideation phase, it is important to create an environment where everyone feels comfortable sharing their ideas without fear of judgment. This phase is all about generating a large quantity of ideas, regardless of feasibility. This is done by encouraging the team to think outside the box and explore new angles. To maximise creativity, ideation sessions are often held in unconventional locations.

It’s time to transform the ideas from stage three into physical or digital prototypes. A prototype is a miniature model of a product or feature, which can be as simple as a paper model or as complex as an interactive digital representation.

During the Prototyping Stage , the primary objective is to transform your ideas into a tangible product that can be tested by actual users. This is crucial in maintaining a user-centric approach, as it enables you to obtain feedback before proceeding to develop the entire product. By doing so, you can ensure that the final design adequately addresses the user's problem and delivers an enjoyable user experience.

During the Design Thinking process, the fifth step involves testing your prototypes by exposing them to real users and evaluating their performance. Throughout this testing phase, you can observe how your target or prospective users engage with your prototype. Additionally, you can gather valuable feedback from your users about their experiences throughout the process.

Based on the feedback received during user testing, you can go back and make improvements to the design. It is important to remember that the Design Thinking process is iterative and non-linear. After the testing phase, it may be necessary to revisit the empathise stage or conduct additional ideation sessions before creating a successful prototype.

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Successful Design Thinking Case Studies  

Now that you have a foundational understanding of Design Thinking, let's explore how some of the world's most successful companies have leveraged this methodology to drive innovation and success:

Case Study 1: Airbnb  

Airbnb’s one of the popular Design Thinking Case Studies that you can aspire from. Airbnb disrupted the traditional hotel industry by applying Design Thinking principles to create a platform that connects travellers with unique accommodations worldwide. The founders of Airbnb, Brian Chesky, Joe Gebbia, and Nathan Blecharczyk, started by identifying a problem: the cost and lack of personalisation in traditional lodging.

They conducted in-depth user research by staying in their own listings and collecting feedback from both hosts and guests. This empathetic approach allowed them to design a platform that not only met the needs of travellers but also empowered hosts to provide personalised experiences. 

Airbnb's intuitive website and mobile app interface, along with its robust review and rating system, instil trust and transparency, making users feel comfortable choosing from a vast array of properties. Furthermore, the "Experiences" feature reflects Airbnb's commitment to immersive travel, allowing users to book unique activities hosted by locals. 

Case Study 2.  Apple    

Apple Inc. has consistently been a pioneer in  Design Thinking, which is evident in its products, such as the iPhone. One of the best Design Thinking Examples from Apple is the development of the iPhone's User Interface (UI). The team at Apple identified the need for a more intuitive and user-friendly smartphone experience. They conducted extensive research and usability testing to understand user behaviours, pain points, and desires.   

The result? A revolutionary touch interface that forever changed the smartphone industry. Apple's relentless focus on the user experience, combined with iterative prototyping and user feedback, exemplifies the power of  Design Thinking in creating groundbreaking products.    

Apple invests heavily in user research to  anticipate what customers want before they even realise it themselves. This empathetic approach to design has led to groundbreaking innovations like the iPhone, iPad, and MacBook, which have redefined the entire industry.  

Case Study 3. Netflix  

Netflix, the global streaming giant, has revolutionised the way people consume entertainment content. A major part of their success can be attributed to their effective use of Design Thinking principles.

What sets Netflix apart is its commitment to understanding its audience on a profound level. Netflix recognised that its success hinged on offering a personalised, enjoyable viewing experience. Through meticulous user research, data analysis, and a culture of innovation, Netflix constantly evolves its platform. Moreover, by gathering insights on viewing habits, content preferences, and even UI, the company tailors its recommendations, search algorithms, and original content to captivate viewers worldwide.

Furthermore, Netflix's iterative approach to Design Thinking allows it to adapt quickly to shifting market dynamics. This agility proved crucial when transitioning from a DVD rental service to a streaming platform. Netflix didn't just lead this revolution; it shaped it by keeping users' desires and behaviours front and centre. Netflix's commitment to Design Thinking has resulted in a highly user-centric platform that keeps subscribers engaged and satisfied, ultimately contributing to its global success.  

Case Study 4. Uber Eats     

Uber Eats, a subsidiary of Uber, has disrupted the food delivery industry by applying Design Thinking principles to enhance user experiences and create a seamless platform for food lovers and restaurants alike.  

One of  UberEats' key innovations lies in its user-centric approach. By conducting in-depth research and understanding the pain points of both consumers and restaurant partners, they crafted a solution that addresses real-world challenges. The user-friendly app offers a wide variety of cuisines, personalised recommendations, and real-time tracking, catering to the diverse preferences of customers.  

Moreover,  UberEats leverages technology and data-driven insights to optimise delivery routes and times, ensuring that hot and fresh food reaches customers promptly. The platform also empowers restaurant owners with tools to efficiently manage orders, track performance, and expand their customer base. 

Case Study  5 . IBM    

IBM is a prime example of a large corporation successfully adopting Design Thinking to drive innovation and transform its business. Historically known for its hardware and software innovations, IBM recognised the need to evolve its approach to remain competitive in the fast-paced technology landscape.   

IBM's Design Thinking journey began with a mission to reinvent its enterprise software solutions. The company transitioned from a product-centric focus to a user-centric one. Instead of solely relying on technical specifications, IBM started by empathising with its customers. They started to understand customer’s pain points, and envisioning solutions that genuinely addressed their needs. 

One of the key elements of IBM's Design Thinking success is its multidisciplinary teams. The company brought together designers, engineers, marketers, and end-users to collaborate throughout the product development cycle. This cross-functional approach encouraged diverse perspectives, fostering creativity and innovation. 

IBM's commitment to Design Thinking is evident in its flagship projects such as Watson, a cognitive computing system, and IBM Design Studios, where Design Thinking principles are deeply embedded into the company's culture. 

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Case Study 6. Oral-B’s electric toothbrush

Oral-B, a prominent brand under the Procter & Gamble umbrella, stands out as a remarkable example of how Design Thinking can be executed in a seemingly everyday product—Electric toothbrushes. By applying the Design Thinking approach, Oral-B has transformed the world of oral hygiene with its electric toothbrushes.  

Oral-B's journey with Design Thinking began by placing the user firmly at the centre of their Product Development process. Through extensive research and user feedback, the company gained invaluable insights into oral care habits, preferences, and pain points. This user-centric approach guided Oral-B in designing electric toothbrushes that not only cleaned teeth more effectively but also made the entire oral care routine more engaging and enjoyable.  

