 Okay, good afternoon everyone. How many of you are design thinking practitioners here? Nobody? Okay, so I can get away by saying anything now. Okay, there is somebody here who knows, so Prasad will keep me honest. Thanks Prasad, I need someone to keep me honest here. Okay, so design thinking has been a term that's been going around in the industry for some time now. And of course Prasad comes from Infosys where one of the recent most high profile when Vishal started the new conversations within Infosys, it kind of became more mainstream but the whole thinking behind design thinking has kind of been going around for some time now, right? So let's spend some time in exploring it. Let me kind of roll back a little bit and see how the world was in good old days. Just to compare and contrast so that we are able to understand it a little better, right? Now if we see, there was a time 100 years back when Henry Ford said, you can have any color of car as long as it is black. Has anyone heard of that one before? So that's what Henry Ford did actually because he was able to drive the economies of scale to the level that he could, when he started and the first model T was built, he was sold at about $750 but because of the economics of mass scale production, he was able to drive it down over a period of 19 years to about $168. And he was able to do that because of multiple technological innovations and one of them being you can have any color of the car as long as it is black, which essentially meant don't ask me for any customization. Don't ask me for any changes. If you like something, I don't really care because I cannot offer you. I'll offer you only exactly what I can build it in mass scale. So that was the kind of thinking behind design thinking, behind the product design there. Of course, there was a time when we said, well you can have any telephone as long as it is an AT&T equipment. Has anyone been in telecom sector here, anyone from telecom? So there is a very famous case that happened in 1964. There was a guy of name Carter in US and Carter actually wanted to put his own modem on to AT&T network, which was not allowed by law. So he filed a very famous case known as the Carter phone case, which actually the court in US eventually ruled in favor of Carter by saying that AT&T does not own the network really. People are allowed to put any other equipment. So 64 was when people actually got the freedom from the monopoly of the old AT&T to really put something of there. But before that for a long period in time, you literally had no such kind of an option available. Closer home, let's see, I mean these were some of the examples in US. Now let's see closer home what was happening there. Anyone remembers the term license, Raj? Right, I was during 80s when my father got the allotment letter for Priya Scooter, he was mighty thrilled. There was a five year waiting period. And he said, well, you are still in school, but by the time you finish your education and get ready for the job, the turn would have come. We would have got a scooter, and that's it. We don't have to worry about anything else in life now, right? I mean, that was the maximum we could see at that point in time. I'm talking of, I think this was in 84 or something. Because those days, the government decided who will make car, who will make scooter, who will make motorcycles, how many they will make, and how much import can they do for some of the raw material there, right? Bajaj, for example, anyone remembers the Hamara Bajaj ad, right? Before that, Bajaj did not even have a marketing department. It did not have an R&D department. Essentially, whatever they started out with, my father had a 1962 Vespa, not this one, the original Vespa, which she used to sell at that time. And I never saw any difference in any scooter that was sold in India from his 62 model Vespa to whatever was there, actually. It was all just a copy and paste of that. So that's the kind of a world that we all grew up in. And let's see what was happening there. We essentially were in the world of one car, our favorite car, right? The most beautiful car in the world, right? So we essentially were on one car. We were a one scooter, literally. I mean, yes, give or take. We started seeing some of the other flavors a little later, but then we were by and large one scooter country. We also had the one phone system, ITI, right? Everything had to be ITI till that point in time. So it was all ITI and BSNL kind of a thing there. And let's see now what is the world? How drastically it has changed now in the last 15, 20 years? 91 was the time when we ran out of money, right? I'm sure some of us remember that, right? 91 was the time when we ran out of money. We literally had $400 billion left in our coffers. And that's the time we, as Indians, had to do the most cardinal sin. What is the most cardinal sin for an Indian? To sell the family gold, which is what we had to do, right? Because we ran out of foreign exchange and we said, we cannot even pay the oil bill for more than a few weeks. So we sold our gold to the Bank of England at that time, right? Manmohan Singh, kind of, Narsimha Rao was the prime minister at that time. So let's see how much things have really kind of changed for us as an industry or as a country. From being a one-phone monopoly, we have come to the point where we have like tons and tons of these phones. So there is all kind of options available. From being essentially a one-car nation, too, we have come to the point where you have tons and tons and tons of different models available there. Even toothbrushes, right? There's no such