Whilst being interview for this research IDEO’s Ilya Prokopoff commented, “instead of thinking about how do you reduce the costs and make you more efficient … what are we’re doing day in and day out. You need to be asking yourself the question, what are your own expectations about what you can do in the future because ultimately that’s what you’re going to be optimising and making more efficient down the line.”
Applying a ‘human-centred’ framework during helped IDEO focus their questions. Their conceptual framework comprises of three interdependent areas. Prokopoff summarised it as:
“(1) The technical capability of an organisation … not just what capabilities they have, but how able are they to deliver on them. (2) The business situation that they’re in, and (3) the human need or the human ability to do what that organisation is creating out there in the world. All these things are critical. I mean if you come up with something that people want in an unsustainable business, shame on you. If you start with technology and you’ve got a great business designed around it, but people don’t like it, shame on you. Our feeling in our organisation is that you have to start by understanding what people are really wanting and what people are really needing … It’s not saying that this negates business issues or technological ability, it’s simply saying if ultimately what you’re trying to do serves the needs people have, focus on understanding what that need is first, then fill in how capable you are of delivering on that need … So, always start with the person in the system.”
Running with this theme John Seely Brown effected change by asking directed questions about the consumption barriers to his clients’ products and services, “you start with something as simple as why haven’t their messages been getting across.”
These pointed lines of enquiry challenge existing recipes for success in solving problems and sets the agenda for new learning.
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