Another of Oral-B's crucial innovations is the integration of innovative technology into their toothbrushes. These devices now come equipped with features like real-time feedback, brushing timers, and even Bluetooth connectivity to sync with mobile apps. By embracing technology and user-centric design, Oral-B effectively transformed the act of brushing teeth into an interactive and informative experience. This has helped users maintain better oral hygiene.  

Oral-B's success story showcases how Design Thinking, combined with a deep understanding of user needs, can lead to significant advancements, ultimately improving both the product and user satisfaction.

Case Study 7. IDEO  

IDEO, a Global Design Consultancy, has been at the forefront of Design Thinking for decades. They have worked on diverse projects, from creating innovative medical devices to redesigning public services.

One of their most notable Design Thinking examples is the development of the "DeepDive" shopping cart for a major retailer. IDEO's team spent weeks observing shoppers, talking to store employees, and prototyping various cart designs. The result was a cart that not only improved the shopping experience but also increased sales. IDEO's human-centred approach, emphasis on empathy, and rapid prototyping techniques demonstrate how Design Thinking can drive innovation and solve real-world problems.   

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Case Study  8 .  Tesla  

Tesla, led by Elon Musk, has redefined the automotive industry by applying Design Thinking to Electric Vehicles (EVs). Musk and his team identified the need for EVs to be not just eco-friendly but also desirable. They focused on designing EVs that are stylish, high-performing, and technologically advanced. Tesla's iterative approach, rapid prototyping, and constant refinement have resulted in groundbreaking EVs like the Model S, Model 3, and Model X.    

From the minimalist interior of their Model S to the autopilot self-driving system, every aspect is meticulously crafted with the end user in mind. The company actively seeks feedback from its user community, often implementing software updates based on customer suggestions. This iterative approach ensures that Tesla vehicles continually evolve to meet and exceed customer expectations .   

Moreover, Tesla's bold vision extends to sustainable energy solutions, exemplified by products like the Powerwall and solar roof tiles. These innovations  showcase Tesla's holistic approach to Design Thinking, addressing not only the automotive industry's challenges but also contributing to a greener, more sustainable future.   

Case Study 9. GE Healthcare 

GE Healthcare is a prominent player in the Healthcare industry, renowned for its relentless commitment to innovation and design excellence. Leveraging Design Thinking principles, GE Healthcare has consistently pushed the boundaries of medical technology, making a significant impact on patient care worldwide.  

One of the key areas where GE Healthcare has excelled is in the development of cutting-edge medical devices and diagnostic solutions. Their dedication to user-centred design has resulted in devices that are not only highly functional but also incredibly intuitive for healthcare professionals to operate. For example, their advanced Medical Imaging equipment, such as MRI and CT scanners, are designed with a focus on patient comfort, safety, and accurate diagnostics. This device reflects the company's dedication to improving healthcare outcomes.  

Moreover, GE Healthcare's commitment to design extends beyond the physical product. They have also ventured into software solutions that facilitate data analysis and Patient Management. Their user-friendly software interfaces and data visualisation tools have empowered healthcare providers to make more informed decisions, enhancing overall patient care and treatment planning.

Case Study 10. Nike 

Nike is a global powerhouse in the athletic apparel and Footwear industry. Nike's journey began with a simple running shoe, but its design-thinking approach transformed it into an iconic brand.

Nike's Design Thinking journey started with a deep understanding of athletes' needs and desires. They engaged in extensive user research, often collaborating with top athletes to gain insights that inform their product innovations. This customer-centric approach allowed Nike to develop ground breaking technologies, such as Nike Air and Flyknit, setting new standards in comfort, performance, and style.

Beyond product innovation, Nike's brand identity itself is a testament to Design Thinking. The iconic Swoosh logo, created by Graphic Designer Carolyn Davidson, epitomises simplicity and timelessness, reflecting the brand's ethos.  

Nike also excels in creating immersive retail experiences, using Design Thinking to craft spaces that engage and inspire customers. Their flagship stores around the world are showcases of innovative design, enhancing the overall brand perception.

Lessons learned from Design Thinking Case Studies

The Design Thinking process, as exemplified by the success stories of IBM, Netflix, Apple, and Nike, offers valuable takeaways for businesses of all sizes and industries. Here are three key lessons to learn from these Case Studies:  

1)   Consider the b ig p icture   

Design Thinking encourages organisations to zoom out and view the big picture. It's not just about solving a specific problem but understanding how that problem fits into the broader context of user needs and market dynamics. By taking a holistic approach, you can identify opportunities for innovation that extend beyond immediate challenges. IBM's example, for instance, involved a comprehensive evaluation of their clients' journeys, leading to more impactful solutions.  

2)  Think t hrough a lternative s olutions   

One of the basic principles of Design Thinking is ideation, which emphasises generating a wide range of creative solutions. Netflix's success in content recommendation, for instance, came from exploring multiple strategies to enhance user experience. When brainstorming ideas and solutions, don't limit yourself to the obvious choices. Encourage diverse perspectives and consider unconventional approaches that may lead to breakthrough innovations.  

3)  Research e ach c ompany’s c ompetitors   

Lastly, researching competitors is essential for staying competitive. Analyse what other companies in your industry are doing, both inside and outside the realm of Design Thinking. Learn from their successes and failures. GE Healthcare, for example, leveraged Design Thinking to improve medical equipment usability, giving them a competitive edge. By researching competitors, you can gain insights that inform your own Design Thinking initiatives and help you stand out in the market.  

Incorporating these takeaways into your approach to Design Thinking can enhance your problem-solving capabilities, foster innovation, and ultimately lead to more successful results.  

Conclusion    

Design Thinking is not limited to a specific industry or problem domain; it is a versatile approach that promotes innovation and problem-solving in various contexts. In this blog, we've examined successful Design Thinking Case Studies from industry giants like IBM, Netflix, Apple, Airbnb, Uber Eats, and Nike. These companies have demonstrated that Design Thinking is a powerful methodology that can drive innovation, enhance user experiences, and lead to exceptional business success.   

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Frequently Asked Questions

Design Thinking Case Studies align with current market demands and user expectations by showcasing practical applications of user-centric problem-solving. These Studies highlight the success of empathetic approaches in meeting evolving customer needs.

