Design Thinking: Innovation through Empathy- Tempemail – Blog – 10 minute

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“Human-centered design is a philosophy, not a precise set of methods, but one that assumes that innovation should start by getting close to users and observing their activities.”– Donald A. Norman, Co – founder of Nielsen Norman Group, Design Thinking pioneer, veteran American researcher.
In a world where assumption takes precedence over honest survey, the latter is becoming more crucial in order to deliver something truly remarkable. One such stage where a humanistic and delicate perusal of the customer’s mind comes into the picture is a frequently-heard concept in various sectors called Design Thinking. Design thinking involves doing a thorough customer-centric research while developing products which ticks off various stages – defining a problem, market research, ideation, brainstorming, testing, etc. It is considered a foolproof method of bringing innovation to a sector by introducing a product or process that precisely adheres to the needs of the customers. But often it misses setting up a new mark in innovation because it lacks or rather blatantly skips a key parameter – empathising.
Imagine being served by a company that cares about what you need, what you feel about a certain problem being addressed, what your preferences, reservations and opinions are about a certain idea or requirement. Design thinking spearheaded by such empathy helps in gathering helpful insights into what people want to experience. The primary step involved in adopting an empathetic point of view is to reflect on the existing roadblocks in a certain process, product or service and try to feel what unpleasant experiences people must have been through at every turn and how they would have wanted to be treated instead. Taking this as a baseline helps the design team to develop a product that touches upon the lives of the company’s customers on a personal level, making them feel as if they are being listened to even without having to voice their concerns and wants.
Design thinking plays a huge role, especially in the field of real estate. Buying a home is really a special buying experience for any person. Empathising with a potential customer’s frame of mind regarding this whole new experience is of paramount importance. That’s how one can revere customers by being a minute observer of their innermost thoughts regarding buying a home and the way they would like the whole process of home lifecycle to be. Understanding customers’ point of view further guides design & development team to conceptualise a product that stands out in all ways while being financially feasible and providing the least possible window for any kind of grievances. Such an empathetic stance helps strengthen the intricate process of design thinking by making it an exhibition of a multi-layered reality check. Empathy-oriented design thinking has always helped getting into the customers’ shoes and see their world from the designer’s eyes and experience first-hand the kind of delight customers feel when they witness a hassle-free and information-rich process of buying a property.
This in turn equips the whole team of product designers, process aggregators and ground-level executives to develop and promote innovative properties that truly resonate with and aptly reflect the needs and preferences of the end customer. This kind of a novel way of dealing with multiple stakeholders in the segment of IT-enabled real estate development will lead to bringing together of the best of real estate brokers, vendors and consultants to serve the customers in the best possible manner.
Next time you stumble upon an impressive product or service which left you spellbound with a personalised pleasant experience; you know what has gone into it to bring you the best possible outcome. Can you think of some of your past buying experiences which made you feel this way? We would love to hear from you about it.
Authored by Sujay Kalele, Founder, TRU Reality

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Design Thinking is the Secret Sauce of Success- Tempemail – Blog – 10 minute

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(By Hung Vu)
Evolving technology ecosystems, changing market requirements and demanding customers have led to extreme pressures on organizations to attract and retain customers. The capacity of an organization to innovation provides a competitive advantage and thereby enables success. With design thinking, the success rate of innovation improves manifold.
For example, Airbnb is an online platform offering lodging, – that has leveraged the design to become a billion-dollar business from a failing startup. The creative interface of Airbnb experience focused on user experience as a priority. Similarly, Disneyland introduced a fantastic theme park – while creating happiness through a delightful and magical user experience. They focused on creating user-friendly mobile apps & constantly captured feedback of the audience and captivated their customers with master class experience design.
Designs can change the personality of an enterprise and make it sustainable and a strategic business. Design provides enterprises creative and delightful ways of engaging and connecting with customers.
With the new class of consumers empowered by digital technologies, enterprises must embrace “atomizing” design into their lives through micro-moments that matter to consumers. Micro-moments occur whenever users reach out to their digital device to achieve a specific objective such as browse information on travel destination or compare internet plans or even shop online. These micro-moments shape preferences and help in effective decision-making process.
Essentially there are five proposed ways to infuse design into everyday lives:

Design mindset: 

Design thinking based on human centered observation and prototyping encourages one to be imaginative and curious about human behavior and situations. It is about learning the finer details about the users and their behaviour. Merging these observation data with technology allows one to make informed and relevant decisions about the things one plans to design.

  Simplified user experience:

Consumers today, prefer the most convenient and easiest path to their demand. While the easiest journey might be the most difficult to accomplish, it is necessary to make users feel more powerful and effective. By making interface visuals, consistent interactions, or seamless navigation, one can make the entire user experience less complex, simple and design more relevant to users.

 Agility in Design:

Enterprises must have a dynamic design. They should be present for users at the right time and place by tapping the right technology. For example, Spotify, a global media service provider whose primary business is to deliver an audio streaming platform. The platform enables the user to leverage its experience whether they are static, moving or with a third-party provider.

Desirable Designs:

It is imperative to consider the user’s requirements as well as the desired experience, while creating a design solution. The process must factor in the emotions of people which play a central role in human cognition and decision making. Hence a design that has great utility along with characteristic of desirability creates a delightful user experience.