thing as one single type of toothbrush. You have multiple types of things there. So the challenge for any of us is how do we differentiate? If I am a product developer, or if I design and deliver a service, how do I differentiate, really? Because if I only differentiate on price, and let's say there are 20 people offering me a certain product, if I'm the 21st guy and if the only parameter is to compete on price, then by definition my price has to be lower than the first 20 people in the room. Otherwise, I cannot survive there. But what happens when you keep consistently underpricing your products? You get Kingfisher, right? You get Kingfisher. So one day it just goes into an implosion mode and then suddenly you are not flying from next day onwards, right? That kind of a thing happens to you. So how do we really do that and how do we really build a better user experience by offering a differentiated product and services? That is the single biggest question plaguing all of us today. So let me tell you some stories. I'm a storyteller. I like to tell stories. So let me tell you some stories here. Has anyone been in one of those machines, MRI machines? I would wish and pray for all of you. You don't have to go through that because anyone who has been there will tell you that it's one of the most traumatic experiences. It takes about 45, 50 minutes for a complete MRI session. It is cold, metallic, AC kind of a chamber. It has a lot of knocking sounds that come actually and people really feel very irritated and nervous there. In fact, not just the people, the children even feel much more irritated than that. And what has been found is that 80% of the children, five-year-old, six-year-old, need to be sedated just so that they could lie down still there so that we can do an MRI scan on them. So we have to subject them to so much of pain just so that we can help them and save their lives in that process. So that is the biggest problem that was faced, that it scares children. As good an MRI machine is, it saves lives, but it actually scares children. 80% of the children need to be sedated before that. So there is a guy in GE Healthcare. Anyone from GE Healthcare here or anyone from Healthcare? Anyway, there's a guy in GE Healthcare. His name is Doug Deets. Now, what Doug Deets was doing was, once he was going to an MRI scan center and he was, as he was entering, he saw one small, six-year-old girl with tears rolling down her cheeks and she was mortally scared of entering that room. She was looking at that room and she didn't want to enter that room. And that room was MRI scanner. And there were tears literally rolling down her cheeks. And that day, Doug Deets felt very, very guilty about it. He was a guy who used to build MRIs at GE Healthcare. And he said, we guys are supposed to save lives and help people, but the way we are doing that is not really helping anybody. So there's something wrong in the way we are doing things. So he did something very radical by actually, he could not overnight, obviously, change all of these machines cost million bucks. So there's no way he could have gone in a short period of time and done something. But he actually created some very different kind of thing for them. Now, if you were in position of Doug Deets, I'll show you in the next slide what Doug Deets did. But what would you do differently if you knew that the machine has to be there to save lives? But the children are scared of using that machine. How, what would you do that? Any thoughts? Play some music, okay, that's a good start. So that's a way to soothe the anxiety level or make sure we do something, right? Any, anyone else? Show some pictures. Yes, that's an option. That's definitely another way of doing that. Anyone else? I'll show you what he did. He created a very different ambience within the MRI scanner center. It was not just some cheap stickers that he put all around the MRI machines and he just pasted them. He created what he calls as the adventure series where he actually created a story telling experience for the children. And so much so that this was the technicians had a story to tell. So the child was the hero of the story and he or she would come and they would like, technicians would literally engage them. It was like going into a Disneyland for those small children there. As a result of that, Doug Deeds was able to do that. They were able to reduce the amount of sedation the children had to be given was to 10% only. And the proof of the pudding was when the children who were scared to go there would ask their parents, when can we go there again? That is how it changed the entire experience for them. So this is one example of how somebody tried some different things there. I'll tell you another story. Have you heard of this newspaper, Danik Bhaskar? Danik Bhaskar is India's largest selling publishing group. It started in the late 50s in Madhya Pradesh and then it gradually has gone to different places. Now anybody from publishing industry will tell you when you start a newspaper in another city, you make losses for the first few years. It's very, very red. The account book looks red all over the place but over a period of time after three, four, five years you start getting in the black. And the reason why you do that is because you spend a lot of time in building the advertiser network, distribution network, what have you. Danik Bhaskar took that as a challenge and they said we are going to start in every town that we launch our paper number one on day one. That was unheard of in the industry. And this is a story of 1996 that I'm talking of. So here is what they