about what happens if we move from design

to design thinking.

Now this rather old photo up there

is actually the first project I was ever hired to do,

something like 25 years ago.

It's a woodworking machine, or at least a piece of one,

and my task was to

make this thing a little bit more modern,

a little bit easier to use.

I thought, at the time, I did a pretty good job.

Unfortunately, not very long afterwards

the company went out of business.

This is the second project that I did. It's a fax machine.

I put an attractive shell around some new technology.

Again, 18 months later,

the product was obsolete.

And now, of course, the whole technology is obsolete.

Now, I'm a fairly slow learner,

but eventually it occurred to me that

maybe what passed for design

wasn't all that important --

making things more attractive,

making them a bit easier to use,

making them more marketable.

By focusing on a design,

maybe just a single product,

I was being incremental

and not having much of an impact.

But I think this small view of design

is a relatively recent phenomenon,

and in fact really emerged

in the latter half of the 20th century

as design became a tool of consumerism.

So when we talk about design today,

and particularly when we read about it in the popular press,

we're often talking about products like these.

Amusing? Yes. Desirable? Maybe.

Important? Not so very.

But this wasn't always the way.

And I'd like to suggest that if we take

a different view of design,

and focus less on the object

and more on design thinking as an approach,

that we actually might see the result in a bigger impact.

Now this gentleman, Isambard Kingdom Brunel,

designed many great things in his career in the 19th century,

including the Clifton suspension bridge in Bristol

and the Thames tunnel at Rotherhithe.

Both great designs and actually very innovative too.

His greatest creation

runs actually right through here in Oxford.

It's called the Great Western Railway.

And as a kid I grew up very close to here,

and one of my favorite things to do

was to cycle along by the side of the railway

waiting for the great big express trains to roar past.

You can see it represented here in J.M.W. Turner's painting,

"Rain, Steam and Speed".

Now, what Brunel said that he wanted to achieve for his passengers

was the experience of floating across the countryside.

Now, this was back in the 19th century.

And to do that meant creating the flattest gradients

that had ever yet been made,

which meant building long viaducts across river valleys --

this is actually the viaduct across the Thames at Maidenhead --

and long tunnels such as the one at Box, in Wiltshire.

But he didn't stop there. He didn't stop

with just trying to design the best railway journey.

He imagined an integrated transportation system

in which it would be possible for a passenger to embark

on a train in London

and disembark from a ship in New York.

One journey from London to New York.

This is the S.S. Great Western that he built

to take care of the second half of that journey.

Now, Brunel was working 100 years before

the emergence of the design profession,

but I think he was using design thinking

to solve problems and to create world-changing innovations.

Now, design thinking begins with what Roger Martin,

the business school professor at the University of Toronto,

calls integrative thinking.

And that's the ability to exploit opposing ideas

and opposing constraints

to create new solutions.

In the case of design, that means

balancing desirability, what humans need,

with technical feasibility,

and economic viability.

With innovations like the Great Western,

we can stretch that balance to the absolute limit.

So somehow, we went from this to this.

Systems thinkers who were reinventing the world,

to a priesthood of folks in black turtlenecks and designer glasses

working on small things.

As our industrial society matured,

so design became a profession

and it focused on an ever smaller canvas

until it came to stand for aesthetics,

image and fashion.

Now I'm not trying to throw stones here.

I'm a fully paid-up member of that priesthood,

and somewhere in here I have my designer glasses.

There we go.

But I do think that perhaps design

is getting big again.

And that's happening through

the application of design thinking

to new kinds of problems --

to global warming, to education,

healthcare, security, clean water, whatever.

And as we see this reemergence of design thinking

and we see it beginning to tackle new kinds of problems,

there are some basic ideas that I think we can observe that are useful.

And I'd like to talk about some of those

just for the next few minutes.

The first of those is that design is

human-centered.

It may integrate technology and economics,

but it starts with what humans need, or might need.

What makes life easier, more enjoyable?

What makes technology useful and usable?

But that is more than simply good ergonomics,

putting the buttons in the right place.

It's often about understanding culture and context

before we even know where to start to have ideas.

So when a team was working on a new vision screening program in India,

they wanted to understand what the aspirations

and motivations were of these school children

to understand how they might play a role

in screening their parents.

