Design Thinking Integration

As CX leaders, solving problems starts with people. Design thinking gives us a clear path. We start by listening to users, defining real needs, and brainstorming ideas. We then build quick prototypes and test them early. Machine learning shifts the focus to data. It breaks issues into smaller parts and finds hidden patterns. We tune models and check how well they predict results. This helps us make smarter decisions fast. Both methods bring value to CX. Design thinking ensures we meet human needs. Machine learning gives us insights we might miss. Using them together unlocks new ways to delight customers. When should you use each? Use design thinking when you need empathy and creative ideas. Use machine learning when you have large data sets and need fast answers. Merging both gives you a balanced, human-led and data-driven CX strategy.

Here is how I helped pull together a Horizon Europe full proposal in two weeks. (The answer is not AI) It was during COVID and I took a call from an old friend. He wanted me to help with a proposal - due in two weeks. Normally, I would say no, but I did not. It is estimated that it takes more than 400 hours of effort for the Coordinator to develop a full proposal for EU funding. Who has an extra 400 hours to spare? We only had 240 hours in total. Here is what I learned. Good proposals are not about reaching a consensus. They are also not about magically melding text from 10 different authors. How did we do it? Design thinking. Design thinking is a human-centered, iterative approach to innovation that emphasizes: ⤷Empathy, ⤷Problem reframing, ⤷Ideation, ⤷Rapid prototyping, ⤷and Testing. It works as way to accelerate the process. It leverages the collective creativity of a group and, . Prototyping and testing are also great ways to rapidly communicate concepts. By first reframing the problem and then rapidly iterating concepts we were able to get the proposal done on time. The result? The proposal was successful. The experience changed my perspective on what is possible. Want to avoid a 400 hour investment in effort to develop a Horizon Europe Consortium project? Adopt a design thinking approach. 

🚀 I’ve been loving the chance to dive into design thinking through my Social Impact Hub Fellowship – and it’s really got me reflecting on how these principles can be applied to the development of Individualised Living Arrangements (ILAs) in the NDIS. 🧠 Design thinking is all about starting with the person – understanding their needs, goals, and what a good life looks like from their perspective. It’s about co-design, iteration, and creativity – and that’s exactly what we need more of in disability support, especially when it comes to housing and living. 🏡 Too often, people with disability are forced to fit into systems, instead of the system adapting to fit them. This is especially true when it comes to housing and support arrangements, where outdated models like group homes continue to dominate. ILAs offer a real alternative – a way to break away from cookie-cutter solutions and design supports around what actually works for the person. 💡 To get this right, we need to deeply understand people’s goals, values, and daily realities. That’s where design thinking comes in – it gives us the tools to ask better questions, test new ideas, and co-create solutions that are both innovative and grounded in lived experience. hashtag #SocialImpact hashtag #DesignThinking hashtag #DisabilityRights hashtag #NDIS hashtag #ILAs hashtag #Innovation hashtag #CoDesign hashtag #Inclusion Image Description: A presentation slide titled “Recording of Design Thinking session” features the heading “Design Thinking Tools” with the subheading “There are hundreds of tools for design thinking.” Six icons with tool descriptions are presented across the slide: Understand Perspectives & Develop Personas (icon: red glasses) Empathy research to deeply understand the world view, needs, pain points and opportunities of your users/beneficiaries/customers. Map a Journey or System (icon: map with dotted path) Use mapping tools to visualise how changes, journeys and experiences unfold over time. Develop Future Visions (icon: upward graph with arrow) Use individual and collective imagination to consider possible futures or scenarios. Generate Ideas (icon: lightning bolt) Use creativity and brainstorming tools to bypass ‘evaluative mode’ and generate new and interesting ideas. Refine and Test (icon: funnel) Process large amounts of data and evaluate ideas in a systematic (and collective) way. In the bottom left corner, the logo “Social Impact Lab” appears