did. So this example happened in Jaipur. Rajasthan Patrika was a leader there. One lakh copies, one lakh dailies every day. What Danik Bhaskar did was, they got about 700, 800 student volunteers whom they picked up from the college and they said you all come here. And then they trained them into take with a questionnaire and they sent them back to about two lakh, one lakh to two lakh families in Jaipur. And they asked them, we are Danik Bhaskar, we want to launch a newspaper in Jaipur. What would you like to see in that newspaper? And hundreds and thousands of people gave the feedback so they learned from all of them and they came back and told that this is what people have told us. What Danik Bhaskar guys did was, they collated all that information and in response to that, they built a newspaper, gave to the same 700, 800 student volunteers, sent them to the same houses where they had gone the data from and told them, we came to you last month, we asked you what kind of a paper you would like to get. We have prepared a newspaper exactly as per what you told us. Do you like it? And people who liked it, they said, and by the way, if you like it, instead of the new stand price of two rupees, I'm here to take your order for one rupee, 50 paisa for a one year subscription. On 19th of December, 1996, Danik Bhaskar launched in Jaipur with 1,77,000 copies on day one, whereas the market leader was Rajasthan Patrika with only one lakh copies there. So they did something radically different by actually building the customers as a part of the co-creation process, and in that process, they did something very magical. After that, they have repeated this experiment in Indore, in Chandigarh, and multiple other cities everywhere Danik Bhaskar goes as number one newspaper on day one, and they have really, and this has been 20 years, this didn't happen recently. This is in 96, it happened actually. So they have really templated the whole idea. I'll tell you another story. Anyone knows who's that guy? The white guy in the picture? He's Jeffrey Archer, okay. Next to that kid is my son, actually. He was asking him a question. So when Jeffrey Archer was in Bangalore two years back, my son had his board exam the day after, but he said, no, we have to go and meet him. So we reluctantly, as parents, had no other option because we went there. Then my son asked him a question. He said, what would happen if you actually, you wrote a novel, and after the novel was published, you realized that the ending was not the best one. Maybe I should have done the ending a little differently. So that was a question my son asked there. I don't know why he asked that, but that's what he asked. And then Jeffrey Archer gave a very interesting response. He said technically that is possible that we might actually get a different one, but that's not how I write stories. There are actually a lot of stories going on at any point in time. So when he is writing a novel, he has multiple plots that are happening at the same time. It's not that he has fixated on one single thing in the end and he's writing the whole story around it. He's looking at multiple points there, and then he's trying to see, he's trying to prune that list and seeing which one really makes sense. Can anyone guess how many stories do you think Jeffrey Archer is thinking at any point in time? Any guess? One? Sorry? Five? 13, 30, 13, 30, whatever? Three zero? Okay. So what he said was about 14, 15 stories at any point in time. Now that is not how we associate creativity and talent and somebody who is in that kind of a creative space to be, right? We don't believe that the people who are creative by nature are the people who are doing a lot of experimentation and pruning it down so that they are kind of narrowing down that to one or two things. We believe that the people who are creative and master storytellers like Jeffrey Archer have a divine talent that they are able to just get it right and they just go and write the story. But in reality, it doesn't really happen that way, right? So that's another story. I'll tell you another story. I'll have three, four more stories and then we will try to come to what am I trying to tell you? Actually, you will tell me what did you learn from there? There is a guy of name Scott Dye. And Scott Dye is actually one of the top doctors, knee surgeons in California. And he's about, I think, about 65, 68 year old now. And some years back, he thought, he's so loved by the people, they gave him an award, most compassionate doctor and so on and so forth. But a few years back, he had a question. I help people get rid of their knee pain because I operate on them. But I don't know what a knee pain is to people. I only know it as a doctor. I don't know it as somebody who has actually gone through the knee pain. He didn't have any knee problem. His knees were perfectly all right. But he told his friends, can you please operate on my knee? Just so that I can understand little more about what is the point at which the knee pains, what are the pain centers in the knee? And he told his friend, by the way, I want to get operated without anesthesia. Because with anesthesia, I'm not going to understand where the pain is. So he got himself operated on his perfectly, otherwise perfectly perfect knee, just so that he could get a deeper understanding of the pain. It's not a surprise that Scott Dye is known as such a great doctor. When people give up on their knee problems, they go to Scott Dye's story from India, from Hyderabad actually. It's good we don't have lights actually. So you can focus on the story. So in Hyderabad, they