Design thinking is a creative approach to problem solving that puts the user at the heart of the process. Particularly appreciated in innovation contexts, it ensures that the solutions developed are relevant, useful and desired by users. In this article, find out everything you need to know about this human-centred methodology, used to innovate and design products that meet real user needs.
Design thinking explained simply
Design thinking is a problem-solving methodology that emphasises empathy and user-centred innovation.
Design thinking has its origins in the 1960s, when it was developed by pioneers such as Herbert Simon, then popularized by companies such as IDEO and Stanford’s school.
The main idea? To design solutions that really meet the needs and expectations of users, rather than a preconceived solution.
At the heart of design thinking are three fundamental principles:
- Empathy: rather than assuming what people need, this approach favours direct observation, interviews and immersion in the users’ context. This provides valuable insights into their motivations, frustrations and behaviours;
- Multi-disciplinary collaboration: by bringing together people with a variety of skills (designers, engineers, marketers, etc.), this method encourages a collective approach to problem-solving, in which each team member contributes his or her own expertise;
- Experimentation: instead of waiting for the perfect solution, simple prototypes are created and rapidly tested with users. This allows us to learn from each iteration and adjust solutions based on real feedback, which reduces the risk of failure.
The design thinking methodology: what are the key stages?
Design thinking is deployed through a process structured into a number of stages that enable us to move from a vague problem to a concrete, innovative, people-centric solution. Here’s an overview of the main stages in design thinking.
Stage 1: Empathy to understand users
The first stage in design thinking is to understand users and their environment. It involves stepping away from our usual point of view to meet the people concerned directly, observing their behaviour, listening to them carefully and immersing ourselves in their daily lives. The aim is to understand their needs, motivations and challenges.
The tools used at this stage include interviews, surveys, field observations and the creation of empathy maps. This phase is crucial, as it ensures that we don’t start from a preconceived idea, but base the development of solutions on real, relevant insights.
Stage 2: Defining and framing the problem
Once you’ve gathered enough information about your users, it’s time to clearly define the problem to be solved. The aim here is to summarize the data collected and extract the key points that will guide the search for solutions.
This stage consists of reformulating the problem in a clear and precise way, often in the form of a question that summarises the needs and expectations of the users. The aim is to gain a clear understanding of what we are trying to solve before moving on to the search for solutions.
Stage 3: Ideation to generate creative ideas
This is where creativity comes in. During the ideation phase, the team comes together to generate as many ideas as possible. The aim is to explore all avenues, even the most daring, without limiting ourselves to conventional solutions.
Techniques such as brainstorming, mind mapping and role-playing can help you think outside the box. The idea is to encourage divergent thinking, where all ideas are valid, before sorting them out and starting to think about the most relevant ones to meet the defined needs.
Stage 4: Prototyping for action
Once the most promising ideas have been selected, it’s time to turn them into prototypes. Prototyping transforms abstract concepts into tangible objects, even if they are still rudimentary.
The aim here is not to create a perfect final version, but to quickly experiment with solutions. Prototypes can take various forms: mock-ups, sketches, simulations or interactive models. This process helps to visualize ideas and quickly detect weak points, before refining them.
Stage 5: Test phase to refine solutions
The final stage of design thinking involves testing the prototypes created with users. This provides direct feedback on the relevance of the solutions and enables any necessary adjustments to be made.
Testing validates or invalidates the initial hypotheses, but also identifies unexpected aspects of the problem or solution. This phase is a real iteration process, where prototypes are modified according to feedback until an optimal solution emerges.
Concrete examples of design thinking in action
Design thinking is not just a theory; it’s a method that is transforming the way companies and start-ups solve real problems and create innovative solutions. Here are a few outstanding examples where this approach has proved its worth.
Apple: Reinventing the user experience
Apple is an emblematic example of the application of design thinking, particularly in the design of its flagship products such as the iPhone. The company has always focused on the user experience, seeking to understand its users’ needs in depth in order to create products that are both intuitive and innovative. As part of the development of the iPhone, Apple used design thinking to rethink the touch interface, moving from a physical keyboard to a fully touch-sensitive screen, which turned the smartphone industry on its head.