One of the most challenging transitions organizations face is the journey from inspiring vision to practical execution. As strategic direction evolves, many organizations respond with complete restructuring and radical prioritization—creating separate teams for thinking and doing. Design thinking offers a different path forward. This approach recognizes that successful execution doesn't require organizational upheaval, but rather thoughtful practices that maintain continuity throughout the entire process. Human-centered design creates bridges between visionary thinking and practical execution through practices like: Design research that uncovers not just user needs but organizational dynamics that will impact implementation. Understanding stakeholder motivations and informal power structures provides crucial context for execution planning. Collaborative prototyping that brings together visionaries and implementers early. When technical teams participate in concept development, they become stewards of the vision rather than simply executing requirements. Journey mapping the implementation process itself to surface potential barriers before they become roadblocks, helping teams anticipate decision points and organizational challenges. Yet even with these practices, something crucial often goes missing in the handoff between strategy and execution. Two roles prove particularly valuable: The organizational navigator who understands how to secure timely decisions, align with broader goals, and navigate political realities. They know not just the formal processes, but the invisible paths through which work actually gets done. The continuity keeper who holds the thread of design intent from vision through execution. As technical constraints arise, they ensure the core purpose remains intact, continuously asking: "How does this decision impact our fundamental goals?" and "Are we still solving the problem we set out to address?" When these roles disappear midway—whether through reorganization or project handoffs—the vision's essence often gets lost. Technical decisions reshape the concept without reference to its original intent. Organizations that successfully bridge vision and execution typically employ several practices: Documented design principles that articulate the non-negotiable elements in terms both strategists and implementers understand. Regular reconnection rituals that bring teams back to the fundamental purpose driving the work. Embedded design advocates within technical teams who maintain the voice of the original intent. Visual artifacts that make the vision tangible throughout execution. The transition from vision to execution isn't a handoff but a continuous journey. By applying human-centered practices and ensuring key roles maintain continuity, organizations can bring transformative concepts to life without losing their essence.

It’s 2025, and startups are still failing for the same old reason—building products no one actually needs Too much time is spent solving problems that seem important rather than the ones that truly matter to customers. Many founders follow the Lean Startup playbook: come up with an idea, do some customer discovery, and start building. Yet, countless startups get stuck in an endless pivot loop, tweaking their product over and over until they run out of momentum. Most founders start with a solution in mind instead of deeply understanding the problem. They test an idea, gather feedback, and assume validation. But when users don’t behave as expected, the cycle repeats. The way out of this loop is problem discovery first—not testing if the market wants a solution, but identifying a real, urgent problem worth solving. This is where Design Thinking comes in. Instead of focusing on features and pricing, it pushes founders to understand the problem at a deep level, map out key stakeholders, and uncover real opportunities. It might feel like research instead of action. But most entrepreneurs have a bias for building rather than validating. Design Thinking isn’t about slowing down—it’s about making sure there is actual demand before anything is built. Rather than rushing to a Minimum Viable Product (MVP), the focus should be on a Minimum Viable Offering (MVO). What’s the simplest thing customers would actually pay for? Sometimes, it’s not even a product—it could be a slide deck, a landing page, or a UI prototype. The goal is to gather real evidence of what customers need and what they are willing to pay for. Startups pivot all the time. But when the problem is deeply rooted, customers will want you to succeed. ↻ Repost to share this with someone who needs to see this.

Meet Jane Marie Chen, who used a design thinking approach to solve a $20B critical problem in rural India, saving the lives of thousands of infants. In rural Nepal and India, high infant mortality rates were alarming due to a lack of affordable and accessible incubators. Hospitals were struggling to provide life-saving warmth for premature and low-birth-weight babies. Jane Marie Chen and her team at Embrace Global saw a need for life-saving care in rural areas that couldn’t be ignored. Driven to make a difference, they turned to design thinking to reimagine a solution that could save lives. They developed an affordable, sleeping bag-like infant warmer called “Embrace infant warmer” that operates without electricity. Using a paraffin-based pouch maintains a steady temperature, ensuring newborns in remote areas can survive. They have saved more than 700,000 lives across 20 countries since its launch in 2011. Now, let’s use the design thinking approach to understand the cultural context: In settings without reliable electricity, traditional incubators are expensive and culturally inaccessible.  Embrace designed a non-electric baby warmer resembling a simple swaddle familiar to mothers.  This easy-to-use solution fits seamlessly into existing caregiving practices, overcoming barriers of cost, complexity, and cultural acceptance. 3 takeaways from this story: - Reframe Problems: Design thinking means redefining challenges to fit real-world needs. - Simple Accessible Solutions: Even a basic, accessible design, like Embrace’s warmer, can drive a life-changing impact. - Empathetic Approach: Understanding cultural context makes innovation sustainable and impactful. Sometimes, the simplest solutions create the biggest impact. Have you encountered any other design thinking solutions that have impacted lives like this? Share them in the comments! #designthinking #Socialinnovation #innovation

