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INDEX
S.N TOPIC PAGE NO
O
1. Introduction to Design Thinking 3
2. Phases of Design Thinking Process 4-5
3. Example of Design Thinking 6-7
4. Tools Used in Design Thinking 8-8
5. Usability Testing and Feedback Iteration 9-9
6. Conclusion and Learning 10-10
7. References 11-11

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 Introduction to Design Thinking
Design thinking fosters innovation. Companies must innovate to survive and
remain competitive in a rapidly changing environment. In design thinking, cross-
functional teams work together to understand user needs and create solutions that
address those needs. Moreover, the design thinking process helps unearth creative
solutions.
Design thinking was developed by Stanford Professor David Kelley who is also the
founder of the design agency IDEO. His work was also influenced by Professors
Terry Winograd and Larry Leifer at the d .school at Stanford University.
Unfortunately there is no single, agreed upon definition of design thinking.
However, in a study conducted by the Nielsen Norman Group, the majority of the
UX and design professionals define it roughly the same, regardless of industry and
experience. Still, there is no agreement on the specifics.
Design thinking offers practical methods and tools that major
companies like Google, Apple and Airbnb use to drive innovation.
From architecture and engineering to technology and services,
companies across industries have embraced the methodology to
drive innovation and address complex problems.

Benefits of Design Thinking:

Overall, Design Thinking helps teams to understand and address challenges, to

improve both the user experience and success of the business. Some of the main
benefits include:

 Increased user satisfaction

The approach promotes a user-centred focus that prevents the team being led by
assumptions or constraints, by demanding up-front user research to inform, shape
and test solutions. This increases the likelihood that the implemented product or
service will meet or exceed the needs and desires of the target market.

 Streamlined business processes

Design Thinking offers a tried and tested framework for problem-solving that
supports efficiency and innovation, both of which offer a competitive advantage

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 for businesses. The principle of taking quick action to explore possible solutions
early in the process, is also likely to save resources, time, and money.

 Enhanced creativity
Embedded principles and techniques aim to break down barriers and encourage
divergent, unrestricted thinking. Diverse perspectives and expertise from a multi-
disciplinary team further supports the building of innovative, yet practical
solutions.

 Building a collaborative culture

Stakeholders are involved and offered an equal voice that is free from judgment at
every stage of the process. This promotes the importance of human-centred design
across the business and initiates an ongoing dialogue between different teams, with
input from end users.

How Design Thinking is Applied in Business:

Product Development:
Design thinking can be used to develop new products or improve existing ones by
understanding user needs, generating innovative features, and testing prototypes.
Service Innovation:
Businesses can use design thinking to create new service offerings, improve
existing services, and enhance the overall customer experience.
Internal Process Improvement:
Design thinking can be applied to optimize internal processes, such as customer
service, operations, and communication, to improve efficiency and effectiveness.
Business Model Innovation:
Design thinking can help businesses develop new business models, such as
subscription services or platforms, by understanding user needs and exploring
new revenue streams.

In essence, design thinking empowers businesses to focus on the human element of

innovation, leading to better products, services, and internal processes that meet
the needs and expectations of their customers and stakeholders.

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Challenges to implementing Design Thinking

Many organizations with entrenched cultures face hurdles in adopting a design

thinking approach.

A design thinking approach should support faster customer onboarding &

increased retention to help achieve desired business outcomes. However, design
thinking doesn’t align easily with estimates, making it difficult to calculate the
value delivered through a better experience or calculate the return on an investment
in creativity.

In addition, transformative innovation is often risky as it involves conjecture and

belief. So, where it’s the first time, there’s no way to guarantee its outcome.

Leaders must work harder to create a culture that allows employees to move
forward and innovate while following the design principles as a reference point.
Design thinking is great for innovation, but expectations must be set around a
realistic timeline.

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 Phases of Design Thinking Process

Phase 1: Empathize – Understanding the user

The first step in Design Thinking is about deeply understanding the people you’re
designing for. This goes beyond demographics or surface-level preferences—it’s
about stepping into their shoes, uncovering their motivations, frustrations, and
desires. Without genuine empathy, any solution is just an educated guess. To build
this understanding, designers use a mix of these research methods:

 User interviews and surveys – Direct conversations help uncover the “why”
behind user behaviors.
 Observational studies – Watching how people interact with a product, service,
or environment reveals things they might not articulate in words.
 Empathy maps – These visual tools capture what users think, feel, say, and do,
helping teams identify deeper emotional drivers.
 Customer journey mapping – Laying out the full user experience highlights
pain points and missed opportunities.