By analysing various real-world examples, businesses can derive vital insights into dynamic market trends, creating innovative solutions, and enhancing user experiences. Design Thinking's emphasis on iterative prototyping and collaboration resonates with the contemporary demand for agility and adaptability.

Real-world examples of successful Design Thinking implementations can be found in various sources. For instance, you can explore several Case Study repositories on Design Thinking platforms like IDEO and Design Thinking Institute. Furthermore, you can also look for business publications, such as the Harvard Business Review as well as Fast Company, which often feature articles on successful Design Thinking applications.

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Our Leadership Training blogs covers a range of topics related to Design Thinking, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Design Thinking skills, The Knowledge Academy's diverse courses and informative blogs have you covered.

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25 Design Thinking Questions: What To Ask + Answer Examples

As Walter Isaacson, acclaimed biographer of creative genius Steve Jobs, emphasizes, “Innovation distinguishes between a leader and a follower.” The pursuit of innovation in business is what sets leaders apart; it’s the driving force behind the transformation of customer experiences. Every innovation, every groundbreaking product, and every revolutionary service begins with a question. That’s where the journey of design thinking questions and the power of asking comes into play.

Design Thinking isn’t just a methodology but a culture, and it’s been the driving force behind many remarkable creations. And what fuels this culture is all about asking the right questions.

Although formalized in the 21st century, design thinking has deep roots in history. In the 1950s, brilliant minds at Stanford University were already exploring new ways to enhance creative thinking. The goal was simple: breaking free from conventional problem-solving strategies. Let’s jump now to the 21st century, where design thinking has become a structured methodology at the heart of many renowned organizations’ strategies, such as Apple, Google, and Amazon.

What Are Design Thinking Questions?

The journey of design thinking is underpinned by a singular philosophy: to understand a problem truly, you must question it thoroughly and empathize with its challenges. This is where design thinking questions come into play.

Design thinking questions are open-ended, thought-provoking inquiries to understand a problem’s depths. These questions don’t just scratch the surface; they delve into the heart of the matter, searching for insights, ideas, and opportunities. The true power of these questions lies in their ability to cultivate empathy , unlock creativity , and catalyze innovative solutions.

We put together a table showcasing the elements of good design thinking questions:

These elements guide the formulation of effective design thinking questions essential for uncovering insights, sparking innovation, and solving complex problems through a human-centered approach.

What Are the Questions of Design Thinking and Their Use?

Behind design thinking, there’s a series of carefully crafted questions, each designed to guide problem-solvers through the journey of creativity and innovation. These questions serve several vital functions like:

• Empathy Building: They encourage the development of empathy for the end-users or the people affected by the problem you’re solving. These questions put you in their shoes to truly understand their needs and desires.
• Problem Definition: The right questions help you accurately define the problem you’re dealing with. You uncover hidden issues and complexities by questioning the situation from different angles.
• Ideation: Design thinking questions stimulate ideation. They fuel creativity, inspire innovative ideas, and help teams think outside the box.
• Solution Validation: Once you’ve generated ideas and developed solutions, questions become tools for validating your concepts. They help you ensure that the proposed solutions indeed address the problem.
• Continuous Improvement: Design thinking questions don’t stop with the first solution. They play a crucial role in ongoing evaluation, helping you continuously refine and enhance your offerings.

What Are the Most Important Points of Design Thinking?

To truly grasp the essence of design thinking questions, consider these vital principles that underpin the whole approach:

• User-Centric Approach: Design thinking fundamentally addresses the end-users’ needs and desires. Your questions should revolve around understanding them, their challenges, and their aspirations.
• Iterative Process: Design thinking isn’t a linear journey; it’s a continuous loop of understanding, ideating, prototyping, and testing. Questions guide you through these iterations.
• Problem Framing: Before diving into solutions, design thinking encourages an in-depth understanding of the problem itself. Your questions should focus on framing the issue from multiple perspectives.
• Collaboration: Design thinking is a collaborative effort. The questions foster teamwork, bringing together diverse skills and perspectives.
• Prototype Testing: Questions are tools for validating prototypes. The process includes creating a basic version of the solution and testing it to gather feedback, which is then incorporated into improvements.

In summary, design thinking is an innovation-driven approach that thrives on customer empathy , problem-solving, and continuous improvement, all facilitated by thought-provoking, open-ended questions.

Design Thinking Question Types

Throughout the design thinking process, specific types of questions serve as guiding stars, illuminating the path to innovation and customer-centric solutions:

• These questions go beyond the surface, delving into the heart of the matter: the people. They invite you to walk in your end-users or stakeholders’ shoes, to see the world through their eyes. When you ask empathizing questions, you’re on a quest to truly understand their needs, desires, challenges, and aspirations. It’s about peeling back the layers and getting to the core of human experiences. With empathizing questions, you unlock the profound insights needed to create solutions that genuinely resonate with people.
• In the realm of design thinking, defining the problem is an art form. These questions are like the skilled strokes of a painter’s brush, meticulously crafting the contours of the challenge at hand. They prompt you to consider the subtle details, the shades of the issue that might have gone unnoticed. With problem definition questions, you frame the challenge with precision, ensuring you’re targeting the right problem—no more, no less. They provide the scaffolding for your entire creative process.
• If empathy questions allow you to understand, ideation questions inspire you to dream to explore the uncharted territories of imagination. They’re your passport to a realm where possibilities are endless, and conventional thinking takes a back seat. These questions aren’t just about generating ideas; they’re about opening the doors to unbridled creativity. Ideation questions are open-ended, enticing you to challenge the status quo and venture into the territory of “thinking outside the box.” In this realm, groundbreaking ideas are born.
• You have ideas—bold, innovative, and possibly game-changing. But how do you know which ones have the potential to revolutionize your industry? That’s where validation questions come into play. They are the litmus test, the rigorous assessment that ensures your solutions are on target. Validation questions are the guardians of practicality, making certain that your ideas are not just impressive on paper but feasible in the real world. They help you confirm that the proposed solutions genuinely address the problem and, most importantly, the needs of your users.
• Once your solution is out in the wild, your journey doesn’t end; it transforms into an ongoing quest for refinement and enhancement. Iterative questions are the driving force behind this evolution. They encourage you to listen, learn, and adapt. With these questions, you delve into the feedback, data, and user experiences. You ask what’s working, what’s not, and most crucially, how you can make it better. Iterative questions are the engines of continuous improvement, enabling you to evolve your solutions harmoniously with the ever-changing landscape of customer needs and market dynamics.

