Rob Wallace of Wallace Church Inc used Apple and their $5500/day turnover/sq ft of floor space as an example of what could be achieved when design is a component of every business decision. Their success, achieved by Design Thinking, is not arbitrary but is a repeatable disciplined regimen which can be applied in many areas.
· It is not the result of analytical thinking based on what is known. It’s the product of “wouldn’t it be cool if” thinking based on several elements:
o Redefinition of the problem: Observe, question conventional thinking, redesign and ask “How do the users feel about the product”
o Create many options: Divergent thinking, many perspectives, don’t rely on a single expert.
o Refine repetitively: this convergent thinking stage is followed by prototyping and testing.
o Execute: make sure the designers are part of the process. Designers are good at implementing their designs, or to be precise, good at leading the implementation stage.
· Considering the “How to build a better mousetrap” question, Mr Wallace thought the key questions should be “How do we attract more mice?”, “How do we trap more things?” and “Does it have to be a mousetrap?”. He thought 3M’s response to the question would be to invent a better mousetrap, P&G would trap more things, Apple would attract more mice and Virgin would forget the mice and start an airline.
· There’s an unhealthy obsession with New. 250,000 new products were launched in 2011, 30,000 of these being in the USA, and 83% would have failed before the end of 2013. Most are products of analytical or linear thinking and many are associated with perceptions of consumers unmet needs.
· Unmet needs attract too much development attention. We should be going for novelty or undiscovered needs. In fact we should be inventing a new need. The really successful products prompt an “I didn’t know I needed it” response. Swiffer mops and the iPad were given as examples of invented needs.
· Consumers don’t know what they want until they see it and don’t want many things to choose from because excessive choice causes confusion and remorse. They just want “their choice”.
· We need to go beyond Features and Benefits to a transformational experience which is real and relevant to the brand. We need to affect the way consumers feel.
· Behavioral science’s human perception hierarchy shows people react first to color, then shape, then numbers and finally words.
· Wallace Church’s Gillette Mach 3 razor campaign ignored the traditional aspects of shaving and focused on faster shaving using a visual mnemonic with a glowing blue color and aerodynamic shape to suggest speed.