Phase 2: Define – Framing the problem

Once your team has gathered a wealth of user insights, it’s time to synthesize that
information into a clear, actionable problem statement. This phase is about turning
observations into a focused challenge—one that inspires creative solutions. A
strong problem statement should

Be human-centered, focusing on the needs of real people rather than business

goals.

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 Avoid assumptions, using research-backed insights rather than pre-existing
biases.
 Provide direction without limiting creativity, allowing multiple possible
solutions.

A great way to frame a problem is with a “How Might We” (HMW) statement.
This keeps the challenge open-ended but still specific. For example:

❌ “We need to increase sign-ups by 20%.”

✅ “How might we make signing up more seamless and engaging for first-time
users?”
A common mistake is defining problems that are too broad or too narrow. A
problem like “How can we improve the entire customer experience?” is too vague
to guide action, while “How can we redesign the checkout button?” might be too
limiting.
The goal is to strike a balance, ensuring the problem is focused enough to be
solvable but open enough to inspire a range of ideas.

Phase 3: Ideate – Generating creative solutions

With a well-defined problem in hand, it’s time to start brainstorming solutions. The
ideation phase is about exploring possibilities, pushing beyond obvious answers,
and encouraging unconventional thinking.

There are many ways to spark creativity during this stage:

 Brainstorming sessions – Teams generate as many ideas as possible, without

judgment or filtering.
 Mind mapping – Visualizing connections between ideas helps uncover
unexpected insights.
 Worst possible idea – By deliberately coming up with terrible ideas, teams can
reverse-engineer innovative solutions.
 SCAMPER technique – This method challenges teams to Substitute, Combine,
Adapt, Modify, Put to another use, Eliminate, or Rearrange elements of an
existing solution.

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A common challenge in this phase is the tendency to judge ideas too quickly. It’s
natural to want to focus on feasibility, but at this stage, the priority is volume over
perfection. Filtering and refining ideas comes later—right now, the goal is to think
big. That said, it’s equally important not to get stuck on one idea too soon. The best
solutions often come from unexpected angles, so teams should remain open to
exploring multiple directions before moving forward.

Phase 4: Prototype – Bringing ideas to life

Ideas alone are not enough—they need to be translated into tangible prototypes
that can be tested and refined. Prototyping allows teams to experiment quickly,
learn from mistakes, and refine solutions based on real-world feedback.

Prototypes can vary in complexity depending on the stage of development:

 Low-fidelity prototypes – These are quick, inexpensive representations, such as

paper sketches, wireframes, or role-playing scenarios. They allow for rapid
exploration without heavy investment.
For example, a restaurant owner sketches a new menu layout on a napkin to test
how customers might navigate the sections before investing in professional design.

 High-fidelity prototypes – These are more detailed, interactive models, such as

clickable digital wireframes or working beta versions. These help simulate real
user interactions and test more nuanced elements.

For example, a travel app team builds a clickable prototype in Figma, allowing
users to go through the flight booking process and provide feedback before coding
the final product.

A common misconception about prototyping is that it needs to be polished from

the start. In reality, rough, fast iterations are more valuable than spending weeks
perfecting a single prototype.

To make the most of this phase, teams should:

 Test multiple variations, not just one, to compare effectiveness.

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 Get user feedback early, rather than waiting until everything is “finished.”
 Embrace failure as part of the process—every prototype is a learning
opportunity.
Don’t over-engineer too soon. Prototypes should be just detailed enough to test
ideas, but simple enough to change quickly.

Phase 5: Test – Validating the solution

The final step in the Design Thinking process is testing the prototype with real
users to gather feedback and refine the solution. Testing isn’t about proving that a
design “works”—it’s about identifying what doesn’t work and improving it.

There are multiple ways to gather insights during testing:

 A/B testing – Comparing different versions of a solution to see which performs

better.
 Usability testing – Observing users as they interact with the prototype to spot
issues.
 Feedback sessions – Direct conversations help uncover user frustrations and
areas for improvement.

Testing should be iterative, meaning that after each round of feedback, teams
should refine and retest. The process doesn’t end until the solution truly meets user
needs. Don’t fall into a pitfall of treating feedback as final. No design is perfect on
the first attempt, and even a well-received solution can usually be improved. Stay
open to change, learning from users rather than defending the original idea.