actually said, hey, okay, there are mostly women in the house who are carrying the water and they have to go there. And the source of water is the open well. And they are picking up the water from there and coming back, bringing back. Now the open well water is contaminated. So that's not really good because people fall ill sometimes. So they actually created a new scheme. There was a foundation known as Nandi Foundation and what Nandi Foundation started doing was they built these water purification centers where people can just go and buy clean water. It is much cheaper, very cheap. Of course, it's not free, but it's very cheap. It is very high quality. It's not like the open well kind of a water there. And they don't have to walk too much to get to the open well. It's much more closer in the locality. They thought people would like to get this kind of a thing, but not too many of them were going there. This is what you see, the Nandi Foundation actually. So this is typical kind of a center where they would do that thing. What they found was that not too many women were coming forward and using that opportunity. Can anyone guess why? Sorry? The line, well, give and take, that was not the big issue because this, I mean, only few people there. So they were, because the line was there at the well as well. So it was not that big an issue. Apple to Apple comparison, not a big deal. Any other? More expensive, it was expensive compared to the free water from the well, but it was not something which was probably like 10 paisa a liter or some kind, such kind of a thing actually. So it was not something drastically costly for them. They could, that they could not afford at all. So it was not the case in this particular thing. So they actually were in the localities in this particular case. Sorry? Social shy was not the reason there. That was not something. Chemicals or something, no, they tested it. So water was purified. Contain. So they're okay. So you good, you guys are coming to that. So let me tell you what really happened. What they found was that the water center had a rule that you could only buy in certain those 10, 20 gallon kind of containers. Now most of the time, what would, and you have to understand there are, because there are five events that connect up, unless you connect up the dots, you will not get the story. So what would happen is the women basically had to carry those jerry cans like these which were heavy for them to do. So they were relying on a male member of the family who could use a two wheeler so that they could sit on the back of the two wheeler and carry them because they could not carry it on the head. Now in the daytime, they were all out working there and by the time they got home, the center was closed. Do you see that? Technologically, there was nothing wrong in that. It was a great solution. Price point was not an issue. Distribution was not an issue. There was a small issue that they did not think from the customer's point of view of is it really helping them? The kind of empathy of what the challenges people are having was not deeply understood. And the moment they understood, they said, well, all you need to do is, and then they had this rule that, no, you cannot buy smaller quantity of water. So they said, no, I don't need so much of water, but then if I buy so much of water, there's no way for me to carry it back to the home. All they had to do was change the container size, be willing to accept it, and they would solve the problem, which is what they did there, right? So this is another video. I will not show it, but you can watch it. These decks are on the slideshirt, so you can watch it. But I want to tell you a very interesting story here. Anyone from Kerala here? Have you watched this movie? So this movie had two leads, Mohanlal and Mamuti. Both are in love with Juhi Chawla. One of them has to die. You cannot kill any of them in Kerala, trust me. If you are in Nadan Kerala, you cannot kill Mamuti. If you are in Southern Kerala, you cannot kill Mohanlal. That is the rule of the game. So how are you going to solve this problem? Kill the heroine? So they did something very different. They created two versions of this movie. Okay, so I'll come to the third one in a moment. They created two versions of the movie. The one that was launched in Nadan Kerala, Mohanlal dies. The one that was launched in Southern Kerala, Mamuti dies. And then they had third version in which both of them die and Charuk Khan is the guy who comes there. But that was never launched. So I don't know this, is it probably the fourth? Okay, okay, okay, so that's how they, in between, okay. So anyway, so the point I'm making is, now many a times, this is not a conventional thinking. The conventional thinking is a one-way traffic where it is the writer or the director of the movie who is supposed to be the source of wisdom, source of idea, source of creativity. And he or she is then writing the story, audience does not have any role in that, right? Audience is just supposed to be a passive recipient of the whole idea. But there was a case where the creators of this felt, hey, no, there is some other sensitivity at work here because it's not going to be, people don't like it. People don't want that kind of a thing there. So unless I'm willing to accept it and make changes upfront, I'm not going to get the right product here. So they were willing to change it. Okay, I told you a few stories. What is common in these stories? Do you guys want to help me with that? The end customer, do you want to elaborate on that? What, I mean, they, like what role are they playing? Are