With this arsenal of questions, design thinking becomes a powerful vehicle for innovation and transformation, propelling your organization to new heights of customer satisfaction and competitive success.

Design Thinking Success Examples

The impact of design thinking questions is most evident in the real-world examples of companies and organizations that have successfully employed this approach.

• Apple: One of the pioneers in using design thinking, Apple applies this philosophy from product design to the customer experience. They frequently ask empathizing questions like, “ How can we make the iPhone experience even more intuitive? “
• Google: Google’s work culture revolves around creative problem-solving. Their teams use ideation questions such as, “ What are new ways to simplify complex data access for users? “
• Amazon: Amazon applies design thinking to enhance its customer service and satisfaction. Questions like, “How can we make the customer’s online shopping experience more seamless and enjoyable? ” drive their innovation.
• IDEO: A global design consultancy, IDEO, is renowned for its design thinking expertise. They ask many problem definition questions to deeply understand various challenges before proposing solutions.

Free Template: 25 Design Thinking Questions (with Answer Examples)

Design thinking questions with example hypothetical answers:

Feel free to adapt these questions to your specific design thinking project and use them as a starting point for your journey into innovative problem-solving and product development.

Design Thinking Questions with QuestionPro

Integrating QuestionPro into your design thinking process can be a game-changer. Our suite of tools and solutions empowers you to formulate the right design thinking questions, collect valuable feedback, and convert insights into actionable strategies.

Whether you’re looking to enhance your product, service, or overall customer experience, our platform offers:

• Survey Design: Create custom surveys tailored to your design thinking needs with our intuitive survey builder.
• Feedback Collection: Gather feedback and responses effectively from diverse sources, from customers to employees.
• Data Analysis: Utilize advanced analytics to decipher the insights gained from your design thinking questions.
• Actionable Insights: Transform insights into actionable strategies for innovation and continuous improvement.

Design thinking questions are the compass guiding you through the intricate terrain of innovation. They empower you to understand, define, ideate, validate, and improve solutions.

When harnessed effectively, these questions can unlock a world of creativity and set your organization on a path to lasting success. So, embark on this journey with the right questions, and remember, innovation is just a question away.

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Better Service, Faster: A Design Thinking Case Study

by Robert I. Sutton and David Hoyt

On February 14, 2014, Stanford students Elizabeth Woodson and Saul Gurdus drove a rented Winnebago to the San Mateo office of the Golden Gate Regional Center (GGRC), where they greeted eight curious GGRC staff members.

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COVID-19: The Ultimate Design Thinking Use Case

We are living in extraordinary times as COVID-19 continues to cause crises across the world. Could designers make use of design thinking to solve urgent problems and come up with innovative solutions?

By Miklos Philips

Miklos is a design leader, author, and speaker with more than 18 years of experience in the design field.

PREVIOUSLY AT

An emergency field hospital with tents customarily used for disaster relief has been opened in New York’s Central Park, and across the globe, “social distancing” has become part of our everyday behavior.

We are coming to grips with COVID-19, but it has caught us off guard. As most of the world’s population is under some form of lockdown, we find ourselves in the middle of an unprecedented social experiment with many people working remotely and entire families staying home.

A global pandemic of this scale was inevitable. For years, we have been warned of the possibility by hundreds of health experts, and in 2015, Bill Gates talked about how unprepared we are in his TED talk . He grimly warned: “If anything kills over 10 million people in the next few decades, it’s most likely to be a highly infectious virus rather than a war.” We are now faced with a challenge that has no parallel in peacetime this century.

While most people manage to “keep calm and carry on,” friction and frustration are inevitable living under such a crisis. But duress lays fertile ground for innovation, and during times such as these, eager designers and creatives can’t help but see opportunities for improvement.

If we approached COVID-19 as a design problem, could we find innovative ways to apply design thinking and human-centered design principles to help soothe everyday frustrations and mitigate the most pressing issues? Drawing parallels between the problems of the global pandemic and those of product and service design, the similarities are obvious.

At the intersection of the innovator’s mindset and creative thinking, we could explore ways to help the world deal with this and the next pandemic. Reaching into our designer’s toolkit, we could deploy the staples of our craft, including problem definition, ethnographic research, ideation, prototyping, and user testing. Taking advantage of recent innovations and the latest technology, we could run Design Sprints , focus on a specific problem, generate multiple solutions, build prototypes, and get rapid feedback.

The Design Thinking Process Applied to COVID-19

A global pandemic puts enormous stress on governments and healthcare services. Suddenly, there is a scramble to circulate the correct information and roll out products and services to deal with the crisis. These challenges bring together a blend of product design, experience design, and service design problems that are desperate for a solution, and design thinking can help.

Design thinking is a methodology that provides a solution-based approach to solving problems. It combines what’s desirable from a human point of view with what is technologically feasible and economically viable. It’s useful in tackling loosely defined, complex problems by understanding human needs.

Design thinking is unique compared with other forms of problem-solving methods in that it’s a non-linear process focused on delivering outcomes, rather than being focused on a precise problem definition. The design thinking process consists of five stages: empathize, define, ideate, prototype, and test . Each step needs to be given appropriate resources and the proper duration to create an end product that reliably meets user needs.

Information Clarity, Consistency, and Distribution

The flow of information is essential to curbing a pandemic. While the virus responsible for the COVID-19 pandemic was spreading, it took authorities several weeks to consolidate their messaging and make it consistent. With advanced technology, the distribution of information isn’t the problem. It’s transmitting the right information to the right people at the right time.

In times of crisis, there is an acute need for standardized, consistent, and effective information design. Principle four from the Nielsen Norman Group’s 10 Usability Heuristics for User Interface Design states: “Users should not have to wonder whether different words, situations, or actions mean the same thing.”

To contain the outbreak, the UK government quickly moved to design clear, consistent messaging, taking advantage of the rule of three : “ Stay at home. Protect the NHS. Save lives. ” It was widely distributed via the internet and media. People received texts, got emails, and saw posters on the street, all of which has proved to be very effective.

Unfortunately, not all governments are created equal, and too little came too late from too many. Particularly when lives are at stake, clear and consistent instructions from healthcare services and authorities need to be out sooner rather than later.

In an ideal scenario, an emergency “design commission” with an army of volunteer designers and content strategists could spring into action to rapidly craft and test various designs. Taking the design thinking phases of empathize, define, and ideate , this rapid response team of designers could assist authorities with formulating the right kind of messaging.

