 Hello everybody. So my name is Mario. I come from a little country called Belgium But I've been living and working in Asia for the past 16 17 years. I currently live in Singapore and There I work as an independent contractor And I specialize in brand experience design Big lucky word. Basically what I do is I connect brands with their people for the benefit of both And that is regardless of a channel regardless of media or touch point I just tackle the whole thing that has allowed me to build quite a divergent set of expertise and skills and I've done that for the past 25 years, but here's something else you need to know about me. I I am a graphic design source. I Graduated before those computer things rule the world. I Learned how to do my craft and these things with my hands In fact, my very first job was spray-gluing paints together for a mail order catalog For the young people in the audience. Yes, that's actually Now we all know what the story is Computer came in best of publishing and so over the years for other designers We've had tremendous new possibilities and with it new requirements has to be inside and It's not just the way that we work that has very rapidly changed our design world is very rapidly changing as well The one's golden rule the one you can break is no longer applicable Form no longer needs to follow a function. Think about it. Your laptop follows function It's disappearing In fact, products are disappearing. They are becoming services Services have now led to that subscription in economy the Internet of Things Software as a service It's a completely different place and we're not done yet We are moving from the computer is everything to everything is we will soon be designing the interface For everything for everyone at any time all the time technology is just going to be It's a wave Glance It's everything So we will be asked to design for that and it's no longer one thing It's going to be an entire ecosystem of things and services and products all in one ball Be it that the ecosystem exists or it doesn't and we have to invent it. That's our job But fear not Design thinking is here and it won't keep us closed. It will rescue us Did you know that design thinking is actually not a design terminology? It didn't come from designers It came from engineers At one point in time, they were faced with what they called wicked problems And that meant that it was more the expertise of other people that they have helped fix So they brought them in and then they figured out So how do we do that? This is your world not ours. I have solved it Where do we need so all you get? Exercise and skill sets and workshops Now I'm going to confront you with this quite recently the door it came out with a study on learning and They prove that your usable skill set is limited to five years And then it's no longer practical and it's no longer of use and I'm I wouldn't cry I'm living proof of that. I studied four years To call myself a graphic designer. I did my job with those skill sets for one And then they asked me to do it on a computer and I couldn't I've never learned it. There was no skill So that is still very prevalent today Welcome to the deep end of art with my friends. That's your reality the skills that you take on board The time you need to master them is longer than the time those skill sets are needed That's how we are So how do you build up your your career? How do you get longevity in this thing that we love in design? I get asked that quite a lot is probably because I'm the graphic designers. I've been around for 25 years I had to learn how to kind of fall In this industry So Let's open the kimono. Let's see how that works design thinking the turn alone It's kind of mysterious And of all the problems, but what what is it really if we look at it as only yet another set of skills We may lose the magic of design thinking because in five years time less It's no longer relevant Well, I applied a bit of design thinking on that problem And I want to share a few tips and pointers for one design is not a skill I'm well aware that I've been being a bit disruptive here in fact, you know on this guy I'm the black sheep in the industry I'm here to tell you design is not a skill as much as it is a mindset Craft will make you a good designer Your mind will make you a great designer You have to learn how to approach your craft In a particular mindset So where do we start? Well, when an army goes out to fight A bit of a depressing topic. I'm sorry, but it gets to me When an army goes out to fight it doesn't just send its troops out there. It goes and scouts And a scout's job is not to fight It's not to look where to go fight. It's just to understand what is out there And that's my message to begin If you want to shift your design focus to a mindset and away from a skill set Try to understand before you try to solve And we have a lot of pressure our boss wants an answer our client needs it tomorrow Well, it calls but try to inform decisions by understanding before you try to solve Get a scouts mindset first You'll have plenty of time to go to battle for your ideas later If you don't you will start based on your own assumptions and your past experience Neither is a good place to start the reason is if you do that you become an island You are limited in your own discipline and your own experience and that's not good enough And understand why that happens our entire industry is build on islands This is your classic agency model Look there see that one there this one strategy island all the strategies live there And you have a visual design island technologies