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Example of Design Thinking

Design thinking has been extensively used across industries and sectors to address
common user and business problems. However, some monumental examples
where major brand names employed design thinking to spearhead their growth are
what we will cover.
1. Nike:

Renowned as a prominent influencer in the shoe design industry, Nike has

maintained its status as a favorite among athletes for nearly five decades.
How they use design thinking

Nike’s design ideology of ‘moving forward’ has consistently focused on creating

new, groundbreaking innovations. Here are a few design thinking strategies that
the brand has consistently implemented in their process:
1. Nike’s innovation is rooted in user needs. Since the brand caters to athletes,
their products are not just sports gear but are rather developed to cater to
questions of comfort and performance - a big factor when it comes to
athletic prowess.
2. Nike’s emphasis on user-centric design is also evident in their vast offering
of designs and styles that are developed to cater to the cultural nuances of
diverse groups at a global level.
3. Nike’s design thinking approach also places a huge emphasis on prototyping
without constraints. Their Flyknit Racer is an excellent example of
dedication to prototyping considering the final design was achieved after
195 trials.

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Application of Design Thinking by Nike

Nike’s Air Force One campaign, which established the brand as a leader in the
sports fashion industry, utilized pressurized air technology. The product was
developed keeping in mind not only what athletes needed in terms of performance,
but also what they wanted in terms of style and comfort.
Another instance where Nike drove business decisions based on user needs was
with its Nike Dunk SB line. Struggling to enter the skateboarding community, the
brand involved skateboarders in the design process to understand what they were
looking for in skateboarding footwear and, by extension, their perception of Nike.
The Nike SB line of shoes saw great success and earned Nike a spot within the
skateboarding community.
What you can learn from Nike

Nike has explored new ventures, but its primary target audience has always been
athletes, with performance being at the core of all business and design decisions.
The brand’s ability to understand and empathize with the needs of customers,
combined with its flexibility towards prototyping and testing, has propelled them
to success.

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 Tools Used in Design Thinking
Design thinking tools include the software, methods, techniques, and processes
used to facilitate the design thinking approach, a human-centered problem-
solving method that puts the user's needs and experiences at the forefront of the
design process. These tools aim to promote empathy, creativity, and collaboration
among team members to generate innovative solutions to complex problems.

Some examples of design thinking tools include persona creation, journey

mapping, empathy maps, brainstorming, storyboarding, prototyping, and user
testing. These tools help teams gather insights, identify user needs, ideate and
develop solutions, and validate and iterate on those solutions based on user
feedback. Overall, design thinking tools help teams approach problems with a
user-centered mindset and generate meaningful solutions that meet user needs.

1. Storyboards- A storyboard serves as a visual tool enabling a team or an

individual to depict a sequence of events or actions. It can be used
descriptively to portray an existing narrative, or creatively to design a
proposed series of events. The fidelity or detail in the storyboard can range
based on the available resources and the complexity of the
message. Storyboards are a visual representation of the user's journey that
don't correlate to the product's user interface, which will later be designed
based on the journey depicted in the storyboard. They are a critical part of
the design thinking process. Before actual products can be designed, built,
and launched, collaborators first need to research their target user's problems
and then distill that down into a story. What is the user's starting point?
What do they want to achieve?

A storyboard offers a visual way to represent user research, so that product

UX and functionality can be brainstormed and decided upon using a
storyboard as a common starting point.
"Design thinking is a human-centered approach to innovation that draws
from the designer’s toolkit to integrate the needs of people, the possibilities
of technology, and the requirements for business success. Thinking like a
designer can transform the way organizations develop products, services,
processes, and strategy."

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2. Value Proposition Canvas- The value proposition canvas is a tool
businesses and designers use to analyze, evaluate and adjust the value
proposition of their product or service to align with their customers'
requirements. Businesses support their canvases with research, which
informs product and service development, improvement and strategy. The
Value Proposition Canvas is a framework which can help ensure that a
product or service is positioned around what the customer values and needs.
The Value Proposition Canvas was initially developed by Dr Alexander
Osterwalder as a framework to ensure that there is a fit between the product
and market. It is a detailed tool for modeling the relationship between two
parts of the Osterwalder’s broader Business Model Canvas; customer
segments and value propositions. The Value Proposition Canvas can be used
when there is need to refine an existing product or service offering or where
a new offering is being developed from scratch.