Design is not decoration. It is a growth engine. Attention, business leaders. If you still treat design like a coat of paint, you are sidelining one of the most reliable levers for adoption, differentiation, and revenue. The companies that win do not add design at the end. They build with design from day one. You do not need to be a design-led company to benefit from design. You do need to stop doing the things that block its impact: - Treating design as cosmetic - Limiting design thinking to a UX team only - Questioning whether design delivers ROI - Underestimating design’s role in standing out - Ignoring how design shapes loyalty and repeat use Here is how to think about it with clarity and outcomes. 1) Customer adoption through design Clear, intentional design lowers friction and speeds up time to value. When a product is easy to understand and simple to use, conversion and retention rise. Fewer clicks, fewer decisions, faster confidence. That is design doing the work of sales without adding headcount. 2) Market differentiation through design Design becomes your silent ambassador in crowded categories. Form, proportion, material, and interaction communicate what you stand for in seconds. The result is preference. Preference is pricing power. Pricing power is margin. If your product looks and feels like everything else, you are already in a race to the bottom. 3) Design thinking as a catalyst for growth Design is a decision system. It forces prioritization, aligns teams around user outcomes, and reveals where to cut or invest. Tie that to engineering early and manufacturing reality, and you reduce rework while increasing speed to market. That is how design shows up on a P&L. If you are on the fence, run this quick check: - Are customers getting to the first win fast, without help articles or support tickets? - Can a stranger tell what your product does in five seconds? - Does your product experience feel consistent with what your brand promises? - Would a buyer pay more for your product because it feels clearer, faster, or more trustworthy? - Are you making fewer last minute changes because decisions are guided by a simple design system? Design is not about beautification. It is a holistic strategy that touches product efficacy, user behavior, and market position. Your customers may never say they stayed because of thoughtful design. Their continued use, referrals, and willingness to pay will say it for them. Elevate design from an aesthetic variable to a core strategic asset. The dividends show up in adoption, retention, margin, and brand strength. _________________ I'm Jonathan Thai, a seasoned Silicon Valley designer with over a decade bringing products to life. Through Hatch and more, I have crafted, invested, and steered ventures to the forefront of innovation. Considering a game-changing product or venture 👉 www.hatchduo.com 🎥 YouTube: https://lnkd.in/g5VRjGzc 🧠 Try our AI Tools: www.theflo.ai

The value of design to most non-designers is purely an aesthetic add-on that comes as the last step of a project or product. “Make it look pretty” and “add some pizazz” are classic phrases used to direct designers. But is that really all design is? Innovators at large corporations such as Google, IMB, Apple, Microsoft, Airbnb, J.P. Morgan Chase, and many more don’t think so. Beginning around 2001, Apple elevated design beyond aesthetics to appeal to the user’s full experience, from the product to the software to the retail environment. As noted in WIRED magazine, “Apple’s rise from floundering underdog to the most successful company in history set a powerful example.” Smaller businesses look to these giants and aspire to be like them. I repeatedly get the directive to “make it look like Apple”. But businesses that underutilize designers by only bringing them in at the end of a project to “make it look pretty” often wind up with lipstick on a pig. To be truly innovative and produce products and experiences that are on par with these design-led giants, smaller companies must follow suit and bring designers into early, strategic conversations. Design’s influence should go way beyond aesthetics to guide organizational strategy and shape user experience. Design leaders should be guiding data science and AI utilization, sustainability, social impact, and accessibility initiatives. Designers are in the business of transformation, not just execution. If you just want to make something look pretty or add some pizazz, use Canva. If you want a stratgic approach to communicating with your target audience, loop in a designer early in your process—and reap the benefits mega corporations are already enjoying by doing so. Shift your view of designers and design from purely aesthetic to strategic and holistic. Design thinking incorporates user research, defining problems, ideating solutions, prototyping, and testing. Employ designers to do what they do best—create and implement transformative, strategic design solutions.