During the final phase of design thinking: implementation , governments could text millions of people with new rules around social distancing with the help of mobile operators. Getting information out rapidly over a variety of channels would ensure people receive the right kind of information promptly.

The primary goal of content strategists and information designers working with healthcare services is not only to convey vital information but to reduce people’s “cognitive load.” Borrowed from cognitive psychology, it is a frequently used term in UX and describes the process where, unable to process an overload of critical information, the brain shuts down.

Information designers can observe the Laws of UX and apply two of its “golden rules” to reduce cognitive load: Hick’s Law and Miller’s Law. Hick’s Law states that “the time it takes to make a decision increases with the number and complexity of choices,” so minimalist, uncomplicated designs are best when people need to make a decision. For example, it could be applied to an infographic outlining whether to use facial masks or not.

In an extreme scenario, both of these laws could be violated simultaneously by confusing pictograms meant to convey vital information, i.e., presenting too many choices and asking people to remember too many things.

The third UX principle that could be adopted for powerful information design is the Von Restorff Effect , which can help people recall information more easily. It states that “items that stand out from their peers are more memorable.” Designers can use the Von Restorff Effect to design effective, memorable information that needs to be conveyed quickly and convincingly.

The Psychology of Panic Buying

Experts say hoarding essential supplies despite reassurances from experts that shortages of everyday household goods are unlikely is motivated by a natural human reaction to stress and uncertainty.

When crises occur, people quite naturally want to regain control. We tend to run with the herd, thinking: “If everyone else is buying toilet paper, hand sanitizers, and pasta, I should probably do the same.”

How can stores prevent or at least get ahead of this kind of behavior? Reflecting on the principles of UX design, it’s about “knowing your user.” Becoming keenly aware of previous events, patterns, and behaviors that lead to the raiding of aisles in supermarkets and pharmacies could mitigate the problem.

Aligning the panic-shopping phenomenon with the user interface heuristic “visibility of system status,” clear signage throughout the shopping experience could curtail the rush to stock up on essentials. Governments could raise awareness through the media and send uniform signage to grocery stores to calm nerves and inform shoppers that there is plenty to go around.

If there is a principle that is sacred to UX designers, it's know your user. After all, how can we design something for people without in-depth, detailed knowledge of them? Don Norman , co-founder and Principal Emeritus of Nielsen Norman Group

Product and Service Design in the Age of COVID-19

Effective solutions are desperately needed to a myriad of problems foisted on the world by COVID-19. As a result, the pandemic is powering innovation on an atypical scale and pace not normally considered. Apart from PPEs (personal protective equipment), hospital beds, and face shields, ventilators are in short supply, which has sparked an astounding number of design breakthroughs. And that’s just one area where necessity has proved itself to be the mother of invention.

Innovation is now recognized as the single most important ingredient in any modern economy. Tom Kelley, IDEO Partner

Self-diagnosis at home, monitoring those who are infected, widespread testing, and contact tracing are just a few design problems that need solving. Dealing with emergent mental health issues, panic buying, and social distancing caused by lockdowns is another. Endless design problems with unique challenges present themselves during global crises, and exciting design opportunities abound.

Fusing advanced technology with design thinking, designers have an opportunity to bring forth many innovative products and services.

Design Thinking in Healthcare: Test, Trace, and Treat

In the battle to contain the contagion, employing the test, trace, and treat approach is unavoidable. Widespread testing and contact tracing are needed to identify and alert people who have come into contact with a person infected with the coronavirus.

Putting into practice the user-centered design process, designers could brainstorm new ideas with the “ how might we ” method. It would require us to accept that we don’t currently know the answer and foster a collaborative approach to solving it. IDEO calls it “ challenge mapping ,” which is very similar to the 5 Whys method for problem-solving (developed at Toyota in the 1930s).

For example, currently, home test kits are not reliable for testing for novel coronavirus infection. But the steps in the design thinking process could be applied to make them ready for the next one.

Under empathizing and defining , we can understand the problem; with ideation and prototyping, we can explore the most cost-effective way to make them; and with testing and implementation , we can refine and deliver an effective solution. In this way, millions of home test kits could be designed, prototyped, and tested .

Mobile apps and big data are ideal partners for contact tracing. When people develop symptoms, how can they know if it’s COVID-19? An AI-powered COVID-19 symptom checker app could “listen” to coughs and breathing, as well as measure body temperature and heart rate via an external wristband. Comparing results with large sets of previous data, it would come up with a diagnosis. Once the symptoms are confirmed, the app can then advise users on an appropriate course of action.

Looking at social distancing, apps could be designed that alert people if they’re getting too close to someone. It could be wearable tech, such as a chest camera, that would send an audible alert to their mobile device (or their earphones).

COVID-19 and Mental Health – Living in Isolation

As authorities race to stem the spread of the coronavirus by shuttering everything we take for granted, some experts fear the consequences on people’s mental health, and the longer a quarantine continues, the greater the effect.

Experts say that depression, anxiety, and suicides typically emerge from traumatic events, such as widespread lockdowns and the uncertainty of the pandemic. The impact is worse for those with existing mental health conditions, the elderly, the vulnerable, and the self-isolating.

Eight to 10 days after they were quarantined due to the spread of COVID-19, more than half the participants in a recent study reported the adverse psychological effects of the outbreak as “moderate or severe.” Can design thinking address people’s protracted isolation and look for ways to alleviate mental stress?

We can take steps from the design thinking process and approach problems from the user’s perspective: empathize with sufferers and ideate solutions. Healthcare services could support the availability of high-quality, remote counseling by therapists, psychiatric nurses, and doctors. However, the ease of use (usability) of these digital services is crucial, as well as the simplicity of making an appointment.

For many people, talking to friends and family over video calls helps. However, according to Jakob Nielsen of the Nielsen Norman Group, the elderly are typically not tech-savvy users and “need dramatically simplified software” that works with a push of a button. For them, making a video call needs to be almost as simple as using a lightswitch.

To help detect depression, Massachusetts Institute of Technology researchers have recently developed an AI system that can detect if a person is suffering from depression by analyzing their speech patterns. Such an AI system can power a mobile app that monitors a person’s speaking patterns, detects mental distress, and sends an alert to doctors. It could prove especially useful for those who can’t get to a doctor for an initial diagnosis due to distance, cost, or a lack of awareness that something may be wrong.

