Design Thinking examples: 5 case studies

Design Thinking examples from practice

Example 1: Airbnb

Revolutionizing the user experience through empathetic design

Challenge:

In 2009, Airbnb was on the verge of failure. Although the platform already existed, growth was stagnating and the company was struggling to retain users. The biggest problems lay in the user experience: the listings were often unattractive and potential guests could not get a realistic picture of the accommodation on offer.

Application of design thinking:

The founders of Airbnb, Brian Chesky, Joe Gebbia and Nathan Blecharczyk, used design thinking to improve the user experience:

• Empathy phase: they put themselves in the shoes of their customers by interviewing hosts and guests directly. They realized that most of the problems were related to poor photos of the accommodation. Potential guests were put off by unprofessional and dark images.
• Defining the problems: The team identified improving visuals as a key factor in generating more bookings. They realized that users need professional, appealing photos to gain trust.
• Idea generation: They developed the idea of hiring professional photographers to create high-quality images of the accommodation. They also optimized the presentation of the listings on the website.
• Prototyping and testing: They initially tested the concept in a small number of cities. The results were overwhelming: hosts saw a significant increase in bookings and users were more satisfied.

Result:

By integrating professional photography and an improved user experience, Airbnb managed to gain the trust of customers and significantly increase bookings. The company grew from a start-up that was struggling to survive to a global brand valued in the billions.

Our reading tip: “Service Design Thinking: Optimization of Services”.

Example 2: IDEO

Children’s toothbrushes tailored to the needs of their users

Challenge:

The international design and innovation consultancy IDEO was commissioned by a care product manufacturer to design a new children’s toothbrush. The previous assumption: Toothbrushes for children must be smaller in order to meet the needs of the users. 

Application of design thinking:

To overcome these challenges, IBM made design thinking a central part of its innovation strategy:

• Observation: from the very first observations, it became apparent that the handle of children’s toothbrushes not only did not need to be thinner, but actually thicker than conventional adult toothbrushes. The reason for this is the lack of fine motor skills. The thicker the handle of the toothbrush, the better the children can brush their teeth.

The result:

IDEO designed a children’s toothbrush with an extra thick handle. For a whole 18 months, it was the best-selling toothbrush for children in the USA – and other care product manufacturers followed suit. Today, the thick styles of children’s toothbrushes have long since become standard. 

Example 3: Procter & Gamble

Innovation through direct consumer observation

Challenge:

Procter & Gamble (P&G), a leading global manufacturer of consumer goods, was looking for ways to improve existing products and create new categories. Traditional innovation processes usually only delivered incremental improvements, not breakthrough ideas.

Application of Design Thinking:

P&G implemented design thinking as an integral part of its product development process:

• Empathy phase: P&G employees visited households to observe consumers in their everyday lives. One example is the development of the Swiffer: teams visited customers at home and observed them cleaning the floor. 
• Defining the problems: The observations showed that the households visited swept the floor first before mopping – and that the whole process was very cumbersome and time-consuming. A simpler solution was needed. 
• Idea generation: The teams developed the idea of a product that could both pick up dust and mop the floor at the same time. 
• Prototyping and testing: Various designs were created and tested directly by consumers. Based on the feedback, the Swiffer Mop was finally launched on the market. 

Result:

The Swiffer Mop became one of P&G’s most successful products – generating more than 100 million dollars in sales in its first year. Through the design thinking process, P&G was not only able to make an unpleasant task easier for customers – they also revolutionized the cleaning market.

Example 4: Netflix

Revolutionizing entertainment 

Netflix has developed from an online video store into an absolute streaming giant. This was also made possible by the Design thinking approach that the company has implemented from the start.

• Netflix quickly realized that success depends above all on the personalized television experience of its customers.
• Through careful user research, data analysis and a strong culture of innovation, the platform has constantly evolved.

