The beauty of Experimentation is avoiding investments in costly solutions that don’t solve business needs and fall flat upon launch. Our teams begin with a $100 budget and a compressed schedule of weeks, not months. These constraints keep participants in an iterative mindset and allow them to fail, or succeed, quickly.
Experimenting with some of our ideas for Toyota related to mobility services could start as soon as this year, allowing them to learn long before wide-scale adoption in mid-2020s.
For example, our “How might we reduce range anxiety with consumers before launching electric vehicle-based mobility services?” could lead us to the idea of creating a shared program for “exchanging” internal combustion cars to gain mobility credits to test the service. We have already completed the market research related to this topic, so the next step is designing an $100 experiment.
Let's get existing Toyota customers to accept complimentary Uber or Lyft rides to and from work for three days. Did they arrive on time, miss meetings, or gain in productivity? Did their stress increase or decrease?
While experimentation is the "final" stage of Design Thinking, it's actually a gateway back into other phases of our process. If an experiment doesn't resonate with customers on the first try, their feedback is a launchpad back into a more-refined discovery phase.
From discovery through experimentation, the Design Thinking process has provided not only new ideas, but a closer connection with the customer. This connection provides insight that can be disseminated throughout the organization, providing opportunities large and small for value-creation.
At The Berkeley Innovation Group, we are co-creators, working shoulder-to-shoulder with your team on immersive design thinking projects to solve core business challenges. Moreover, individuals are empowered with enhanced skills and a common language to continue using design thinking methodologies to unlock innovation and value for the long run.
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