Innovation is the cornerstone of the success of modern works. With different methodologies available, choosing the right occasion can be difficult. This article goes beyond confusion, providing a comprehensive comparison of three pioneering working frameworks in innovation: enemy design, design thinking, and startup.
We will explore the unique strengths and applications of each methodology, while preparing with knowledge to choose the right tool for your specific challenges. Through the detailed comparison schedule and status studies in the real world, you will get implemented visions on how to take advantage of these methods to push innovation in various contexts, from startups to existing institutions.
Whether you are a seasoned or new innovator in this field, this guide will help you move in the innovation scene with confidence, allowing you to make enlightened decisions that can push your projects and institutions forward.
The main differences between design race, design thinking and lean operation start
Below is a schedule showing the differences and similarities between these methods:
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To understand the user’s needs deeply and create innovative solutions. |
To quickly convert ideas into test preliminary models. To reduce risks and costs by checking the health of market hypotheses quickly. |
To reduce risks and costs by checking the health of market hypotheses quickly. |
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User sympathy and understanding. |
Fast initial models and validation. |
Business hypotheses test through MVPS. |
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Innovative and emotional solutions designed to meet the user’s needs. |
A preliminary model is ready for further development. |
Audit business model or product. |
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flexible; It can vary from days to months. |
Stabilized; Usually five days. |
flexible; It can range from days to months, depending on the project. |
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Repetition and non -linear; The stages can be reviewed several times. |
linear; It follows a strict schedule for five days. |
Repetition focuses on building-learning courses. |
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Empire, definition, Ideate, Initial model, test |
Understanding, contrast, convergence, initial model, test |
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High; It can adapt to the different project needs and time tables. |
moderate; It follows a specific schedule but can be adapted slightly. |
High; A flexible schedule based on repetition courses. |
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Wide application across various industries and types of projects. |
Suitable for specific and well specific problems you need quick solutions. From small problems to ideas for new products. |
Ideal for startups and projects that aim to reduce risks and investment. |
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It can be a time consumed, requires strong facilitation. |
An intense process, requires 5 hours of work every day for 5 days and the entire team participates throughout this time. It may not suit all kinds of problems. |
It can be dense resource, requires rapid repetition and adaptation. |
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Deep user visions, creativity, flexibility. |
Speed, concentration, clear structure, quick verification. |
Reducing risks, verifying the health of the fast market, and cost efficiency. |
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IBM, SAP, Google, Apple, Pepsico |
Google Ventures, Slack, Spotify, Airbnb, LEGO |
Dropbox, Zappos, Buffer, General Electric |
Who can use these methods: enemy design, thinking about design, and starting lean operation?
Each of these methodologies can be considered a kind of “design race”. Each overlap is greatly focused on different aspects, which makes all the right choice in specific circumstances. Sprint Design, as well as the methods of thinking and starting starting, can be used by a wide range of organizations and teams.
Below is a detailed view of those who can benefit from each approach, as well as examples in the real world for use in companies, including the specific problems they faced, the solutions he implemented, and sources of more reading.
Design thinking
Who can benefit:
- Product development teams: To create user -focused products.
- Service design teams: To improve customer experience and service operations.
- Educational institutions: To enhance the skills of solving creative problems among students.
An example of how to revolutionize thinking about designing health care by converting fear into pleasure
GE Healthcare has transformed a hard medical procedure into a delightful adventure for children who use design thinking. They faced a major challenge: Children felt terrifying from MRI scanning, making the process difficult for both children and medical employees. Doug Dietz, the industrial designer, deals with this issue by sympathy for young patients. By thinking about the design, he and his team “The Adventure Series” – a series of MRI room under the title The exams turned into fun and attractive adventures. This innovation not only reduces the need for anesthesia by 70 %, but also spoils the process, allowing hospitals to serve more patients efficiently. Children are looking for MRI tests, which transforms a scared experience into a positive experience.
Enemy design
Who can benefit:
- Emerging companies: For fast testing and validating new product ideas.
- Big companies: To accelerate innovation courses and reduce the development time for new products.
- Multi -functional difference: Where cooperation and quick decisions are necessary.
An example of how to use Slack Design Sprinks to improve their face
The recession needs to be innovative quickly To enhance the user’s participation without disrupting the workflow. They have turned into Design Sprinks, a way that Google Ventures defended, to address this. In one case, the Slack team has devoted five days to focus on the specific user interface problems and possible features. Every day of the enemy was a distinct focus:
- The first day: The team collected visions of user notes and data analyzes to determine the main areas that need to be improved.
- Today 2: The brainstorming sessions led to multiple innovative solutions, which have been revised and prioritized.
- Today 3: Supreme solutions have been developed into preliminary models.
- Fourth day: These initial models are tested with a selection of users, providing immediate notes.
- Today 5: Based on these comments, he repeated the team and put the final touches on the best solutions to implementation.
By the end of the enemy, Slack had initial implementable models that took user’s pain points, leading to a quick implementation and improvement of the user’s participation. This effective operation of Slack allowed the updates to be released without disrupting the ongoing workflow, proving the value of SPRINTS for design in fast -packed technical environments.
Starting the lean
Who can benefit:
- Emerging companies: To verify the validity of work ideas efficiently and reduce market risk.
- Corporate innovation teams: To explore new business models without fatal investment.
- Entrepreneurs: Looking to test the product market quickly.
An example of how to prove Dropbox to order before construction by using lean startup
Dropbox embodying, cloud storage service, lean startup approach Through its innovative use of the lower minimum product (MVP). When the founders, Drew Houston and Arash Farrados, sought to verify the correct idea of ​​their business without a great investment, they chose to create A simple explanation video Instead of building the product immediately. This video showed the basic functions of Dropbox and were shared in technology forums and with the first adopters.
- Initial hypothesis: Assume that users need a smooth way to store and synchronize files across devices.
- MVP creation: Instead of developing the full product, they produced a three -minute video explaining how Dropbox works.
- Comments collection: The video has been widely shared, attracted great attention and reactions from the target audience.
- ratification: The overwhelming positive response has demonstrated the validity of their product, providing them with confidence to move forward with development.
This low -cost and high -cost strategy allowed the effect of collecting decisive early comments and repetition on its idea based on the real user visions. Within 15 months of the launch of the product, the Dropox user base increased from 100,000 to more than 4 million, which shows the effectiveness of the principles of lean operation in risk relief and ensuring the suitability of the market.
Summary of the chosen innovation approach
Successful innovation depends on knowing when and how to take advantage of the enemy design, think about design and start lean operation. Each methodology provides unique strengths:
- Design thinking Ideal to gain deep visions of user needs and develop sympathetic and innovative solutions.
- Enemy design It excels in turning ideas quickly into preliminary models tested in just five days.
- Starting the lean Ideal for reducing risks and costs through rapid repetitions and checking the health of the market.
By mastering these methods, you can implement the most effective strategy for your organization’s growth. The enemy design, thinking about the design, and the start of the lean can greatly enhance the capabilities of innovation. Each way has distinctive advantages, and its mixture provides a multi -use framework to face different business challenges.
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