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Saving Product X: A Design Thinking Case Study

Have you ever wondered if you can apply design thinking principles with a limited time and budget? If so, check out this in-depth Design Thinking use case, which details how Design Thinking helped a company to save its product.

By Luciano Castro

Luciano is a business-driven manager with over 15 years of experience as a CTO and CEO in multinational companies and startups.

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What is Design Thinking?

Imagine that you have an idea. You come up with an ingenious application which you think will solve your business problems. There are currently no identical solutions on the market and the one which is most similar is not really working in the way that customers expect it to.

While your vision is still fresh, you start thinking about the first fundamental question that comes to mind: “How long will it take to get it done?”

And since we rarely find ourselves with unlimited budget and time, the second consequent question comes quickly: “How much will it cost me to do it?”

Both of these are fundamental and crucial questions in the making of a product, but often they are precisely the wrong questions to start with.

Instead, the most important question to ask first is: “What value can I create for my users?”

To better understand the scope of a project, requirements, and timing we can use a methodology called “ Design Thinking ,” which helps us during the “Discovery Phase” of a product. This is exactly the time when we need to understand not only what will make a great product, but also how and if we should do it. This creative and experimental approach helps us to better understand how to create things that are not only usable but above all, useful.

The Design Thinking process is particularly useful because it generates a unique and specific outcome: knowledge.

This methodology has a wider scope of use , but for the purpose of this case study on Design Thinking, we will focus only on one specific field - Software Product Development.

The Theory of Design Thinking

Before we delve into the practical applications of this Design Thinking example and my experience applying it, let’s take a deeper look at the Design Thinking process.

Design Thinking is a methodology that provides a solution-based approach to solve problems. It focuses on understanding the user perspective, with a human-centered point of view. The power of this methodology is the possibility to test quickly if an idea, solution or enhancement can bring real results to our customers. Integrating different methodologies, tools, and techniques coming from different fields (marketing, psychology, design, business), the purpose of Design Thinking is to put the user on the very center of the problem we have to solve.

The goal of the methodology is to “find the user itself and define its needs” and by finding those needs, create a solution or a product that can be really useful. To achieve this goal, the whole concept is split into six design thinking phases .

• Empathize: The goal of this phase is to understand your customer, by searching and gathering information about their business. During this phase, we can use several different tools, such as interviews, focus groups, observations, and surveys.
• Define: In this phase, we collect and categorize information from the Empathize phase . It’s here where we define User Personas and User Journeys.
• Ideate: Using the above information, here the team ideates solutions. There are no silly or wrong ideas! Everything must be expressed and documented.
• Prototype: During this phase, something tangible is created, that will allow you to verify your idea in real life. Don’t overcomplicate and create this MVP as quickly as possible.
• Test: Verify your idea in real life with actual users. Get feedback. Ask questions on how to improve it.
• Implement: This is the phase where all the collected knowledge gets translated into a final product.

If after reading this you may be thinking: “This is great but how is this going to help to quickly make my app a reality.” In order to make this more tangible, I will go over a case study for design thinking from my personal experience.

Design Thinking Project: A Real-life Case Study

Intro: project x.

Some time ago, I found myself at a meeting with an entrepreneur, a few managers , and many ideas flying around the room. Their direct competitor had recently released a new application and the tension was palpable. The company wanted to go out with something new on the market, to avoid losing ground to their competitor.

They prepared a document with some requirements, a vague idea of what the product should look like, and how much should it cost.

“We have to follow what others have done, with a lower price,” the Marketing Director said. “We have to create a more usable system, which simplifies the user journey,” added another manager. “We have to change the way we collect information, simplify it and integrate our processes with third parties,” said another. “It will take us months,” the technical manager shook his head, who mentally translated all those requests into hundreds of hours of code to be implemented.

While I can’t disclose all of the project details, I can disclose that the product was hub communication software . This piece of software managed different channels (email to SMS, fax to VoIP) and it was created for the web and mobile platforms. The product was originally created a few years before, but its usability was poor. At the time of the launch, the competitor was far ahead in terms of user experience. Moreover, they had an excellent mobile app, which was gaining ground in the mobile app store.

Company X was a traditional process driven company, familiar with traditional projects. It had run a few Agile projects in the past, but it was new to the idea of creating an MVP and testing it on the market. More notably, they feared the unknown. What if the new MVP would have an undesirable or unpredictable effect on their customer user base? This lack of control didn’t inspire confidence.

The meeting described above and the following ones did not lead to a clear definition of what the product to be achieved actually was. We only knew that we had to hit the target as soon as possible.

However as the project progressed and a competitor was beginning to gain traction, consent from the company was solidifying. Most agreed with the idea that: “We cannot afford to launch a half-finished product, we need a product that is working from the start.”

Despite some initial perplexity and fear, this was an opportunity to learn what would bring real value to their user base and potentially attract more users by making a streamlined lightweight product.

This prompted the company to look for approaches that they haven’t tried before, in order to have a complete product built on time even if it’s going to have only essential features at its launch. We decided to use the Design Thinking process and focus on the things that would really bring value to the end user and thus, beat the competition by bringing only what’s necessary to the customer.

Stage 1 - Empathize

Empathizing Phase: The goal of this phase is to understand your customer, by searching and gathering information about their business. During this phase, we can use several different tools, such as interviews, focus groups, observations, and surveys.

In the most literal sense, empathy is the ability to understand and share the emotions of others. In design thinking, empathy is a “ deep understanding of the problems and realities of the people you are designing for.”

Our first step was to ensure that the Highest Paid Person’s Opinion (otherwise known as HiPPO) was not ruling over everyone else’s. Therefore, together with managers and the founder, we have compiled a list of possible stakeholders to be involved in the decision-making process.

In a day-long meeting, we compiled the first list of 30 names (between employees, functional managers, and customers) that could be contacted directly and then we also picked a target audience of 4000 customers (about 10% of their recurring customer user base).

We tried to “normalize” our target customer base as much as possible, by including diversity in terms of gender distribution, industry, and other data points. To add an additional level of complexity, the physical location of the sample to be interviewed were all divided into different cities and in some cases countries. We now had points of contacts to carry out interviews and questionnaires.

The group was organized to carry out the interviews remotely, following a scripted set of questions and some basic rules:

• During the interview, try to use the “ 5 Whys ” technique.
• Try to understand the main “What, How, Why” behind every behavior.
• Make sure the interviewee used a webcam and that there was sufficient distance from the camera to be able to at least partially include the body language.
• Record all interviews, in case they need to be seen in the future.

We prepared our interview questions with the intention of understanding which main features should be enhanced or eliminated, such that we could quickly build a new version that responded to the needs of our users.

For the second group of users, we prepared a series of questions in a Google form . We opted for multiple-choice questions, with some formulated open-ended questions to facilitate more interaction from the users, including a question requiring the user to try the new version of the product just available in closed beta.

To organize the entire information gathering process, we used remote tools that allowed the team to collect information more easily, including Skype, Zoom, Google Forms, and a digital Kanban Board where we put all of our activities and tracked their status.

The first results of the interviews were encouraging, as the interviewees were open to providing feedback on the weaknesses and the strengths of the system.

However, the first batch of questionnaire answers was much less exciting: out of all 300 emails sent, only 5 people completed their questionnaires.

Disappointed by this result, we were ready to try new ways to involve the user base, when one of the sales managers came to us with an idea:

“I do not think they will answer any emails, they are not used to interacting with us. But, if we communicate with all those who have an expiring renewal and give them a small incentive, I am sure they will give us a hand.”

The idea was simple but exceptional. In a few hours, we had a new list of users (3800), which maintained the same division between the mainstream and extremes. However, these users would be “forced” to interact with the system, due to the proximity of their renewal.

This time around, they were asked to answer a series of questions, participate in the beta and in return, get a discount on renewal. The adhesion was complete and at the first delivery of this new model, over 70% of users replied and completed the questionnaire.

After iterating and changing some of the questions, and thanks to some users willing to interview more than once, we were ready to define our user base more clearly.

Stage 2 - Define

Defining Stage: In this phase, we collect and categorize information from the Empathize phase. It’s here where we define User Personas and User Journeys.

The dictionary meaning of define is to determine the identity and the essential qualities of a notion . In our case we wanted to define the following:

• our ideal customers
• their problems
• the solutions to their problems
• the needs and fears of our customers that we had to address

In the design thinking terms, the define phase is where you analyze your observations and synthesize them into core problems that you have identified.

We had a sufficient database to understand what the real problems were. In addition to the feedback received in the Empathize phase, it contained points that were highlighted by Company X employees but had never been pointed out to management, as well as strengths, weaknesses, and other problems that have never been taken into account.

The next action was to create our User Personas. During this brainstorming phase, we involved the entire extended team. The brainstorming phase was always performed remotely, using video-conferencing systems and tools to track the personas and their creation in real time.

For each Persona, we identified their biography, their approach to technology, their use of social media, preferred brands, their needs, and ideas and speculated on what would have been their Customer Journey.

After this, we had selected the common client User Personas and had a finished set of data coming from interviews and surveys. This was the right time to get our hands dirty.

During the definition phase, we tried to transform a generic definition of a problem like, “We need a product that will increase our sales by 10%,” into a more specific solution like: “Men and adult women, between 35 and 45 years that are working in an office need to receive communications that have a legal validity to be sure that the sender is actually who they say they are.”

At this point in the project process, we had completed brainstorming sessions around our users, hypothesized solutions, and kept an open mind to every possible innovation. “The only stupid idea is the one never expressed” was the mantra.

In a short time, bearing in mind who our subjects were, we had a clear view of what was useful to our users, along with what needs and fears we should address along the customer journey.

We then engaged in building a “User Story Map,” which allowed us to categorize the process of users, mapping up to themes. For each of the personas, we defined the set of activities, stories, and tasks that we assumed they must complete during the journey. In doing so, we could quickly test our idea and understand if it met the core needs. If it did, we could bring it into the market faster than everyone else which was essential as our competitor was becoming more successful every day.

Stage 3 - Ideate

Ideation Phase: Using the above information, here the team ideates solutions. There are no silly or wrong ideas! Everything must be expressed and documented.

One step further from the definition is the Ideation phase, where the key is forming real concepts and solution, not just abstract definitions.

In design thinking terms, ideation is “the process where you generate ideas and solutions through sessions such as Sketching, Prototyping, Brainstorming, Brainwriting, Worst Possible Idea, and a wealth of other ideation techniques.”

Our team was completely remote so we decided to proceed to work in a Lean way when producing materials and reviewing them. For example, designers and other members of the team have agreed that to be as fast as possible, the best solution would be to start with drawings on paper and to share photos of them in the group. Only then we would produce the most interesting designs in Balsamiq or Axure.

For each sketch that was produced, we gathered information from users, we defined a set of solutions and we came back to those users (whenever it was possible and as often as it was possible) to test with them the process and the result.

Stage 4 - Prototype

Prototyping Phase: _ During this phase, something tangible is created, that will allow you to verify your idea in real life. Don’t overcomplicate and create this MVP as quickly as possible. _

During the prototype phase, it was finally time to make our definitions and ideas come to life. A prototype is the first, original model of a proposed product, and this is exactly what we set out to build. By design thinking standards, the prototype stage is where you create an inexpensive, scaled down versions of the real product to investigate solutions from the previous stages.

After almost 10 days from the beginning of our journey, we arrived at the crucial moment, a meeting with a developer team where we had a chance to check our assumptions and estimations. After a session of consultation and definition with the team of developers, we weighed the stories and understood that the major effort of the development work will be in the development of the back-end system and interfacing with the legacy systems currently in place. Alongside this, we also realized that creating the front-end systems will be a much shorter exercise. Thus, we decided to create a front-end prototype using the components which already existed in the system to save time.

We had a time limit of 3 days to have a first version of the prototype ready. This prototype had to reflect the product as much as possible and maintain the necessary functionality.

After 3 days we had our first version of the prototype ready. It had “fake” data which reflected the behavior of the software we were aiming to create. Some accessory elements were missing, but the software in that state visually represented a good percentage of total content planned.

At the end of two weeks of work, we had software that we could try and test with actual users. We used user experience monitoring software to analyze heat maps and user attention, while they were navigating our prototype.

Stage 5 - Test

Testing Phase - Verify your idea in real life with actual users. Get feedback. Ask questions on how to improve it.

After a definition, ideation and a prototype phases it was finally time to see if our product actually worked in real life. In design thinking terms, testing means putting the complete product to trial using the best solutions created in the prototyping phase.

In our case, the testing phase did not only take place at the end, but it was a constant loop of feedback and iteration whenever it was possible. At the end of each accomplished step, we tried to get feedback from users or customers, before convincing ourselves to move on to the next phase.

Once the prototype was completed, it was time to test it with the widest possible audience and check with them how effectively it met their needs, understand their perception, and understand if it accomplished their goals.

The testing phase specifically included a walkthrough prototype where users were able to see the new workflow and perform actions, along with a few sessions where the team directly observed users, while tracking their responses. A simple questionnaire was used to collect conversion rates across specific features in the platform, where users were asked to score the process from 1-10.

The testing phase was later extended to the whole team and even to some individuals outside the organization (customers and users) who during the earlier sessions, had willingly consented to give their feedback on the implementation of the system.

The results of this testing were encouraging. The stakeholders of the Company X were able not only to see the mockups but to try out and “touch” the product for the very first time. The extended team had the opportunity to test and verify their assumptions and correct them over time within the period of two weeks.

Now the final test was waiting: opening it to users and understanding what would happen next.

Stage 6 - Implement

Implementation Phase: This is the phase where all the collected knowledge gets translated into a final product.

We had data, ideas, personas, and our first tangible prototype. It was time to roll up our sleeves and start developing. We had a month and a half to implement our new system.

We defined a set of rules to get our MVP implemented in a short period of time:

• We will build only what we had defined, without adding new features.
• We will keep ourselves focus on the main business goal.
• We will use agile methodologies within teams to manage the workload.

To complete the project in time we have brought on a few new team members who had not been involved in the project since the very early stages of the discovery phase.

We added frontend developers, backend developers, and designers. The new members of the team were working remotely and it was not possible to bring them all in the same room for the period of the project, so we made sure that we have the right tools for keeping the communication going.

The process put in place to manage the work was an Agile one. We divided the remaining time into several short sprints, with remote meetings every day and updates via Slack during the day to exchange the ideas and to help each other to solve problems.

We didn’t have a full documentation stored somewhere, but mentally we all had a comprehensive set of actions, a common shared vision, and goals amongst the team. We all started to perceive the User Personas to be a real user, with his own needs and problems. Once our team started to have an aligned vision, we moved onto defining what needed to be done and when in order to finish the project on time.

The activities were outlined within a User Story Map, to maintain the original evidence of the personas and the flow we want to give to the product.

The User Story maps were created via three clear steps: identifying the activities, identifying the steps required to complete the activity, and the list of stories/tasks associated with each. We sorted the stories according to priority (Must, Should, Could), which dictated what components made it into the product.

The team was able to proceed in a fast pace since the very beginning of the implementation, thanks to a clear vision shared by the team, and by the method we employed which enabled the team to stay on track without direct steering from the management above. Everyone working in the project had questions from the Design Thinking stages in mind:

• What action each user inside our platform should perform and what were they trying to achieve?
• Which steps those users should take to reach the final goal?
• Which pain points they had before and how should we avoid them?

This allowed our team to make their own micro-decisions, and steer the product towards its final goal.

We made two reviews of the work in progress at the end of each sprint and one final release review at the end of the path, before the product was finally put into production. We used the last sprint to prepare the infrastructure needed to run and launch the product.

