RSM459 S2019 Week1Lecture PDF

RSM 459H1 BUSINESS DESIGN | WEEK 1
Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
Course Meets: Wednesday / 12:00 – 3:00pm (2:00pm – 3:00pm studio)
Location: RT 157 (first & last class will be held in RT 4001), Rotman School of Management, 105
St. George Street, Toronto
Lead Instructors: Mark Leung & Chris Ferguson

E-Mail: Mark.leung@rotman.utoronto.ca
ChrisF@bridgeable.com
Webpage: www.rotmandesignworks.com
Phone: 416 946 3556
Office Hours: Wednesday, 9:00am – 11:00am
Location: Rotman School of Management, 105 St. George Street, Toronto
Teaching Assistant: Conrad Balbinot

E-Mail: Conrad.Balbinot@rotman.utoronto.ca
Course Scope and Mission
BUSINESS DESIGN
In this course, students will:
1. Learn the fundamental principles and practices of Business Design.
2. Learn how to conduct: ethnographic research, product & service design and business
strategy and modeling on a real world challenge.
3. Explore how empathy, creativity, prototyping and strategic thinking informs their thinking
and practice.
Course Prerequisites
RSM250H1 Principles of Marketing
Course Exclusions
RSM412H1 If taken prior to 2015-16
Required Readings
All other readings will be found in the course package or posted on blackboard.
JANUARY 8, 2019
Dr. Angèle Beausoleil

INTRODUCTION | PROFESSOR B Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
Location: RT 157 (first & last class will be held in RT 4001), Rotman School of Management,

Phone: 416 946 3556


3. Explore how empathy, creativity, prototyping and strategic thinking informs their thinki
and practice.
Course Exclusions
Required Readings
BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2019 3

INTRODUCTION | TA: ANDREW SEEPERSAD Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings
Andrew is a 2019 Rotman MBA grad, who has a unique background

of finance, theatre and consumer retail. He worked in corporate
finance for 12 years (focused on Strategy, Relationship Management
and Planning & Performance Management), founded a theatre
company, invested in a retail wine company. Currently he is
immersing himself in Business Design methods and projects and is
interested in working in Strategic Design/Innovation

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
INTRODUCTION: YOU

Phone: 416 946 3556


WORDS AND SKETCHES

and practice.
Course Exclusions
Take cardstock and marker.

Required Readings
Write your name.

Draw a symbol, icon, or sketch something
that represents you.

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
WEEK 1: OVERVIEW + ACTIVITIES


Phone: 416 946 3556


and practice.
• SYLLABUS/COURSE OUTLINE REVIEW

Course Exclusions
Required Readings
• BUSINESS DESIGN
• BUSINESS, DESIGN AND INNOVATION
• PRACTICE: BUSINESS DESIGN IN YOUR BACKPACK
• DUE: REFLECTION 1 -- Week 2

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
COURSE SCOPE: LEARNING OBJECTIVES


Phone: 416 946 3556

Learn the fundamental principles and practices of Business Design: using design
•
methods and techniques to find, frame and solve business problems.

and practice.
Course Exclusions
Required Readings
• Learn how to work effectively in teams to conduct: ethnographic research,

product and service design, business strategy and/or modeling on a real-world
challenge.  
• Explore how empathy, creativity, prototyping and strategic thinking informs your
thinking and practice.
• Goal: To expose you the uncertainty of the innovation process on a real business
challenge and actively engage you in team-based creative problem solving.

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
ASSIGNMENTS + CLASS FORMAT: 3 Hr


Phone: 416 946 3556

WORK DUE DATE

and practice.
Course Exclusions
Class Attendance/Participation 20% Ongoing

Required Readings
Individual Reflection Assignment(s) 30% Week 2 + Week 13

Team Project Brief 15% Week 6
Team Final Project 35% Week 12
WARM-UP > LECTURE > PRACTICE (STUDIO)

PARTICIPATION: 20%
Attend every class and be actively engaged during the entire

term, contributing to the overall learning experience of the class.
Your participation grade is not a 'top up' end of term concept.
It is measured through asking questions and providing thoughtful

commentary to class discussions and online discussions (see Quercus).
The focus is not be on the quantity of participation (e.g., number of

answers and response length) but the quality of participation (e.g.,
furthers the conversation, thought provoking, builds on the material).
Attendance and participation will be recorded weekly.
BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2018

9
ASSIGNMENT DUE: REFLECTION BLOG 1
Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556
THEME: Thinking about your thinking process. Use an example to

Teaching Assistant:
E-Mail:
Conrad Balbinot
Conrad.Balbinot@rotman.utoronto.ca
describe and visualize your thinking process. Is is structured or messy?


