克服浮躁_设计思维：您克服并赢得低迷的最终工具。

最新推荐文章于 2024-09-25 09:59:34 发布

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最新推荐文章于 2024-09-25 09:59:34 发布

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原文链接：https://medium.com/swlh/design-thinking-101-navigating-your-business-during-a-downturn-cf10a59d1bdb

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克服浮躁

设计思维101 (Design thinking 101)

Let’s begin by getting ourselves clear on the question: What is design thinking?

让我们首先弄清楚问题：设计思想是什么？

Many people have an impression that design thinking has something to do with being artistic, having a sense of aesthetics, style or is reserved for those who create beauty or have an inherent sense of creativity.

许多人给人的印象是，设计思维与艺术性，美学感，风格感有关，或者是保留给那些创造美或具有固有创造力的人。

Turns out design thinking has nothing to do with these things. What design thinking really is, is a process for problem solving.

事实证明，设计思维与这些东西无关。设计思想真正是解决问题的过程。

You can think of design thinking as a powerful tool in your toolbox for problem solving. Many people see creative folks such as UX designers, product managers or creative employees use design thinking. But actually, design thinking can be used by anyone who seeks to infuse creative problem solving into every level of an organization, product or service in order to drive new innovation for business and society.

您可以将设计思维视为解决问题的强大工具 。许多人看到UX设计师，产品经理或创意员工等创意人使用设计思想。但是实际上， 任何人都可以使用设计思维 他寻求将创造性的问题解决方法注入组织 ，产品或服务的各个层面，以推动业务和社会的新创新。

Let’s break down the process for problem solving:

让我们分解解决问题的过程：

Understand the problem.
了解问题。
Define the size and impact of the problem.
定义问题的大小和影响。
Generate ideas.
产生想法。
Building a solution.
建立解决方案。
Test and measure the success metrics.
测试和衡量成功指标。

In a diagram it looks something like this:

在图中，它看起来像这样：

It turns out, the design thinking process from Stanford’s Design School looks very similar to the process for problem solving. The difference being that in design thinking we start with empathy, which is about understanding the problem from the perspective of the user.

事实证明，斯坦福大学设计学院的设计思维过程看起来与解决问题的过程非常相似。不同之处在于，在设计思维中我们从同理心开始，即从用户的角度理解问题。

Now that we’ve established that design thinking is essentially the process for how we go about solving problems, what are the strengths of this design thinking process? Here are a few points:

既然我们已经确定了设计思维本质上就是解决问题的过程，那么该设计思维过程的优势是什么？这里有几点：

Design thinking provides a common language for bringing together diverse teams in the organization.
设计思维提供了一种通用语言，可以将组织中的各个团队聚集在一起 。
It enables the team to solve complex problems by breaking down the problem into concrete steps and making sure everyone in the room can understand and relate.
通过将问题分解为具体步骤并确保会议室中的每个人都可以理解和联系，它使团队能够解决复杂的问题。
This helps generate novel and creative solutions by enabling everyone to participate and bringing out the best ideas onto the table.
通过使每个人都可以参与并提出最佳想法，这有助于产生新颖和创造性的解决方案。

The next question is what are the types of problems we can solve with design thinking? Turns out there are a lot. Here are a few examples:

下一个问题是我们可以用设计思维解决的问题类型是什么？原来有很多。这里有一些例子：

Designing your career
设计职业
Re-inventing business models
重塑商业模式
Starting a company
开公司
Shifting markets and customer behaviours
不断变化的市场和客户行为
Problems that data cannot solve (answering why people behave the way they behave)
数据无法解决的问题(回答人们为何以其行为方式行事)
Helping your business navigate during a downturn
在经济低迷时期帮助您的业务发展

案例研究：在经济低迷时期解决业务问题 (Case study: Solving a business problem during a downturn)

We’re going to take a dive into the last point — helping your business navigate during a downturn. To do this, let’s do a case study from the work we’ve been doing at Neuron Mobility, an e-scooter sharing company in the micro-mobility space. As you can imagine, if people are in lockdown, they are unable to go out and ride a scooter or an e-bike and this could deeply impact the business.