Finally, the users who have used our old product were invited again to try out the new version. Our product was released into production two months after the meeting in which the idea to make it was expressed. The product worked, users started using it, and we progressively sent more new users to this tool instead of the old one. A/B testing showed us that they preferred the new product, and the project was accepted in the company as a great success.

More importantly, a Design Thinking methodology was finally accepted. We believe this will have a good and long-lasting impact and will allow them to build better products in the future.

Throughout this case study, we have shown how Design Thinking methodology can be applied to a real-life problem with a limited time and budget.

Instead of using more traditional approaches and producing things in sequential steps, we have chosen to iterate through the six design thinking stages. Empathize. Define. Ideate. Prototype. Test. Implement. This became our mantra and allowed us to produce a very well received product.

Using Design Thinking has lead so to save time, and in turn, save costs spend on the project. We were not working on millions of different features, but only on few, well thought through actions that were clear to everybody in the team. Most importantly, we were able to deliver the product and value that users needed.

Using Design Thinking process helped us in many different areas:

• From the project management perspective, it enabled us to clearly define the scope of the project and prevent scope creep.
• From the business perspective, it allowed us to pick the features which bring the real value to the business.
• From the development perspective, it helped us see the clear goal of what we have to build before we even started building it.
• From the team perspective, it involved all team members and allowed them to effectively work together and have their opinion heard in every part of the process.

When we started Design Thinking process was met with skepticism by the client, but when we finished and got the feedback from our customers, it was immediately clear that the steps we have laid out have helped us to achieve something that would have been very hard or impossible otherwise. This was valued by the client and became their internal a flagship project for the future challenges ahead.

Understanding the basics

Design Thinking is a methodology that provides a solution-based approach to solve problems, focusing on understanding the user perspective, with a human-centered point of view.

Why is Design Thinking useful?

Design Thinking is particularly useful because it generates a unique and specific outcome: knowledge.

What phases does the Design Thinking process have?

• Empathize. 2. Define. 3. Ideate. 4. Prototype. 5. Test. 6. Implement.
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10 Successful Design Thinking Case Study

Dive into the realm of Successful Design Thinking Case Studies to explore the power of this innovative problem-solving approach. Begin by understanding What is Design Thinking? and then embark on a journey through real-world success stories. Discover valuable lessons learned from these case studies and gain insights into how Design Thinking can transform your approach.

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Design Thinking has emerged as a powerful problem-solving approach that places empathy, creativity, and innovation at the forefront. However, if you are not aware of the power that this approach holds, a Design Thinking Case Study is often used to help people address the complex challenges of this approach with a human-centred perspective. It allows organisations to unlock new opportunities and drive meaningful change. Read this blog on Design Thinking Case Study to learn how it enhances organisation’s growth and gain valuable insights on creative problem-solving.

Table of Contents   

1) What is Design Thinking?

2) Design Thinking process   

3) Successful Design Thinking Case Studies

      a) Airbnb

      b) Apple

      c) Netflix

      d) UberEats

      e) IBM

       f) OralB’s electric toothbrush

      g) IDEO

      h) Tesla

       i) GE Healthcare

       j) Nike

3) Lessons learned from Design Thinking Case Studies

4) Conclusion    

What is Design Thinking ?

Before jumping on Design Thinking Case Study, let’s first understand what it is. Design Thinking is a methodology for problem-solving that prioritises the understanding and addressing of individuals' unique needs.

This human-centric approach is creative and iterative, aiming to find innovative solutions to complex challenges. At its core, Design Thinking fosters empathy, encourages collaboration, and embraces experimentation.

This process revolves around comprehending the world from the user's perspective, identifying problems through this lens, and then generating and refining solutions that cater to these specific needs. Design Thinking places great importance on creativity and out-of-the-box thinking, seeking to break away from conventional problem-solving methods.

It is not confined to the realm of design but can be applied to various domains, from business and technology to healthcare and education. By putting the user or customer at the centre of the problem-solving journey, Design Thinking helps create products, services, and experiences that are more effective, user-friendly, and aligned with the genuine needs of the people they serve.  

Design Thinking process

Design Thinking is a problem-solving and innovation framework that helps individuals and teams create user-centred solutions. This process consists of five key phases that are as follows:  

To initiate the Design Thinking process, the first step is to practice empathy. In order to create products and services that are appealing, it is essential to comprehend the users and their requirements. What are their anticipations regarding the product you are designing? What issues and difficulties are they encountering within this particular context?

During the empathise phase, you spend time observing and engaging with real users. This might involve conducting interviews and seeing how they interact with an existing product. You should pay attention to facial expressions and body language. During the empathise phase in the Design Thinking Process , it's crucial to set aside assumptions and gain first-hand insights to design with real users in mind. That's the essence of Design Thinking.

During the second stage of the Design Thinking process, the goal is to identify the user’s problem. To accomplish this, collect all your observations from the empathise phase and begin to connect the dots.

Ask yourself: What consistent patterns or themes did you notice? What recurring user needs or challenges were identified? After synthesising your findings, you must create a problem statement, also known as a Point Of View (POV) statement, which outlines the issue or challenge you aim to address. By the end of the define stage, you will be able to craft a clear problem statement that will guide you throughout the design process, forming the basis of your ideas and potential solutions.

After completing the first two stages of the Design Thinking process, which involve defining the target users and identifying the problem statement, it is now time to move on to the third stage - ideation. This stage is all about brainstorming and coming up with various ideas and solutions to solve the problem statement. Through ideation, the team can explore different perspectives and possibilities and select the best ideas to move forward with.

During the ideation phase, it is important to create an environment where everyone feels comfortable sharing their ideas without fear of judgment. This phase is all about generating a large quantity of ideas, regardless of feasibility. This is done by encouraging the team to think outside the box and explore new angles. To maximise creativity, ideation sessions are often held in unconventional locations.

It’s time to transform the ideas from stage three into physical or digital prototypes. A prototype is a miniature model of a product or feature, which can be as simple as a paper model or as complex as an interactive digital representation.

During the Prototyping Stage , the primary objective is to transform your ideas into a tangible product that can be tested by actual users. This is crucial in maintaining a user-centric approach, as it enables you to obtain feedback before proceeding to develop the entire product. By doing so, you can ensure that the final design adequately addresses the user's problem and delivers an enjoyable user experience.

During the Design Thinking process, the fifth step involves testing your prototypes by exposing them to real users and evaluating their performance. Throughout this testing phase, you can observe how your target or prospective users engage with your prototype. Additionally, you can gather valuable feedback from your users about their experiences throughout the process.

Based on the feedback received during user testing, you can go back and make improvements to the design. It is important to remember that the Design Thinking process is iterative and non-linear. After the testing phase, it may be necessary to revisit the empathise stage or conduct additional ideation sessions before creating a successful prototype.

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Successful Design Thinking Case Studies  

Now that you have a foundational understanding of Design Thinking, let's explore how some of the world's most successful companies have leveraged this methodology to drive innovation and success:

Case Study 1: Airbnb  

Airbnb’s one of the popular Design Thinking Case Studies that you can aspire from. Airbnb disrupted the traditional hotel industry by applying Design Thinking principles to create a platform that connects travellers with unique accommodations worldwide. The founders of Airbnb, Brian Chesky, Joe Gebbia, and Nathan Blecharczyk, started by identifying a problem: the cost and lack of personalisation in traditional lodging.

They conducted in-depth user research by staying in their own listings and collecting feedback from both hosts and guests. This empathetic approach allowed them to design a platform that not only met the needs of travellers but also empowered hosts to provide personalised experiences. 

Airbnb's intuitive website and mobile app interface, along with its robust review and rating system, instil trust and transparency, making users feel comfortable choosing from a vast array of properties. Furthermore, the "Experiences" feature reflects Airbnb's commitment to immersive travel, allowing users to book unique activities hosted by locals. 

Case Study 2.  Apple    

Apple Inc. has consistently been a pioneer in  Design Thinking, which is evident in its products, such as the iPhone. One of the best Design Thinking Examples from Apple is the development of the iPhone's User Interface (UI). The team at Apple identified the need for a more intuitive and user-friendly smartphone experience. They conducted extensive research and usability testing to understand user behaviours, pain points, and desires.   

The result? A revolutionary touch interface that forever changed the smartphone industry. Apple's relentless focus on the user experience, combined with iterative prototyping and user feedback, exemplifies the power of  Design Thinking in creating groundbreaking products.    

Apple invests heavily in user research to  anticipate what customers want before they even realise it themselves. This empathetic approach to design has led to groundbreaking innovations like the iPhone, iPad, and MacBook, which have redefined the entire industry.  

Case Study 3. Netflix  

Netflix, the global streaming giant, has revolutionised the way people consume entertainment content. A major part of their success can be attributed to their effective use of Design Thinking principles.

What sets Netflix apart is its commitment to understanding its audience on a profound level. Netflix recognised that its success hinged on offering a personalised, enjoyable viewing experience. Through meticulous user research, data analysis, and a culture of innovation, Netflix constantly evolves its platform. Moreover, by gathering insights on viewing habits, content preferences, and even UI, the company tailors its recommendations, search algorithms, and original content to captivate viewers worldwide.

Furthermore, Netflix's iterative approach to Design Thinking allows it to adapt quickly to shifting market dynamics. This agility proved crucial when transitioning from a DVD rental service to a streaming platform. Netflix didn't just lead this revolution; it shaped it by keeping users' desires and behaviours front and centre. Netflix's commitment to Design Thinking has resulted in a highly user-centric platform that keeps subscribers engaged and satisfied, ultimately contributing to its global success.  

Case Study 4. Uber Eats     

Uber Eats, a subsidiary of Uber, has disrupted the food delivery industry by applying Design Thinking principles to enhance user experiences and create a seamless platform for food lovers and restaurants alike.  

One of  UberEats' key innovations lies in its user-centric approach. By conducting in-depth research and understanding the pain points of both consumers and restaurant partners, they crafted a solution that addresses real-world challenges. The user-friendly app offers a wide variety of cuisines, personalised recommendations, and real-time tracking, catering to the diverse preferences of customers.  

Moreover,  UberEats leverages technology and data-driven insights to optimise delivery routes and times, ensuring that hot and fresh food reaches customers promptly. The platform also empowers restaurant owners with tools to efficiently manage orders, track performance, and expand their customer base. 

Case Study  5 . IBM    

IBM is a prime example of a large corporation successfully adopting Design Thinking to drive innovation and transform its business. Historically known for its hardware and software innovations, IBM recognised the need to evolve its approach to remain competitive in the fast-paced technology landscape.   

IBM's Design Thinking journey began with a mission to reinvent its enterprise software solutions. The company transitioned from a product-centric focus to a user-centric one. Instead of solely relying on technical specifications, IBM started by empathising with its customers. They started to understand customer’s pain points, and envisioning solutions that genuinely addressed their needs. 

One of the key elements of IBM's Design Thinking success is its multidisciplinary teams. The company brought together designers, engineers, marketers, and end-users to collaborate throughout the product development cycle. This cross-functional approach encouraged diverse perspectives, fostering creativity and innovation. 

IBM's commitment to Design Thinking is evident in its flagship projects such as Watson, a cognitive computing system, and IBM Design Studios, where Design Thinking principles are deeply embedded into the company's culture. 

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Case Study 6. Oral-B’s electric toothbrush

Oral-B, a prominent brand under the Procter & Gamble umbrella, stands out as a remarkable example of how Design Thinking can be executed in a seemingly everyday product—Electric toothbrushes. By applying the Design Thinking approach, Oral-B has transformed the world of oral hygiene with its electric toothbrushes.  

Oral-B's journey with Design Thinking began by placing the user firmly at the centre of their Product Development process. Through extensive research and user feedback, the company gained invaluable insights into oral care habits, preferences, and pain points. This user-centric approach guided Oral-B in designing electric toothbrushes that not only cleaned teeth more effectively but also made the entire oral care routine more engaging and enjoyable.  

Another of Oral-B's crucial innovations is the integration of innovative technology into their toothbrushes. These devices now come equipped with features like real-time feedback, brushing timers, and even Bluetooth connectivity to sync with mobile apps. By embracing technology and user-centric design, Oral-B effectively transformed the act of brushing teeth into an interactive and informative experience. This has helped users maintain better oral hygiene.  

Oral-B's success story showcases how Design Thinking, combined with a deep understanding of user needs, can lead to significant advancements, ultimately improving both the product and user satisfaction.

Case Study 7. IDEO  

IDEO, a Global Design Consultancy, has been at the forefront of Design Thinking for decades. They have worked on diverse projects, from creating innovative medical devices to redesigning public services.

One of their most notable Design Thinking examples is the development of the "DeepDive" shopping cart for a major retailer. IDEO's team spent weeks observing shoppers, talking to store employees, and prototyping various cart designs. The result was a cart that not only improved the shopping experience but also increased sales. IDEO's human-centred approach, emphasis on empathy, and rapid prototyping techniques demonstrate how Design Thinking can drive innovation and solve real-world problems.   

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Case Study  8 .  Tesla  

Tesla, led by Elon Musk, has redefined the automotive industry by applying Design Thinking to Electric Vehicles (EVs). Musk and his team identified the need for EVs to be not just eco-friendly but also desirable. They focused on designing EVs that are stylish, high-performing, and technologically advanced. Tesla's iterative approach, rapid prototyping, and constant refinement have resulted in groundbreaking EVs like the Model S, Model 3, and Model X.    

From the minimalist interior of their Model S to the autopilot self-driving system, every aspect is meticulously crafted with the end user in mind. The company actively seeks feedback from its user community, often implementing software updates based on customer suggestions. This iterative approach ensures that Tesla vehicles continually evolve to meet and exceed customer expectations .   

Moreover, Tesla's bold vision extends to sustainable energy solutions, exemplified by products like the Powerwall and solar roof tiles. These innovations  showcase Tesla's holistic approach to Design Thinking, addressing not only the automotive industry's challenges but also contributing to a greener, more sustainable future.   

Case Study 9. GE Healthcare 

GE Healthcare is a prominent player in the Healthcare industry, renowned for its relentless commitment to innovation and design excellence. Leveraging Design Thinking principles, GE Healthcare has consistently pushed the boundaries of medical technology, making a significant impact on patient care worldwide.  

One of the key areas where GE Healthcare has excelled is in the development of cutting-edge medical devices and diagnostic solutions. Their dedication to user-centred design has resulted in devices that are not only highly functional but also incredibly intuitive for healthcare professionals to operate. For example, their advanced Medical Imaging equipment, such as MRI and CT scanners, are designed with a focus on patient comfort, safety, and accurate diagnostics. This device reflects the company's dedication to improving healthcare outcomes.  

Moreover, GE Healthcare's commitment to design extends beyond the physical product. They have also ventured into software solutions that facilitate data analysis and Patient Management. Their user-friendly software interfaces and data visualisation tools have empowered healthcare providers to make more informed decisions, enhancing overall patient care and treatment planning.

Case Study 10. Nike 

Nike is a global powerhouse in the athletic apparel and Footwear industry. Nike's journey began with a simple running shoe, but its design-thinking approach transformed it into an iconic brand.

Nike's Design Thinking journey started with a deep understanding of athletes' needs and desires. They engaged in extensive user research, often collaborating with top athletes to gain insights that inform their product innovations. This customer-centric approach allowed Nike to develop ground breaking technologies, such as Nike Air and Flyknit, setting new standards in comfort, performance, and style.

Beyond product innovation, Nike's brand identity itself is a testament to Design Thinking. The iconic Swoosh logo, created by Graphic Designer Carolyn Davidson, epitomises simplicity and timelessness, reflecting the brand's ethos.  