Designing Better Personal Protective Equipment (PPE)

When stepping out of home isolation, protection is on everyone’s mind. During lockdowns, people still need to get essential supplies, pick up medication, and get some exercise.

As designers approach the new norms and apply design thinking to personal protection, a window of opportunity opens up for design innovation. We can empathize, define, ideate, prototype, test, and implement . For example, designers could envision washable gloves made of comfortable material that offer sufficient protection and would become part of our daily protective wear.

For those with a smartwatch, using haptic vibration , apps could sound an alert as the wearer is about to touch their face. Fashionable face masks that are easy to manage yet block airborne viruses could be designed.

The lack of personal protective equipment for medical professionals is prompting design innovation at an unprecedented scale. In any healthcare system, there are not only the patients to consider but their families, the doctors, nurses, and other support personnel. A holistic system including all its components needs to be considered in order to see where design can help.

It’s putting the person, the human at the centre of what you do. Because no matter what industry or sector you’re in, there’s a human in there somewhere, so just anticipate and consider their needs. Kathryn Townsend, Head of Customer & Client Accessibility, Barclays UK

During the ideation phase in design thinking, it’s unlikely the ultimate solution to the problem will be discovered. The point is to come up with as many ideas as possible, sort through them to find the best ones (which will likely be some combination of user needs, practicality, cost-effectiveness, and other factors specific to the project), and then figure out which ideas should move on to the next step: prototyping .

Challenging assumptions is key to defining what is or isn’t a viable solution that can lead to innovative ideas. The idea is to try everything, even if some turn out to be duds.

I have not failed. I’ve just found 10,000 ways that won’t work. Thomas Edison

As intensive care units are overwhelmed, there is an acute shortage of ventilators. Some ventilator manufacturers are forming partnerships with various firms and working around the clock to make them as fast as possible. Hope is also riding on smaller design labs that could make ventilators more quickly.

With ideation and prototyping , a team led by University of Oxford professors along with a student and professors from King’s College of London have defined a simple, safe, and scalable ventilator design that meets the strict specifications for use with patients. The design exploits off-the-shelf components and equipment with parts that can be produced using 3D printing, cutting costs dramatically.

“In less than two weeks, the students, researchers, and academics driving this project have developed into a highly structured and efficient team, brainstormed a prototype, and won government backing,” professor Mark Thompson of Oxford said.

Contactless Everything Is King

Naturally, people fear contact with anything when a tap on a screen or keypad can cause a fatal infection. Touch-based UIs are not favored, and paying with cash isn’t permitted in many grocery stores. Out are ATMs, supermarket keypads, and vending machines; in are contactless transportation passes and payment terminals where people can use contactless cards, ApplePay, and Google Pay.

And then there is radar tech like Google’s Project Soli for contactless interactions.

Project Soli is developing a new interaction sensor using radar technology. The sensor tracks sub-millimeter motions at high speed and accuracy. It fits onto a chip, can be produced at scale, and built into small devices and everyday objects. Soli is a miniature radar that understands human motions at various scales: from the tap of a finger to body movements.

Contactless payment terminals are already here, but soon, using radar-powered motion sensors, contactless UIs should be possible for everything from ATMs to vending machines. Interacting may be slower with these UIs, but “contactless-modes” will be safer to use. When there is no longer a need, systems can switch back to touch-based interactions.

Shopping for essentials in contactless stores would be a boon during global pandemics. Computer vision, sensor fusion, and deep learning systems can enable checkout-free shopping experiences. Are checkout-free stores like Amazon Go Grocery ahead of their time?

Data Visualization and Analysis

Putting cities under lockdown is not enough. Testing, contact tracing, home isolation, and rapid treatment are vital —all of which generate a lot of unstructured data. A sea of data coming in is good, but data alone doesn’t speak and doesn’t help make informed decisions. It’s tantamount to drinking from a firehose.

Policymakers and hospital leaders need to make informed decisions based on facts backed by data. For systems to function well, we not only need data but more importantly, robust data analysis and data visualization tools. Again, “ visibility of system status ” takes on vital importance. Patterns need to be identified, the spread of the virus visualized, and disease conditions monitored 24/7.

To facilitate better decision-making, researchers and startups are using artificial intelligence and other technologies to predict where the virus might appear next and how fast it will spread. These AI tools may use advanced technology and algorithms, but many of them suffer from poor usability. They need to be well-designed, present data efficiently, and communicate complexity with clarity through sophisticated data visualization.

UX designers have an opportunity to step in and make improvements. Once again, they can turn to the design thinking process: define the problem, ideate solutions, prototype, test , and implement the next generation of data visualization tools.

Closing Thoughts

The rapid spread of the coronavirus and the disorganized and erratic response of many governments demonstrates how unprepared we are in dealing with a global pandemic. No one looked at the COVID-19 outbreak as a design problem, but the crisis offers a chance to question the wisdom of old habits and to explore out-of-the-box thinking. Applying the design thinking process, designers and design thinkers can play a vital role in diagnosing the most pressing issues and come up with solutions.

Tumult and upheaval have altered history with wars, plagues, and chaos, sometimes leading to positive growth. We can look for a silver lining in the current calamity: COVID-19 is forcing the world to rethink its outmoded routines and power a remarkable pace of design innovation. Many design breakthroughs of the current crisis will be short-lived, but many will have staying power because they solve big problems. It’s up to designers to get to work.

Let us know what you think! Please leave your thoughts, comments, and feedback below.

Further Reading on the Toptal Blog:

• How to Work Remotely When It Matters Most
• Exploring the Reasons for Design Thinking Criticism
• The Value of Design Thinking in Business
• Breaking Down the Design Thinking Process

Understanding the basics

How do you describe service design.

Service design is the action of determining what elements of a service will provide the optimal experience for its users by examining the service’s communication, infrastructure, and material components as well as the users’ interactions with it.

Why is service design important?

Service design provides design tools and a structure that help companies get to know their customers, their needs and desires, and to provide them with a superior experience. It drives profits and offers companies ways to reduce cost as well as achieve a competitive advantage.

What are the benefits of service design?

Effective service design creates an optimal experience for users. It considers all stakeholders, fosters collaboration, creates consistency, offers cost reduction, and helps to keep companies agile by embracing change. Design thinking in service design can help.

What is the difference between misinformation and disinformation?

Misinformation is false information that’s given without malice, and disinformation is false information, such as government propaganda, that’s given with the intention to deceive.