of the day Project management. Yeah, and this is conference room island here And then everyone comes together Once made twice a week two hours of collaboration All right. Well, that doesn't work because Collaboration Please do not collaborate Oh H3 design thinking Collaboration, huh? Well, it depends on how you interpret the collaboration and I hear it I hear go along to get along Please follow me. Don't rock the boat Collaborate Come on. That's what I hear And that's why This image is your average design meeting That's your strategist and your technologist and your usability expert and your client And they're having a lot of work A lot of work. No bite. So what do we do if we're not going to collaborate? Well Compare collaborate with co-create Ask you let's collaborate or I'm asking you let's co-create Who feels involved Co-creation sounds Let's get things done I'm ready. I'm inspired. I feel the energy And that's based on what's below there. None of us is a smart of all The point of discussion is not victory It's process You review each other you critique each other you debate the problem And that's done to move forward. That's not done to be smarter than anyone else You're only smart if everyone else joins in The other pitfall that you may have is that you yourself are in the way of ideas We do some things which is called fluent thinking Basically, what that means is Even if we know a little of something we already think we know So I hear you talk about an idea it's not familiar yet. Don't like it. Don't I didn't even try to understand why you talk to me about that idea that way Fluent thinking it's a trap We do it To be efficient we do it because our brain is just overwhelmed And we have a lot to get through the day for it But it's a trap catch yourself Not falling in that trap Understand one thing is that you are switching into that automatic mode Of you're thinking there's a couple of techniques that One is Overload the problem If you think you have an immediate answer to a problem You're being lazy The risk of your opinion Doing the work is Prevent So overload the problem get new data Find more research Diabetes and pretty soon because of the volume of consumption of information that you're doing There's so much more I need to learn how many of you Have a bicycle All right, I'll scale from one to ten one being I know nothing to ten. I'm an expert or kind of I know pretty much everything there's to know about bicycle All right scale from one to ten. Who thinks he's a Right So If I don't go through these people and I ask So what's the power ratio between the height of your saddle and the force applied to your paddle to go 40 mile an hour The scale goes back to one I just confronted you with fluid thinking I don't know To this fluid thinking I throw data at any goal There's maybe just a little bit more that I need to know about this Do that with every design pretty quickly the second technique to this And and Jeremy here had talked about that yesterday's you reframe it and this is the easiest one If you have no time to overload yourself with data do it this way Share your idea with everyone in the room have everyone do input float on it sketch and draw it Present it differently make people pause and think about it Now we once uncovered that people were taking more Time to understand our notes if we have really bad handwriting You know it took effort like what is this person thinking But your brain is starting to think as well. You don't just go but you have no no like it It works People are wonderfully complicated, right? The whole purpose of design thinking and the whole reason of UX is to design for people Yeah, I see a lot of heads not Question yourselves. How many times do you design for people not for outcomes? We design for outcomes How about the design for behaviors that can influence those outcomes those outcomes are really not ours to dictate they're ours to inspire people Through the behavior of our people the client that takes a bit of effort and trying to understand Who you're designing for but here's what it does it opens the window The garage door if you wish to what the actual problem is A lot of the times our biggest effort is in getting the right problem to design It doesn't happen a lot, but how can you get the problem right if you chose the wrong problem to solve? Work on finding the right problem then get to work on getting the problem right Then the soldier has to come on This is a favorite industry jargon Well, it's a misunderstanding or a misinterpretation For within the industry that complex problems need equally complex solutions. That's not the case you break it down You find what matters and what doesn't quite often in those complexities Some of these problems are not even worth solving. There's no money in it. There's no gain in it There's no brand value in it. So don't solve Solve the ones you can't solve And solve the ones they can keep yourself now we're designers This is our job We are idea people we need to protect the idea We don't need to be in phase one with an amazing idea that gets us all excited We jump out of bed the next day. We want to get going and now we go into our next phase And the idea is still kind of there, but it watered down and it watered down By the end you don't even recognize it anymore Our job is to fight for the idea protect the idea Bring it from start to finish it must feel as exciting at the end as it was at the beginning Because the good news for us is that we're in a profession where the work is just never done You iterate you find short bursts of new ideas new solutions you