Nike also excels in creating immersive retail experiences, using Design Thinking to craft spaces that engage and inspire customers. Their flagship stores around the world are showcases of innovative design, enhancing the overall brand perception.

Lessons learned from Design Thinking Case Studies

The Design Thinking process, as exemplified by the success stories of IBM, Netflix, Apple, and Nike, offers valuable takeaways for businesses of all sizes and industries. Here are three key lessons to learn from these Case Studies:  

1)   Consider the b ig p icture   

Design Thinking encourages organisations to zoom out and view the big picture. It's not just about solving a specific problem but understanding how that problem fits into the broader context of user needs and market dynamics. By taking a holistic approach, you can identify opportunities for innovation that extend beyond immediate challenges. IBM's example, for instance, involved a comprehensive evaluation of their clients' journeys, leading to more impactful solutions.  

2)  Think t hrough a lternative s olutions   

One of the basic principles of Design Thinking is ideation, which emphasises generating a wide range of creative solutions. Netflix's success in content recommendation, for instance, came from exploring multiple strategies to enhance user experience. When brainstorming ideas and solutions, don't limit yourself to the obvious choices. Encourage diverse perspectives and consider unconventional approaches that may lead to breakthrough innovations.  

3)  Research e ach c ompany’s c ompetitors   

Lastly, researching competitors is essential for staying competitive. Analyse what other companies in your industry are doing, both inside and outside the realm of Design Thinking. Learn from their successes and failures. GE Healthcare, for example, leveraged Design Thinking to improve medical equipment usability, giving them a competitive edge. By researching competitors, you can gain insights that inform your own Design Thinking initiatives and help you stand out in the market.  

Incorporating these takeaways into your approach to Design Thinking can enhance your problem-solving capabilities, foster innovation, and ultimately lead to more successful results.  

Conclusion    

Design Thinking is not limited to a specific industry or problem domain; it is a versatile approach that promotes innovation and problem-solving in various contexts. In this blog, we've examined successful Design Thinking Case Studies from industry giants like IBM, Netflix, Apple, Airbnb, Uber Eats, and Nike. These companies have demonstrated that Design Thinking is a powerful methodology that can drive innovation, enhance user experiences, and lead to exceptional business success.   

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Frequently Asked Questions

Design Thinking Case Studies align with current market demands and user expectations by showcasing practical applications of user-centric problem-solving. These Studies highlight the success of empathetic approaches in meeting evolving customer needs.

By analysing various real-world examples, businesses can derive vital insights into dynamic market trends, creating innovative solutions, and enhancing user experiences. Design Thinking's emphasis on iterative prototyping and collaboration resonates with the contemporary demand for agility and adaptability.

Real-world examples of successful Design Thinking implementations can be found in various sources. For instance, you can explore several Case Study repositories on Design Thinking platforms like IDEO and Design Thinking Institute. Furthermore, you can also look for business publications, such as the Harvard Business Review as well as Fast Company, which often feature articles on successful Design Thinking applications.

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Our Leadership Training blogs covers a range of topics related to Design Thinking, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Design Thinking skills, The Knowledge Academy's diverse courses and informative blogs have you covered.

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The Ultimate Product Design Case Study Template

Learn how to write a product design case study that tells the story of your work and shows off your skills. Use our case study template to get started!

Written by Dribbble

Published on Oct 26, 2022

Last updated Mar 11, 2024

As a product designer, you might spend most of your time on user research, functionality, and user testing. But if you want to grow a successful product design career, you also need to present your work in a compelling way. This guide explains how to write a product design case study that makes other people want to hire you. It also includes several examples of amazing case studies to inspire you along with tips from senior designers and mentors from the Dribbble community.

What is a product design case study?

A product design case study is an in-depth analysis of a particular product or project, aimed at showcasing your design process, challenges, and outcomes. It usually includes information about who was involved in the project, the goals and objectives, research and ideation processes, design decisions and iterations, and the final product’s impact on the user and the market.

A product design case study is an in-depth analysis of a product or project, aimed at showcasing your design process, challenges, and outcomes.

Case studies provide a comprehensive understanding of the product design process, from the initial ideation to the final launch, highlighting the key factors that led to its success or failure. Product design case studies also showcase your design skills to prospective clients and employers, making it an important part of your product design portfolio .

What is the goal of a product design case study?

If you’re a designer growing your career, the main goal of your product design case studies is to share your design thinking process with hiring managers or prospective clients. Adding at least one case study to your product design portfolio can help you convince someone that you have the creativity and technical skills needed to solve their problems.

It’s one thing to list on your product design resume that you’re capable of designing high-fidelity prototypes, but it’s another to show exactly how you’ve helped other businesses overcome design-related challenges. A well-written case study shows design managers that you have experience with prototyping, animations, wireframes, user testing, and other tasks, making it easier to land a product design interview , or even better, a job offer.

What makes a good product design case study?

To make your case study as appealing as possible, make sure it checks all the right boxes.

A great product design case study:

• Tells a story
• Makes text and visuals come together to show how you added value to the design project
• Shows that you made important decisions
• Gives readers an understanding of your thought process
• Clearly defines the problem and the result
• Shows who you are as a designer

Product design case study template ✏️

Ready to start your next case study? Use our product design case study template created by Lead Product Designer @KPMG Natalia Veretenyk . Natalia is also a design mentor in Dribbble’s Certified Product Design Course helping new and seasoned product designers build their skills!

1. Project overview

Provide some background on the client featured in your case study. If you didn’t actually work with a client and are showcasing a course project, you can still provide context about the product or user you are designing for. Explain the design problem and describe what problem you were trying to solve.

Here’s an example: “ABC Company was selling 10,000 subscriptions per month, but its churn rate was over 35% due to a design flaw that wasn’t discovered during usability testing. The company needed to redesign the product to reduce its churn rate and increase user satisfaction.”

2. User research

Your case study should include some information about the target users for the project. This can help prospective clients or employers feel more comfortable about your ability to design products that appeal to their customers.

To include user research in your case study, start by explaining the methods used to collect data. This could be through surveys, interviews, user testing, or other methods. You should also explain the tools used to analyze and interpret the data, such as persona development or journey mapping .

You can also include information about the target audience itself. This can include demographic information like age, gender, location, education, and income. You should also mention any other relevant information about the user base, such as their interests, habits, or pain points.

3. Ideating, wireframes, & prototyping

In this section, describe how you brainstormed ideas, created wireframes, and built prototypes to develop your product design. Be sure to explain the tools and techniques you used, such as sketching, whiteboarding, or digital software like Figma or Adobe XD. Also, highlight any challenges you faced during this process and how you overcame them.

Include multiple images here to show the evolution of your design, showing the first and second rounds of iterations.

4. Visual design

Next, explain how you translated your wireframes and prototypes into a visually appealing design. Discuss your design choices, such as color schemes, typography, and imagery, and explain how they support the user experience. Include high-quality visuals of your final design and any design system or style guide you created. Lead Product Designer & Design Mentor Natalia Veretenyk recommends showcasing 4-10 main key mockup screens.

5. Usability testing

Write a short introduction to the usability testing you conducted and summarize your usability test findings. Explain the methods you used to conduct user testing, such as remote testing, in-person testing, or A/B testing. Describe the feedback you received from users and any changes you made to the design based on that feedback. If you didn’t have time to make any changes, write notes on what you might try next.

6. Outcomes and results

In this final section, you should summarize the impact of your design on the user and the business. Write up what you learned throughout the project. Insert 1 or 2 sentences summarizing the impact of your design on the user and the business. Include any relevant metrics, such as increased user engagement, higher conversion rates, or improved customer satisfaction.

As a bonus, you can also reflect on the design process and any lessons learned. This shows prospective clients and employers your ability to learn from your experiences and continuously improve your design skills.

Product design case study examples

If you need a little inspiration, check out the product design case study examples below. The designers did a great job explaining their design decisions and showing off their skills.

Instabook App by Tiffany Mackay

Tiffany Mackay’s Instabook case study starts out strong with a concise description of the client. She also includes a clear description of the design challenge: creating a social platform for authors, publishers, and readers. The case study includes wireframes and other visuals to show readers how Mackay developed new features and refined the tool’s overall user experience.

• View the full case study

Crypto App by Brittney Singleton

The Crypto App case study is an excellent example of how to create a case study even if you don’t have much paid experience. Brittney Singleton created the Crypto App as a project for one of Dribbble’s courses, but she managed to identify a problem affecting the crypto marketplace and come up with a solution. Singleton’s case study contains plenty of visuals and explains the decisions she made at each stage of the project.

PoppinsMail by Antonio Vidakovik

Antonio Vidakovik’s case study has some of the best visuals, making it a great example to follow as you work on your portfolio. His user flow charts have a simple design, but they feature bright colors and succinct descriptions of each step. Vidakovik also does a good job explaining his user interface design decisions.

Super Walk by Micah Lanier

Micah Lanier offers a textbook example of an effective UX case study. It starts out with a quick overview of the client and a description of their problem. Micah also provides a detailed overview of the steps he took to identify user pain points, brainstorm solutions, and test several iterations before delivering a finished product. The Super Walk case study also includes plenty of visuals to show readers how the product evolved from the beginning to the end of the design process.

To the Park by Evangelyn

Evangelyn’s case study is another example of how you can show off your skills even if you don’t have years of professional experience. She created the To the Park app as a part of Dribbble’s Certified Product Design Course, so she had plenty of opportunities to create appealing visuals and conduct user testing. Her product design case study explains exactly how her design solves the initial challenge she identified.

How many case studies should I include in my product design portfolio?

If you have minimal experience, aim for two or three case studies. Like many junior product designers, you can use projects from a product design course you’ve completed if you don’t have a lot of professional experience. More experienced product designers should have up to five. Too many case studies can be overwhelming for recruiters, so don’t feel like you need to include dozens of projects.

Grow your product design portfolio 

To get more product design jobs , try adding at least one product design case study to your portfolio website. Case studies include real-world examples of your work, making it easier for prospective clients and employers to assess your abilities. They’re different from resumes because they show people exactly what you can do instead of just listing your skills, making it more likely that you’ll get hired.

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Product Thinking: The Mindset Driving Successful Products

Product thinking is emerging as a crucial skill for building great digital products in the modern technology landscape. With consumers demanding exceptional digital experiences , having a product-focused mindset can give companies an edge. This article explores what product thinking encompasses, why it matters, and how organisations can nurture it.

Table of Contents

What Exactly is Product Thinking?

Product thinking is a mindset that puts the product at the heart of technology strategy and decision-making. It involves having an intuitive understanding of the product, users' needs, the market landscape, and business objectives. Product thinkers have a user-centric perspective, a vision for the product experience, and a passion for bringing ideas to life.

Critical Aspects of Product Thinking

Product thinking encompasses several interrelated aspects:

• User Empathy – Deeply understanding users' needs, pain points, and desires regarding a product. Product thinkers advocate for the user throughout the product development process.
• Product Vision – Having a clear strategic vision for the product aligned with company goals and user needs. This shapes a compelling product story .
• Business Sense – Grasping business objectives like growth, revenue, and profitability goals. Product decisions balance user needs with business viability.
• Technical Know-How – Understanding technical possibilities, limitations, and tradeoffs to inform product decisions. There is no need to be able to code, but technological literacy helps.
• Design Orientation – Valuing simple, intuitive, and cohesive product experiences based on design principles and paying attention to aesthetics and micro-interactions.
• Research Focus – Making product decisions and choices backed by qualitative and quantitative data via research, relying on facts over hunches or gut feeling alone.
• Iteration Mindset – Viewing product building as an iterative process based on continuously learning from users and the market, being comfortable with constant change.

With these well-developed aspects, product thinkers guide products to success.

• R. Dutt (Author)
• English (Publication Language)
• 216 Pages – 09/28/2021 (Publication Date) – Berrett-Koehler Publishers (Publisher)

The Goals of Product Thinking

Product thinkers aim to:

• Deeply understand target users and what delights them
• Identify market opportunities and customer pain points
• Envision solutions that solve real problems for real people
• Continuously experiment, learn, and improve product-market fit

The critical goals of product thinking include:

• Building products that customers love and meaningfully improve lives
• Creating excellent user experiences that drive adoption and retention
• Shipping high-quality products quickly in an iterative fashion
• Generating business value by increasing critical metrics like revenue, engagement, and growth

Ultimately, product thinking focuses on the customer first and obsesses about their needs, goals, behaviours, and jobs to be done. This leads to human-centred products that provide tangible value.

Why Product Thinking Matters More Than Ever

Several key factors make product thinking an indispensable skill in today's digital landscape:

The Experience Economy Has Arrived

We live firmly in the “experience economy” era, where digital products must deliver outstanding end-to-end experiences to delight users . Product quality and polish matter more than ever. Companies need product thinkers to craft these seamless experiences.

Fierce Competition Everywhere

Burgeoning competition exists across almost all digital product categories like apps, software, devices, and platforms. Strong product thinking helps companies differentiate themselves. It enables them to understand users deeply and create products tailored to their needs.

Rapid Pace of Technology Innovation

Technology keeps advancing at a blazing pace, bringing new possibilities and complexity. Companies need product thinkers who grasp technical potential but stay grounded in user needs to harness this innovation and complexity.

Demand for Constant Iteration

The market demands rapid iteration of digital products based on user data and feedback. Product thinkers recognise this imperative to evolve products using an iterative, user-driven approach constantly.

With these realities now universal, product thinking matters more than ever. Companies need product thinkers leading product development to succeed in crowded, dynamic, experience-driven markets.

Core Responsibilities of a Product Thinker

Product thinkers play a hybrid role, combining different responsibilities:

• Lead overall product strategy – define product vision and high-level game plan
• Conduct user research – gain qualitative insights about user needs
• Perform data analysis – extract user needs and market trends from data
• Translate research into product requirements – capture essential user workflows/jobs-to-be-done
• Prioritise and shape product roadmap – sequence implementation to balance user value, development effort, and business goals.
• Drive product design – specify user flows, wireframes, prototypes
• Guide technical development – ensure alignment with product direction
• Coordinate effective launch – drive marketing messaging , sales enablement, etc.
• Monitor product success metrics – track critical indicators of business and user impact.
• Champion continuous iteration – use feedback and data to guide ongoing improvements

This wide-ranging role draws on diverse skills – strategic thinking, user empathy, data literacy, design orientation, and technical communication. Top-notch product thinkers master the blend of capabilities needed to excel.

Traits of Effective Product Thinkers

What behaviours and qualities set great product thinkers apart? Based on patterns observed, these characteristics consistently emerge:

User Advocates

• Live and breathe users – obsessed with understanding user needs
• Doubt solutions lacking user validation
• Relentless user focus but also grasp business realities

Intentional Learners

• Insatiably curious – constantly questioning and researching
• Embrace uncertainty – comfortable not having all the answers
• Evidence-driven – letting data and research guide decisions

Systems Thinkers

• Firm grasp of connections between parts of a product
• Anticipate downstream impacts of upstream product changes

Inspirational Leaders

• Rally people around a compelling product vision
• Instill a sense of purpose and priority in teams
• Encourage by example – dogfooding products, user research

Comfortable with Change

• View product development as a continuum, not a destination
• Receptive to changing course based on user feedback
• Willingness to iterate, experiment, take risks

Business & Technical Bilinguals

• Fluent in user needs but also business numbers
• Grasp technical landscape and tradeoffs but stay anchored in user jobs-to-be-done

Cultivating these behaviours helps product thinkers thrive.