What is design thinking not?

Design thinking is not about lightly updating existing designs and generating “alternative” solutions. A simplified approach to design thinking impedes real innovation. Many designers dislike the notion of design thinking because, to them, it tends to reduce the design process into an easy-to-follow formula.

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Miklos Philips

Austin, TX, United States

Member since May 20, 2016

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Design Thinking Case Study Index

Welcome to the Design Thinking Case Study Index. There are many Design Thinking Case Studies on the internet. Many are retrofitted descriptions of what occurred, rather than evidence of the Design Thinking process in action. In order to bring a higher standard to the practice of Design Thinking, we require stronger evidence and rigor. Only members can post and must provide strong evidence in the Design Thinking Case Study that the Design Thinking process was used to create the original idea for the product or service solution. The criteria that needs to be proved to make your project a Design Thinking Case Study are:

• Evidence of an empathic human/user centered approach in the research phase
• Evidence of rapid prototyping
• Evidence of user testing of early prototypes
• Evidence of cross functional collaboration during the process

The Design Thinking Case Study Index is arranged according to market or industry verticals to help you find relevant Case Studies for your industry.

THE DESIGN THINKING CASE STUDY INDEX

• Bank of America Helps Customers Keep the Change - IDEO
• Bank of America: Keep the Change  - an HBR Case Study
• Bank of America Keep the Change - thisisdesignthinking.com
• How to Use Design Thinking to Make Great Things Actually Happen
• Co-designing OTP Bank's Strategic Plan for Success
• Société Générale's Time Tracking Nightmare Solved - Design Thinking Society
• The Total Economic Impact of IBM's Design Thinking Practice - IBM/Forrester
• The Strategic Importance of Design  - Fjord
• IDEO: Journey to Mastery - IDEO
• Improving School Experiences and Helping Teachers
• Transforming Constructivist Learning into Action: Design Thinking in Education
• Design Thinking in the Classroom: What can we do about Bullying? - Dr. Maureen Carroll
• Design Thinking in Education: Perspectives, Opportunities and Challenges  - Stefanie Panke
• Building Cape Town's Resilience Qualities - GreenCape
• Applying Design Thinking Internally - Meredith James

FAST MOVING CONSUMER GOODS (FMCG)

• The Features of Design Thinking in Fast Moving Consumer Goods Branding Development
• A Chain of Innovation the Creation of Swiffer
• Oral B: Putting the User at the Center of Innovation - Future Facility
• Design for Action: Mass Mutual and Intercorp Group (Peru)  - Tim Brown and Roger Martin
• E*Trade: From Idea to Investment in 5 Minutes.

GOVERNMENT/PUBLIC SERVICES

• Failure to Launch: Learning About Design the Hard Way - Australian Taxation Office
• The US Tax Forms Simplification Project  - US Government
• Redesigning The Employment Pass Application in Singapore  - Government of Singapore
• How is Design Thinking Reshaping Singapore - Government of Singapore
• Design Thinking in Public Engagement: Two Case Studies in British Columbia  - Dave Roberston
• India: Using Design Thinking to Enhance Urban Redevelopment  - Indian Government
• Making Calgary's Downtown a more Welcoming Place  - City of Calgary, Canada
• Capitalism Needs Design Thinking - Tim Brown and Roger Martin
• Making Government Work Better -  The White House Office of Science and Technology Policy (OSTP)
• Better Service Faster, a Design Case Study - The Golden Gate Regional Center
• Better Foodservice for the Elderly in Denmark - Hatch & Bloom
• Applying Design Thinking to Public Service Delivery - IBM
• The Lab at US Government, Office of Personnel Management (OPM) Field Guide  - US Government
• The Right Way to Lead Design Thinking - Denmark
• Design Thinking and Participation in Switzerland - Swiss Government
• How to Stimulate Innovation in Your Organization with Design Thinking - Municipalities of Aalborg and Rotterdam, Netherlands
• How SwipeSense Makes Hand Cleaning Easy - Northwestern University
• Using Design Thinking in Healthcare to Create an Emergency Pediatric Department  - Philips
• Design Thinking can Help Improve Care for the Elderly - IDEO
• How can a People Focus Bring Value to Healthcare?  - Philips
• Philips: Improving the Patient Experience
• Developing an App for Diabetes Type II
• Developing Environmental Sustainability Strategies
• 4 Case Studies in Healthcare: Nursing
• Mayo Clinic: Design Thinking in Healthcare
• The Use of Design Thinking in MNCH Programs in Ghana - Bill & Melinda Gates Foundation
• Tackling the Opioid Crisis at the Human and Systems Level  - Stanford Business School

HUMAN RESOURCES

• Design thinking disrupts HR, re-defines the HR function
• Design Thinking in HR at Deutche Telekom
• Transforming Life Insurance: McKinsey
• Bringing Design Thinking to the Insurance World

K-12 EDUCATION

• Design is to Doing as Learning is to Thinking - Design Learning Network

Following One School District's Approach to Innovation for the 21st Century  - Loraine Rossi de Campos

MEDIA & JOURNALISM

• The Guardian Using Design to Reaffirming Values
• Journalism Case Studies that Apply Design Thinking - Poynter
• The Guardian: Benefits of Design Thinking - The Design Council
• Selling the 'Smart Home' with an Immersive Retail Experience
• Using Design Thinking to help traditional German Butchers
• Self-Checkout: Improving Scan Accuracy through Design Thinking
• Designing Waste Out of the Food System
• Design Thinking in our Digital Product Creation Process
• Better Service Faster, A Design Thinking Case Study
• How we Design on the UberEATS Team

SOCIAL IMPACT

• IMPACT: A case study about Design Thinking for helping who help!  - Mattia Tamborini
• Clean Team In-Home Toilets for Ghana’s Urban Poor - IDEO
• Reinventing Solar Energy Supply for Rural Africa
• Asili: Addressing an Entire Ecosystem of Need in a Rural Community  - IDEO.org
• Saving Product X – A Design Thinking Case Study  - Paul Clayton Smith
• Scaling Design Thinking in the Enterprise: a 5 Year Case Study at Citrix
• B2B Design Thinking: Product Innovation when the User is a Network

TRANSPORTATION

• How we Design on the UberEATS Team
• Improving UX in Public Transportation
• IDEO: Using Design Thinking to Create a Better Car
• Design Thinking at Innogy: eCarSharing
• The Impact of Design Thinking on Innovation: A Case Studty at Scania IT

Designorate

Design thinking, innovation, user experience and healthcare design

Design Thinking Case Study: Innovation at Apple

Apple is one of the leading companies that is renowned for its unique products and brand. A short talk with an Apple user reveals there is an emotional relation between consumers and Apple products , including every “i” product created in the past two decades.

