Design Thinking

Design thinking

Is a human-centered approach to innovation—anchored in understanding customer's needs,
rapid prototyping, and generating creative ideas—that will transform the way you develop
products, services, processes, and organizations.

Design Thinking Processes

Design Thinking Emphasizes Open-Mindedness, Curiosity, & Collaboration

Emil Mitry Design Thinker
Design thinking is an attempt to learn from designers’ approach to design challenges. The recurrent shift from divergent to convergent modes of thinking, having a holistic view, engaging in multi-disciplinary teams, the fetish for prototyping, pen and paper, embracing uncertainty and welcoming ambiguity, putting yourself in someone else’s shoes, trial and error "iterative mindset".

101 Design Thinking


Emil Mitry Design Thinker
The single-minded approach, isolating a problem and addressing it without considering the bigger picture, can cost businesses a fortune. Design thinking is proven to be a useful mindset to adopt given it encourages you to look at the problem in its entirety, experience it and establish empathy with those affected by it.

Design Thinking VS Design Sprint

Emil Mitry Design Thinker
Design thinking is a philosophy to internalize and a mindset to adopt. It is about structuring our thought process to understand and define the problem, conceptualize, actualize and test solutions. In contrast, ‘design sprint’ is a methodological process, based on design thinking, which tackles and solves the problems in the most efficient way within a specific time range.

Design Sprints 5 Days Steps

Design sprints are an intense 5-day process where user-centered teams tackle design problems. Working with expert insights, teams ideate, prototype and test solutions on selected users. To map out challenges, explore solutions, pick the best ones, create a prototype and test it.
  • Day 1
    Map out the problem and pick an important place to focus.
    Monday’s structured discussions create a path for the sprint week. In the morning, you’ll start at the end and agree to a long-term goal. Next, you’ll make a map of the challenge. In the afternoon, you’ll ask the experts at your company to share what they know. Finally, you’ll pick a target: an ambitious but manageable piece of the problem that you can solve in one week.
  • Day 2
    Sketch competing solutions on paper.
    After a full day of understanding the problem and choosing a target for your sprint, on Tuesday, you get to focus on solutions. The day starts with inspiration: a review of existing ideas to remix and improve. Then, in the afternoon, each person will sketch, following a four-step process that emphasizes critical thinking over artistry. You’ll also begin planning Friday’s customer test by recruiting customers that fit your target profile.
  • Day 3
    Make difficult decisions and turn your ideas into a testable hypothesis.
    By Wednesday morning, you and your team will have a stack of solutions. That’s great, but it’s also a problem. You can’t prototype and test them all—you need one solid plan. In the morning, you’ll critique each solution, and decide which ones have the best chance of achieving your long-term goal. Then, in the afternoon, you’ll take the winning scenes from your sketches and weave them into a storyboard: a step-by-step plan for your prototype.
  • Day 4
    Hammer out a high-fidelity prototype.
    On Wednesday, you and your team created a storyboard. On Thursday, you’ll adopt a “fake it” philosophy to turn that storyboard into a prototype. A realistic façade is all you need to test with customers, and here’s the best part: by focusing on the customer-facing surface of your product or service, you can finish your prototype in just one day. On Thursday, you’ll also make sure everything is ready for Friday’s test by confirming the schedule, reviewing the prototype, and writing an interview script.
  • Day 5
    Test it with real live users.
    Your sprint began with a big challenge, an excellent team—and not much else. By Friday, you’ve created promising solutions, chosen the best, and built a realistic prototype. That alone would make for an impressively productive week. But you’ll take it one step further as you interview customers and learn by watching them react to your prototype. This test makes the entire sprint worthwhile: At the end of the day, you’ll know how far you have to go, and you’ll know just what to do next.

When to Use Design Thinking

When To Use Design Thinking?

Emil Mitry Design Thinker
Design thinking breaks down and describes the systematic process that designers use so everyone can tackle any problem by following it. Bear in mind, everyone designs solutions to their problems on a daily basis — yes your CEO does design solutions.

There are two major advantages to design thinking.

  • Its obsessive focus on establishing an empathetic connection with the target group — getting to know your audience.
  • Its iterative mindset — test solutions, gather evidence and iterate.
If an organization does not base their design processes on these two principles, then they’re probably either blind to the needs of the market or fail to include all the factors that influence the success of the solution. Running workshops for teams that are especially involved in the production is of the utmost importancec

What Is Design Sprint?

Emil Mitry Design Thinker
Design sprint is derived from design thinking and offers a prescribed way to leverage the design thinking mindset. Design sprint is a systematic five-day framework to help you with your problem definition, idea generation, rigorous prioritization, and user tests.
  • It uses strict timing for each step, prohibits lengthy discussion and favours individual inputs as much as group work Goodbye pointless brainstorming sessions!
  • War Room

    For User story diagrams, research notes, printouts of the existing UI, sketches of possible solutions, a detailed storyboard, and sometimes more. To accommodate all that stuff, you need a lot of space. That means whiteboards, windows, and empty walls where you can stick stuff.


    You can use it for any of the organization’s challenges, ranging from product-specific topics to the overall business strategy.