• Audible Audiobook
• David H. DeWolf (Author) – David H. DeWolf, Jessica S. Hall (Narrators)
• 08/30/2019 (Publication Date) – Lioncrest Publishing (Publisher)

Best Practices for Nurturing Product Thinkers

How can companies nurture more people and teams with solid product thinking? Some proven approaches:

Make User Data Ubiquitous

• Embed usage analytics tools product-wide
• Build user research repository – store findings centrally
• Democratise data access – don't silo insights
• Promote data literacy – educate teams on working with data

Preach User Focus

• Set user-centric OKRs derived from research
• Require every product proposal to include user problems and validation
• Share compelling user stories and verbatims across the company
• Show examples linking product changes to user feedback

Provide Method Training

• Offer courses in Lean and Design Thinking
• Conduct hands-on workshops focused on product skills like interviewing, prototyping, usability testing
• Develop frameworks capturing best practices

Build Tensions

• Constructively debate solutions in meetings
• Play devil's advocate – argue alternative interpretations of data; user needs
• Be transparent on success metrics but flexible on solutions
• Challenging ideas leads to better outcomes

Encourage Cross-functional Collaboration

• Include people across functions – engineering, design, product, and marketing – in crucial user studies and planning activities.
• Build hybrid roles like product designer that bridge disciplines
• Co-locate teams when possible

Lead by Example

• Execs must make user research and data central to their decision-making
• Leaders should exhibit key behaviours – user advocacy and evidence-based choices.
• Spotlight teams/individuals demonstrating strong product thinking

Making product thinking ubiquitous pays dividends in the form of flourishing, differentiated products .

Pitfalls to Avoid with Product Thinking

While powerful, product thinking has risks if not wielded carefully. Teams should sidestep these pitfalls:

Designing for Oneself

When product thinkers assume “I am the user”, solutions cater to personal preferences rather than user needs. Avoid relentlessly seeking broad user perspectives.

The HiPPO Trap

HiPPO stands for “Highest Paid Person's Opinion” – making decisions based on executive edicts versus user data—counter by democratising data access and requiring research to back proposals.

Misusing Data

Metrics give incomplete pictures without the “why” behind numbers. Combine quantitative data with qualitative insights from research. Don't let data drive products astray from meeting user needs.

Oversimplifying Users

Categorising users into restrictive personas can pigeonhole thinking. Seek diversity of user inputs to avoid one-dimensional perspectives.

Neglecting Accessibility

Failing to consider those with disabilities or access limitations excludes segments from using products. Build inclusive mindsets through exposure to diverse users.

Valuing Potential Over Problem

For technology's sake, cool technology won't necessarily solve real user problems. Ground ideas in concrete user needs, not just technological possibility.

Forewarned is forearmed against these pitfalls!

• Lewrick, Michael (Author)
• 352 Pages – 03/09/2022 (Publication Date) – Wiley (Publisher)

Measuring Product Thinking Impact

Quantifying the impact of product thinking helps justify investment and improve approaches over time. Valuable metrics to track include:

User Value Metrics

How does the product deliver value for users?

• User satisfaction score
• Net Promoter Score
• Engagement metrics like DAU/WAU for mobile apps
• Support ticket volume
• User Feedback

Business Value Metrics

What is the product's business impact?

• Revenue growth %
• Sales cycle time
• Conversion rates across funnels
• Lowered customer acquisition costs
• Increased retention rates

Team Impact Metrics

How has product thinking changed team dynamics?

• Number of user interviews conducted
• Hours spent actively user testing
• Number of concepts prototyped
• User data shared across functions
• Cross-functional participation in planning

Individual Capability Metrics

Have unique skills advanced?

• Employees passing product certifications.
• Employee NPS/engagement scores
• Self-assessed talent benchmarks

Process Change Metrics

How have processes progressed?

• User research integrated into the development process
• Data-driven prioritisation of roadmaps
• New frameworks adopted (e.g. Jobs To Be Done)

Tracking metrics across categories comprehensively shows product thinking's evolution and outcomes.

Key Models in Product Thinking

Several fundamental models provide frameworks for product thinkers to structure and drive product discovery, delivery, and growth. Common models include:

Opportunity Assessment Models

• Jobs-to-Be-Done – Defines the underlying process customers are trying to achieve and the functional, social, and emotional dimensions involved. Enables insights on paradigms like “hire” and “fire” moments.
• Market Opportunity Analysis – Examines market landscape, customer segments, use cases, buyer personas, served/underserved needs, jobs-to-be-done, and serviceable addressable market size—grounds opportunities in data.
• Competitive Landscape Analysis – Analyzes strengths and weaknesses of competitors, market categories, business models , GTM strategies, and product offerings. Highlights gaps and risks.

Execution Models

• Lean Startup Method – Focuses on ideating MVPs, rapid build-measure-learn iteration fueled by customer feedback , and evidence-based decisions about product-market fit before scaling. Accelerates learning.
• Dual Track Agile – Separates discovery and delivery workstreams to enable continuous exploration without slowing production releases. Aligns with Agile rituals like sprints and standups.
• Outcome-Based Roadmapping – Roadmaps solutions and release plans oriented around driving critical customer and business outcomes vs. outputs like features. Maintains alignment to vision.

Case Study: How Peloton Cultivated Product Thinkers

At-home fitness company Peloton provides an instructive case study in instilling product thinking across the organisation. Peloton is known for its category-leading exercise bikes/treadmills and digital classes, delivering a premium user experience .

Here are vital ways Peloton fostered product excellence company-wide:

Leaders as Chief Users

Peloton's executives, including CEO John Foley, use the product religiously. Their firsthand user perspective informs decisions.

Interdisciplinary Teams

Engineers collaborate closely with instructors on technology and content innovations, while designers focus on end-user needs.

Continuous User Feedback Loops

Peloton members provide extensive feedback fueling rapid iteration cycles. The company releases updated hardware, software, and classes constantly.

Ongoing Skills Training

Peloton provides boot camps to employees on skills like design thinking, customer journey mapping, and raising overall product/user IQ.

Laser Focus on Delighting Users

Customer support teams fix issues quickly, surprising users with care packages if deliveries fall short of expectations. The user is always right.

With fanatical attention to satisfying users, Peloton offers an inspirational blueprint for product excellence through people and processes.

Predictions for the Future of Product Thinking

Several trends will shape product thinking over the next five years:

• A Seat at the Executive Table – The product's strategic value will be recognised more, giving product leaders increased influence over company direction sitting alongside CEOs and CFOs.
• Rising Importance of Discover Research – There will be more significant investments in the upfront discovery of customer needs and product opportunities to de-risk development costs and enhance product-market fit likelihood before building.
• Agile and Lean Ubiquity – Agile, lean, and customer-driven development will become mandatory as the days of monolithic, multi-year releases are over. MVP iteration is the new normal.
• Platform-First Approaches – Companies will orient product portfolios around flexible platforms, APIs, cloud services, and developer ecosystems rather than just standalone applications to boost productivity .
• Mainstreaming of Jobs-To-Be-Done – Jobs-to-be-done will eclipse demographics and buyer personas as the dominant framework for uncovering the deeper motivations and hiring criteria guiding customer purchase decisions.
• Internal Coaching Mandates – More product managers will coach executives, sales teams, marketing staff, and support agents on customer perspectives to propagate empathy and outside thinking.
• Rapid Concept Testing – Products will test bolder concepts earlier with customers using realistic interactive prototypes, not just static mockups . This fails fast, learns faster, and doubles down on what resonates.
• Curiosity Focus – Curiosity will be nurtured as a core cultural value and competency within product teams to separate great and good product thinkers. Curiosity expands possibilities.

Product thinking will continue advancing as the critical driver of human-centred products that balance business value and delightful customer experiences. Companies investing in product capability will have the edge.

In today's crammed digital marketplace, product thinking gives companies an edge by ensuring close alignment between user desires and product experiences. Product thinkers blend strategic orientation, user empathy, technical literacy and business savvy to craft differentiated solutions. By democratising access to user data, promoting cross-functional collaboration, and developing critical skills across the organisation, companies can nurture product thinking to drive enduring product market fit and user delight.

Frequently Asked Questions

How technical do product thinkers need to be.

Deep technical skills like coding aren't required, but comfort in grasping technical concepts helps product thinkers discuss tradeoffs with engineers and guide development.

What backgrounds make good product thinkers?

Varied experience in design, engineering and marketing breeds strong product thinkers, but specialised training is also valuable. Cognitive empathy and curiosity are crucial.

How large should a product team be to benefit from this approach?

Small startups can be agile in adopting product thinking, but larger companies have more data and people to leverage. The key is executive buy-in.

How can companies align roles like UX designers into a product thinking model?

Integrate them into cross-functional squads focused on specific product areas. Build T-shaped skills. Provide training in product methods.

Which metrics are most important for assessing product thinking ROI?

User satisfaction scores, conversion funnel metrics, retention rates, and revenue growth % indicate how product thinking influences user and business value.

Last update on 2024-07-14 / Affiliate links / Images from Amazon Product Advertising API

Stuart Crawford

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The Accidental Design Thinker

Bringing Design Thinking to All

40 Design Thinking Success Stories

I’m incredibly optimistic of the power of DT but also always on the lookout for design thinking success stories and examples. As I’ve shared my knowledge of design thinking with others, I’ve frequently been asked how often it delivers demonstrable results and how broadly it can be applied. Below is my collection of design thinking success stories that have helped reinforce my conviction that design thinking can deliver incredibly powerful results and be applicable to everyone.

Consumer Packaged Goods

• Designing a Simplified IoT Electric Toothbrush
• Indra Nooyi HBR Design Thinking Interview
• Using Design Thinking to Guide Product Development for Oil of Olay Brand
• Design Thinking for K-12 Educators
• Great Fast Co Design Article on Teaching Kids DT
• Design Thinking STEAM School Case Study
• Awesome Case of Designing an Entire High School Via Design Thinking
• Dense but Rich Dissertation of Use of Design Thinking in a School District
• The Power of Empathy in the Elementary Classroom

Financial Services

• Click Link & Scroll Down for Bank of America Case Profile
• How ABN AMRO Leverages Design Thinking
• 3 Banks Integrating Design Into Customer Experience
• Evolution of Design Thinking in Deutsche Bank’s IT Division
• Bank of Ireland’s Lesley Tully on the Value of Design Thinking
• GE Healthcare – From Terrifying to Terrific
• NY Times – Design Thinking for Doctors & Nurses
• Design Thinking in Healthcare – Schizophrenia
• Design Thinking Lessons from Mayo Clinic
• Design Thinking at Stanford University Medicine
• Design Thinking Case Studies in Journalism
• Why Design Thinking & Journalism Go Together

Non-Profit/NGOs

• Design Thinking & Winnebago at GGRC for Better Service
• Collection of Design Thinking Case Studies from Museums
• Improving Quality of Life for the Elderly Via Better Food Service
• Mobisol’s Use of Design Thinking for Solar Energy
• Leveraging Design Thinking in Cambodia Video
• How Nike Became a Fashion Powerhouse Through Design
• Nordstrom Innovation Lab Video Profile
• Popular Airbnb Design Thinking Success Story
• Innovation at Apple – Design Thinking Case Study
• IBMs Design Centered Strategy
• Design Thinking at IBM
• Google’s 3 Step Process for Generating Innovative Ideas
• Intuit’s Designing for Delight
• How the Uber Eats Team Designs
• Design Thinking in Action at SAP

Transportation

• Cool Step by Step Case of Applying DT to a Common Challenge for Travelers
• How Makassar Plans To Use Design Thinking to Improve Transport

Self-Improvement

• Designing Your Life Through Design Thinking – My Personal Story
• NY Times – Design Thinking for a Better You
• Stanford professor’s Take on How DT Can Help You Lose Weight, Stop Worrying, & Change Your Life
• Designing Your Life – Insight into the Most Popular Class at Stanford!

If you’re at the beach and would rather read an actual book full of design thinking case studies, I’d recommend ‘Solving Problems with Design Thinking: Ten Stories of What Works’ by Jeanne Lietdka.

In summary, there are plenty of available and powerful design thinking success stories, that will hopefully increase your conviction in the strength of DT. I’m always on the lookout for new examples and will continue to add to this list. Please don’t hesitate to share any great examples that I’m missing and continue to check back in as this list grows in size!

Interested in expanding your design thinking mindset and skills?  Click here for my collection of design thinking tools and resources!

• Category: Design Thinking , Innovation , Marketing & Branding
• Tag: Best Practices , Case Studies , Design , Design Thinking , Innovation , Success Stories

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accidentalDT- thank you for sharing so much amazing resources on your site.

[…] Be an Advocate for Design Thinking – Know, believe, share, and celebrate the success stories of design thinking. Here are 40 design thinking stories that will help make anyone a believer […]

[…] Check out my collection in the Self-Improvement section of 40 Design Thinking Success Stories! […]

[…] It was wonderful hearing case studies to supplement the research I’ve conducted on design thinking success stories. […]

Thank you for your valuable contribution to Design Thinkers!

My pleasure Denise! Thank you for your kind words and for visiting my site; it means a ton to me!

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Design Thinking Case Study Index

Welcome to the Design Thinking Case Study Index. There are many Design Thinking Case Studies on the internet. Many are retrofitted descriptions of what occurred, rather than evidence of the Design Thinking process in action. In order to bring a higher standard to the practice of Design Thinking, we require stronger evidence and rigor. Only members can post and must provide strong evidence in the Design Thinking Case Study that the Design Thinking process was used to create the original idea for the product or service solution. The criteria that needs to be proved to make your project a Design Thinking Case Study are:

• Evidence of an empathic human/user centered approach in the research phase
• Evidence of rapid prototyping
• Evidence of user testing of early prototypes
• Evidence of cross functional collaboration during the process

The Design Thinking Case Study Index is arranged according to market or industry verticals to help you find relevant Case Studies for your industry.

THE DESIGN THINKING CASE STUDY INDEX

• Bank of America Helps Customers Keep the Change - IDEO
• Bank of America: Keep the Change  - an HBR Case Study
• Bank of America Keep the Change - thisisdesignthinking.com
• How to Use Design Thinking to Make Great Things Actually Happen
• Co-designing OTP Bank's Strategic Plan for Success
• Société Générale's Time Tracking Nightmare Solved - Design Thinking Society
• The Total Economic Impact of IBM's Design Thinking Practice - IBM/Forrester
• The Strategic Importance of Design  - Fjord
• IDEO: Journey to Mastery - IDEO
• Improving School Experiences and Helping Teachers
• Transforming Constructivist Learning into Action: Design Thinking in Education
• Design Thinking in the Classroom: What can we do about Bullying? - Dr. Maureen Carroll
• Design Thinking in Education: Perspectives, Opportunities and Challenges  - Stefanie Panke
• Building Cape Town's Resilience Qualities - GreenCape
• Applying Design Thinking Internally - Meredith James

FAST MOVING CONSUMER GOODS (FMCG)

• The Features of Design Thinking in Fast Moving Consumer Goods Branding Development
• A Chain of Innovation the Creation of Swiffer
• Oral B: Putting the User at the Center of Innovation - Future Facility
• Design for Action: Mass Mutual and Intercorp Group (Peru)  - Tim Brown and Roger Martin
• E*Trade: From Idea to Investment in 5 Minutes.