Why are Apple products different from their competitors’ products? How does Apple manage to achieve innovation in its product families? Answering these questions provides interesting insight into Apple’s history and how it survived its most critical time between 1985 and 1997.

When Steve Jobs returned to Apple after being fired, the company share was only worth US $5 and its future was uncertain. Today, in 2016, Apple’s share price is around US $108 and the company achieved revenues of US $233.7 billion in 2015 with net income of US $53.39 billion.  This mini case study sheds light on the role that design thinking and innovation played in helping Steve Jobs rescue Apple with his consumer-driven strategy and vision for the company.

The Hard Times at Apple

The early days of Apple (which was cofounded by Steve Jobs on 1976) are characterized by its first personal computer that was delivered with Apple OS. During this time, Apple was dominating the market because there were no other manufacturers of this type of computer as computers were used only by governments or large companies. However, in 1985, Steve Jobs was forced to leave the company. This marked the start of a chaotic era in the company’s strategy and product development.

In the period 1985-1997, Apple struggled to achieve market success, especially after Jobs’s departure and increasing competition from other giants such as IBM, which decided to enter the PC computers market. During this period, Apple faced number of challenges including:

• Unstable strategy due to the change of executive teams
• Unclear vision about Apple’s competitive strategy, especially after IBM entered the PC market
• Unclear vision about selling OS licenses, which would put the company in competition with Windows operating system
• Large number of failed products (such as Newton PDA) and few successful ones (such as PowerBook)
• Products not unique in the market
• Confusion and uncertainty among Apple consumers, resulting from this strategy

Design Thinking to Fuel Innovation

Apple is one of the leading companies in the field of innovation and this couldn’t have happened without the company adopting design thinking . Design thinking is a solution-oriented process that is used to achieve innovation with considerations about the consumer at the heart of all development stages. Tim Brown, president and CEO of IDEO, defines design thinking as follows: “ Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success. ”

“Most people make the mistake of thinking design is what it looks like. People think it’s this veneer — that the designers are handed this box and told, ‘Make it look good!’ That’s not what we think design is. It’s not just what it looks like and feels like. Design is how it works.” — Steve Jobs

In previous design thinking articles, we explored the different models of design thinking including the IDEO model, d.school model, and IBM design thinking  model. Most of these models share the target of achieving innovation through three main factors:

User Desirability . The product should satisfy the consumer’s needs by solving everyday problems through a user-centered process. This can be achieved through a deep understanding of the user and through an empathic design process, which can only be achieved by putting ourselves in the shoes of our consumers (using tools such as an empathic persona map ).

Market Viability . Successful products require an integrated marketing strategy that identifies the target segment and builds the product brand in accordance with this target segment. Tools such as the business model canvas can help our understanding of the project and create a business strategy for it. Also, tools such as the SWOT analysis allows us to understand the strengths, weaknesses, opportunities, and threats of the specified product.

Technology Possibility . Technology provides state-of-art tools for designers to innovate and build products that meet today’s needs. Technology should be adopted through the development process, including the prototyping stage where a visual presentation of the product is made to the team.

Think Different!

After Steve Jobs returned to Apple in 1997 (upon Apple’s acquisition NeXT), he started to apply the design thinking characteristics discussed above, which reflected his vision for Apple products. The vision discussed below was used to form Apple’s strategy from 1997 until today. Steve Jobs applied design thinking by focusing on:

• People’s needs and desires, rather than only the needs of the business
• Building empathy by helping people to love Apple products
• The design rather than the engineering work; designers consider both the form and the function of the product
• Building simple yet user-friendly products rather than complex hard-to-use products

The vision characterized above can be clearly identified in modern Apple products. Although other competitors focus on the features and product capabilities, Apple focuses on a holistic user experience.  For example, the iMac is renowned for being quiet, having a quick wake-up, better sound, and a high-quality display. This vision was formed in Apple’s development strategy that includes:

Excellence in Execution

In this part, Steve tended to improve the execution process by closing 2 divisions, eliminating 70% of the new products and focusing on the higher potential products, reducing the product lines from 15 to just 3, and shutting facilities to move manufacturing outside the company. Apple also launched a website for direct sale of its products and started to take an interest in materials and how products are manufactured within a consumer-driven culture.

Platform Strategy

Apple streamlined their product portfolio to a family of products that can be produced  much more quickly while keeping the existing design elements. Also, the company targeted product that require less repair and maintenance.

Iterative Customer Involvement

The consumer experience should be integrated into the design and development stages through participating in usability testing. Also, the design for interfaces should focus on the user experience.

Beautiful Products

In addition to the function of the product, the form should beautiful, which can be achieved through continuous innovation and development. Apple also focused on the materials and manufacturing process and took a bold approach to trying new ideas rather than sticking with the ordinary design forms.

Apple’s history with innovation provides a clear lesson about how design and innovation can turn company failure to market success and a leading position in a competitive market. Design thinking helped Apple to innovate while placing their consumers at the heart of the process. The period that Steve Jobs was absent from Apple demonstrates that copying others and lacking a clear innovation strategy can lead companies directly from success to failure. On the other hand, innovation can definitely help build a successful business.

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Dr Rafiq Elmansy

As an academic and author, I've had the privilege of shaping the design landscape. I teach design at the University of Leeds and am the Programme Leader for the MA Design, focusing on design thinking, design for health, and behavioural design. I've developed and taught several innovative programmes at Wrexham Glyndwr University, Northumbria University, and The American University in Cairo. I'm also a published book author and the proud founder of Designorate.com, a platform that has been instrumental in fostering design innovation. My expertise in design has been recognised by prestigious organizations. I'm a fellow of the Higher Education Academy (HEA), the Design Research Society (FDRS), and an Adobe Education Leader. Over the course of 20 years, I've had the privilege of working with esteemed clients such as the UN, World Bank, Adobe, and Schneider, contributing to their design strategies. For more than 12 years, I collaborated closely with the Adobe team, playing a key role in the development of many Adobe applications.

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2 thoughts on “ design thinking case study: innovation at apple ”.

these things is very useful and motivation and thinking about ideas to solve the problems

Thanks Ram!

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