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In this session, they went to deep diving to empathise and read.

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If you see the five step process.

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In the design thinking framework, we start off with empathising defined, so they are really the starting

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points before you start the design thinking or the innovation exercise.

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You have you have some idea about the problem and you probably also on what is it that you want of some

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vague idea is that in some cases, precise ideas may also be that you want to take that problem or the

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solution to the design thinking framework so that you know.

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The assumptions can be validated of certain requirements, it can be crystalised, certain requirements

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can even be dropped.

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OK, new requirements to be added.

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So that's the advantage of design thinking, right?

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Because you.

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Engage with customers, you engage with employees, you engage with the individuals, so you get the

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very good idea of what they want and what is it that they don't want, because as product managers,

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as innovative as improvement experts.

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Right, it is important that you have a very good idea of the requirement.

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Very good idea of your users so that what you are offering as a solution really addresses the problem

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that you've taken.

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So empathize and different really set the stage.

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They are the starting points.

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Here we talk to customers, remember what it said in the earlier sessions, design thinking is a human

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centric approach.

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Employees and customers and end users of the center of the process, technology, those things are important,

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no doubt, but at the core it's all about people, right?

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Even in the age of hyper automation, it is all about people right here trying to improve productivity

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through automation.

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So it's all about people.

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So let's put people at the center of it, OK?

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This is a cultural shift for many organizations.

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This is a difficult time.

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They may be saying that we actually put customers in the middle of everything, but they mean it may

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just be paying lip service to this thought process.

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Right.

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You actually have to walk the talk, OK, because when employees and customers see this approach, right,

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they will stop opening, OK?

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They will start getting suspicious.

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So that's the first step.

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OK, so design thinking is a people centric approach.

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So let's put people first, right.

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People in the center.

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When I say people, it's knowledgeable, not just about customers.

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It's equally about your employees and also about inducers.

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Right.

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A large organization, maybe your customer.

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Right.

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You as the product manager of the account manager, may be engaging with the top management, but what

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people are actually using your product?

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Right.

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What do they think at all?

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Let's let's understand this very clearly about the people centric approach and design thinking.

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You start with customers, employees, inducers.

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We understand the requirements.

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That's what we do in empathize and do so before you start.

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You have a vague idea.

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What is it that you're trying to address?

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So in empathize and define, OK, you validate those assumptions like, OK, if you already have a very

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good idea of what is it that you want to offer, you can still use the empathize and define.

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It's OK to validate your assumptions, to reinforce your requirements with customers, employees and

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individuals like.

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So that, you know, more so that, you know, you don't have to recreate or make changes you after

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you have launched the product or service.

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So that's the beauty of empathizing.

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So in Empathise, we listen.

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That's the most important thing.

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And as you listen, people will not open up.

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This is more important in today's virtual world due to global pandemic.

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We are connecting with our customers, employees and users in virtual network.

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Right.

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So it's important that we listen right in on the use words like, I agree.

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Can you elaborate?

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OK, I understand, you know, because humans want acceptance.

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Right?

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You need to establish that relationship.

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Right, with your with the person you're talking.

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Right.

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So it's important that you establish that relationship because only then customers will open up.

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Right.

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So it's so listening is a very, very important aspect of empathizing.

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Most of us are troubled, right?

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We are very good at talking.

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Very good expressing ourselves.

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But when it comes to listening, OK, when I say listen, activities, you engage in a conversation

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like you allow the other person to complete the sentence.

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You give examples like you help the person to open up.

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That is paternalism.

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So we need to do all of that empathizing.

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Right.

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At times.

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You may have to ask a more interesting or more probing post.

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Right.

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So that it enables the person who is getting the feedback to open up, to provide more details at times

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how to even reframe the debate.

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OK, let's say you're running a restaurant.

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You're looking at improving the dining experience.

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Right.

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And let's say you're talking to your customers.

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One way of asking is what do you think we should improve?

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What do we lack?

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We all do customer satisfaction surveys, right, on a scale of one to 10, and today we even ask,

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will you refer to your friends and family?

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Right.

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All those things are good.

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All those things are important.

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All those things can provide valuable inputs, but nothing like asking, can you describe the perfect

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dining experience for you?

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It's entirely possible, right?

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They can give a perspective with respect to competition.

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They can give a perspective with respect to their best dining experience.

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Remember, we all have different sets of customers, customers will come for your customer, will come

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for spending time, customers will just want to have a quick bite and head off to another meeting.

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Right.

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So you have different sets of customers and each one will have different expectations, different of

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requirements, the respect to a perfect dining experience.

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And when you're listening and many are asking these customers, try to record the conversation.

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OK.

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Key point to note is please ask their permission before recording right in many countries.

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It's not just inappropriate, it's even illegal to record a conversation without the other person's

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permission.

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Right.

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So please ensure that you ask the customer's permission right before recording these statements.

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Some customers are not comfortable.

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So nothing wrong.

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Right.

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So when we are recording, customers may be more forthcoming.

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So it's a call the person who is collecting the feedback and I should think.

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Right.

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But the whole idea is you refrain make the person who is providing the feedback comfortable and at all.

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Right.

