Problem
Student of Master of Engineering Management having course Principles of Management and Leadership.
Answer the following ten questions related to case study IDEO: Human-Centred Service Design from Harvard Business School (9-615-022).
1) Why do human-centred design?
2) How many of you would consider yourselves to be creative?
3) Who can remember a time when they came up with a new idea?
4) What was it?
5) Describe the moment you had this idea?
6) Did you see it coming?
7) Could you have predicted it?
8) Why not start out with a simple survey? It would have been quicker, cheaper and they could have had a lot more customers involved?
9) Why do we ever conduct surveys?
10) Why did they include customers who didn't use Cineplanet that often? What can we learn from the "extreme fringes" of potential users?
11) Why is that important?
12) When interviewing a customer from Peru:
13) What facets of the interaction contributed to the team's ability to identify relevant pain points, and to identify the core functional and emotional needs of users?
14) What did they learn that they couldn't have gotten in a survey?
15) How powerful was it that the Cineplanet CFO was present?
16) It was said that IDEO "values strong ideas that are loosely held. What does that mean? What evidence did you see of this?
17) Why does that matter?
18) What application could this have in your work life?
19) After reading the article "How Indra Nooyi Turned Design Thinking into Strategy" - in what ways do you see how "Design-Thinking" can be worked into the innovation and development fabric of your own:
i. organization?
ii. MEM team?