together modern design, digital technologies, and innovative change programmes. Lessons from the pandemic Learnings from the public sector's response to the pandemic, and why things shouldn't revert back to how they were before. Making more possible How organisations are rethinking the relationships they have with society, working more closely with local communities. Hyper-local futures Understanding the need to fundamentally reshape our public institutions, delivering better outcomes for people and the places they live. A new mindset The need for a new mindset, as well as new skill sets to deliver policy and joined up services. Value multiplied Demonstrating that better value for money is possible, and that we should expect wider benefits for society. Themes tpximpact.com/multiplied-book
diverse thinking through well targeted user research and co-design work. Good design should work for everyone. People focused We put people at the centre of all of our work. Good design creates positive outcomes for the citizens and organisations we work with. Visual and creative We create explorative, visual artefacts to support change. Good design should be creative — making our work engaging and enjoyable. Ideas made real We learn by doing and prototyping. Good design is something people can directly interact with. Bold and ambitious We challenge ourselves and others to be bold and ambitious. Good design is about what can be made possible. 1 2 3 5 4 tpximpact.com/knowledge-hub/blogs/design/introducing-design-philosophy
user needs Using ethnographic tools and methods to understand the needs of service users, professionals, and stakeholders in a system. Also, including the needs of other civil servants and staff in our organisations. Includes understanding needs through life events, individual context and scenarios to bring continuous user-focus. 1 Framing the policy challenge or problem space Asking the right questions to frame the problem, bringing user focus, and also constraints within the work (constraints can support increased creativity and diverse thinking). Includes ensuring teams and stakeholders have a shared understanding of a problems space, and goals around work that’s commissioned. 2 Visualisation of a system, service, or journey(s) Using design approaches to visualise/understand how services and systems work now, and to visually represent and explore how they could work in the future. Includes all types of visual artefacts and tools that enable teams to agree priorities, and to focus on what can be made possible. 3 Rapid ideation, prototyping and testing Using design approaches for rapidly creating and exploring new ideas. Includes creating working prototypes, enabling people to directly interact and feedback on solutions. Also, includes roleplay and simulation to explore different types of business change, including non-digital components and service interactions. 4
Framing the policy challenge or problem space 2 Visualisation of a system, service, or journey(s) 3 Rapid ideation, prototyping and testing 4 For example, providing templates and tools to map assumptions For example, teaching different non-digital prototyping methods
user needs Using ethnographic tools and methods to understand the needs of service users, professionals, and stakeholders in a system. Also, including the needs of other civil servants and staff in our organisations. Includes understanding needs through life events, individual context and scenarios to bring continuous user-focus. 1 Framing the policy challenge or problem space Asking the right questions to frame the problem, bringing user focus, and also constraints within the work (constraints can support increased creativity and diverse thinking). Includes ensuring teams and stakeholders have a shared understanding of a problems space, and goals around work that’s commissioned. 2 Visualisation of a system, service, or journey(s) Using design approaches to visualise/understand how services and systems work now, and to visually represent and explore how they could work in the future. Includes all types of visual artefacts and tools that enable teams to agree priorities, and to focus on what can be made possible. 3 Rapid ideation, prototyping and testing Using design approaches for rapidly creating and exploring new ideas. Includes creating working prototypes, enabling people to directly interact and feedback on solutions. Also, includes roleplay and simulation to explore different types of business change, including non-digital components and service interactions. 4
these apply or be useful in your current or future work? 2. Are there any challenges or blockers to using these types of design methods and approaches? Exercise 10 mins in breakout Rooms Introduce yourselves and use the following questions to lead a discussion. We will then come back together and share 2 points from your discussion with the whole group in the chat.