Social enterprise thinking involves using business tools to address social needs and create positive change. This approach was employed to develop a solution for E-motion, as it is inherently human-focused and the project had a significant social component. To complete this project effectively, the human-centered design approach was used as a framework for each step of the design thinking process.
With a clear understanding of the ideal user, a problem statement was developed to define the design challenge. A Point of View (POV) framework was utilized to create an actionable problem statement, ensuring that the solution would meet both user needs and client expectations.
To address the user's problem statement, the common traits and challenges among the user personas were identified, forming the basis of the user portion of the POV framework. The primary needs of each persona were detailed in the user's needs section, ensuring that the design solution would address these specific requirements. The central motivations of each persona were explored to develop the insights portion of the POV framework. The process resulted in a comprehensive problem statement that addresses the key needs and motivations of the target users.
To address the user's problem statement, the common traits and challenges among the user personas were identified, forming the basis of the user portion of the POV framework. The primary needs of each persona were detailed in the user's needs section, ensuring that the design solution would address these specific requirements. The central motivations of each persona were explored to develop the insights portion of the POV framework. The process resulted in a comprehensive problem statement that addresses the key needs and motivations of the target users.
A brainstorming exercise was conducted to generate potential solutions for the identified problem. The session began by transforming the problem statement into a "how might we" question, encouraging open-ended thinking. Following the brainstorming, an affinity mapping session was held to organize and refine the ideas into actionable solutions.
The brainstorming session produced numerous ideas for product features. While many ideas addressed parts of the problem, none fully resolved both the client's and users' needs.
The next step involved affinitizing the ideas by combining similar and complementary concepts. Groups of related ideas were then labeled and documented, forming the basis for potential product solutions.
This process focused on creating cohesive solutions that addressed both functional aspects and user needs.
The brainstorming session produced numerous ideas for product features. While many ideas addressed parts of the problem, none fully resolved both the client's and users' needs.
The next step involved affinitizing the ideas by combining similar and complementary concepts. Groups of related ideas were then labeled and documented, forming the basis for potential product solutions.
This process focused on creating cohesive solutions that addressed both functional aspects and user needs.
The purpose of the prioritization exercise was to refine our list of potential solutions and identify the most viable ones. Each solution was rated and then plotted on a prioritization grid, allowing us to visualize the best options for implementation.
The brainstorming exercise generated more than five potential solutions. Each was rated on a scale from 1 to 5, using a half-point system, for both risk and value. A rating of 5 indicated the highest level of risk or value.
After rating the solutions, they were plotted on a prioritization grid, which categorized them into four zones: the Challenge Zone (high value and high risk), where two solutions were placed; the Reconsider Zone (low value and high risk), with one solution; the Possible Zone (low value and low risk), where two solutions were located; and the Implementation Zone (high value and low risk), where three solutions were identified as the most promising for development.
The implementation zone was established to identify solutions worth pursuing, balancing the client's risk tolerance and desired value. Solutions with a value range of 4 to 5 were considered critical, as the product's success hinges on effectively reducing user stress. A risk range of 1 to 4 was deemed acceptable, given that the solutions likely include proven strategies. Consequently, three solutions remained in the implementation zone, identified as the most promising for development.
The brainstorming exercise generated more than five potential solutions. Each was rated on a scale from 1 to 5, using a half-point system, for both risk and value. A rating of 5 indicated the highest level of risk or value.
After rating the solutions, they were plotted on a prioritization grid, which categorized them into four zones: the Challenge Zone (high value and high risk), where two solutions were placed; the Reconsider Zone (low value and high risk), with one solution; the Possible Zone (low value and low risk), where two solutions were located; and the Implementation Zone (high value and low risk), where three solutions were identified as the most promising for development.
The implementation zone was established to identify solutions worth pursuing, balancing the client's risk tolerance and desired value. Solutions with a value range of 4 to 5 were considered critical, as the product's success hinges on effectively reducing user stress. A risk range of 1 to 4 was deemed acceptable, given that the solutions likely include proven strategies. Consequently, three solutions remained in the implementation zone, identified as the most promising for development.
Overall, the project was a success. The digital prototype effectively represented the key features of both the physical and digital solutions, and it was very well received by stakeholders, who were eager to start the development process.
This project underscored the importance and value of mental health. Stakeholders expressed, that the diffuser’s approach to emotional awareness and stress relief methods could have the potential for collaboration with brands like Headspace and Calm.
Despite the prototype being of lower fidelity than initially planned, stakeholders felt that it still showcased the potential of the product. This project also highlighted an opportunity for the mobile application to be monetized for therapist-to-patient communication and monitoring.