observe You evaluate you go after it again. There is no end game. There is no finish line That's good news for us Means people like us will be needed for a very long time They'll be needed for a very long time If we get our head around it and if we work on this profession with the right mindset So here's a quick list down of what I was trying to share with you Design the mindset You understand first you define later do not work linear So don't just stay within your own experience try to solve them all by yourself because you can't They're okay, right? The other one I want to leave you with Is just do it You don't need permission Excuse me boss. I know Just do it make it the way you design. This is how you do your profession. You just do it. No permission needed There you are Take a deep breath best is yet to come And it'll be all right Thank you very much It will be all about for outcomes. I mean Can you elaborate on that a bit more? I want us to be the influencers of what we think might be an outcome But we cannot dictate it We cannot dictate it where I believe we're in a world where consumers are smart enough to know When they're being pushed in a direction that we want them to go But they can be talked into it no one's going to be charmed into it So Understanding behaviors. I can give you a really quick example for it. We recently worked for a bank They did a survey the survey said people want an email with information for investment It's boring. I'm sorry, but it gets pointy well So they sent the email out and no one was really following up There were no sales. There was no click through nothing so They've made more effort still there but the survey said 70% want the email What they failed to understand was those 70% were people that got up to five o'clock in the morning Check the markets from overnight We could further Tokyo See how the markets were moving And before they were in the office They had already made all their purchasing decisions and all their investment decisions and then by 11 o'clock The bank came with their email years today too late The behavior was not understood The outcome was provided you wanted an email or give you an email But they didn't understand the behavior They didn't understand the source needed So now they know they have to work a little bit different And a little bit harder to get the information to that customer overnight so that they make up they have the email And now they're informed by their preferred bank And boom The numbers went up That's the that's the immediate example why I came to mind We focused on the behavior not on the desired outcome Good afternoon sir. This is Professor Kamaroff. We began your Institute of Management I'm a professor at the Institute of Management Normally when we teach our students We take example of Bains Wall Bains About 20 years back we used to be shown Cards of Bains when we were to select something But today with very less number of inputs of raw materials You'll be able to have billions of shades that the computer generates And you will be choosing it So is that uh, that is the basic design for the Tests of the people But the outcome is obviously Profits for the company because Asian Bains has actually been the leader in that So in what way what you have told in this particular slide is something new Then what has been already implemented by Asian Bains And I'm sorry Asian Bains Is a painting company Wall paints company it's a world leader And earlier they used to have Design meant for a limited number of paints and you have to choose a local limited Choices available But later on the technology has changed in such a way that with those very few inputs They are able to make billions of choices as the computer mixing Now that has been that means you have made it a mass customization as we call it in marketing So in mass customization It is the same thing that your design is meant towards the people's taste Which is different in billions And the outcome was automated that people's generating profits for the Asian Bains company this particular context of what we are talking of design for the people And not further outcome Is a existent thing already It could be that this company had a case for offering that particular service. They may have done I don't know. I'm not speaking for the company, but I would hope They would have done a design research where their customers were going If only I had my shade of mustard yellow And and here comes along a technology that could offer it If that is the case then you could argue they've done a service for the people If they're only using technology like oh, but what this can do And I'm going to the market for it and kind of go like you need to buy because I can do that I believe they're on the wrong track and I believe that It's a narrow path where they eventually will run out What your story reminds me of is is of the paradox of the choice Where you have an ice cream shop that sells Vanilla chocolate and what banana flavor Ice cream that's it and across the street you have one that goes up at 60 flavors While your choice will be easier in shop one than it is in shop two Because 60 flavors where do we get? But it could be possible that they just serve one particular group of people that want to have 60 choices of ice cream because of their behavior or their attitudes We cannot say one is better than the other What it exposes is it's easier for you and me to make a choice if there's only three options versus We actually experienced that yesterday to give us a drink I must have had 200 pieces And generally just go Give me a Thank you