GOVERNMENT/PUBLIC SERVICES

• Failure to Launch: Learning About Design the Hard Way - Australian Taxation Office
• The US Tax Forms Simplification Project  - US Government
• Redesigning The Employment Pass Application in Singapore  - Government of Singapore
• How is Design Thinking Reshaping Singapore - Government of Singapore
• Design Thinking in Public Engagement: Two Case Studies in British Columbia  - Dave Roberston
• India: Using Design Thinking to Enhance Urban Redevelopment  - Indian Government
• Making Calgary's Downtown a more Welcoming Place  - City of Calgary, Canada
• Capitalism Needs Design Thinking - Tim Brown and Roger Martin
• Making Government Work Better -  The White House Office of Science and Technology Policy (OSTP)
• Better Service Faster, a Design Case Study - The Golden Gate Regional Center
• Better Foodservice for the Elderly in Denmark - Hatch & Bloom
• Applying Design Thinking to Public Service Delivery - IBM
• The Lab at US Government, Office of Personnel Management (OPM) Field Guide  - US Government
• The Right Way to Lead Design Thinking - Denmark
• Design Thinking and Participation in Switzerland - Swiss Government
• How to Stimulate Innovation in Your Organization with Design Thinking - Municipalities of Aalborg and Rotterdam, Netherlands
• How SwipeSense Makes Hand Cleaning Easy - Northwestern University
• Using Design Thinking in Healthcare to Create an Emergency Pediatric Department  - Philips
• Design Thinking can Help Improve Care for the Elderly - IDEO
• How can a People Focus Bring Value to Healthcare?  - Philips
• Philips: Improving the Patient Experience
• Developing an App for Diabetes Type II
• Developing Environmental Sustainability Strategies
• 4 Case Studies in Healthcare: Nursing
• Mayo Clinic: Design Thinking in Healthcare
• The Use of Design Thinking in MNCH Programs in Ghana - Bill & Melinda Gates Foundation
• Tackling the Opioid Crisis at the Human and Systems Level  - Stanford Business School

HUMAN RESOURCES

• Design thinking disrupts HR, re-defines the HR function
• Design Thinking in HR at Deutche Telekom
• Transforming Life Insurance: McKinsey
• Bringing Design Thinking to the Insurance World

K-12 EDUCATION

• Design is to Doing as Learning is to Thinking - Design Learning Network

Following One School District's Approach to Innovation for the 21st Century  - Loraine Rossi de Campos

MEDIA & JOURNALISM

• The Guardian Using Design to Reaffirming Values
• Journalism Case Studies that Apply Design Thinking - Poynter
• The Guardian: Benefits of Design Thinking - The Design Council
• Selling the 'Smart Home' with an Immersive Retail Experience
• Using Design Thinking to help traditional German Butchers
• Self-Checkout: Improving Scan Accuracy through Design Thinking
• Designing Waste Out of the Food System
• Design Thinking in our Digital Product Creation Process
• Better Service Faster, A Design Thinking Case Study
• How we Design on the UberEATS Team

SOCIAL IMPACT

• IMPACT: A case study about Design Thinking for helping who help!  - Mattia Tamborini
• Clean Team In-Home Toilets for Ghana’s Urban Poor - IDEO
• Reinventing Solar Energy Supply for Rural Africa
• Asili: Addressing an Entire Ecosystem of Need in a Rural Community  - IDEO.org
• Saving Product X – A Design Thinking Case Study  - Paul Clayton Smith
• Scaling Design Thinking in the Enterprise: a 5 Year Case Study at Citrix
• B2B Design Thinking: Product Innovation when the User is a Network

TRANSPORTATION

• How we Design on the UberEATS Team
• Improving UX in Public Transportation
• IDEO: Using Design Thinking to Create a Better Car
• Design Thinking at Innogy: eCarSharing
• The Impact of Design Thinking on Innovation: A Case Studty at Scania IT

Product Thinking: Definition, Process, and Practicing Tools

10 min read

Product thinking is all about putting yourself in the other person’s (user) shoes. What do they want or need? Do they like certain colors? What makes them happy? How could you make their life easier?

Only by adopting a product-thinking mindset and following it as a process can you get to know your users better.

In this article, we cover the basics of product thinking: What it is, how to adopt it, and how to bring it to life to drive product-led growth . Let’s get started.

• Product thinking is the process of identifying problems and coming up with solutions by placing the user in the center. This practice also invites you to think of your business goals and current technology limitations.
• It’s crucial to install a product-thinking mindset in your business to influence design thinking. It also allows you to create user-centric designs, foster agile iteration, promote scalability, and enable continuous product learning.
• The process of product thinking starts by defining the problem. Then, you need to identify market opportunities, correlate them with business goals, and ideate possible solutions.
• To leverage product thinking in product development , you can:
• Conduct user research to understand their needs, through feedback surveys , interviews, and social listening.
• Identify and assess market opportunities, by researching market gaps and trends to tailor profitable products.
• Decide solutions and start building, start by developing an MVP to test early and iterate based on feedback.
• Undertake strategic planning and allocation of resources, and align them with business goals.
• Collect data for analytics, such as behavioral and sentiment data, to improve the product.
• Continuously iterate your product based on findings, by regularly refining the product based on user feedback.
• Use these problem space tools to practice a product thinking mindset:
• 5W1H. Ask who, what, when, where, why, and how to identify problems.
• The Mom Test . Conduct unbiased interviews to gain genuine user insights.
• Jobs-to-be-done framework. Identify and address user tasks and goals through interviews and surveys.
• Check out these solution space tools for product thinking:
• User stories . Share your user needs and desired outcomes in a structured story.
• Problem-solving methods. Explore approaches like minimizing, maximizing, transforming, combining, modifying, and substituting features.
• Value proposition canvas. Align your solution with customer values and needs by mapping out customer profiles and creating product value .
• Add native-feel product interventions and track their performance in the same place with Userpilot. Iterate and make changes as you go to drive product-led growth. Get a demo .

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What is product thinking?

Product thinking is the continuous process of identifying customer problems and finding solutions that make sense to them and the business. All, by having a strong understanding of your current technology limitations.

Why do product thinking skills matter?

Product thinking skills are important because they influence the product team’s decisions. Strong product thinking skills lead to:

• User-centric designs. When you adopt a product-thinking mindset, you can build experiences (UX) that serve user needs. This transforms product growth into product-led growth .
• Agile iteration and continuous discovery. For the user to have the last word, you need to test your product with real people, make changes based on their feedback, and test again. A product thinking approach supports (and understands) the need for multiple iterations.
• Scalability and sustainable product growth. Product thinking brings the user, the business, and the technology together. This means your developers also need to work alongside other departments. When teams work together and not in silos, you can better prepare for potential future scenarios.
• Continuous product learning. The more you test your existing solution, the more you get to know how your users interact with and what they value about your product. This form of continuous learning is a competitive advantage and can lead to sustained product-led growth.

What is the product thinking process?

Providing a good user experience will inevitably lead to higher retention, but you might not always have the money or software infrastructure to make user ideas come to life. This is why you need to establish an internal product thinking process.

Here’s what a product thinking process can look like:

• Define problems. Run user persona surveys or implement a jobs-to-be-done template to spot your current issues. Determine exactly what’s causing your users and your business to struggle, e.g., low conversion rates despite a large and steady organic traffic base.
• Identify opportunities. Then, measure the size of the opportunity, potential ROI, market opportunity, and possible market share gain. For instance, imagine your average order value (AOV) per customer is $70, and have a monthly traffic of 10,000 people. If you can take your conversion rate from 2% to 7%, you could increase your monthly income by $35,000.
• Correlate with business goals. Once you’ve calculated the opportunity size, determine how relevant this problem is to your business. Using the previous example, we can all agree the problem is critical to the business. Not knowing why customers aren’t converting could cause you to leave at least $35,000 on the table every month.
• Find a solution. Use solution space frameworks to present potential solutions and let the product managers and developers decide what to do based on your budget and current infrastructure. Build prototypes to test ideas and hypotheses and launch a beta version to collect more feedback. Keep iterating until you find the right solution.

How to leverage product thinking in product development?

When you make product thinking part of product development, you build more user-centric products. You can do this by following these six generic proven models:

1. Conduct user research to understand their needs

Product thinking is all about putting the user at the center. So, launch feedback surveys, conduct interviews or focus groups, do social listening, or build a voice of the customer map to define their needs.

The goal of user research is to define exactly what they need from a product like yours. You can also determine what day-to-day life needs your product can potentially solve.

Here’s an example of a user research survey that you can build using Userpilot:

2. Identify and assess market opportunities

As mentioned above, you must research market opportunities and correlate them with the benefits for your business. Running a product market fit analysis and conducting market research allow you to build products that solve user problems and make a profit.

The better you can identify gaps, trends, and areas of opportunity within your target market, the more tailored products you’ll be able to develop—and the more profit you’ll make.

3. Decide solutions and start building

Ideate and find problem solutions alongside your users. Conduct concept testing before settling on a solution. Once you find a problem solution fit, build an MVP with minimum viable features for users to interact with.

Test early and often so designers can get feedback they can build into the product. Continuous testing and editing of your product based on real user insights is one way to ensure your solution’s success.

4. Undertake strategic planning and allocation of resources

Your business resources are limited, use them efficiently. Achieve proper resource allocation through strategic planning and defining a product roadmap that outlines your product vision. Make sure this roadmap is linked to bigger business goals.

For example, if your designers are working on a new feature, take that into account before assigning them more work. Proper resource allocation leads to better results and a more stable business.

5. Collect data for analytics

Test your product before, during, and after development to collect user behavioral and sentiment data. You can use a tool like Userpilot to collect event-tracking data, user behavior tracking , and survey analytics of in-app interventions. Analyze the results and make plans to iterate on the same product idea until you get favorable results.

6. Continuously iterate your product based on findings

Lastly, and throughout the product lifecycle, iterate on your product based on an analysis of user feedback .

The faster you can act upon user feedback and improve your product, the closer you get to increased customer satisfaction.

For example, using NPS response tags in Userpilot, you can quickly identify common issues among your NPS detractors and set guidelines to build better products.

Problem space tools to practice product thinking mindset

Here are problem space tools to dive deep into your business and users’ problems and make product thinking come to life:

1. The 5W1H approach to identify the underlying problems

This tool invites you to ask questions that dig into your tangible issues to identify the real or hidden problems.

Imagine your problem is that you’re the CEO of a content marketing agency with a low client retention rate using this tool.

• What is the problem? The agency has a great sales team, so it’s easy to close deals, but the client-facing team is disorganized and late.
• Who is experiencing the problem? Clients. They’re not feeling satisfied with the service, so they churn fast.
• Where does the problem happen? At the editing stage. Editors are scheduled to edit the pieces after the client meeting. The work is usually late.
• Why is this problem happening? Because the project managers have too many responsibilities.
• When does the problem usually occur? At the end of the three-month mark.
• How to approach this problem? Hire more project managers or allow writers and editors to set deadlines for themselves.

2. The Mom Test to collect insights

The Mom Test is a problem space tool for having conversations and asking questions to gain genuine user insights.

Ask questions about past behaviors, specific cases, concrete details, unbiased questions, general user behavior, and recent experience. For example:

• What motivated you to start using [product/service]?
• What goals or objectives are you trying to achieve by using [product/service]?
• Can you tell me about the last time you [performed X action]?
• How many apps do you use daily to achieve [X goal]?

3. The jobs-to-be-done framework to determine user needs

The JTBD framework proposes that people are willing to purchase a license or a product if it allows them to complete a certain job.

JTBD in product management implies that users can view jobs as activities or as progress, i.e., your product/service can help them perform certain tasks or improve their lives.

To identify the problem space using this framework, you can conduct micro surveys or interviews. Analyze the answers, create a job map, and determine which jobs you’ll address with your product.

Solution space tools to practice product thinking

After you’ve identified the problem, it’s time to think of ways to solve it. These solution space tools propose different problem-solving techniques that place the user at the center.

1. Create user stories

User stories are a powerful way of identifying and communicating customer needs and requirements. The idea is to write a paragraph that tells a story about who the user is and what they want. The product team is the one to determine how to solve the problem based on other testing methods.

Every user story should contain three elements: Persona, action, and outcome.

For example, as a project manager , I want to be able to assign deadlines to tasks in bulk so that I can reduce mistakes and use my time in strategic allocation planning.

2. Leverage problem-solving methods

This solution space tool invites you to think of different ways to solve a problem based on your several existing solutions. For example:

• Minimize your offer by reducing the scope, e.g., YouTube vs. Coursera.
• Maximize your product by adding more functionality to an existing solution, e.g., your phone’s note app vs. Notion.
• Transform your tool by offering multiple separate solutions, e.g., Uber and Uber Eats.
• Combine two or more existing solutions into one, e.g., WhatsApp (messaging, calling, video calling). This is only recommended for products getting to advanced growth stages instead of first-release ones.
• Modify or rearrange your tool by revamping and improving a current product, e.g., your phone reminders into Doist.
• Substitute one part of a current solution, e.g., Readers (you could do this from your phone or laptop).

3. Use value proposition canvas

A value proposition canvas is a tool for positioning a product/service around the customer’s values and needs.

The canvas is usually divided into two parts: the customer profile and the value map.

The customer profile includes the different jobs they want to address and their pains and gains. The value map, on the other hand, focuses on how the business can create value for the customer.

Embracing product thinking leads to better product management and more satisfied users. Do this by implementing and following the product thinking process.

You can also use problem and solution space tools to identify the root cause of your users’ struggles and ideate creative ways to solve them.

If you want to leverage product-led growth, try Userpilot. Here, you’ll be able to conduct user research, add in-app interventions, and keep track of your user feedback, all in one place. Get a demo .

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What is design thinking?

Discover what is design thinking and why it’s important, including the five stages of design thinking. Deep dive into a few case studies and learn how to apply design thinking.

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What is UX? Why has it become so important? Could it be a career for you? Learn the answers, and more, with a free 7-lesson video course.

Design thinking is a mindset that breeds innovation. While it’s based on the design process, anyone in any profession can use it when they’re trying to come up with creative solutions to a problem. 

In this guide, we’ll walk you through what design thinking is and why it’s important, including the five stages of design thinking. Then we’ll present a couple of design thinking case studies and wrap up with a primer on how to apply design thinking. And don’t worry, this guide is broken down into easily digestible chunks, as follows:

Let’s get started!

What is design thinking? A definition

Design thinking is an approach used for problem-solving. Both practical and creative, it’s anchored by human-centred design.

Design thinking is extremely user-centric in that it focuses on your users before it focuses on things like technology or business metrics. 

Design thinking is also solution-based, looking for effective solutions to problems, not problem-based, which looks at the problem itself and tends to focus on limitations. 

Design thinking is all about getting hands-on with solutions. The aim is to quickly turn your ideas into testable products so you can see what works and what doesn’t.

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Why is design thinking important? 

Design thinking is important because it challenges assumptions and fosters innovation. While many ways of thinking rely on the habits and experiences we’ve formed, they can limit us when it comes to thinking of design solutions. Design thinking, however, encourages us to explore new ideas. 

It’s an actionable technique that allows us to tackle “wicked problems,” or problems that are ill-defined. For example, achieving sustainable growth or maintaining your competitive edge in business count as wicked problems, and on a broader scale, poverty and climate change are wicked problems too. Design thinking uses empathy and human-centred thinking to tackle these kinds of problems.

Who uses design thinking?

The short answer? Everyone! Design thinking can help you in whatever your role or industry. People in business, government, entertainment, health care, and every other industry can benefit from using design thinking to come up with innovative solutions. 

The most important thing design thinking does is help people focus on their customers or end users. Instead of focusing on problems to fix, design thinking keeps things user-centric, which boosts customer engagement. 

What are the 5 stages of design thinking?

According to the Hasso Plattner Institute of Design at Stanford University (known as d-school), the five stages of design thinking are: 

Although these stages appear to be linear, following one after the other, design thinking isn’t a linear process. Stages are often run in parallel or out of order, or repeated when necessary.