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You create an open environment so that you can capture very good expectations, because whether you

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are designing a software project or creating a good dining experience, you have to start with functional

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requirements.

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Right.

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Then you go to technical requirements.

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Right, when I say technical requirements in the dining environment, it's about the do you want the

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food to be so piping hot or should it be warm?

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Right.

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What should be the distance between tables?

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Those are technical expectations by technical requirements.

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So use this process to capture your requirements.

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OK.

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Use this process to capture your.

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Many times we are launching products without really understanding the.

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Customer's requirements, you know, many technical products are launched, right?

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Example, take the case of a smartphone.

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A leading brand, it may work well in environments where the ambient temperature does not cause 30 degrees

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centigrade.

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But in many parts of the world, right?

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The ambient temperature crosses 13 degrees centigrade, well into 40 degrees centigrade for most parts

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of the summer.

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Do you think your product will work that well?

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Right.

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So you designed the product.

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For a scenario in which the ambient temperature does not cross 30 degrees centigrade.

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But your product is being used in environments where the ambient temperature is well beyond even 40

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degrees centigrade in some months of the year.

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So your product is bound to experience some problems, if morpheme.

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Right.

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So if let's say you are the product manager of the technical product, have you considered this?

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Right.

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So it's a key part of advertising, right?

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You have to understand.

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My customers don't understand the requirements to understand the environment in which they're going

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to use.

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OK, so use them products.

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So that you capture the requirements clearly, right, again, reframing, we want to see some more

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examples, right.

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Really helps us to understand the requirements.

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Right, validate assumptions.

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And sets us on a path to success.

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OK.

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So, again, an example is sort of asking, what is the sum of 50 plus 50?

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I ask one of the two members that add up to hundreds.

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So I have more possibilities, right?

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You may think that it's all gloomy, right, but that is the silver lining, as you can see in this

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picture.

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In fact, one of the ways of reframing is, you know, to take pictures, right, of user Romney's.

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That provides a lot of insights.

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Right.

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So reframing wonderful technique that can give a lot of insight into customer requires, right?

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When you're designing products, spend time with the customer, spend time with the customer, look

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at how the customer is using.

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Right.

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If you're developing a software product, find out what how do they even open the application?

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Like what kind of hardware do they use?

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So you need to understand, you need to live the life of a customer.

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So that's what empathizing and reframing is all about, right?

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Empathizing and defined is all of about.

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Live the life of your customers, live the life of your inducers, OK, put yourself in the shoes of

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your customers and users, right?

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That's what empathizing and defining is all about.

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If you do this well, you are on your way to success, like live the life of your customers.

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OK, let's see some more examples.

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Another example of riffling, right, though, the gentleman you see here is the former CEO of BP,

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he was asked, are you going to fire an employee who made a mistake and all that cost to the company,

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what, 600000 users?

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A lot of money.

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Right.

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And at any point of time, he said, no, why should I do that?

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I'm not going to do it.

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So everyone was surprised.

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OK, he replied that I just spent six hundred thousand filling in.

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Right.

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That's a positive way of looking at the situation, right?

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Yes.

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He has made a mistake.

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Everybody has seen it.

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Everyone is aware of why that mistake has happened, right, let's use this money.

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What benefit am I going to get by just fighting that employee?

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Right, let's say she is doing a repeat mistake, that is a different story.

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Right.

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So reframe your problem, right?

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You get better perspective.

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So that's the power of.

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This exercise.

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Another example.

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The elevator is too slow, right?

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One of the ways in which you can find a solution to this problem, you can make the elevator faster,

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right?

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Or you can make the or you can make the wait prosthetists to appear shot up.

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Right.

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You can either get a new elevator.

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Right.

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Change the model, change the algorithm by finding out where most people go to.

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Right.

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Let's say most of the people go to level two.

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Level four.

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Right.

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Accordingly, you change the algorithm and so that, you know, the lift doesn't stop in level one,

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level three and level four, you know, kind of alternate.

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So that's a way of making the elevator to move faster.

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Right.

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On the other hand, if you just put the right play music in the Soviet times, you know, install hand

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sanitizer.

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Right.

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So people are more worried about washing their hands.

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So it gives an impression, you know, it's not taking that much time line.

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So this is the power of Refik, right?

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You have an opportunity to change something that is one solution.

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The other solution is.

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Can you make the wait time fee for the.

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Remember, customers get a lot of importance to feelings about how they feel about the product, how

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they feel about the service.

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That's far more important.

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Right, so both are good solutions.

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It depends on what you want to start off with.

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OK.

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Maybe that replacing the elevator is a costly proposition, like you may want to do it a few months

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down the road.

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Right, and this keeping in, there may be a long term solution.

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Who knows?

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It can be a permanent solution.

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Even if you replace the old elevator with the new elevator, still the customers may feel that this

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is that it is still slow, right, because it's about how you perceive the experience.

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Right, perception and reality may not match always.

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So please keep this in mind is a wonderful example of reframing.

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OK, this is how you need to approach a real life problem.

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This example of the way the problem has been addressed can be applicable to a software problem that

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can be applicable to a hardware product.

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What can be applicable to some of these and many, many areas?