3. Personas- Personas are fictional, research-backed representations of the

people designers aim to delight with their products, services, and
experiences. They are based on real user needs, behaviors, and motivations.
In user experience (UX) design, personas promote empathy, align teams, and
give focus to design and development processes. As opposed to
designing products, services, and solutions based upon the
preferences of the design team, it has become standard
practice within many human-centered design disciplines to
collate research and personify specific trends and patterns in
the data as personas. Hence, personas do not describe real
people, but you compose your personas based on actual data
collected from multiple individuals. Personas add the human
touch to what would largely remain cold facts in your
research. Creating persona profiles of typical or atypical
(extreme) users will help you understand patterns in your
research, which synthesizes the types of people you seek to
design for. Personas are also known as model characters or
composite characters. Personas provide meaningful
archetypes which you can use to assess your design
development against. Constructing personas will help you ask
the right questions and answer those questions in line with
the users you are designing for. For example, “How would
Peter, Joe, and Jessica experience, react, and behave in
relation to feature X or change Y within the given context?”

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 and “What do Peter, Joe, and Jessica think, feel, do and say?”
and “What are their underlying needs we are trying to fulfill?”

4. User Journey Maps- Customer journey maps are visual representations of

customer experiences with an organization. They provide a 360-degree view
of how customers engage with a brand over time and across all channels.
Product teams use these maps to uncover customer needs and their routes to
reach a product or service. Using this information, you can identify pain
points and opportunities to enhance customer experience and boost customer
retention.
Through visualizing the user’s journey, this tool illuminates the critical moments
that define the user experience, offering a unique lens through which to view the
product or service. It’s a tool that transcends traditional analytics, providing a
holistic view of the user experience that is both insightful and actionable.

There are typically four types of journey maps:

 Current State: These maps visualize the actions, thoughts, and emotions
your customers currently experience with your company, ideal for ongoing
improvement.
 Day in the Life: This type offers a broader lens into customers’ daily lives,
identifying potential unmet needs.
 Future State: These maps help visualize potential future interactions with
your company, aiding in strategic planning.
 Service Blueprint: Starting with a simplified journey map, this type layers
on the

5. Empathy Maps- An Empathy Map lets us sum up our learning from

engagements with people in design research. The map provides four
significant areas to focus our attention on, thus providing an overview of a
person’s experience. Empathy maps are also great as a background for the
construction of the personas that you will often want to create later.
The map provides four significant areas to focus our attention on, thus
providing an overview of a person’s experience. Empathy maps are also great as
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a background for the construction of the personas that you will often want to
create later.

An Empathy Map consists of four quadrants, and these reflect four key traits
which the user demonstrated—or possessed—during the observation/research
stage. These four quadrants refer to some pretty important points—namely,
what the user Said, Did, Thought, and Felt. Sure, it’s relatively easy to
determine what the user said and did, but how about working out what they
thought and felt? Do you need to have preternatural skills—like a psychic—to
tell what’s going on with those? Well, don’t worry; it’s based on careful
observations and analysis of how the user behaved and responded to certain
activities, suggestions, conversations, and the like.

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 Usability Testing & Feedback Iteration
Usability testing in UX design is the process of assessing how user-friendly a
design is by observing a group of representative users as they attempt to complete
specific tasks. This practice involves closely monitoring users to identify
any difficulties or obstacles they encounter. Usability testing is essential for
various design types and is typically conducted repeatedly throughout the
development process, from the initial stages to the final release, to ensure optimal
user experience. The main purpose of carrying out usability testing is to observe
and know about the product between its end users. Usability testing and feedback
iteration is a crucial process in product development that involves repeatedly
testing a product with users, gathering feedback, and refining the design based on
that feedback. This iterative process ensures the product is user-friendly, effective,
and aligned with user needs and expectations.
Elaboration:
1. Usability Testing:
This involves observing how real users interact with a product to identify
usability issues and understand user behavior. It can be done through various
methods like live testing, remote testing, or using prototype testing. The goal is to
find areas where users struggle, get confused, or find the product confusing to
use.
2. Feedback Collection:
During usability testing, researchers gather both qualitative and quantitative data
on user interactions. This data can include observations of user behavior,
comments, and suggestions for improvement.
3. Iterative Refinement:
Based on the feedback and testing results, the product design is revised and
improved. This might involve making changes to the user interface, functionality,
or overall user experience.
4. Repetitive Cycles:
The process is then repeated with the revised product, ensuring that the design is
continuously refined and improved. This iterative approach allows for a more
user-centric design that better meets user needs and expectations.
5. Benefits:

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 Iterative usability testing helps identify design flaws, assess user performance,
and improve the overall user experience. It also allows for continuous
improvement and adaptation to changing user needs and preferences.