How do you approach a situation, need, problem or decision? Is it

and practice.
intentional or responsive to new situations?

Course Exclusions
Required Readings
FORMAT: Craft in a 'blog' format, show and tell us how you think and
explain why you think the way you do. Use personal images, sketches,
diagrams to visually explain your thinking process and how business
design might impact it. Maximum 700 words.
DUE: Monday January 14th @ 11:59 PM -- POST TO QUERCUS
Submit your link OR document. Ensure your blog link OR your assignment is
clearly labeled: RSM459_Reflection1_yourname.doc or .pdf

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ASSESSMENT RUBRIC: 15%
Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings

11
BUSINESS DESIGN @ ROTMAN Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
BUSINESS DESIGN MODEL

Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings
FIND:
NEEDS, SOLVE:
MOTIVATIONS, PROBLEMS,
EMOTIONS, CHALLENGES
PROBLEMS, AND AND PUZZLES.
OPPORTUNITIES.
FRAME:
FACTS, FINDINGS,
INSIGHTS, PROBLEMS,
AND PROTOTYPES.
BUSINESS DESIGN LEARNING MODEL | DR. A. BEAUSOLEIL © 2018
a way of thinking and working that applies human-centred design

to improving or transforming business activities.
(aka design thinking for business innovation)
12
BUSINESS DESIGN @ ROTMAN: CAREERS Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556


• Business Designers
Business designers are

and practice.
• Business Analysts
corporate innovators --
• Service Designers
Course Exclusions
they translate user Required Readings
• UX Designers
needs into insights,

• Strategic Planners
connect concepts across FIND: • Innovation Consultants
functional departments, NEEDS, SOLVE:
MOTIVATIONS, PROBLEMS, • Business Transformation
and frame solutions into EMOTIONS, CHALLENGES Managers
viable business PROBLEMS, AND AND PUZZLES.
OPPORTUNITIES. • Client Managers
innovations.
FRAME: • Customer Experience
FACTS, FINDINGS, Leaders
Work in marketing, INSIGHTS, PROBLEMS,
AND PROTOTYPES. • HR Directors
product, customer
BUSINESS DESIGN LEARNING MODEL | DR. A. BEAUSOLEIL © 2018 • Corporate Trainers
service, brand and HR
• CMO/CIO/CEO
departments.
• Etc.

13
BUSINESS DESIGN COURSE: WEEKLY Course Outline
RSM 459H1F L0101
Business Design
Fall 2016


Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings
FIND:
NEEDS, SOLVE:
OPPORTUNITIES.
FRAME:
FACTS, FINDINGS,
INSIGHTS, PROBLEMS,
AND PROTOTYPES.
FIND: SENSING FRAME: SENSEMAKING SOLVE: CHANGEMAKING
CLASS: 1 2 3 4 5 6 7 8 9 10 11 12 13

14
Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
DESIGN: DEFINED

Phone: 416 946 3556


a dynamic process of human-

and practice.
centred observation and iteration,

Course Exclusions
Required Readings
that involves thoughtful planning

from insight to idea, from prototype
to build, and delivery.
a useful and valued object, product,

service, process or strategy.
Image: https://www.slideshare.net/peer_insight/design-thinking-forbusinesscasewebinarpeerinsight

15
Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
INNOVATION: DEFINED

Phone: 416 946 3556


is an idea, practice or object that is

and practice.
perceived as new by an individual or other

Course Exclusions
Required Readings
unit of adoption. (E. Rogers)
the development of something new that is

perceived as valuable. (aka transformative)
is both a process and the result of its

process (i.e. design)

16
Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
INNOVATION PROCESS: DEFINED


Phone: 416 946 3556

INVESTIGATION

INTEGRATION
IMPLEMENTATION 3. Explore how empathy, creativity, prototyping and strategic thinking informs their thinki
and practice.
INITIATION Course Prerequisites

Course Exclusions
Required Readings
an active and iterative process of introducing and integrating something

unfamiliar within a familiar context.
comprises four phases: initiation (context), investigation (problem-finding),

integration (problem framing) and implementation (problem-solving).

