Stanford Webinar - Design Thinking vs. The Lean Startup

Both design thinking and the lean startup methodology describe a robust, creative and dynamic way of creating customer-driven value to achieve pretty remarkable results. However, there are significant philosophical and practical differences.
This webinar shares insights and perspectives every innovator and entrepreneur should consider when organizing teams to create breakthrough products and services. Bill Burnett, consulting assistant professor and master in design thinking at Stanford University, takes you through the basic ideas of both methodologies and a comparison of their differences and limitations.
Learn more about the Innovation Masters Series: scpd.stanford.e...

[@Calphool222]

I think it's worth pausing to think a bit longer regarding your answer about using Design Thinking for back office processes. *Can* you use Design Thinking there? Sure. You *can* use a boot to pound in a nail. However, back office stuff, especially back office stuff that exists for control and governance reasons (like compliance or security) needs to evolve more carefully than situations where you're essentially co-evolving a new (or newish) product with a customer. There are *other* lean approaches that have proven to be effective in those places (like Six Sigma, TPS, ITIL, etc.) So it's not that you *can't* use DT in back office contexts, it's that you should temper your expectations. You're borrowing ideas from a known workable context and applying them to an unknown context, which means your expectations should be set that you are likely to have some mismatches in intent. It would be best to try to modify tried lean practices like 6S/TPS/ITIL with *aspects* of DT rather than to assume that 6S is in some way irrelevant or antiquated. There needs to be more of a Hippocratic Oath approach to back office processes that support cash-cow products ("First, do no harm"). This of course brings up the Innovator's Dilemma situation, which Christensen does a decent job of providing a playbook for (basically try to find a different set of customers for your new products, and worry about cannibalization later, when you've got, in effect, an emergent ecosystem of products).

[@nickyday7898]

Hereunder is what I got from Steve Blank who invented Customer Development which is the core of Lean Startup
Design Thinking:
We start with understanding customer and need finding new product, so we can spend all the time we want until we find it. It means that Design Thinking is suitable for places where urgency is not an issue, as a result, time and money might be abundant. It is also perfect for places where the process isn’t engineering-driven, we understand customer segment and don’t know what new product would be for this segment. We go experiments by iterating prototype by prototype to understand customer needs, desires and figure out what can we build that fit that market.
Customer Development:
In compare with Design Thinking, Customer Development is another methodology that Steve Blank invented, it works with the Lean Startup and starts with completely different direction. It’s driven by Silicon Valley history. It says something like that “I’m starting already with a product idea”, and that’s the nature of Silicon Valley. Engineering-driven says that “Oops, I invented X, then oops, I got funded”. Another important point is that Eric Ries is the author of the book “Lean Startup” which was published in 2011. On the section named “Origins of the Lean Startup” in the book, he stated that he and his cofounders were lucky to have Steve Blank as an investor and adviser. Back in 2004, Steve Blank’s Customer Development methodology offered insight and guidance to Eric Ries daily work as an entrepreneur. So, in other words, we can come to a conclusion that Lean Startup was developed from Customer Development! Customer Development is driven by extreme urgency, desperately looking for product/market fit. Startups can have some engineering driven products where they understand the technology but they desperately need to find the customer. They live in a place where extreme urgency does really matters due to the burn rate. In startup, there are only 2 types of decisions: revocable decisions and irrevocable ones. Good enough decisions are made, optimized with limited time and resources.
For more detail: medium.com/@dothanhnamw/is-design-thinking-the-foundation-of-lean-startup-681a37051d27#.7269ragba

[@nickjerrat]

Thank-you for uploading!

[@elliefurukawa9203]

Thank you for uploading,too!!

[@yemiasuni7231]

Interestingly impressive. Gained a lot.

[@brainstormingsharing1309]

👍👍👍👍👍👍👍👍

[@yafiwala]

here in 2022