we recognizing them or? Yes. So thinking from the end customer's point of view, it's not just our own thing, but we are actually willing to concede that and that they have something. Anyone else? Sorry, I'll. Think differently. Think differently, not just think from the same mold, but try to find a different, radically different perspective there, sorry. Okay, different way of thinking. Anyone else? Finding ground realities and not just saying that, hey, this is what is my perception of the reality, but actually going and listening to people and finding a way to do that is something that they were willing to do. Anyone else? Think from end user's point of view, fair enough. Create what sells, so you are trying to understand what customers are looking for and try to kind of tailor it, right? It is not the same thing as you can have any color of car as long as it is black. You have changed the mental model and you are offering a different product to the people and saying, I hear you. I hear you and I'm willing to change as per your requirements, which is very different from what we were doing before, right? Okay, so if we see what is happening here is, if this was the earlier thought process, this is how we have traditionally solved problems in software industry or any other industry for that matter. We want to know what is five plus five. That is the mental model or the paradigm that we actually use. We use a very fixed mental model, but now suddenly we have this new set of problem solving happening, which is telling not five plus five, what is it? But it's telling how many ways I can get 10. I can get 10 as two plus eight. I can get 10 as eight plus two. I can get 15 minus five. There are different ways in which I'm looking at it. I'm not looking at it in one single right answer. I'm looking at what are the n number of ways in which I can go about solving the problem here. So instead of a fixed mental model, I'm willing to challenge the assumptions. Instead of entrenched practices, I'm asking the questions. Asking the question itself is a huge merit that I'm looking at. Instead of one right answer, I'm willing to look at infinite number of solutions and that is something which we at a very high level call it as design thinking paradigm. And let's explore the design thinking paradigm little more. So if we see design thinking is not design as a noun. Design as a noun is the object that we create and we say, oh, this product has a great design. For example, this pencil has a great design. It's got a great look and feel. I actually get a comfort grip when I write using that. So it's got a great design. That is a different kind of a design. So a lot of people confuse between design and design thinking. Design thinking is not the same as design. That's the first thing we need to have a paradigm here. It's much more than the shiny new product that we are building. The second thing is design as a verb is a process of designing certain thing there. So we might use, if you use Dan Normans' book or if you read some of the other design, if you go to NID or NIFT and other schools, then you would learn a lot about design, for example. It is more than the process of designing that we are looking at, right? And then finally, in my view, design thinking is more than thinking. It is actually doing something. It is taking an intangible idea and building a tangible product out of that idea. Now the act of building from intangible to tangible is using a certain series of thinking around that, which is what we call as the design thinking. So if this is not what it is, then what is it, right? I told you what it is not. Let me explain you what it is. So my perspective is, very simple definition to me is, it is an innovative, people-centric, problem-solving approach. And let me go through each of these things here. It is innovative in the sense that some of you also alluded to that, that we were not looking to look through the same filter that we have been looking at through last 30 years or 40 years. We are willing to change the assumptions. We are willing to change the assumptions saying, hey, maybe there is an opportunity for us to really do something different here rather than what we have always done in the past. So people are willing to look at those intersection points and change something. It's highly people-centric. We are not looking, there is a very famous book that was written by a guy named Alan Cooper. Has anyone heard of the book? The title is, The Inmates Are Running the Asylum. If you have not, please read that book. I think it's one of the most important books written because the whole, have you heard of the concept of user personas? The concept of user personas was given by Alan Cooper in this book, The Inmates Are Running the Asylum. And the reason he wrote the book was he felt that we technologists are doing the biggest disservice by creating systems for people who are not technologists. So we guys are very comfortable with technology, but we are not really, we don't understand the people for whom we are designing. So that was his perspective. You will, if you don't know Alan Cooper, just search for it. He's probably one of the earliest software visionaries of our industry. So you'll do that. And then the problem solving. The idea is not something that we are doing just for fun of doing it. It's a real problem solving that we are after here. So how does it combine all the three? Basically design thinking is a way in which we bring the people aspect of it. What do people desire? What is the desirability component in terms of would I like to have this kind of a