Phase 1: Empathise 

Your goal here is to research your users’ needs to gain an empathic understanding of the problems they face. You’ll get to know your users and their wants and needs so you can make sure your solutions put them front and centre. This means setting aside your own assumptions and getting to know your users on a psychological and emotional level. You’ll observe, engage, watch and listen. 

Phase 2: Define

Here you state your users’ needs by compiling the information you gathered during the Empathise phase and then analysing it until you can define the core problem your team has identified. 

You do this by asking questions like: what patterns do you see in the data? What user issues need to be resolved? The conclusion of this phase comes when you’ve figured out a clear problem statement that is defined by the users’ needs. For example, “Bank customers in Glasgow need…”

You can learn more about how to write a problem statement in this guide.

Phase 3: Ideate

In this phase, you’ll generate ideas and solutions. You and your team will hold ideation sessions where you can come up with as many ideas as possible. No idea is too silly for this stage. The important thing is getting all ideas out on the table. There are a variety of techniques you can use, like brainstorming and mind mapping, to come up with solutions. This phase ends when you’ve managed to narrow down your ideas to just a few of the best ones.

Phase 4: Prototype

Your goal in this phase is to find the best solution to the problem by prototyping —that is, producing scaled down versions of the product or its features found in the previous phase. You’ll put each solution to the test by improving, redesigning, accepting, or rejecting it.

Phase 5: Test

Here you’ll try out the solutions you arrived at in the previous phases by user testing them. However, while this is the final stage of design thinking in theory, it’s rarely the final stage in reality. Design thinking often includes going back to previous phases to find other solutions or to further iterate or refine your existing solution.

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Design thinking examples and case studies

Now that you understand the theory and process of design thinking, let’s look at some examples in action where design thinking had a real-world impact.

Case Study 1: American Family Insurance’s Moonrise App

American Family Insurance, a company that offers life, business, auto, and home insurance, came to design company IDEO with the goal of innovating in a way that would help working families. 

Stages 1 & 2: Empathise and Define

While American Family thought their customers might benefit from budgeting tools, IDEO found from their research in the Empathise phase that, actually, people needed a way to build up their savings against unforeseen needs.

They noticed a lot of people had meticulously planned budgets, which made budgeting tools a moot point. But they were living just within their means and an extra expense, like a doctor’s visit or kid’s basketball uniform, could throw their budget off. These people didn’t want to take on debt though, they wanted extra work so they could have a cushion.

Stages 3 & 4: Ideate and Prototype

IDEO took that idea and ran with it, creating Moonrise, an app that matches people looking for work with extra hours and income. Today’s businesses depend on on-demand work but the temp agencies they work with tend to want permanent placements. Moonrise does things differently. It enables companies to find people who are already employed elsewhere for short-term work through a simple text message interface. The employers can list shifts on the platform and workers are paid as soon as they finish their shifts.

Stage 5: Test

To test the app, 11 Moonrisers, six employers, and a team of designers and programmers were assembled for a one week period to work out the kinks in the platform. 

Based on the test’s success, American Family Insurance now owns the startup Moonrise, which launched in Chicago in 2018 and has since expanded to additional states. In 2018, over 7,000 shifts have been fulfilled and over $500,000 has been earned by people on the app.

Case Study 2: GE Healthcare’s Scanning Tools

GE Healthcare has cutting-edge diagnostic imaging tools at its disposal, but for kids they’re an unpleasant experience. 

“The room itself is kind of dark and has those flickering fluorescent lights…. That machine that I had designed basically looked like a brick with a hole in it,” explained Doug Dietz , a designer who worked for GE. How could they make the experience better for kids?

The team at GE began by observing and gaining empathy for children at a daycare centre and talking to specialists who knew what paediatric patients went through. The team then recruited experts from a children’s museum and doctors from two hospitals. This gave them a lot of insight into what children went through when they had to sit for these procedures and what could be done to lessen the children’s stress.

Stages 3, 4 & 5: Ideate, Prototype, and Test

The first prototype of the new and improved “Adventure Series” scanner was invented. Through research and pilot programs, the redesign made imaging machines more child-friendly, making sure they have other things to focus on than the scary looks and sounds of the machine. For example, the Coral City Adventure in the emergency room gives children an underwater experience where they get into a yellow submarine and listen to the sound of harps while their procedure takes place.

Patient satisfaction scores increased to 90% and children no longer suffer such anxiety about their scans. The children hold still for their procedures more easily, making repeats of the scans unnecessary. There’s also less need for anesthesiologists, which improved the bottom line for those hospitals that used the scanning machines because more patients could get scanned each day.

How to apply design thinking 

If you want to apply design thinking in your own work, follow these steps and best practices:

• Improve design thinking skills. Use training to explain, improve, and practically implement the phases of design thinking. You can do this in several ways such as workshops, online courses, or case studies shared with your team.
• Identify the correct problem. Listen to users and ask them unbiased questions in order to understand their perspectives. Engage with everyone and stay open-minded, so you can identify the correct problem, not the problem you or your organisation thinks users are having. 
• Have more debriefs. Be open about what went right and what went wrong in your process. Openly discuss why things succeeded or failed and why. View failure as learning, not as an excuse to give up.
• Iterate and iterate some more. The goal of design thinking is finding the best answer possible—and that probably won’t come in the first round of iteration. You’ll need to test and iterate as much as possible with new ways to solve the problem.

Design thinking is so popular—and so effective—because it places the user’s needs front and centre. For more user-centric design tips, learn how to incorporate user feedback in product design , get to grips with user research ethics , and learn how to conduct effective user interviews .

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50 Product Management Case Studies

We often wonder what kind of process other product teams have created, planned, and most importantly, how they have implemented it. That is why we at Producter have compiled 50 different case studies for you.

2 years ago   •   4 min read

We often wonder what kind of process other product teams have created, planned, and most importantly, how they have implemented it.

That is why we at Producter have compiled 50 different case studies for you.

Brought to you by Roadmape

1- Rules of Flow for Product Management: an AirBnB Case Study

“Engagement” is a term that is so overused in product management that it has almost lost its meaning. So often I’ve heard from teams, “We’ll measure the success of this test with engagement,” which could mean anything from feature click-through to bounce to we-aren’t-really-sure-this-will-drive-conversion-so-we’re-hedging-our-bet. Underneath, the reason this term has been co-opted and jargonized is that genuine, productive engagement can be ramped toward long-term customer loyalty. And loyalty pays off: a loyalty increase of 7% can boost lifetime profits per customer by as much as 85%, and a loyalty increase of 3% can correlate to a 10% cost reduction ( Brand Keys ).

2- The Psychology of Clubhouse’s User Retention (...and churn)

3- Netflix Q1 ’21 Subscriber Growth Miss: Can We Avoid Another One?

As a data analyst supporting a mobile subscription business , Netflix’s Q1 ’21 subscriber growth miss is a classic example of when I would get called for recommendations to prevent a miss in the future. I thought this would make an interesting case study to discuss my approach to finding insights to drive subscriber growth. Sadly I’m not a Netflix employee and will be limited to publicly available data but the wealth of information on the Internet about Netflix is sufficient to generate insights for this case study.

4- Amazon Go Green

As part of the Design Challenge from productdesign.tips, our team came together to find ways for Amazon to encourage more sustainability on their e-commerce platform. As with any unsolicited design project, the challenge comes with a lack of access to application analytics and technical feasibilities. Nonetheless, the question remains: How might we design checkout screens for an e-commerce app to help people recycle the goods they buy?

5- Quora Case Study – The Wonderful World of Quora

Quora has become a substantive resource for millions of entrepreneurs and one of the best sources for Business to Business market. Majorly used by writers, scholars, bloggers, investors, consultants, students this Q/A site has much to offer in terms of knowledge sharing, connection building and information gathering.

6- Building a product without any full-time product managers

Jambb is an emerging social platform where creators grow their communities by recognizing and rewarding fans for their support. Currently, creators monetize fan engagement through advertisements, merchandise, and subscriptions, to name a few. However, this only represents 1% of fans, leaving the other 99% (who contribute in non-monetary ways) without the same content, access, and recognition that they deserve.

8- What if you can create Listening Sessions on Spotify

Summary: The project was done as a part of a user experience design challenge given to me by a company. I was given the brief by them to work on a feature of Spotify and I spent around 25–30 hours on the challenge in which I went through the entire process, from the research to testing.

9- Redesigned Apple Maps and replicated an Apple product launch for it

Quick-fire question; what is the single most important and widely used feature in a phone — asides from texting and instant messaging friends, coworkers and family? Maybe you guessed right, perhaps this feature is so integrated into your life that you didn’t even think about it — either way, it is your phone’s GPS. It is reasonable to say that GPS technology has changed society’s lives in ways we never could’ve imagined. Gone are the days of using physically printed maps and almanacks, when we now have smartphones with navigation apps. Since the launch of the iPhone and the App Store, consumers have been able to use different apps for their personal navigation needs. Everyone has a preference, and apps have come out to try and address every need.

10- Intuitive design and product-led growth

In 2018, Miro was hardly a blip on the radar in the Design world. Fast forward two years, and suddenly Miro is solidly the number one tool for brainstorming and ideation.

Click below to see the complete list 👇

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Hacking the Case Interview

Have an upcoming product manager case study interview and don’t know how to prepare or answer these challenging case study questions?

In this comprehensive article, we’ll show you an intuitive, robust way to crush your product manager case study interviews even if you have no prior business or product experience.   We’ll also share with you the exact resources to learn product manager case study interviews the fastest way possible.

If you find this article helpful, you’ll love our product manager interview book . It’ll teach you how to answer 98% of every possible type of product manager interview question you could get asked in just a few hours of reading.

What is a Product Manager Case Study Interview?

A product manager case study interview is a 15 to 45-minute interview in which you are placed in a hypothetical business situation and asked to strategize, design, improve, or grow a particular product. It is a special type of interview question used to evaluate candidates in all product roles.

A product manager case study interview begins with the interviewer giving you a broad, ambiguous business or product question. Examples of questions you may see include:

• How would you design a product that does a particular function or serve a particular purpose?
• How would you improve a particular product?
• How would you improve sales for a particular product?
• How should we respond to the actions of a competitor?
• Is there a company we should consider acquiring?
• Should we enter a new market?

Typically, companies will ask these questions for a particular product that the company sells. However, companies may use other, more well-known products instead if their products are too technical, complicated, or obscure.

What are the Different Types of Product Manager Case Study Interviews?

There are four major types of product manager case study interview questions: product design, product improvement, product growth, and product strategy questions.

Product Design Case Study Interview

Product design case study interviews ask how you would design a particular product or service. Examples of product design case study questions include:

How would you design an alarm clock for the blind?

• How would you design a smart refrigerator that helps users reduce food waste?
• How would you design a mobile application for children to learn a new language?
• How would you design a user-friendly interface for a voice-controlled virtual assistant device?
• How would you design an interactive museum exhibit to engage visitors in learning about ancient civilizations?

Product Improvement Case Study Interview

Product improvement case study interviews ask how you would improve an existing product or service. Examples of product improvement case study questions include:

• How would you improve the iPhone?
• How would you improve Google Maps?
• How would you improve Spotify?
• How would you improve the microwave?
• How would you improve the check-in process at a hotel?

Product Growth Case Study Interview

Product growth case study interviews ask how you would grow sales for an existing product or service. Examples of product growth case study questions include:

• How would you increase the number of Netflix subscribers?
• How would you increase the number of daily active users on Instagram?
• How would you increase customer engagement on Tik Tok?
• How would you increase revenue for LinkedIn?
• How would you increase profit for Amazon?

Product Strategy Case Study Interview

Product strategy case study interviews ask how you would make strategic business decisions regarding a product, service, or for the company overall. Examples of important strategic decisions include:

• Deciding how to respond to a competitor
• Deciding how to price a product
• Deciding whether to acquire another company
• Deciding whether to enter a new market
• Deciding whether to launch a new product

Why Do Companies Use Product Manager Case Study Interviews?

Companies use product manager case study interviews to simulate problems that product managers face daily, evaluate how candidates think, and predict on-the-job success.

1. Simulate challenges that product managers face daily

Product manager case studies closely simulate the problems that product managers face in their role. By presenting candidates with real world scenarios, companies gain valuable insight into how candidates react when faced with a challenging, ambiguous, or broad problem.

These simulations provide a glimpse into how the candidate may actually perform as a product manager. Through product manager case study interviews, companies assess candidates' readiness to tackle the diverse array of challenges inherent in product management roles, ensuring they possess the necessary skills and mindset to excel.

2. Evaluate how candidates think

Conducting product manager case study interviews allows companies to evaluate not only what candidates know, but also how they think. By presenting candidates with hypothetical scenarios or problems to solve, companies gain insight into their thought processes, analytical abilities, and approach to decision making.

This assessment goes beyond assessing technical knowledge or specific skill sets, focusing instead on candidates' problem solving capabilities, creativity, and critical thinking skills.

3. Predict on the job success

Product manager case study interviews play a pivotal role in predicting candidates' on-the-job success by providing a glimpse into their ability to apply their knowledge and skills in practical contexts.

By evaluating candidates' performance in simulated scenarios relevant to the role, companies can gauge their potential to drive product success, collaborate with cross-functional teams, and deliver tangible outcomes.

Candidates that do well in product manager case study interviews signal a readiness to tackle the challenges of product management, minimizing hiring risks and increasing confidence in their ability to contribute meaningfully to the company’s objectives.

What Do Product Manager Case Study Interviews Assess?

Product manager case study interviews assess: problem solving skills, communication skills, product vision and strategy, creativity and innovation, and industry knowledge and expertise.

Problem solving skills

Product manager case study interviews quickly assess a candidate's problem solving skills. These case studies simulate real world challenges, allowing hiring managers to observe how candidates approach complex problems, break them down into manageable components, and develop viable solutions.

By evaluating a candidate's ability to think critically, creatively, and analytically, companies gain insight into their capacity to navigate the different challenges faced as a product manager.

Communication skills

Effective communication is a crucial skill for product managers who must interact with diverse stakeholders across an organization. Product manager case study interviews provide an opportunity to evaluate a candidate's ability to articulate their thoughts clearly, convey complex ideas succinctly, and engage stakeholders effectively.

Strong communicators can convey product vision compellingly, aligning stakeholders around a shared objective. They can build rapport and trust, facilitating seamless teamwork and driving successful product outcomes.

Product vision and strategy

Central to the role of a product manager is the ability to formulate a compelling product vision and strategy. Product manager case study interviews allow companies to assess a candidate's capacity to think strategically, envision the future trajectory of a product, and develop a product roadmap.

Through articulating a clear product vision, defining measurable objectives, and outlining a coherent strategy, candidates demonstrate their strategic acumen and ability to translate abstract concepts into actionable plans.

A strong understanding of market dynamics, customer needs, and competitive landscape informs a robust product strategy, enabling candidates to devise innovative solutions that resonate with target audiences and drive growth.

Creativity and innovation

In an increasingly competitive landscape, companies seek product managers who can infuse creativity and innovation into their product development process. Product manager case study interviews provide a way to evaluate a candidate's ability to think outside the box, challenge conventional wisdom, and generate novel ideas.

Candidates are tasked with solving hypothetical problems or brainstorming innovative features, offering insights into their creative problem solving skills and ability to push boundaries.

By encouraging candidates to explore unconventional solutions, companies identify individuals who can drive product differentiation and deliver transformative products that captivate users and outpace competitors.

Industry knowledge and expertise

A deep understanding of the industry landscape is essential to being a great product manager. Product manager case study interviews allow companies to assess a candidate's industry knowledge, domain expertise, and familiarity with relevant market trends and technologies.

Candidates are expected to demonstrate their understanding of industry dynamics, customer behaviors, regulatory considerations, and emerging technologies that may impact product development.