17
Course Outline
TRADITIONAL INNOVATION PROCESS…

RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556

DID WE
GO FIX IT
and practice.
SOLVE IT? Course Prerequisites

Course Exclusions
Required Readings
Building image: https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQ3ZWmyYflIkuEotl9dH-_P1V0XpsqfV8G0n6DLDJPSG_GNGHQkEQ

18
Course Outline
DESIGN-LED INNOVATION PROCESS…

RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556
PROBLEM
WHAT IS THE
IS IT THE RIGHT SOLVED AND

PROBLEM?
PROBLEM?
MEASURED! strategy and modeling on a real world challenge.

and practice.
Course Exclusions
WHY?
DO WE HAVE
Required Readings
THE RIGHT
TEAM?
HOW MIGHT
WE SOLVE IT?
PROBLEM
SOLVING
PROBLEM
FRAMING
Building image: https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcQ3ZWmyYflIkuEotl9dH-_P1V0XpsqfV8G0n6DLDJPSG_GNGHQkEQ

19
DESIGN AND BUSINESS: ROI ($) Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings
WELL DESIGNED
PRODUCTS/SERVICES
SELL THEMSELVES

20
DESIGN AND BUSINESS: ROI (Impact) Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings
WELL DESIGNED
PROGRAMS +
PROCESSES GET
ADOPTED
Netherlands’ Service Design Impact Report: Public Sector October 2016

21
DESIGN-LED INNOVATION MODELS: Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings

22
DESIGN-LED INNOVATION MODELS Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556
Design (Design Thinking) methods:


and practice.
• Human-centred (user/customer)
Course Exclusions
Exploration, investigation and generation

• Required Readings
• Divergent and convergent thinking

• From insight, to idea and innovation
• Toggle between abstract and concrete
• Iterative (non-linear) process
• Reflective and continuous learning
• Find, frame and solve problems.

23
Co.Design
Tech
Work Life
A DV E R T I S E M E N T
Creativity
Impact
Audio
Video
READINGS: TABLE TEAMS

News
Recommender
Subscribe Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
8/16/2018 The Origins of Design Thinking | WIRED Lead Instructors: Mark Leung & Chris Ferguson
P A R T N R C O N T N T J FFR Y TJ NDRA, U IN INNOVATION Y D IGN 0 4 .1 7.1 5 GOOD DESIGN IS GOOD BUSINESS ChrisF@bridgeable.com
Why Good Design Is Finally A Bottom Line Investment Phone:

Office Hours:
Location:
416 946 3556
Wednesday, 9:00am – 11:00am
Rotman School of Management, 105 St. George Street, Toronto
A mix of factors, ranging from commoditization to evaporating barriers to competition, are conspiring to push design to the fore of
business thinking.