solution? Would I like this kind of a product or a service? You bring the business part of it by saying what is the viability? Are people going to pay for it? Is there a market for that kind of a product or a service? Because people might like it, but then they are not willing to pay. There is no market for it. And you don't quite know how do you sustain that kind of a thing? And finally from a technology point of view, how feasible is the product that we are talking about? So all the three have to come to a sweet spot by applying the design thinking paradigm. Now is that a process? There is no process really in that sense, in the sense that we are used to a flow chart way of doing things. So there is no design thinking process per se, but if it helps us to get a mental model, this is probably one of the best representations of design thinking that you will come across if you were to search for an image here. This comes from the Stanford Design School, our IDEO. IDEO is the world's greatest design firm. Anyone else heard of IDEO? If the pace that you used was a stand-up tube in the morning, today morning, I mean the pace that you took from, that was designed by IDEO. The first Apple mouse was designed by IDEO. So this is a company which has actually been at the forefront of design as a paradigm to basically do that. So what we are doing is, there are five steps you see here, empathy, define, ideate, promote, and test. Let me just quickly go over them. Empathy is the first and foremost important thing in design thinking. What did Scott Dye do when he decided to get his perfectly fine knee operated upon? He wanted to understand the pain that people go through when they get their knee operated. That is empathy. Now I don't recommend to anybody to get their knee operated just because of that. Apparently in medical science, there are a lot of stories of people who have actually done self-examination just to understand and really break the limits of medical knowledge, but we don't always have to do. But then it really depends on how people have to do. A great example that I like to give is a guy of name, Sudhir Venkatesh. Has anyone heard of this guy, Sudhir Venkatesh? So he's one of the celebrated economist at University of Chicago. And there was a time when he actually found out, one day he was just loitering around in the night and he saw there was a light in a totally rundown building and he went there and he realized that I'm suddenly in the middle of dozens and dozens of druggies right now. And then he was asking, why do you guys take drugs and you didn't realize that his life was literally in danger and people said, how did he even get there? I mean he was literally, he would have got shot any point in time, but then he was not happy with that and he started learning more about it. Six years he spent living with those druggies to learn why people take drugs, why they don't do anything better. And the only one single answer he found at the end of that six year research was there is no other option available to them. They have just not seen any other role model. They have just not seen. Now he's a celebrated economist actually. If you search for his work, you will find it. The point is a lot of people would have probably gone, done some survey monkey and found the results and told, hey, this is what we have learned. He spent six years to get an empathy. He won the trust of the people from whom he wanted to learn something and make a difference to them. That is empathy and that is the most important part of a design thinking process. Define, we need to understand, we need to very focus. Sometimes we go all over the place just to do that. Defining the problem and really narrowing it down, framing it properly is the next part of it. Ideating is an important part of the whole thing. We don't really settle down at the first idea that comes to our mind. We really keep going through that. So ideation ideally is a divergent process first where you are actually coming out with tons and tons of ideas there. Yesterday any of you were there in the game that I conducted? You remember the creativity game that we did? We came up with a lot of crazy ideas, right? And some of them probably might become cool ideas, right? The agile pen that only writes the user stories that builds, delivers value to the customer. But what we were doing was a classical divergent thinking where we said we are not going to judge what people come up with, but we will let a free flowing thought process happen where people come up with something radical, something crazy, something new, something that might be of potential value to you, right, that kind of a thinking. And then we apply filters to that and we start converging on some of these ideas. When we converge on the ideas, then at that point in time, we start prototyping them because we need to put something tangible in the hands of people or us to test our hypothesis. Would you like to have? What did Danik Bhaskar do? I don't know what happened here. So what did Danik Bhaskar do when they said, oops, okay, I realized that it was. So they basically went out and they tried to prototype, they tried to converge the ideas and prototype and said, hey, we heard from all of you what kind of newspaper you would like to get. Do you like it? They will prototype based on what they heard from people, right? And then you iterate based on certain things and you say, hey, maybe we don't get it right, so the iteration is the last step and then you test it rigorously. So these are some of the things that we do as a process. I just want to show you one more slide on that. Just