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So that's the power of riffling, OK, so use reframing not just to validate your requirements.

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Crystallize the eloquence, remove certain requirements you will use reframing or find a solution to

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the problem, right?

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Remember what I said this the five steps are not sequential, OK?

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They can happen in parallel.

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OK, very well happening, but in reality.

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So that flexibility is in the design thinking process on objectivists, understand the requirements,

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keep the customer in the middle of the center of everything that you.

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Right, create a culture of open communication.

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OK, create a culture in which employees and even customers feel comfortable in sharing the feedback.

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Right, acknowledge.

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Right.

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So let's see some more examples.

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If you see Delta, it change the paradigm in the PC industry.

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Before Dell, everyone was selling to channel partners, retailers and channel partners when Dell came,

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they started selling directly to customers.

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That's a change in the business model, right?

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In fact, if you see what Michael Dell was the founder of Dell's stated here, OK, that is always an

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opportunity to make a difference.

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OK.

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And in his own words, we didn't do it because we saw some massive paradigm, basically we just didn't

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have any capital.

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So they had to innovate.

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They were not having enough capital to serve the customers through the traditional route of distributors

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and retailers.

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So they went direct to customers.

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Right in your back against the wall, right?

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In 08.

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That's what Michael Dell did.

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Right.

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This is also entertaining, right?

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Instead of looking at this as a problem.

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I looked at this as an opportunity to recreate my business model.

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Right.

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That's the power of reify.

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Let's see some more example, Southwest Airlines, before they came, most of the of most of the airlines

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follow the hub and spoke model.

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That is, airlines will pick up passengers from different cities, come to a central hub right where

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they're redirected to another city through another aircraft.

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Right.

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What Southwest did was to introduce Point-to-point.

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Right now, it appears costly, but to improve the customer experience.

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Right.

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So that eventually took care of their added costs because it's all about acquiring customers in any

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business, right?

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So instead of the traditional hub and spoke model Southwest, it relies on point to point blank if you

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are to move from one city to another, right.

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You don't have to go to the hub.

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Right.

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Like a large, large city.

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Right.

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And they take another flight to Southwest.

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You could go from one place to the other.

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So they change the paradigm, people flying the traditional way of banking.

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They you can your your you you operate through your user I.D., right, you can transact through your

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state new a new.

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Right.

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Today your mobile number becomes the basis for banking transactions.

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That's what is happening in many places like India.

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Right out of BMV brought about the revolution in hotel industry.

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Right.

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And in India, you know the oil.

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Right.

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That is similar to Ambien.

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So all these companies change the paradigm, OK, not just the right.

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So tilting the Paralympics industry and these brands change the paradigm, change the business model

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in their respective industries.

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Right.

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And as Bill stated, you know what it's like the a slight given company to innovate.

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They just did not have a choice.

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Right, if you see the examples in the innovators, because they wanted to differentiate, right, they

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wanted to bring down costs.

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Remember what I said in the previous customers want lower cost quality products, hassle free customer

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experience.

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Right.

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If that is a better way to do it, that is always a need.

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Many times these needs are not stated.

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When you live the life of a customer, you will be able to see the need.

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That is when you are able to change the paradigm or even identify an opportunity for a new paradigm.

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OK, that's what happened in these D-Box.

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OK, very interesting examples, right?

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Some more examples, right, when you talk to customers, instead of saying I give up, right?

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Can you try a different approach?

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It's good enough.

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Can say that is this my best work, right?

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I'm not good at this.

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What can I improve?

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Others can do this, but not me, can I learn from them?

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This just doesn't work.

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Is that a plan B that you can try?

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So as I can see, design thinking is not just for organizations, it's even for individuals.

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Right.

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It's a human centric approach and design thinking is not only about capturing requirements, design

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thinking is.

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Equally about creating compelling solutions for the customer, compelling solutions that will win in

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the marketplace.

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Right.

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How do we start reframing?

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Start asking questions.

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Ask open ended interviews, open ended statements in a conversation.

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Listen, OK, become an active listener.

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OK, you should make the other person.

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Feel like that you're actually valuing.

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Is appealing for Hertel billion.

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That's really important.

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OK, not a good way of reframing this stock, taking pictures.

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Right, and today, with the mobile revolution, you can you can click pictures of.

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You can even take videos.

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So when you go back, right, and when you see those pictures, when you listen to what customers say,

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we'll get definitely get a different perspective.

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Bottom line is and define and empathize.

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Live the life of the customers so you can identify their true needs and wants.

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OK.

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An interesting statistic is 90 percent of startups fail.

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Across the globe.

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The main reason is.

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They have not captured the requirements of customers clearly.

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So if your state was doing this program or it could be an organization in which you're trying to improve

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something or introduce a new product, think of design thinking, think of the pointers I just mentioned.

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OK, I asked the question.

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How do you live the life of your.

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Do you know their requirements?

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Is there an opportunity to validate your assumptions, your requirements, so use this opportunity to

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address those questions so that you have a winning proposition?

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You don't want to feel like.

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And design thinking gives you a framework.

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To succeed.

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So that's what I wanted to cover in this session, and we will cover it in the next session.