我们将深入探讨最后一点- 帮助您的企业在经济低迷时期进行导航 。为此，让我们从微动领域的电动踏板车共享公司Neuron Mobility的工作中进行案例研究。可以想象，如果人们处于封锁状态，他们将无法外出骑踏板车或电动自行车，这可能会对业务产生深远影响。

While defensive strategies are crucial for saving a business during a downturn situation, we wanted our business to not only survive, but to thrive. So the question we also wanted to ask was “How do we make a business actually thrive during a downturn?” I was inspired by Gokul Rajaram’s writeup of Playing offense during a downturn, and so we decided that we would apply design thinking to several key points Gokul mentions for taking your business on the offensive. The questions we wanted to tackle were:

尽管防御策略对于在经济低迷时期挽救企业至关重要，但我们希望我们的企业不仅能够生存，而且还能蓬勃发展。因此，我们还想问的问题是： “在经济低迷时期，我们如何使企业蓬勃发展？” Gokul Rajaram 在经济低迷时期撰写的《进攻性进攻》一书激发了我的灵感，因此我们决定将设计思想应用于Gokul提到的使您的企业进行进攻的几个关键点。我们要解决的问题是：

How do we discover new customer segments? We knew that tourists were not going to sustain us over the next few months due to restrictions on air travel, so where are our new customer segments going to come from?
我们如何发现新的客户群？ 我们知道，由于航空旅行的限制，游客在接下来的几个月中将无法维持我们的生活，那么我们的新客户群将来自何处？
How do we increase loyal customers? Loyal customers in a business are generally the more valuable customers in terms of revenue. So how are we going to drive more valuable customers to get us through the tough times?
我们如何增加忠实的客户？ 就收入而言，企业的忠实客户通常是更有价值的客户。那么，我们如何吸引更多有价值的客户来度过艰难的时期呢？
How do we find new distribution channels? Even after lockdown eases up there may be a risk of people not traveling as much, so how are we going to encourage more people to go out and explore their city?
我们如何找到新的分销渠道？ 即使在锁定解除后，人们仍有可能不常旅行，所以我们将如何鼓励更多的人出去探索他们的城市？
How do we discover new business models? E-scooters were largely based on a pay per ride model, but what about models that could give the company a more sustainable and resilient revenue stream?
我们如何发现新的商业模式？ 电子代步车主要基于按次计费模式，但是可以为公司带来更可持续，更具弹性的收入来源的模式又如何呢？

Let’s take a dive into the first question — how do we discover new customer segments, and use this as a case study in how we can apply design thinking.

让我们深入探讨第一个问题- 我们如何发现新的客户群 ，并以此为案例研究如何应用设计思维。

步骤1：移情 (Step 1: Empathize)

The first thing we do in our empathaize step to discover new customer segments is to create a registration form that we send out to our users. Our goal here is to segment our audience and so we ask questions such as gender, what location in the city they live in, what industry they work in, what they use scooters for, etc. This will help set us up nicely in the next phase when we get to ask more targeted questions. We discovered a few interesting clues about our sample audience:

在换位思考步骤中发现新客户群的第一件事是创建注册表格，然后将其发送给用户。我们在这里的目标是细分受众群体 ，因此我们会问一些问题，例如性别，他们在城市中居住的位置，他们从事的行业，他们将踏板车用于什么等，这将有助于我们在下一个阶段建立良好的环境。当我们开始提出更具针对性的问题时。我们发现了一些有关样本受众的有趣线索：

Essential workers need to get to work during lockdown.
基本工人需要在锁定期间开始工作。
Very few women are represented.
很少有妇女参加。
Users are using scooters for commuting to work.
用户正在使用踏板车上下班。

Now that we can identify users in each segment, it’s now time to interview our users and start asking our questions. Because the Covid-19 lockdown meant it was not possible to meet users in person to observe them, we called them up and interviewed them. We want to avoid hypothetical situations, so our first question was “What was your choice of transportation on your last trip?” This gets them to focus on a specific event to walk you through their thought process on how they made a decision in that moment. Next we start asking “Why”. The general rule is asking “Why” up to three times will get you to the root of their problem. Here’s a few things we learned about essential workers on their choices for transportation:

现在我们可以识别每个细分市场中的用户，现在是时候采访我们的用户并开始提出我们的问题了。因为Covid-19锁定意味着不可能亲自见到用户来观察他们，所以我们打电话给他们并进行了采访。我们想避免发生假想的情况，因此我们的第一个问题是“您上次旅行选择的交通工具是什么？” 这使他们能够专注于特定事件，引导您完成他们在当下如何做出决定的思考过程。接下来，我们开始询问“为什么” 。一般规则是最多问三遍“为什么”会让您找到问题的根源。我们从中了解到一些基本工人在选择运输方面的一些事情：

Public transportation posed challenges for maintaining safety including social distancing and sanitization.
公共交通为维护安全提出了挑战，包括社会隔离和卫生处理。
They preferred scooters and e-bikes because it helped address safety concerns.
他们喜欢踏板车和电动自行车，因为它有助于解决安全问题。
They found scooters too expensive to use on daily commutes.
他们发现踏板车太贵了，无法用于日常通勤。