Hybrid work has changed how we innovate, especially in design thinking. For operating partners remotely supporting diverse portfolio companies, or for executives of distributed organizations, strategically determining when to engage virtually versus physically is paramount to the success of key initiatives. Design thinking is a human-centered approach that enables companies to understand untapped customer needs and develop innovative solutions. A recent article in the MIT Sloan Management Review breaks down how to optimize each phase of design thinking in a hybrid environment: 🔹Empathize: This is where you understand user needs. Virtual tools can bridge distances, but for deep, nuanced insights (especially for unspoken problems), go physical. You can't beat in-person observation and interaction to truly grasp user context. 🔹Define: Time to make sense of all that messy data. Digital whiteboards and collaborative platforms shine here. They help structure, synthesize, and identify patterns, fostering an analytical mindset. For this phase, go virtual. 🔹Ideate: Generating new solutions thrives on spontaneous interaction and physical activity. Virtual sessions often lead to fewer and more abstract ideas. To spark creativity and quantity, go physical. 🔹Prototype: Early on, when you need quick feedback on basic viability, digital prototypes are efficient for rapid iterations. But for deeper exploration and understanding how users truly interact with a solution, switch to physical prototypes in later stages. 🔹Test: For users to experience a prototype in real-world conditions and provide rich feedback, go physical. However, when it comes to analyzing that feedback objectively and structurally, virtual tools can help overcome presenter bias. Consider a hybrid approach here, moving to virtual for data processing. The key is not choosing one over the other but strategically combining both to leverage their unique strengths to drive innovation and gain a competitive edge. How have you adjusted your innovation processes for hybrid work? #Leadership #SciencemeetsStrategy #DesignThinking #DigitalTransformation

While auditing content for an Entrepreneurship course at UNSW Arts, Design & Architecture I discovered a secret. The secret to enhanced user-centric innovation: We often get "stuck" with what we're taught, and this sometimes affects how we think. We all learn about Design Thinking as a standalone tool, but there's MUCH MORE to it. Integrating Design Thinking, Lean UX, and Agile methodologies creates a powerful framework for driving user-centric innovation. Here's how it works: → Design Thinking: for deep empathy and problem definition → Lean UX: for rapid prototyping and validation → Agile: for iterative development and delivery ... And what happens when each is missing? • Without Design Thinking = "Misunderstanding" • Without Lean UX = "Wasted Effort" • Without Agile = "Stagnation" Combining these methodologies offers a holistic approach. Concept Exploration + Iterative Experimentation = Needs-and-Pain-point Discovery The initial stages emphasize brainstorming and prioritizing insights, leading to hypothesis formation that guides subsequent experiments. Continuous experimentation allows for the revision of hypotheses based on real user feedback, creating a dynamic loop of learning and adaptation. Here's how to integrate them: 1/ Design Thinking: Start with empathy. Understand your users deeply before defining the problem. 2/ Lean UX: Prototype quickly. Validate your ideas with real users early and often. 3/ Agile: Iterate. Develop in short cycles and adapt based on feedback. As teams build and explore new ideas, they foster collaboration across disciplines, leveraging diverse perspectives to refine solutions. This integrated framework not only enhances the customer experience but also drives sustainable growth. This helps founders ensure they remain competitive and relevant in their respective industries. George Dr. Kelsey Burton Yenni 👀 LESSGO!