Result:

Especially during the transition from DVD rental to streaming service, Netflix put the wishes of users at the center – and thus revolutionized television. Even today, the company is constantly adapting its recommendations, algorithms and content – by evaluating the findings about viewing habits, content preferences and even the user interface.

Example 5: GE Healthcare

Sustainably changing doctor’s visits for children

GE Healthcare is one of the best examples of how companies that work with design thinking can improve even supposedly good products. They recognized problems with diagnostic imaging (MRIs) for children. The young patients cried during treatment and were often very scared.

• GE Healthcare observed various environments, spoke to experts and interviewed hospital staff. 
• After extensive user research, pilot projects and iterations, the “Adventure Series” was launched – a redesign initiative to make the MRI more child-friendly. The “Pirate Adventure”, for example, transformed the MRI machine into a pirate ship.

Result:

The children treated were not only less afraid, but in some cases even enjoyed the treatment – patient satisfaction increased by a full 90%. Another positive side effect: the scan quality increased massively – and ultimately saved time and resources.

When are design thinking processes successful?

The design thinking process is a proven method for creative problem solving that puts the user at the center. But not every project leads to the desired success – why is that?

1. Clear problem definition

A vaguely formulated problem often leads to the team focusing on the wrong aspects and working past the goal.

Tip: Invest enough time in the empathy phase to understand the actual needs and challenges of your target group. Only a precise problem definition creates the basis for targeted solutions.

2. Interdisciplinary team

A team with different perspectives, expertise and experience produces innovative approaches and reduces the risk of blind spots.

Tip: Make sure that everyone involved is actively involved and that an open exchange between disciplines is encouraged.

3. User-centricity

Solutions that do not meet the actual needs of your users often fail in practice.

Tip: Make sure that user feedback is continuously obtained throughout the process. Prototypes should be tested and iteratively improved based on this feedback.

4. Open corporate culture

Innovation can only thrive in a culture that allows experimentation and sees mistakes as a learning opportunity.

Tip: Create an environment in which team members can freely express their ideas without fear of criticism. Encourage creativity and risk-taking.

5. Time and resources

Projects often fail because the process is carried out under time pressure or with insufficient resources.

Tip: Plan realistic time frames and make sure the team has the necessary tools, technology and financial resources.

An example of a failed design thinking process

A clear example of a failed project is JC Penney’s attempt to modernize its business model using design thinking. The company wanted to revolutionize the shopping experience, but neglected the needs of its regular customers. Instead of the popular discount campaigns, the design was modernized first and foremost.

Error in the process:

• The user perspective was not sufficiently taken into account. 
• The change was implemented too abruptly and without gradual testing or feedback.

Result:

Sales collapsed and the company had to reverse the changes, causing significant losses.

Summary: What is design thinking?

Design thinking is a structured approach to solving complex problems that focuses on people. The goal is to create products, services or processes that optimally meet the needs of users.

The design thinking process consists of six phases that are run through iteratively:

In the first phase, understanding, the current situation is analyzed in detail. The goal is to clearly define the problem and the framework conditions without already looking for solutions.

In the second phase, observing, the focus is on customer needs. Here the aim is to identify the actual problems and priorities of the users by observing and listening.

The third phase, synthesis, serves to bring together the findings from the previous steps and to define the solution space. By developing personas, the ideal customer is defined and the target group for the solution is determined.

In the fourth phase, finding ideas, a variety of solutions are generated using creative methods such as brainstorming or role-playing. Ideas are collected, grouped and evaluated by combining individual and team work.

In the prototyping phase, the selected ideas are made tangible. The team develops initial prototypes from simple materials and uses various media to present the innovation to potential users.

Finally, in the test phase, the prototypes are tested by users and experts in iterative cycles. The entire process is documented and the results are regularly compared with the original problem definition. 

After each test, the team decides whether adjustments are necessary.

Would you like to learn more about design thinking methods? Then we recommend our article “19 design thinking methods for effective solution finding“.