give me a second because the laptop was not on the battery, I didn't realize it. Sorry about that. So prototyping is the way we put something in the hands of people and get the feedback. Remember, prototype is not meant for revenue acceleration. A lot of people think that prototype means that I can now start making some money out of it. If anything, prototype is meant for feedback acceleration. The feedback that otherwise would have come to you would not come, so you try to do that and then you test it out there. So there is no process, process per se. If anything, I would call it as a very non-linear process because even though the specific atomic parts of the process are kind of known, but the sequence in which they happen could go all over the place. There is no linearity or there is no sequence really in that thinking. Just last slide, so it's a process on one part but it's also a lot of mindset. To me it is more mindset than process. The design school, Stanford Design School has actually identified these seven mindset. I'll just quickly call out these of them. One is showed on tell. So you basically, if you want to really do something you just show it, you don't tell. Basically let people figure out if they can get it, that's what is a good product then. So you basically do that. Focus on human values. We talked about all the stories at a common element of human being in that. Embrace experimentation. We are not saying that we know everything there. We have the humility to accept that maybe there are too many unknowns in that. We are willing to take feedback and really learn in that process. Bias towards action. We don't want to settle down by saying fantastic bullet points. We actually want to build something tangible that people can touch feel and give feedback on. So that's an important part of it. Craft clarity. If something is not really looking and sounding simple, probably there is some problem there. Simplicity is one of the agile values also we talk about, so clarity is important. Be mindful of the process. As much as we are saying it's a mindset and there is no process process but remember there are some process elements going all over the place. Divergent thinking, convergent thinking, prototyping, ideation, testing and so on. And finally radical collaboration. We believe that as a team we can solve the problems much better than as one single person alone. So these were a few things I just wanted to kind of call out here. Let me just recap. Design thinking offers an interesting approach to solving people's problem. It's as much as a mindset as a process though not in a process in the traditional sense. Integrates elements from people as in desirability, technology as in feasibility and business as in viability and finally it's specially relevant as we create more and more products and services for real human beings. Who are the real human beings? The people who are outside this room. In lean startup customer development we use a phrase from Steve Blank very often when he says we make assumptions and what do we do to validate the assumptions? Get out of the building. He actually goes on to give that advice. He says get out of the building and talk to the real human beings because the people inside this room only have opinions. They don't have facts. The facts are only outside on the street when you talk to the real people who are likely to use your product to service. So go out and talk to them, understand what it's going to be. I know Nareesh has given me the time out signals so I'll wrap it down here but if there is one or two really quick question I can take it otherwise I'm really done here. Thanks for listening to this. I hope it was of some value to you. I'll be happy to take the questions later outside the room but if there's one or two I can probably take it quickly. If not, okay. So a lot of companies are beginning to use it. Of course as a company I think the biggest news that is making is in emphasis. As a culture it's changing actually. As a, see it's, at this point in time I'm really looking at a culture and a mindset part of it. How people start changing it. So my, if I'm an expert in CC++ Java my aim is not to really push that but do I understand what people really want there? I'm sorry? Okay. So that could be an example there. So there are a lot of, I mean I gave some of the examples here for example. I mean things like Nandi Foundation is from India. Denic Jagaran is from India for example. I try to give some of these examples. If you search for it you'll get more and more of these examples. But people are doing it. I mean most of the companies would use a iterative loop in which they are actually going through this thinking patterns to do that. So the risk is again the biggest, single biggest risk we are talking about when we do a new to the world product development is building a wrong product. Exactly. So that's the reason why we are saying that we are going to do a lot of these early iterations and prototyping to get the feedback. And there again we are not really settling down on one single source of truth to really do that. We are building the knowledge from multiple sources and bringing it together. So, right. Possible. So it's possible. Some of these will lead to the dead ends. Not all of them are going to be successful but look at it this way. If you do not have that feedback loop they will probably be even grander failures than what they are going to be today. So we might as well fail. That's why the fail fast, fail cheap, fail forward kind of thinking which I think will help us in really doing it. Sorry, thanks a lot.