Page 103 - AC/E's Digital Culture Annual Report 2015

AC/E Digital Culture Annual Report 2015103The double diamond is divided into the phases of discover, define, develop and deliver and further- more represents the various diverge and converge stages involved in the design process, showingthe different ways of thinking that designers use in a standard process. As the figure explains, it is necessary to complement convergent thinking with divergent thinking and go through cycles of opening out in search of information and subsequently narrowing the focus.A final observation: it is not a closed model but is subject to systematic modelling/adaptation, often with variations or reservations, which lead to various drawings that are each company’s visualisations. Ours is called Designpedia15and brings together 80 tools for developing creative and innovative processes in the business environment.At this point Osterwalder’s Business Model Canvas takes over in order, following initial iterations on understanding the user and gen- erating/defining a product-service solution, to make the first draft business model, meaning its implementation and functioning. The solution plus the initial business model, with hypotheses for distribution channels, income methods, costs, etc., is what gives an idea of the business.2.2 Validation of business ideas: visualising opportunity and finding the path (Lean Startup)For decades creating companies has gone hand- in-hand with developing a winning product targeted at meeting a major market need. This focus faithfully relies on the vision of the entre-preneur, on his ability as an advanced detector of obvious needs to be met, and on his deter- mination to be able to build the product. This approach can work in highly delimited markets where customers’ behaviour is known and a better product than competitors’ can be made. But it is burdened by a huge marketing expense as a condition sine qua non for introducing and positioning it on the market.Today, however, innovations and improvements in technology have grown faster and markets are more complex and global. To this should be added the fact that traditional companies also have to battle in an ocean where not only large cetaceans are king but there is also a shoal of startups with innovative products that do not yet have a market or are seeking to segment an existing market to secure a new niche. In this context, such a traditional product-centred approach is completely ineffective. Therefore, although the current method proves successful in today’s markets in the short-medium term,it is useless to entrepreneurs. And this is simply because the latter embark on building some- thing new and hitherto unseen, and thereforeto expect their product vision to perfectly fit consumers’ needs is wishful thinking indeed. On the contrary, we have at last realised that the customer is not conscious of what they want or of where they can find it. The discovery made by an entrepreneur to solve this is a process whereby the proposed solution is progressively adjusted to fit the market.Therefore, it is essential to involve the customer in the various stages of iterative or incremental development, carry out intermediate require- ments elicitation, and update our vision andJuan Gasca and Jose Manuel Jarque Muñoz