and practice.
BY C L I F F KUA N G Course Prerequisites

10 MINUTE READ RSM250H1 Principles of Marketing
Course Exclusions
The Innovation by Design Awards on October 16 will celebrate the controversial ideas, new products, business RSM412H1
ventures, and wildprior
If taken ideas highlighted
to 2015-16
every day on Co.Design. Award Winners in nine categories will be unveiled at the event. Register today.
Required Readings
When Thomas Watson Jr. told Wharton students in 1973 that good design is good business, the idea seemed quixotic, silly even. To many people,
design still meant the superficial polish of nicer homes and cleaner graphics. But Watson had earned the right to his beliefs. The recently retired IBM
CEO was a business oracle, having grown the company tenfold during his tenure by transforming its signature product line from cash registers to
computer mainframes. Along the way, the perception of IBM had changed irrevocably. Once rooted in the grime of cogs and springs, Big Blue had
become the face of a new computer age.
D IGN THINKING I čřěǻțěđ ňǿț ǿňŀỳ běčǻųșě Țįm Břǿẅň čǿįňěđ țħě ẅǿřđ țħǻț běčǻmě ǻ Watson had always been a pioneering advocate for design, going back to 1954 when he recruited Eliot Noyes to reinvent the street-level showroom
at IBM’s Manhattan headquarters. And as IBM transformed, it became synonymous with the rise of modernism. Watson and Noyes commissioned
bųżżẅǿřđ. Țħěřě’ș ǻ ŀǿģįčǻŀ řěǻșǿň țǿ įț. Paul Rand to create its logo; Mies van der Rohe and Eero Saarinen to build its offices and factories; and Charles and Ray Eames to craft its
legendary 1964 World’s Fair exhibit. But from our current distance we can see the cracks in Watson’s logic: Logos and buildings, nice as they were,
Đěșįģň țħįňķįňģ įș čřěǻțěđ běčǻųșě bįģ čǿřpǿřǻțįǿň ŀǻčķ țħě ǻbįŀįțỳ țǿ bě čřěǻțįvě ǻňđ ǿň weren’t central to how IBM actually made money–not compared with the engineers who were figuring out how to build ever more powerful
mainframes. Back then, design was marketing by another name. The design and business symbiosis that Watson was advocating at the time was
ěxțřěmě čǻșěș, ǻřěň’ț ǻbŀě țǿ čřěǻțě ňěẅ přǿđųčțș ǻňđ șěřvįčěș țħǻț měěț ųňměț ňěěđș ǿf more prophecy than reality.
țħěįř čųșțǿměřș. Běčǻųșě ǿf 20țħ čěňțųřỳ ěđųčǻțįǿň șỳșțěm țħǻț fǿșțěřěđ đǿmįňǻňț ŀǿģįč
ǻňđ đįșřěģǻřđ čřěǻțįvįțỳ, pěǿpŀě ģřěẅ ųp ẅįțħ ǻň ǿvěřpǿẅěřěđ mįňđșěț ǻňđ șķįŀŀ-șěț ǿf
mǻňǻģįňģ vǻŀųě. Ħěňčě, đěfįňěș țħě čǿřpǿřǻțįǿňș țǿđǻỳ țħǻț ǻřě řųň bỳ bǿǿměřș ǻňđ Ģěň The design and business symbiosis was more prophecy than reality.
X.
Only now, 19 years after his death in 1993, is Watson being proved right. Innovation today is inextricably linked with design–and design has become
Běčǻųșě ħǿẅ țħěỳ ǻřě břěđ, ǻ mǻjǿřįțỳ ǿf čǿřpǿřǻțįǿňș ǿpěřǻțě ẅįțħ ǻňǻŀỳțįčǻŀ țħįňķįňģ a decisive advantage in countless industries, not to mention a crucial tool to ward off commoditization. Companies singing the design gospel range
from Comcast to Pinterest to Starbucks. You will see dozens of them in the pages that follow. But why now? What makes this moment different?
ẅħěřě țħěỳ ǻřě čǿňșțǻňțŀỳ běįňģ đįșřųpțěđ bỳ čħǻňģįňģ țřěňđș ǻňđ čǿňșųměř vǻŀųěș
řěňđěřįňģ țħěįř bųșįňěșș ǿbșǿŀěțě. Țħįňķ ǿf Ķǿđǻķ’ș fįŀm čǻměřǻ bųșįňěșș. Țħįș ħǻppěňș
Apple’s rise offers a few important lessons about today’s connection between design and business. The easiest is that design allows you to stoke
běčǻųșě ǿřģǻňįżǻțįǿňș ŀǻčķ vǻŀųě čřěǻțįǿň čǻpǻbįŀįțỳ țħǻț ẅǿųŀđ ǻŀŀǿẅ țħěm țǿ řěșpǿňđ consumer lust–and demand higher prices as a result. Whirlpool’s VP of design, Pat Schiavone, recently told me, “We’re changing from being a
manufacturing-based company to being a product company. It’s not just about cost cutting.” Schiavone was hired three years ago from Ford, where
įň țįmě. Țǿ řěșpǿňđ țǿ ěxțěřňǻŀ čħǻňģě įș țǿ įňňǿvǻțě. Țǿ įňňǿvǻțě, bųșįňěșșěș mųșț ħǻvě
Discuss key points from the readings: What surprised you? What do you question?
he most famously rebooted the Mustang’s design. “Why change? Because good design is very profitable.”
țħě čǻpǻčįțỳ țǿ đěșįģň. Țǿ đěșįģň țħěỳ ňěěđ țǿ fųșě đěșįģň įňțěřňǻŀŀỳ ẅįțħįň țħě
ǿřģǻňįżǻțįǿň țǿ čřěǻțě ǻ čųŀțųřě țħǻț fǿșțěřș čřěǻțįvě țħįňķįňģ ǻňđ ǻčțįǿňș ẅįțħ đěșįģň That shouldn’t be a surprise to anyone who owns a $600 iPhone, but Apple’s model suggests some harder-to-digest lessons. One is the value of
thinking of product systems rather than solely products. An instructive example comes from Frog, the design consultancy that fashioned the case
Take notes. Each table team will share learnings with peers.
měțħǿđș ǻňđ țǿǿŀș đěșįģňěřș ųșě. for the legendary Apple IIc. Today, one of its marquee clients is GE. You might wonder what design can possibly have to do with the success of a jet
https://www.fastcompany.com/1670679/why-good-design-is-finally-a-bottom-line-investment 1/11
Pįǿňěěřș ŀįķě Țįm Břǿẅň ǻňđ Řǿģěř Mǻřțįň ħǻvě șpěǻřħěǻđěđ țħě șħįfțįňģ řǿŀě ǿf đěșįģň
įň bųșįňěșș fřǿm ňǿųň țǿ věřb, ẅħěřě đěșįģň čǻň bě ųșěđ ǻș ǻ đįffěřěňțįǻțǿř țǿ řěșpǿňđ
țǿ čħǻňģįňģ țřěňđș ǻňđ čǿňșųměř běħǻvįǿųřș, ẅħįŀě ģǻįňįňģ čǿmpěțįțįvě ǻđvǻňțǻģě țħǻț
https://www.wired.com/insights/2014/04/origins-design-thinking/ 1/3