FEEDBACK ITERATION
Feedback and iteration are central to design thinking, enabling the continuous
refinement of solutions based on user input and testing. This iterative process
involves creating prototypes, gathering feedback, analyzing it, and then adjusting
the design before testing again. This cycle ensures that designs are user-centered
and meet real needs, leading to more effective and usable products or services.
Key Aspects of Feedback and Iteration in Design Thinking:
 Gathering User Feedback:
Actively seeking feedback from potential users is crucial. This can be done
through surveys, interviews, usability testing, and observing user behavior.
 Analyzing Feedback:
Organize and analyze the collected feedback to identify trends, common issues,
and areas for improvement.
 Iterating and Refining:
Based on the analysis, make changes to the design, prototype, or product. This
may involve adjusting the interface, adding new features, or improving the user
experience.
 Testing and Re-Iterating:
Test the revised design with users to gather more feedback and identify any
remaining issues. Continue iterating until the product or service meets the user's
needs and expectations.
 Benefits of Iteration:
Iterative design helps reduce risk, leads to more user-friendly designs, and allows
for better adaptability to changing needs and feedback.
How it works in practice:
1. Start with a basic idea: Formulate an initial concept or prototype of the product
or service.
2. Prototype and test: Create a tangible representation of the idea and test it with
users.

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3. Gather feedback: Collect feedback from users on their experience with the
prototype.
4. Analyze and prioritize: Organize and analyze the feedback to identify key areas
for improvement.
5. Iterate and refine: Based on the analysis, make changes to the design or
prototype.
6. Repeat the cycle: Continue testing, gathering feedback, and iterating until the final
product meets the user's needs.
By embracing feedback and iteration, designers can create products and services
that are not only innovative but also user-centered and effective.

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 Conclusion & Learning
Design thinking concludes that user-centered innovation is key to creating
impactful and successful solutions. It emphasizes an iterative, non-linear approach
to problem-solving, prioritizing empathy, creativity, and experimentation to
identify needs and develop feasible, desirable, and viable outcomes. The final goal
is to create solutions that not only meet user needs but also align with business
goals and technological possibilities.
Design thinking has its foundation in the concept of analysis and synthesis.
Analysis teaches a thinker how to break down the big problem statement into
smaller parts and problem statements. Each elementary problem statement is then
studied and attempted for solution. Synthesis is done to put all the suggested
solutions together to form a coherent big final solution.
Design Thinking is a mindset and approach to learning, collaboration, and problem
solving. In practice, the design process is a structured framework for identifying
challenges, gathering information, generating potential solutions, refining ideas,
and testing solutions.

The concept of design thinking can be applied across diverse disciplines. From
education, law, and medicine to ICT, business management, human resource
management and design itself, design thinking principles enable and empower a
professional to approach the problem statement in a step-by-step manner and take
into account all the necessary factors for arriving at the best solution.

Design thinking has its foundation in the concept of analysis and synthesis.
Analysis teaches a thinker how to break down the big problem statement into
smaller parts and problem statements. Each elementary problem statement is then
studied and attempted for solution. Synthesis is done to put all the suggested
solutions together to form a coherent big final solution.

During analysis, divergent thinking is applied and multiple solutions are thought
for each of the elementary problem statements. The suggested solutions need not
be feasible or viable. The main aim of divergent thinking is to bring up as many
ideas as possible to the table.

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 Divergent thinking is followed by convergent thinking, where the suggested ideas
are tested on the grounds of feasibility, viability, and innovation. Synthesis takes
the help of convergent thinking to come up with the final best possible solution.

Key Aspects of Learning in Design Thinking:

 Empathy: Understanding users' needs, motivations, and challenges through
research and observation.
 Iteration: Continuously testing and improving solutions based on feedback and
learning from failures.
 Creativity: Generating innovative ideas and exploring multiple possibilities.
 Collaboration: Involving diverse perspectives and teams in the design process.
 Problem Solving: Identifying and defining problems, then developing and
implementing solutions.
 User-Centered Design: Focusing on the needs and preferences of the end-users.

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 References
[email protected]

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https://mailchimp.com
https://usabilitygeek.com/

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