步骤2：定义问题 (Step 2: Define the Problem)

We use the interview process to speak to 15–20 people in each of our customer segments. Then what we do is to crystallise our findings into a problem statement that identifies the root of the problem while also being easily relatable by anyone on our team. Here is some of the findings from our sample:

我们使用访谈过程与每个客户群中的15–20人进行交谈。然后，我们要做的就是将我们的发现明确化为问题陈述，以识别问题的根源，同时也让团队中的任何人都可以轻松地与之联系。以下是我们样本中的一些发现：

Essential workers need to get to work during lockdown. — Public health workers want better access and more affordable pricing for commutes.
基本工人需要在锁定期间开始工作。 - 公共卫生工作者希望通勤有更好的机会和更实惠的价格。
Very few women are represented — Women need to feel more safe and secure when riding a scooter.
很少有女性代表— 女性在骑踏板车时需要更加安全。
Users are using scooters for commuting to work — Convenience matters more than price for frequent commuters.
用户使用踏板车上下班— 对于经常上下班的人来说， 便利比价格更重要。

步骤3：构思 (Step 3: Ideation)

The next step is where things start getting more fun. Identify stakeholders in your team for the problem you’re solving and get them into a room (or on a Zoom call). Focus the team on the clear problem statement to solve, which in our case is to help public health workers gain better access and affordable pricing for commutes. Start the process having each person spend 10 to 15 minutes on their own writing as many ideas as they can think of on post-its. If you’re doing this online, a great tool to use is Murals which you can find here. The goal here is to generate as many ideas as possible. Once you notice people are slowing down in generating post-its, it’s time to get them to post their post-its on the whiteboard.

下一步是让事情变得越来越有趣的地方。确定团队中要解决的问题的利益相关者，并将他们带入会议室(或进行Zoom呼叫)。将团队的重点放在明确的问题说明上以加以解决，在我们的案例中，这是为了帮助公共卫生工作者获得更好的通勤途径和可负担的通勤价格。 开始这个过程，使每个人在自己的写作上花10到15分钟的时间，尽可能多地想一想。如果您在线上进行此操作，则可以在此处找到壁画一个很棒的工具。这里的目标是产生尽可能多的想法。一旦您注意到人们在生成帖子时就变慢了，是时候让他们在白板上发布帖子了。

This is where the collaboration begins. You’ll start noticing patterns of these post-its and you can group them together on the wall. This is the time to discuss the post-its, get people to build on top of ideas to refine them further. Sift through the ideas and start bubbling up the ones that seem to keep popping up again and again in conversation. Prioritizing them will also be helpful to decide which one to starting building first — to do this take a vote, but keep in mind how passionate people are about the ideas is also a factor here. Here is a small sample of the 30 ideas that came up in just 40 minutes on what essential workers need from scooters:

这是合作开始的地方。您将开始注意到这些便利贴的模式，然后可以将它们组合在墙上。现在是时候讨论便利贴了，让人们在创意的基础上进一步完善它们。仔细研究一下想法，然后开始冒充那些似乎在对话中不断涌现的想法。优先考虑它们也将有助于决定首先开始构建哪个对象-要进行投票，但是请记住，人们对这些想法的热情程度也是这里的一个因素。以下是在短短40分钟内提出来的30个想法的一小部分，这些想法是关于踏板车基本工人的需求：

Free monthly pass
免费月票
Icons to identify which scooters are sanitized
标识哪些踏板车已消毒的图标
Educational video on safety around scooters
有关踏板车安全的教育视频
Cross-promotion with local public transportation
与当地公共交通的交叉促销
Deployment of scooters near bus and train stops for better physical access
在公交车站和火车车站附近部署踏板车，以方便身体出入

步骤4：原型 (Step 4: Prototype)

Let’s take a look at a mockup of a free monthly pass we put together for public health workers.

让我们看一下我们为公共卫生工作者准备的免费月票的样机。

Notice that this prototype doesn’t look too intimidating — it took us less than 20 minutes to mock up. The goal is to get this prototype of a free monthly pass out to our users as quickly as possible and observe how users respond. That’s the idea here — we want to learn quickly and fail lower down in the value chain where it is cheaper and faster to change our product.