24
BREAK
“We are convinced that good design can materially help make
a good product reach its full potential”. Thomas Watson
service
business
person

BUSINESS DESIGN: SIMULATION Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556


and practice.
Course Exclusions
Required Readings
FIND:
NEEDS, SOLVE:
OPPORTUNITIES.
FRAME:
FACTS, FINDINGS,
INSIGHTS, PROBLEMS,
AND PROTOTYPES.
1. FIND: SENSING 2. FRAME: SENSEMAKING 3. SOLVE: CHANGEMAKING

26
Course Outline
RSM 459H1F L0101
Business Design
Fall 2016

Phone: 416 946 3556

BUSINESS DESIGN IN YOUR BACKPACK


and practice.
Course Exclusions
Required Readings

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
INNOVATION IN YOUR BACKPACK


Phone: 416 946 3556

Challenge: Apply critical and creative thinking to the design,

and practice.
development and pitch of a new product, service or company.

Course Exclusions
Required Readings
Working in groups of two or three, you will discover a

need/problem or opportunity and invent a new product,
platform, service or new company -- using the collective
knowledge and objects from your pockets, backpacks or bags.
1. FIND: What do you see? (artifact/object analysis) How are

they used? Why do you have them? (are there patterns?)
2. FRAME: Identify a need, problem or opportunity.
3. SOLVE: How can they improved?

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016


Phone: 416 946 3556
In groups of two/three people:


FIND: ask, observe and find facts

and practice.
Course Exclusions
Required Readings
Take out objects from your bags or packs and place

on table.
Examine the material, aesthetic and interactive
quality of objects found in your bags/packs.
What do you see? Beyond its function?
Take notes.
Take turns asking each other why you brought these
objects? How do they work?
What need or problem do they resolve?

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016


Phone: 416 946 3556

FRAME: sense, sort and sift

and practice.
Course Exclusions
What shapes/colors/patterns do you observe?

Required Readings
Take notes.
What purpose do the objects serve? (functional)
What need do they resolve? (emotional)
Sort your notes and cluster/group common
patterns AND/or different elements.
Create clusters and labels themes on whiteboard.

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016


Phone: 416 946 3556

SOLVE: prototype + pitch


and practice.
Use available material to generate 2-3 ideas.