The empathy and prototyping stages were crucial: the company tested several prototypes with users, refining the functionalities and interface until it had a solution that perfectly met consumer expectations, while being simple and pleasant to use.
Airbnb: Creating a more human experience
Airbnb used design thinking to solve a major problem: how to make the online rental experience more reliable and human? In its early days, the platform struggled to convince users of the quality of the accommodation on offer. So the team adopted a user-centred approach to understand their concerns.
Based on user feedback, Airbnb rethought its process, improving communication between hosts and travellers, adding better quality photos and optimising host profiles. Design thinking has enabled Airbnb to create a more transparent and reassuring experience, boosting user confidence and contributing to the growth of the platform.
GE Healthcare: Innovating for carers
GE Healthcare has applied design thinking to improve the design of its medical equipment, particularly imaging devices. The company used the methodology to better understand the needs of the doctors and nurses who use these machines on a daily basis.
By observing and interviewing healthcare professionals, GE discovered friction points in the use of the machines, such as complicated interfaces and long waiting times for results. Using the iterative approach of design thinking, the company created new prototypes of equipment that were more intuitive and faster, enabling carers to become more efficient and patients to benefit from improved care.
Nike: pushing back the boundaries of comfort
Nike has also used design thinking to rethink its products, in particular to create sports shoes that perform better and are more comfortable. The company conducted in-depth research with athletes to understand their specific needs and the challenges they faced when using their products.
Based on user feedback, Nike designed footwear models that better met performance requirements while maximizing comfort. This approach has enabled Nike to strengthen its position in the market by offering products that are not only innovative but also perfectly adapted to the needs of its customers.
What are the advantages and limitations of design thinking?
Design thinking has become an essential method for companies seeking to innovate and develop user-centric solutions. However, like any methodology, it has both undeniable advantages and certain limitations.
The advantages of design thinking
One of the main advantages of design thinking is its ability to place the user at the heart of the process. By drawing on concrete research and observations, this methodology makes it possible to develop solutions that genuinely meet users’ needs and expectations.
Furthermore, design thinking encourages divergent thinking, where all ideas are considered, even the most daring. This opens the way to unbridled creativity and innovative solutions that might not have emerged in a more traditional setting. The ideation stage, in particular, allows a large number of ideas to be generated without restriction, thereby fostering innovation.
Design thinking also encourages intrapreneurship by enabling teams to take creative initiatives to solve problems. For companies wishing to support this dynamic, an intrapreneurship software can provide an environment conducive to collaborative innovation and the rapid implementation of solutions.
The iterative process of design thinking means that prototypes can be tested quickly and adjusted in line with user feedback. This approach avoids spending months working on an idea without knowing whether it meets real needs.
Finally, design thinking encourages collaboration between different disciplines, which enriches solutions by integrating diverse perspectives. This method also encourages harmonious, multi-dimensional teamwork, which can improve efficiency and cohesion within organisations.
The limits of design thinking
Although design thinking is a rapid approach in its prototyping and testing phases, it requires a considerable investment in time, human resources and costs to carry out research, conduct tests and iterate. For some companies, particularly smaller ones or those with resource constraints, this process can be difficult to implement effectively.
Although design thinking encourages innovation, the results achieved are not always easy to quantify. Sometimes the solutions created by this methodology are more subjective and can be difficult to measure in terms of profitability or immediate effectiveness. In some cases, this can make the return on investment less obvious, which can discourage some decision-makers.
Finally, it can sometimes be difficult to integrate fully into more traditional or rigid processes within an organisation. Some companies may find it difficult to adopt this approach smoothly, especially if they are used to more traditional or linear methods.
Find out more about design thinking:
- “What Is Design Thinking and Why Is It Important?.” Review of Educational Research, 2012.
- “Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda.” Journal of Product Innovation Management, 2018.
- “The core of ‘design thinking’ and its application.” Design Studies, 2011.
CEO & Co-Founder of Yumana