请注意，该原型看起来并不令人生畏-我们花了不到20分钟的时间进行了模拟。我们的目标是尽快将这种免费的每月通行证原型分发给我们的用户，并观察用户的React 。这就是这里的想法-我们希望快速学习，并在价值链中降低失败的机会，因为在价值链中更换我们的产品更便宜，更快。

步骤5：测试和测量 (Step 5: Test and Measure)

We defined several metrics to measure — no. of subscriptions and no. of trips. It took us just 48 hours to launch our free monthly pass feature for public health workers and immediately we started seeing results. We got over 500 subscriptions and a thousand trips within a week. We even received several articles in the press which helped increase awareness about scooters being a safer option in helping commuters maintain social distancing.

我们定义了几个要衡量的指标- 不。 订阅数 旅行次数 。我们仅花了48个小时就为公共卫生工作者启动了免费的月票功能，我们立即开始看到成效。一周之内，我们获得了500多个订阅和1000次旅行。我们甚至在媒体上收到了几篇文章，这些文章有助于提高人们对踏板车的认识，因为踏板车是帮助通勤者保持社会距离的更安全选择。

But another unexpected metric that would help us achieve our business objectives also came into focus: user retention. We wondered if the free monthly pass helped introduce this essential worker segment to our scooters, then would this segment turn into a loyal customer and ride our scooters even after the Covid-19 lockdown lifted? In other words, did we just discover a new market for our scooters? All these interesting learnings and questions happened because we were able to quickly put a prototype together, launch it to our users and start observing the effects.

但是另一个有助于我们实现业务目标的意外指标也成为关注焦点：用户 保留率 。我们想知道免费的月票是否有助于将这一重要的工人细分介绍给我们的踏板车，那么即使在取消Covid-19锁定后，该细分市场是否会变成忠诚的客户并乘坐我们的踏板车？换句话说，我们是否刚刚为踏板车找到了新的市场？所有这些有趣的学习和问题之所以发生，是因为我们能够快速将原型放在一起，将其发布给我们的用户并开始观察效果。

Another important source of feedback often overlooked is from your own Braintrust. What is a Braintrust? Here are the three factors that make up the process for a Braintrust:

经常被忽视的另一个重要反馈来源是您自己的Braintrust 。什么是Braintrust？以下是构成Braintrust流程的三个因素：

Gather people you trust who are willing to provide candid feedback.
收集您信任的愿意提供坦率反馈的人。
Present your solution in a show and tell.
在节目中展示您的解决方案并讲述。
Listen to the feedback.
听取反馈。

Ed Catmull from Pixar speaks about the Braintrust in his book Creativity, Inc as one of the most important factors for allow Pixar to churn out hit movie after hit. In his words a successful Braintrust should enable “Frank talk, spirited debate, laughter and love.” Don’t underestimate the power of candid feedback to help generate amazing products.

皮克斯(Pixar)的埃德·卡特穆尔(Ed Catmull)在他的《 Creativity，Inc 》一书中谈到了Braintrust，这是让皮克斯不断推出热门电影的最重要因素之一。用他的话来说，成功的Braintrust应该可以实现“坦率的谈话，激烈的辩论，笑声和爱心”。 不要低估坦率的反馈来帮助产生惊人的产品的力量。

So, now that we’ve completed our 5 steps in our design thinking process, where does this leave us? Well, circling back to the original goals we had for helping our company thrive during a lockdown situation, we applied the same design thinking process to each of the other topics, and here are the final results:

那么，既然我们已经完成了设计思维过程中的5个步骤，那么这将给我们带来什么呢？好了，回过头来帮助我们的公司在锁定情况下蓬勃发展的最初目标，我们将相同的设计思维过程应用于其他每个主题，以下是最终结果：

How do we discover new customer segments? We discovered how to make scooters more friendly and accessible for women, commuters and essential workers.
我们如何发现新的客户群？ 我们发现了如何使踏板车对女性，通勤者和基本工人更加友好和方便。
How do we increase loyal customers? We launched Parking Incentives and a Free Monthly Pass for public health workers who could convert into new loyal customers.
我们如何增加忠实的客户？ 我们为可能转化为新忠实客户的公共卫生工作者推出了停车激励和免费月票。
How do we find new distribution channels? We launched Group Rides to leverage our existing riders to get their friends to ride on our scooters.
我们如何找到新的分销渠道？ 我们推出了Group Rides，以利用我们现有的车手，让他们的朋友骑上我们的踏板车。
How do we discover new business models? We launched a 3-day, Weekly and Monthly Passes pricing option to provide more affordable options for tourists, students and commuters.
我们如何发现新的商业模式？ 我们推出 了为期 3天，每周和每月的通行证定价选项，为游客，学生和通勤者提供更实惠的选择。