Course Exclusions
Required Readings
Rapidly prototype ONE concept through

sketching and using the tool kits provided.
Prepare a two-minute pitch that includes:
the collaborative journey to your idea(s);
the problem and/or opportunity
discovered;
the intended target audience (user); and,
the prototype (how it solves the problem).

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
PROPOSE and PITCH


Phone: 416 946 3556


Your business design process (aka team journey…)

and practice.
Course Exclusions
Required Readings
The problem/need you discovered…
For whom (aka market or user)….
The proposed solution (prototype of how you are solving the problem).

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
REFLECTION and DISCUSSION


Phone: 416 946 3556

• FIND: observe and inquire artifacts/objects (facts and needs)

and practice.
• FRAME: test connections between object uses and meaning

Course Exclusions
Required Readings
(experimentation)
• SOLVE: build prototypes and propose solutions (offer and evaluate)
What was challenging? Or inspiring?

Did you discover something new?
Did you invent something feasible and impactful?

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
HOMEWORK: WEEK 2

Phone: 416 946 3556


1. DO: Buy personal notebook/sketchbook

and practice.
Course Exclusions
Required Readings
2. READ: Week 1 readings for Reflection + Week 2 article
3. DUE: Reflection Blog submit via Quercus
4. WEEK 2: Business Challenge Briefing (P&G)

Course Outline
RSM 459H1F L0101
Business Design
Fall 2016
BIBLIOGRAPHY

Phone: 416 946 3556


Beausoleil, A. (2018). Business Design and Innovation: Business Design Model. Rotman School of Management. strategy and modeling on a real world challenge.
and practice.
Council, D. (2015). The Design Process: What is the Double Diamond?. Available: www. designcouncil. org. uk/ news-opinion/ design-
Course Exclusions
process-what-double-diamond, Abfragedatum, 10, 2015. Required Readings

Doblin (2018) https://www.doblin.com/our-thinking/designing-for-an-uncomfortable-process

Intuit Labs (2018) http://www.intuitlabs.com/design-for-delight
IBM (2016) https://www.designorate.com/ibm-design-thinking/
Kelley, D., & Kelley, D. (2006). Design thinking. accessed November, 26, 2014.
Kelley, T. A. (2001). The art of innovation: Lessons in creativity from IDEO, America's leading design firm (Vol. 10). Broadway Business.
Rogers, E. M. (2010). Diffusion of innovations. Simon and Schuster.

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RSM459 S2019 Week1Lecture PDF

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RSM 459H1 BUSINESS DESIGN | WEEK 1

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission

Dr. Angèle Beausoleil

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission

In this course, students will:

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2019 3

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission

In this course, students will:

Andrew is a 2019 Rotman MBA grad, who has a unique background

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2019 4

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission

In this course, students will:

WORDS AND SKETCHES

Take cardstock and marker.

Write your name.

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2019 5

WEEK 1: OVERVIEW + ACTIVITIES

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission

In this course, students will:

• SYLLABUS/COURSE OUTLINE REVIEW

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2019 6

COURSE SCOPE: LEARNING OBJECTIVES

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission

methods and techniques to find, frame and solve business problems.

• Learn how to work effectively in teams to conduct: ethnographic research,

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2019 7

ASSIGNMENTS + CLASS FORMAT: 3 Hr

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission

In this course, students will:

WORK DUE DATE

Class Attendance/Participation 20% Ongoing

Individual Reflection Assignment(s) 30% Week 2 + Week 13

WARM-UP > LECTURE > PRACTICE (STUDIO)

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2019 8

Attend every class and be actively engaged during the entire

It is measured through asking questions and providing thoughtful

The focus is not be on the quantity of participation (e.g., number of

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2018

Lead Instructors: Mark Leung & Chris Ferguson

THEME: Thinking about your thinking process. Use an example to

describe and visualize your thinking process. Is is structured or messy?

In this course, students will:

How do you approach a situation, need, problem or decision? Is it

intentional or responsive to new situations?

DUE: Monday January 14th @ 11:59 PM -- POST TO QUERCUS

BUSINESS DESIGN | DR. A. BEAUSOLEIL © 2018

Lead Instructors: Mark Leung & Chris Ferguson

Teaching Assistant: Conrad Balbinot

Course Scope and Mission