How to Solve Product Manager Case Study Interviews

For each type of product manager case study interview question, we’ve detailed the exact steps you should follow to deliver an outstanding answer and impress your interviewer.

How to Solve Product Design or Improvement Case Study Interviews

When asked how you would improve or design a product, resist the urge to list the first few ideas that come to your head. Instead, follow this systematic approach to demonstrate to the interviewer how you think about the product improvement and design process.

There are six main steps to solving product design or improvement case study interviews.

1. Define the goal

It is difficult to design or improve a product unless you have a specific and clear goal in mind. What are you trying to achieve?

The way you design or improve a product will change drastically depending on what you are trying to achieve. So, it is important that you confirm with the interviewer what the explicit goal is.

Are you trying to increase the number of monthly users? Are you trying to increase revenue per user? Is the goal to increase customer engagement? All of these different goals have drastically different solutions.

2. Identify a customer segment to target

The goal of this step is to focus and narrow down the scope of product improvement or design to one specific customer segment.

There are two reasons why you should do this.

One, customers can have a wide range of needs and preferences. Trying to improve or design a product that would benefit every single customer can be very challenging.

Two, by focusing on a specific customer segment, you can develop product improvements and designs that are more specific and tailored to the segment’s needs. You will avoid suggesting product ideas that are generic and not impactful.

Therefore, start by listing the different customer segments that come to mind. Select one segment and provide a reason why you are focusing on that segment.

You might choose a segment because they are the largest segment or you might pick a segment if their needs are underserved.

3. Select a pain point to focus on

Brainstorm a list of pain points for the selected customer segment. These can be unmet customer needs or features of the product that customers find frustrating, time-consuming, or difficult to use.

Select one pain point and provide a reason why you are focusing on it. You might select a pain point if it is the most common, the most severe, or the most practical to solve for.

4. Brainstorm product improvements or designs

Now that you have chosen a pain point to focus on, brainstorm a list of different ways to solve for that pain point.

Try to have at least 3 – 5 different ideas. Include a few ideas that are creative and unconventional. This demonstrates originality and out-of-the-box thinking.

If you are having difficulty generating enough ideas, you can use the SCAMPER framework to help you brainstorm ideas.

SCAMPER stands for substitute, combine, adapt, modify, put to another use, eliminate, and reverse.

• Substitute : Replace an element or feature with something else
• Combine : Merge different elements or features to create something new
• Adapt : Alter an existing idea to better fit a new context or need
• Modify : Make changes to the attributes, such as size, shape, color, or other characteristics
• Put to another use : Find new applications for an existing idea
• Eliminate : Remove unnecessary components or features
• Reverse : Change the order or perspective of elements or features

5. Assess which idea is best

For this step, create a list of criteria to assess your different ideas. Common criteria include:

• Magnitude of impact
• User experience
• Ease of implementation

Select the most important criteria based on the nature of the product and the pain point. Afterward, assess each of your product ideas based on the list of criteria you have developed.

You can assess your ideas either quantitatively or qualitatively.

The most common way to quantitatively score ideas is to give them one, two, or three points for each criteria. The idea that has the highest total number of points will be chosen.

Some criteria may be significantly more important than others. In this case, you can consider weighting the point values differently. For example, if the magnitude of impact is by far the most essential criteria, you can double the point value. Each idea will be given two, four, or six points for this criteria.

In assessing your ideas qualitatively, talk through how each idea performs on the criteria you have selected. Choose the improvement or design that has the most positive assessment overall.

6. Explain how you would test this

After you have selected your best idea, suggest how you would test whether this product improvement or design works. Specify what metrics you would want to measure to determine this.

This step is not always necessary, but it demonstrates to the interviewer that you can think like a product manager. Product roles involve a lot of testing and iterating on features and improvements.

A/B testing is the most common way to test a new product feature or design. In A/B testing, you compare the performance of two variations of a product against one another.

Typically, you would run an experiment in which one group of customers is given the original or older product and another group of customers is given the new and improved product.

After defining the right metrics to measure performance, you can determine which version of the product performs better.

How to Solve Product Growth Case Study Interviews

They key to solving product growth case study interviews is to have a comprehensive growth framework where you can systematically list and talk through all of the major ways to grow.

A case study framework is a tool to structure and break down business problems into smaller components.

You can think about growth through two major categories, organic growth and inorganic growth. These two categories form the foundation of our growth strategy case framework.

Organic growth

The most common type of growth that companies pursue is organic growth, which is growth driven by expanding output or engaging in internal activities. In other words, the company is growing through its own capabilities and efforts.

Organic growth can be segmented into growth through existing revenue sources and growth through new revenue sources.

Growth through existing revenue sources is either driven by an increase in quantity of units sold or by an increase in average price per unit sold.

To increase the quantity of units sold, a company can:

• Improve their product
• Decrease prices
• Sell through new distribution channels
• Target new customer segments
• Expand into new geographies
• Invest more in marketing and sales
• To increase the average price per unit sold, the company can:
• Increase prices for their products
• Focus on selling higher priced products

Remember that changing prices will impact quantity of units sold, so it is important to look at the net effect price changes have on revenue.

To drive growth through new revenue sources, a company can:

• Launch new products
• Launch new services

 Inorganic growth

Inorganic growth, on the other hand, is growth driven by acquisitions, joint ventures, or partnerships.

The first way that a company can grow inorganically is by acquiring another company. This gives the acquiring company all of the revenue that the acquisition target generates. In addition, there may be revenue synergies that the acquiring company can realize.

Acquiring a company gives the acquiring company access to the acquisition target’s distribution channels, customers, and products. The acquiring company may be able to increase revenues by cross-selling products, up-selling products, or bundling products together.

In a joint venture, two or more companies enter a business arrangement in which they pool together resources and share risk in accomplishing a particular task. Each company in the joint venture is responsible for profits, losses, and costs associated with the project.

A partnership is an association between two or more companies that provides some kind of benefit to each partner. This is slightly different from a joint venture because in a partnership, companies do not necessarily have to combine resources or efforts. They just need to be associated with each other.

How to Solve Product Strategy Case Study Interviews

When answering a product strategy question, you should create a framework to structure your thoughts rather than saying the first few ideas that come to mind.

As a reminder, a framework is a tool to structure and break down business problems into smaller components. The answers to the questions in your framework will help you answer the overall product strategy question.

There are six steps to creating outstanding frameworks to answer product strategy case study interview questions.

1. Memorize eight robust business categories

There are eight broad business categories that are frequently looked at when making product strategy decisions.

By memorizing these eight categories, you’ll have an easier time creating an outstanding framework rather than having to create frameworks from scratch each time.

These eight business categories are:

• Market: market size, market growth rate, average profit margins in the market, market trends or changes (e.g., technology, regulation)
• Competition: number of competitors, market share of competitors, competitive advantage of competitors, trends or changes happening among competitors
• Company: products and services, strengths, competitive advantages, capability gaps, weaknesses, growth trajectory, synergies
• Product: product benefits, product drawbacks, product differentiation, product lifecycle stage
• Customer: number of customer segments, characteristics of each segment, attractiveness of each segment, customer needs and preferences, customer purchasing behaviors
• Profitability: revenue, costs, breakeven, return on investment, payback period
• Alternatives: alternative markets, alternative products, alternative partnerships or strategic alliances, alternative acquisition targets, alternative investments, alternative strategies
• Risks: major risks, likelihood of risks, severity of risks, mitigation of risks

For each of these broad business categories, we’ve included a few potential topics to give you a sense of what each category means or encompasses.

You will only need to memorize the eight broad business categories. You do not need to memorize all of the potential topics under each.

2. When asked a strategy question, ask for a few minutes to structure your thoughts

When given a product strategy case study interview question, ask for a few minutes to structure your thoughts. Almost every time, the interviewer will give you time to develop a framework.

3. Mentally run through the eight business categories and select the 3-4 most relevant ones

Next, mentally run through the eight business categories that you’ve memorized and select the 3-4 most relevant ones.

3-4 is the ideal number of categories for your framework. It is the right balance of comprehensiveness and simplicity.

Any fewer than 3-4 categories and your framework may not be comprehensive enough. You may be missing critical questions that are necessary to answer the strategy question.

Any more than 3-4 categories and your framework becomes too large and complicated. You also risk having redundancies in your framework.

4. If you are unable to select 3-4 relevant business categories, think of your own business categories to include

If you are unable to get 3-4 categories in your framework after running through the memorized list of business categories, then it is time to think of your own business categories to include.

This happens more commonly when given atypical or unusual product strategy case study interview questions.

Remember, the eight broad business categories you memorized work for the vast majority of strategy questions, but does not cover all of them.

5. Add specific questions under each business category you’ve selected

Once you have identified the 3-4 major categories in your framework, add sub-bullets or questions underneath each of them to add more detail.

6. Walk the interviewer through your framework and answer

When you’ve finished developing your framework, walk your interviewer through it.

At the end of each major category, give your opinion on which answer or recommendation it supports.

Once you’ve walked the interviewer through your entire framework, you should have an overall answer to the product strategy case study interview.

Product Manager Case Study Interview Examples

We’ve compiled a few product manager case study interview examples with complete answers below. These examples should give you a good sense of what outstanding answers sound like.

Product Manager Case Study Interview Example #1

How would you improve YouTube?

For this question, I’ll assume that the goal of the improvement is to increase user engagement on the platform, which can be measured as the amount of time a user spends on YouTube.

First, I’ll think through the different customer segments and pick one to focus on. Three customer segments immediately come to mind:

• Entertainment seekers are users that are bored who are looking for interesting videos to watch to pass the time
• Information seekers are users looking to learn a new skill or acquire information on a topic
• Music seekers are users looking for background music or sounds to play while they are doing something else

Out of these segments, I will focus on entertainment seekers because this segment probably makes up the most significant portion of YouTube’s user base.

Next, I’ll identify a pain point to focus on. Entertainment seekers have a few different pain points:

• The discovery process they go through to find entertaining videos takes time and effort
• Entertainment seekers find long videos dull and too slow to watch
• They get irritated when videos have clickbait titles that do not live up to expectations.

Among these pain points, I’m going to focus on the tedious video discovery process because it is probably the biggest pain point for these users.

Now, I will brainstorm a few ideas on how to make the video discovery process easier.

• YouTube could recommend videos based on videos that friends have seen. Since friends tend to have similar interests and tastes, these videos will likely be entertaining to entertainment seekers
• YouTube can have a continuous, curated video feed such that users do not have to search for the next video. Users can click on a skip button to immediately jump into the following video, which will be curated by an algorithm based on video history
• YouTube could send a curated playlist to the user each day. These videos would be selected by an algorithm based on video history

I will assess each of these ideas on their impact, user experience, and ease of implementation.

The first idea, recommending videos based on videos that friends have seen, would have minimal impact if the user does not have friends that use YouTube frequently.

Additionally, this idea does not change the user experience much because entertainment seekers would still need to decide whether to watch a recommended video. The upside of this idea is that it would not be difficult to implement.

The second idea, having a continuous, curated video feed, could have a tremendous impact. It removes the burden of decision-making from entertainment seekers because YouTube videos are automatically played.

The user experience is also an improvement because the user only needs to click a skip button when they are bored. The downside of this idea is that developing a good algorithm could require substantial investment.

The third idea, sending a curated playlist to the user each day, would have some impact on users. The decision making process is slightly simplified because the user receives a shorter list of videos to choose from. However, once the playlist is finished, the user would still need to look for more videos on their own. 

Additionally, the user experience is not ideal. Getting an email or notification every day can be annoying. The upside of this idea is that it is the most straightforward to implement.

 Based on my assessment, the continuous, curated video feed seems to be the most promising. 

To test this idea, I would develop a minimal viable product and use A/B testing to assess the performance of this feature.

One customer group would be given access to this feature while another customer group would not. I would measure the difference in minutes of video consumption between the two groups for one month to determine if user engagement has increased.

Product Manager Case Study Interview Example #2

For this task, let’s assume that the goal is to design an alarm clock that works reliably in waking up the user and is as easy to use as possible. 

Additional alarm clock functionalities, such as checking the weather or listening to the radio, will not be considered.

The customer segment has already been defined, the blind.

There are four use cases that we need to design for:

• Setting an alarm
• Checking to see if the alarm has been set
• Waking up the user
• Checking the time

For each of these use cases, we can brainstorm a few potential ideas and evaluate the pros and cons for each to decide which design is optimal for our goals.

To set an alarm:

• Design a voice assistant (e.g., similar to Siri or Alexa): This is quicker than a touchpad and can easily set an exact alarm time to the second. Additionally, the voice assistant can repeat the time set out loud so that the user knows the correct time has been set. However, there could be dictation issues for people with accents and this can only be done when the environment is relatively quiet.
• Design a braille touchpad: This would complicate the alarm clock by adding additional buttons. It would also take a longer time to set an alarm. The user would also need to take an additional step to check that the alarm has been set correctly once entered.

To check if the alarm has been set:

• Design a voice assistant that can answer the question of whether the alarm has been set: The user would not need to walk to the alarm clock to check if the alarm has been set. However, this needs to be done in a relatively quiet environment.
• Design a button that when pressed will play the time, the alarm set time, and whether the alarm is on/off: This provides all the information the user needs, but time-consuming as the user will need to hear all of the information each time. The user also needs to walk to the alarm clock to use this.
• Design a button that when pressed, vibrates if the alarm has been set: This communicates the information more quickly, but the user still needs to walk to the alarm clock to use this.

To wake up the user:

• Use visuals: If the user is blind, they likely won’t be able to see anything, especially if they are asleep.
• Use sound: This is what almost all alarm clocks use.
• Use touch: The alarm clock can vibrate to wake the user. However, it is unclear if this would reliably wake up the user.
• Use smell or taste: This is a very unconventional approach to designing an alarm clock. Users probably don’t want to be forced to smell or taste something. It is unclear whether the taste or smell would be strong enough to reliably wake up the user.

To check the time:

• Design mechanical braille buttons that change by the minute: This seems complicated to design and would likely increase the cost of the alarm clock. 
• Design a button that says the time out loud when pressed: This is less complex than designing mechanical braille buttons that change by the minute. However, the user still needs to walk to the alarm clock to check the time.
• Design a voice assistant to say the time out loud when asked: The user would not need to walk to the alarm clock to check the time. However, this can only be done in a relatively quiet environment.

Based on this, it seems that a voice assistant alarm clock that wakes up users with sound would be most suitable for our user.

Product Manager Case Study Interview Example #3

Our company operates in the e-commerce space, primarily focusing on fashion and apparel. We're considering building a virtual fitting room feature that allows customers to virtually try on clothing items before making a purchase. How would you approach the decision of whether to invest in and build this new virtual fitting room feature?

There are four major factors to consider when deciding whether to build this new product feature:

1. Customer needs and preferences: Does this product feature resonate with customers?

• Do customers have a need for a virtual fitting room?
• Will customers actually use this feature?

2. Company capabilities: Does our company have the capabilities to develop this product feature?

• Do we have the expertise or technological capabilities to develop this feature?
• Do we have sufficient resources to develop this feature? (e.g., people, time, capital) 

3. Competition: Will developing this product feature help distinguish ourselves from competitors?

• Do competitors have a virtual fitting room product feature?
• How good are competitors’ virtual fitting rooms? (e.g., user experience, value provided to customers)

4. Profitability: Will building this new product feature be profitable?

• What are the expected costs of developing this product feature?
• What is the expected increase in revenue? (e.g., how much will conversion rate increase, how much will refunds decrease)

Product Manager Case Study Interview Example #4

Our company manufactures smart home security systems and we’ve recently launched a new model with advanced AI-powered features. How do we increase our market share and customer base?