Conversion Sound has developed a high quality,

ultra-low-cost digital hearing aid

for the developing world.

Now, in the West we rely on highly trained technicians

to fit these hearing aids.

In places like India, those technicians simply don't exist.

So it took a team working in India

with patients and community health workers

to understand how a PDA

and an application on a PDA

might replace those technicians

in a fitting and diagnostic service.

Instead of starting with technology,

the team started with people and culture.

So if human need is the place to start,

then design thinking rapidly moves on to

learning by making.

Instead of thinking about what to build,

building in order to think.

Now, prototypes speed up the process of innovation,

because it is only when we put our ideas out into the world

that we really start to understand their strengths and weaknesses.

And the faster we do that,

the faster our ideas evolve.

Now, much has been said and written about

the Aravind Eye Institute in Madurai, India.

They do an incredible job of serving very poor patients

by taking the revenues from those who can afford to pay

to cross-subsidize those who cannot.

Now, they are very efficient,

but they are also very innovative.

When I visited them a few years ago,

what really impressed me was their willingness

to prototype their ideas very early.

This is the manufacturing facility

for one of their biggest cost breakthroughs.

They make their own intraocular lenses.

These are the lenses that replace those

that are damaged by cataracts.

And I think it's partly their prototyping mentality

that really allowed them to achieve the breakthrough.

Because they brought the cost down

from $200 a pair,

down to just $4 a pair.

Partly they did this by instead of building

a fancy new factory,

they used the basement of one of their hospitals.

And instead of installing the large-scale machines

used by western producers,

they used low-cost CAD/CAM prototyping technology.

They are now the biggest manufacturer of these lenses in the developing world

and have recently moved into a custom factory.

So if human need is the place to start,

and prototyping, a vehicle for progress,

then there are also some questions to ask about the destination.

Instead of seeing its primary objective as consumption,

design thinking is beginning to explore the potential of participation --

the shift from a passive relationship

between consumer and producer

to the active engagement of everyone

in experiences that are meaningful,

productive and profitable.

So I'd like to take the idea that Rory Sutherland talked about,

this notion that intangible things are worth perhaps more than physical things,

and take that a little bit further and say that

I think the design of participatory systems,

in which many more forms of value

beyond simply cash

are both created and measured,

is going to be the major theme, not only for design,

but also for our economy as we go forward.

So William Beveridge, when he wrote the first of his famous reports in 1942,

created what became Britain's welfare state

in which he hoped that every citizen

would be an active participant

in their own social well-being.

By the time he wrote his third report,

he confessed that he had failed

and instead had created a society of welfare consumers.

Hilary Cottam, Charlie Leadbeater,

and Hugo Manassei of Participle

have taken this idea of participation,

and in their manifesto entitled Beveridge 4.0,

they are suggesting a framework

for reinventing the welfare state.

So in one of their projects called Southwark Circle,

they worked with residents in Southwark, South London

and a small team of designers

to develop a new membership organization

to help the elderly with household tasks.

Designs were refined and developed

with 150 older people and their families

before the service was launched earlier this year.

We can take this idea of participation

perhaps to its logical conclusion

and say that design may have its greatest impact

when it's taken out of the hands of designers

and put into the hands of everyone.

Nurses and practitioners at U.S. healthcare system

Kaiser Permanente

study the topic of improving the patient experience,

and particularly focused on the way that they exchange knowledge

and change shift.

Through a program of observational research,

brainstorming new solutions and rapid prototyping,

they've developed a completely new way to change shift.

They went from retreating to the nurse's station

to discuss the various states and needs of patients,

to developing a system that happened on the ward

in front of patients, using a simple software tool.

By doing this they brought the time that they were away from patients

down from 40 minutes to 12 minutes, on average.

They increased patient confidence and nurse happiness.

When you multiply that by all the nurses

in all the wards in 40 hospitals in the system,

it resulted, actually, in a pretty big impact.

And this is just one of thousands

of opportunities in healthcare alone.

So these are just some of the kind of basic ideas

around design thinking

and some of the new kinds of projects

that they're being applied to.

But I'd like to go back to Brunel here,