Cultural Designs:

With digital transformation, every organization is undergoing a cultural change that comes with open and transparent shared values. It starts with the top leadership that are experienced to address both the business goals and human needs. They are the ones who guides the company’s direction, set expectations and lead by example. This shift then permeates to the bottom of the stream to embrace the digital cultural mindset.
Companies that use these methods successfully improve their chances of becoming more creative organizations by designing more consumer relevant products and services.  The prize for atomizing design in consumer’s lives is market dominance!
(The author is the Managing Partner of Global Design Studio at Brillio)

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‘We’re thinking like a TV production’: SAP’s CMO on rewriting strategy in a pandemic- Tempemail – Blog – 10 minute

Alicia Tillman, global chief marketing officer of SAP, tells Tempemail how she’s rewriting her 2020 strategy in the eye of the coronavirus, which has pushed the company to cancel four large events in March alone.
SAP put out a blanket ban on all in-person events for the month on 3 March, “out of an abundance of caution related to the transmission of Covid-19”.
The company was due to host Qualtrics’ X4 Summit in Salt Lake City last week (10-12 March), expecting 16,000 people to attend. Additionally, it was set to produce two other proprietary events in Orlando and Las Vegas – each with an audience of around 4,000 – and stage a large activation at SXSW in Austin.
The decision, while sensible, has upended SAP’s marketing strategy for the entire year.
“These are big events for us,” said Alicia Tillman, SAP’s chief marketing officer. “These are for customers, prospective customers, partners, media and influencers. So, it was a hard but really important decision that we had to take.”
The live events are more than a platform than product announcements: they play a vital role in feeding SAP’s entire company’s sales pipeline. By that token, the networking hours across the company’s live portfolio are just as important as the in-depth, sales closing meetings that take place during the day.
But while meetings, keynotes and presentations can be live-streamed relatively painlessly, upper-funnel relationship building can’t. So, Tillman and her team have been challenged to rework their media plans to keep the balance as the pandemic rages on.
Firstly, SAP is “accelerating” some of its digital spend in media and search to keep the pipelines full. Secondly, it’s experimenting with live streaming to see if can create a new way of doing casual business while maintaining social distance.
The company is encouraging ideas on these lines by getting staff to think not in terms of events, but in terms of TV production.
“When you sit in front of your television and you’re watching a TV sitcom, there’s a huge entertainment factor that deliberately exists within that to keep your attention,” said Tillman. “There’s only so much content they throw at you during a period before you see a commercial come on.
“We have to think about how we serve up these interactions in a very similar way. I think if you set up your environment, and you have technology that makes it feel very real … this is an opportunity to have a lot of fun with it and think about what the production of that can be.”
‘Reprioritizing’ finance
The shift, however, is clearly an expensive one. Not only is SAP losing money from postponing or canceling events, but it’s also having to invest in new partners and technology that can allow for a seamless video streaming connection, all while juggling a staff that is working remotely, juggling childcare and in danger of getting sick.
Tillman’s strategy has been to remind her team – and herself – that they’re no longer working in a “business as usual environment”.
“[If we were] to continue to do what was laid out in our global plans at the start of the year… not only is some of it very irrelevant right now, because the environment doesn’t allow for it, but it also operationally may not be feasible,” she said. “What that means is … we’ve got to almost stop what we’ve been doing, and really rethink the or four areas of focus that we need to have right now.”
For SAP, this means scrapping the pre-written marketing plan to focus on the following: how it will maintain visibility with its community of customers and partners; producing relevant content that will engage and inform them throughout this period; finding a way to deliver that content in the most sophisticated way possible; and doing it in a way that makes sense financially.
“It’s about reprioritizing both people’s priorities and the financial means to do the most relevant, most necessary thing that’s going to yield the greatest results from a business continuity standpoint.”
Despite everything, Tillman said she feels “energized, motivated and inspired” by the chance to really lead a team in a time of crisis. The marketer sees silver linings in being pushed towards digital innovation at a faster piece than before.
“I think some of the best marketers are going to really take advantage of it and see it as a way to reshape how we go market differently in the future,” she said.
But Tillman works for a company that, as of January, is on track to grow its market value to €300bn ($338bn) by 2023. Other marketers might not feel so optimistic about the future.

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What top enterprise VCs are thinking, using data effectively, ethics, Light, and Flipkart – gpgmail


Top VCs on the changing landscape for enterprise startups

gpgmail had our debut confab for enterprise types this week at Yerba Buena Center in SF, where we heard from Aaron Levie, CEO of Box, Apple VP Susan Prescott of Apple, and Microsoft Azure CTO Mark Russinovich. We were sold out, which perhaps isn’t all that surprising given the amount of interest in enterprise these days. Expect more events to come.

Our Silicon Valley editor Connie Loizos hosted a panel with leading enterprise VCs, and she selected the most interesting points from that conversation and from her calls with them for Extra Crunch members. Hear a bit from Jason Green of Emergence Capital, Rebecca Lynn of Canvas Ventures and Maha Ibrahim of Canaan Partners and what they are investing in these days.

And if you want to hear even more from Jason Green and yours truly, head over to gpgmail’s VC podcast Equity, where we shot live from Yerba Buena along with host Kate Clark with a special focus on enterprise startups.

Maha Ibrahim: I feel like people are focusing too much on metrics and not as much on [the total addressable market]. We make money [when a startup strikes on a] huge, huge market.

But there’s [also] so much correlation between consumer and enterprise startups in that we want customers that love the product. We want customers that come back and come back and come back to us, without us having to pay for them to come back. So the equivalent in a consumer company would be me having to spend advertising dollars to acquire that customer again, as opposed to that customer just coming back because he or she loves what I’m doing. The same goes for the enterprise.

How early-stage startups can use data effectively

Silicon Valley may be obsessed with using data to improve startup outcomes, but the reality is quite a bit more nuanced. Koen Bok, co-founder of interactive design tool Framer, has put together an extensive guide here on how to to use data — and when not to.


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