Recognizing the problem
Phase one begins with understanding the problem: before working out solutions, it is important to understand the problem and ask the right questions. This is followed by a thorough analysis and possibly an adaptation of the problem. Always at the center: the user. The team members get help at any time by talking to experts, extreme users of the development environment or mind mapping.

Björn Ruland from the Darmstadt-based coaching crew 4craft describes this first step for a logistics company as follows: Parcels reach the hall at gate 1 and leave the hall at gate 2. All processes between these two steps should be largely automated. In the understanding phase, the development team first collects data and asks itself questions such as: What kind of parcels are being transported? How much space is available? How long do shipments spend in the logistics center?

Observe and analyze
The second phase gets to the heart of the problem. As the target group plays the central role, design thinkers first examine them very closely in order to understand their basic needs as well as possible. "The main aim here is to uncover contradictions and tensions, as these often indicate potential for innovation," emphasizes Ruland. Coaches and team members also analyze solutions and products from the past. They use qualitative methods such as interviews and shadowing.

In our example, the team examines the current situation. The more information available, the better. Important questions are: How do employees handle the packages, what intermediate steps are there and which systems are used to record and process which data? Comparing the current situation with the future situation also helps developers: what potential difficulties does the workforce recognize in a still fictitious automation?

Mark the point of view
In the final step of the analytical phase, the participants exchange views. Previously collected information is organized, sorted and condensed, and nuances and emotions are collected. Further work on the innovation is based on this common foundation. Different methods visualize the point of view. Personae, for example, combine all the observed findings. With their help, developers put themselves in the shoes of the target group they are focusing on. An empathy map places the customer at the center of a visualized representation. Customer journey maps depict the individual's journey along the customer touchpoints and attempt to fathom their thoughts and feelings. The team dedicated to automation in the logistics company agrees on concrete, implementable solutions that they will take further in the next step - following the initial premise: parcels come from gate 1 to gate 2.

Finding ideas
Get rid of everything that weighs you down! Before phase four, participants free themselves from things that inhibit them in a sometimes difficult process: Experiences, bullying, fear of the boss, hierarchical structures, fear of failure or fatigue quickly put a stop to free-flowing creativity. Participants therefore remove these thought barriers. In the idea generation phase, the classic tool of brainstorming is used above all. Criticism is taboo here. Everyone inspires each other without interruption, everyone has their say. Additional ideas are generated using techniques such as role-playing, scenario building or changing identities.

Permission to think in a completely different way or analogies from completely different environments release unexpected energy. "The star hour is also an efficient method: team members lie on the floor in a star shape, which is already a completely unusual, loosening-up situation. A colleague stands behind each person lying down and notes down their thoughts," explains agile coach Ruland.

In our example, for example, a quality assurance employee could suggest an inbound and outbound damage scanner, as there are always problems justifying and tracking customer complaints. A software architect could suggest linking parcels directly to a database to ensure accurate tracking for the customer; a program could combine shipments to reduce travel and personnel costs. In the joint flow, completely new features sometimes emerge: special gripper arms, conveyor belts with negative pressure, emergency shutdowns, transfer stations or repackaging.

Developing prototypes
In order to make the selected ideas tangible and tangible, they are visualized haptically following the brainstorming session. Developers change, renew and discard the rudimentary prototypes during the process. Several times. This is desired and part of the process. The motto is: the less effort that goes into a model, the easier it is to part with it. In this phase, mistakes maximize the gain in knowledge. A variety of materials such as building blocks, Lego bricks and even craft supplies promote tangible development. The logistics team could, for example, design the construction of a conveyor belt that consists of simple components and is therefore not suitable for continuous operation. In this way, developers discover weaknesses early on in the development process and can eliminate them in another sprint.

Testing
In the final phase, the prototype is tested together with potential users. An essential element is unbiased feedback from outside. Testers critically evaluate the innovation and openly bring additions to the idea to the table. There is no room for fear of criticism! Feedback is implemented immediately, even if this means a leap back to previous situations. The process continues until an all-round convincing innovation takes the stage at the end. as