20.500.12556/DKUM-75606 Primerjava k uporabnikom usmerjenih metod inoviranja A comparison of user-driven innovation methods Tako podjetniki kot zaposleni v korporacijah, ki v svoj inovacijski proces vpeljujejo k uporabniku usmerjene metode inoviranja, kot so dizajnerski način razmišljanja, koncepti vitkega štartnika ali dizajn sprint, pogosto adaptirajo enega izmed načinov razmišljanja in napačno poenotijo ostale koncepte z njim. V literaturi je mogoče najti analize in specifikacije omenjenih pristopov. Vse tri metode so orientirane k odkritjem s fokusom na uporabnika in njegove potrebe ter uporabljajo učenje kot enoto za napredek. Kljub podobnostim se metode v literaturi ne nanašajo druga na drugo. V diplomskem projektu smo podrobneje preučili razlike med metodo vitkega štartnika, dizajnerskim razmišljanjem in dizajn sprint metodo. V kritičnem pregledu literature in primerov uporabe na področju omenjenih metod smo raziskali njihove prednosti in omejitve, s katerimi smo pokrili nekatere vrzeli v literaturi in pripomogli k boljšemu razumevanju razlik. S tem smo omogočili, da se podjetniki in inovatorji lažje odločijo, kdaj in katero metodo vpeljati, in predstavili situacije, v katerih posamezna metoda nima popolne učinkovitosti. Na podlagi raziskave smo svetovali o kritičnih vprašanjih podjetnika, preden se odloči za implementacijo. Ugotovili smo, da je dizajnersko razmišljanje najbolj primeren pristop v najzgodnejših fazah upravljanja podjetij, saj spodbuja kulturo kreativnosti, razvoj empatije in z iterativnim testiranjem ekstremnih rešitev vodi do novih spoznanj. S tem lahko podjetniki dosežejo globoko razumevanje svojih uporabnikov in se o zaželenosti prepričajo, preden se odločijo za razvoj in o viziji podjetja. Kot sistem za upravljanje inovativnih podjetij je smiselno upoštevati statistično reprezentativne vzorce kvantitativnih podatkov in ubrati metodo vitkega štartnika. S pomočjo NSP-ja in zanke naredi-meri-spoznaj se lahko preverijo ključne predpostavke trajnostnega poslovnega modela v fazi, ko le-ta že obstaja, a še ni validiran. Smiselna je tudi uporaba v kasnejših fazah, kjer s kvalitativnim merjenjem odzivov do inkrementalnih sprememb produkta na trgu dosegamo boljšo uspešnost. Prednost dizajn sprinta je predvsem skrajšanje birokracijskih postopkov, ki nastanejo v velikih podjetjih, in povečanje kolaborativnosti med člani ekipe z različnih področij. Smiselno ga je uporabiti pred odločitvami, ki temeljijo na predpostavkah z visokim rizikom. Ker je za uspešno izpeljavo pomembno, da že poznamo ciljne uporabnike, je dizajn sprint smiselno uporabljati v fazah, ko je poslovni model sicer že razvit, a še ne popolnoma validiran. Pri tem pa je ključno izpostaviti tudi, da dizajn sprint nikakor ne more nadomestiti kvantitativnega iterativnega procesa, saj z njim ne dobimo dokaza o ujemanju produkta in trga. Služi kot sistem za kvalitativno validiranje pred porabo resursov za razvoj funkcionalnega NSP-ja. Both entrepreneurs and corporate employees, that are implementing user-driven methods like lean startup, design thinking and design sprint in their innovation process, are frequently adopting one of the methods and falsely think they are all the same. In literature, it is possible to find analysis and specifications of the mentioned approaches to innovation. All three methods are customer-centric, use learning as a unit of progress with a focus on the user and its needs. With all similarities, the methods are not referencing each other in the literature. In this thesis, detailed differences between lean startup, design thinking and design sprint will be examined. With critical literature review and examples from practice, we will examine the advantages and limitations of each method, cover some of the existing gaps in the literature and therefore contribute to a better understanding of differences. Based on that, we will enable entrepreneurs and innovators to decide easier when and which method to use and present situations in which certain method is not fully effective. Based on our review, we will provide guidelines about key questions before the decision to implement one of the methods. Based on our research, we could say that design thinking is the most suitable approach in the earliest stages of innovation, as it is embracing a culture of creativity, developing empathy and leads to new insights with iterative testing of extreme solutions. Design thinking allows an entrepreneur to get a deep understanding of users and enables desirability validation before determining a vision or starting with development. As a system for managing innovation, it makes sense to use statistically significant samples of quantitative data and use the lean startup method. With MVP and build-measure-learn loop, key assumptions can be tested in a phase where the business model is present but not fully validated. A lean startup can be used as well in later stages, as a tool for measuring the success of incremental changes. Key advantage of design sprint is mostly cutting down long procedures, that emerges when companies get bigger and embracing collaboratively between diverse team. It seems too useful before making decisions that are based on assumptions with high risk. Because it requires knowing and understanding our costumers it is at its best use, when a business model is already developed, but not fully validated. Design sprint can not replace iterative quantitative testing, as it gives no proof of product-market fit. It is used as a qualitative tool before deciding to spend recurses on building functional MVP. Metoda vitkega štartnika dizajnersko razmišljanje dizajn sprint k uporabniku usmerjeno inoviranje Lean startup design thinking design sprint user-driven innovation methods true true false [R. Behin] Slovenski jezik Angleški jezik Delo diplomskega projekta/projektno delo 2019-12-13 11:45:26 2020-03-17 13:09:19 2022-08-09 11:32:33 2020-03-18 03:09:38 2019 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 001.895 13613852 URN:SI:UM:DK:DUIJMK6Z UN_Behin_Rok_2019.pdf UN_Behin_Rok_2019.pdf 1 3C5F21982897617AD377990090F04E0E dafe6fdc19288d7377aa064d236554986f7ce63a0e799bad76d3f3670ef4a50c 2b7c57ab-7c11-11eb-bb7a-00155d0001ca 20.500.12556/dkum/bf17121f-9bec-4e80-8b1c-1c82d3c2b9c0 https://dk.um.si/Dokument.php?lang=slv&id=140003 Ekonomsko-poslovna fakulteta 0 0 0