There are four major ways to increase our market share and customer base for this smart home security system product:

1. Develop targeted marketing

• Identify specific customer segments that are most likely to benefit from the product
• Develop tailored marketing campaigns to highlight the unique advantages of our new model

2. Form strategic partnerships

• Form partnerships with prominent players in the smart home ecosystem
• Integrate the security system seamlessly into broader home automation solutions

3. Enhance customer experience and advocacy

• Prioritize exceptional customer support and post-purchase experience
• Implement a referral program to encourage existing customers to refer friends and family

4. Engage with the community

• Actively participate in online communities, forums, and social media groups focused on smart home technology and security
• Provide valuable insights and thought leadership at major smart home conferences or conventions

Product Manager Case Study Interview Frameworks

There are several product manager case study frameworks that candidates may find helpful to be familiar with. These include the: 4P’s framework, design thinking framework, growth framework, product development lifecycle framework, and SWOT analysis framework.

4P’s Framework

The 4P’s framework is a fundamental marketing framework used to analyze and develop marketing strategies for products or services. It consists of four elements, each representing a different aspect of marketing strategy:

• Product : Analyze the product itself, including its features, functionality, design, and user experience. Consider how well the product meets user needs and differentiates itself from competitors
• Price : Assess the pricing strategy, including pricing models, pricing tiers, discounts, and promotions. Consider factors such as value proposition, cost structure, and willingness to pay
• Place : Evaluate the distribution channels and placement strategy for the product, including online platforms, retail stores, and partnerships. Consider how to reach target customers effectively and efficiently
• Promotion : Examine the marketing and promotional tactics used to raise awareness and drive sales of the product. Consider advertising, public relations, social media, and other promotional channels

Design Thinking Framework

The design thinking framework is a human-centered approach to problem solving and innovation that is used to address a wide range of challenges and opportunities involved with product or service design.

It involves a structured process that encourages empathy, creativity, and collaboration to develop solutions that are user-centered, feasible, and viable. Here's how the design thinking framework is typically used:

• Empathize : Empathize with users to understand their needs, motivations, and pain points. Conduct user interviews, surveys, or observations to gain insights
• Define : Define the problem space, synthesizing research findings into clear problem statements or user personas. Articulate the specific challenges or opportunities
• Ideate : Brainstorm and generate creative solutions to the defined problem, encouraging divergent thinking and exploring a wide range of possibilities
• Prototype : Develop low-fidelity prototypes or mockups to visualize and communicate ideas, soliciting feedback from stakeholders and users
• Test : Gather feedback on prototypes through user testing or validation experiments, iterating based on user insights and refining solutions

Growth Framework

The growth framework, also known as the AARRR framework, is a framework used to analyze and optimize the various stages of the customer lifecycle. It is commonly applied in growth marketing and product management to drive user acquisition, activation, retention, revenue, and referral.

Here's a breakdown of the growth framework:

• Acquisition : Identify strategies for attracting new users or customers to the product, such as advertising, content marketing, SEO, or partnerships
• Activation : Focus on strategies to convert new users into active and engaged users, such as onboarding processes, personalized messaging, or product tours
• Retention : Explore tactics to keep users coming back to the product and increase their lifetime value, such as email marketing, loyalty programs, or product improvements
• Revenue : Analyze opportunities to monetize the product, including pricing strategies, upselling, cross-selling, or subscription models
• Referral : Consider ways to encourage existing users to refer new users to the product through word-of-mouth, referral programs, or social sharing

Product Development Lifecycle Framework

The product development lifecycle framework is used to guide the stages through which a product evolves from conceptualization to retirement. It outlines the key phases and activities involved in bringing a product to market and managing it throughout its lifespan.

Here's an overview of the product development lifecycle framework:

• Ideation : Generate and evaluate ideas for new products or features, considering user needs, market trends, and business goals
• Research : Conduct market research, user research, and competitive analysis to validate ideas and gather insights for product development
• Design : Define product requirements, create wireframes or prototypes, and design the user experience and interface
• Development : Oversee the development process, working with engineers and designers to build and test the product
• Launch : Plan and execute the product launch, including marketing campaigns, communication strategies, and rollout plans
• Post-launch Iteration : Monitor product performance, gather feedback from users, and iterate on the product based on insights and data

SWOT Analysis Framework

The SWOT analysis framework is a strategic planning tool used to identify and analyze the internal strengths and weaknesses as well as external opportunities and threats facing a business, product, or project.

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. Here's how each component of the SWOT analysis framework is used:

• Strengths : Identify internal factors that contribute to the success of the product or business, such as unique features, strong brand reputation, or talented team members
• Weaknesses : Identify internal factors that hinder the success of the product or business, such as limited resources, technical constraints, or competitive disadvantages
• Opportunities : Identify external factors or market trends that present opportunities for growth or innovation, such as emerging technologies, new market segments, or changing consumer behaviors
• Threats : Identify external factors or challenges that pose risks to the product or business, such as competitive threats, market saturation, regulatory changes, or economic downturns

Product Manager Case Study Interview Tips

Below are our best ten tips for nailing your product manager case study interview:

1. Understand the Problem

Take the time to thoroughly understand the problem presented in the product manager case study interview. Break it down into its component parts, clarify any ambiguities, and identify the key objectives and constraints.

2. Ask Clarifying Questions

Don't hesitate to ask   clarifying questions during your case study interview if anything is unclear or if you need more information to solve the case effectively. This demonstrates your ability to gather relevant information and ensure you're addressing the right issues.

3. Define Your Approach

Before diving into the solution, outline your approach to solving the problem. Walk the interviewer through the different steps you plan on taking. Describe the framework or methodology you'll use.

4. Think Creatively

Be creative and think outside the box when brainstorming solutions. Don't limit yourself to conventional approaches. Consider innovative ideas that could differentiate the product and provide unique value to users.

5. Prioritize Solutions

Not all solutions are created equal. Prioritize your ideas based on their potential impact, feasibility, and alignment with the objectives of the product manager case study interview. Focus on high impact solutions that address the most critical aspects of the problem.

6. Consider Trade-offs

Recognize that there may be trade-offs involved in any solution. Consider the pros and cons of each option, and be prepared to justify your decisions based on the trade-offs you've made.

7. Communicate Clearly

Articulate your ideas and solutions clearly and concisely. Use structured frameworks, visual aids, and data to support your arguments and make your reasoning transparent to the interviewer.

8. Collaborate Effectively

Product management is a collaborative role, so demonstrate your ability to work effectively with others. Solicit feedback from the interviewer, incorporate their opinions and perspectives, and communicate openly throughout the product manager case study interview.

9. Showcase Your Analytical Skills

Use data and metrics to support your decisions, solutions, or hypotheses. Analyze any data provided, draw meaningful insights, and use them to inform your decisions.

10. Practice product manager case study interviews

Like any skill, product manager case study interviews require practice in order to excel in them. Therefore, practice doing product manager case studies with a partner under timed conditions. Seek feedback from others to identify areas for improvement. Familiarize yourself with the products and services of the company that you are interviewing for.

How to Prepare for Product Manager Case Study Interviews

There are six steps to preparing for product manager case study interviews: understand what a product manager case study interview is, learn the right strategies, practice a few cases by yourself, practice with a partner, practice with a current or former PM, and work on your improvement areas.

1. Understand what a product manager case study interview is

The first step to preparing for product manager case study interviews is to understand exactly what case study interviews are.

After you are familiar with what product manager case study interviews are, it is important to know what a great case study interview performance looks like. This will help you learn product manager case study interview strategies more quickly in the next step.

Before continuing onto the next step, you should be familiar with:

• The object of a product manager case study interview
• The types of questions you could get asked
• What a great product manager case study interview performance looks like

2. Learn the right strategies

Now that you have all the background information needed to succeed in product manager case study interviews, the next step is to learn the right strategies to build good interview habits.

It is much more efficient to learn the right product manager case study interview strategies the first time than to learn poor strategies and try to correct them later.

The quickest, most efficient way to learn these strategies is to read through our comprehensive product manager interview book . This book provides strategies on exactly what to do and say for over 10+ types of product manager interview questions, such as product design, marketing, estimation, strategy, execution, behavioral, and technical questions.

Before moving onto the next step, you should at least have strategies for the following types of product manager case study questions:

• Product design case study interview questions
• Product improvement case study interview questions
• Product growth case study interview questions
• Product strategy case study interview questions

3. Practice a few product manager case study interviews by yourself

Once you have learned the right strategies, the next step is to practice doing a few product manager case study interviews by yourself.

When practicing product manager case study interviews, it is typically better to practice with a partner than to practice by yourself. Practicing with a partner better simulates the actual product manager interview experience.

However, when you are just starting out, it is better to do the first few cases by yourself because it’ll help you become familiar with the structure and format of product manager case study interviews much more quickly.

 You also won’t have to waste time finding a partner and waiting for a time when they will be available to give you a mock interview.

4. Practice product manager case study interviews with a partner

The next step in preparing for product manager case study interviews is to practice doing cases with a partner. There are many aspects of case study interviews that you won’t be able to improve on unless you practice live with a partner.

When practicing product manager case study interviews with a partner, make sure that you are spending enough time after the mock interview to deliver feedback. Most of your learning and improvement will come from these valuable feedback sessions.

Do not move onto the next step until you have done at least 5 to 10 cases and are beginning to feel more comfortable with product manager case study interviews.

5. Practice with a former or current product manager

At this point, I strongly recommend asking former or current product managers to give you a mock interview. This will significantly help improve your performance on product manager case study interviews.

Doing a practice interview with a former or current product manager is highly beneficial because they know exactly what great answers sound like and can give you high-quality feedback to help improve the quality of your answers.

You can find former or current product managers among your friends, classmates, colleagues, and your broader LinkedIn network.

6. Work on your improvement areas

The last step in preparing for product manager case study interviews is to work on strengthening your improvement areas. Examples of common improvement areas or deficiencies include:

• Developing a comprehensive and structured framework or approach
• Generating creative and innovative ideas
• Using appropriate logic to make decisions
• Considering trade-offs and alternatives
• Communicating clearly and concisely

Try to work on improving one thing at a time. This will be much more effective than trying to improve on all of your weaknesses at once.

Recommended Product Manager Case Study Interview Resources

To prepare for product manager case study interviews, we highly recommend checking out our comprehensive product manager interview book, Hacking the PM Interview , which is available on Amazon in both eBook and paperback formats.

In this book, we’ll teach you exactly how to ace your product manager interviews and secure offers from top companies such as Google, Meta, Microsoft, Amazon, and Apple.

Whether your interview is months away or even tomorrow, this book will teach you the most effective, robust PM interview strategies in the least amount of time.

We’ve eliminated all filler material found in other books and provide you with everything you need to know in a clear and direct way.

With this shortcut guide, you will:

• Learn how to answer 10+ types of product manager interview questions, such as product design, marketing, estimation, strategy, execution, behavioral, and technical
• Uncover how to differentiate yourself from the thousands of other candidates competing against you
• Improve your PM interview skills quickly with the included practice problems and solutions
• Save yourself hundreds of hours of interview prep time

Dominate your PM interview

Learn to answer 98% of PM interview questions. Save yourself hundreds of hours

Product Manager Case Study Questions Explained

Product management case studies are an integral part of the interview process for aspiring product managers. They evaluate analytical thinking, problem-solving abilities, and strategic decision-making skills.

Understanding the Role of Case Studies in Product Management

Case studies assess how well a candidate can understand ambiguous business situations and provide data-driven recommendations. They test competencies like:

• Market analysis
• Competitive benchmarking
• Product positioning
• Go-to-market strategy

Recruiters use case studies to gauge if a product manager can structure nebulous problems and drive product direction strategically.

Product manager case study questions typically present real-world scenarios like new product development, feature prioritization, pricing strategy, etc.

The Goals of Product Management Case Studies

The goals behind case study evaluations are:

• Evaluate analytical abilities
• Assess problem-solving approach
• Test strategic thinking
• Benchmark communications skills
• Gauge leadership principles

The case study framework is designed to simulate the responsibilities and challenges faced by product managers daily.

Overview of the Product Management Case Study Framework

The standard product management case study framework follows this structure:

• Company background
• Product background
• Business challenge or opportunity
• Market dynamics
• Competitor benchmarking
• Questions on product strategy

The questions asked aim to assess the thought process and problem-solving skills of candidates. There are no definitively right or wrong answers.

Product Manager Case Study Presentation Essentials

An effective Product Manager case study presentation should clearly communicate:

• Findings from quantitative and qualitative analyses
• Fact-based recommendations
• Data-driven strategic plan
• Proposed success metrics

Focus on showcasing the analytical approach over final recommendations. Demonstrate how you structured the problem and aligned solutions to company goals.

How do you answer a case study question for a product manager?

When answering a case study question as a product manager candidate, it's important to demonstrate both your strategic thinking and your ability to execute tactically. Here are some tips:

Focus on achieving tangible outcomes

• Clearly define the goal or objective you are trying to achieve from the case study
• Outline 2-3 key metrics that would indicate success in meeting that goal
• Provide specific examples of tangible outcomes you would aim to deliver

Describe your step-by-step process

• Product management case study framework: Outline the framework or methodology you would follow to approach the problem
• Explain the step-by-step process you would take to understand the users, analyze data, ideate solutions, prioritize, etc.
• Product manager case study templates: You may reference or adapt standard PM frameworks like Opportunity Solution Tree or PRD templates

Demonstrate your PM skills

• Explain how you would apply essential PM skills like user research, market analysis, prioritization, roadmapping, etc.
• Provide examples of qualitative or quantitative analysis you might conduct
• Describe how you would collaborate with various functions like design, engineering, etc.

Structure your response

• Organize your answer clearly around goals, process, and skills/expertise
• Product Manager case study presentation: Use a simple structure of defining the objective, outlining your approach, and stating your deliverables

Following this kind of framework can demonstrate both strategic alignment and tactical planning abilities needed in product management. Referencing PM methodologies and showing your core competencies can further strengthen your case study performance.

What questions should I ask for a case study?

When preparing a case study as a product manager , it's important to ask the right questions to fully understand the client's needs and challenges. Here are some key questions to ask:

CASE STUDY QUESTIONS TO ASK THE CLIENT

• Can you give a brief description of your company? This provides context on the client's industry, size, goals, etc.
• How did you first hear about our service? This gives insight into what piqued their interest.
• What challenges/problems necessitated a change? This reveals the pain points they aimed to solve.
• What trends in your industry drove the need to use our product? This highlights external factors influencing their decision.
• What were you looking for in a solution? This clarifies the must-have capabilities they required.

Additional questions could cover budget constraints, decision makers involved, specific features needed, and measurable goals hoped to be achieved.

Asking thoughtful questions lays the groundwork for crafting a compelling case study showcasing how your product uniquely solved the client's problems. It also enables tailoring the content to resonate with prospects in similar situations.

What does a product manager case study look like?

A product management case study typically examines a specific product and analyzes how it was developed, launched, and iterated on over time. Case studies aim to uncover key learnings that can be applied to other products.

Here are some common elements of a PM case study:

Problem Definition

• Identifies the specific user need or business goal the product aimed to address
• Provides context on the target market, competition, and other environmental factors

Solution Approach

• Explains the product's core features and functionality
• Details the technology stack and architecture
• Describes the overall product strategy and positioning

Execution and Iteration

• Traces the product development timeline and process
• Analyzes how the product changed over time based on user feedback and data
• Examines pricing, promotion, and distribution strategies

Outcomes and Metrics

• Reviews usage metrics, conversion rates, revenue, etc.
• Discusses qualitative feedback from users and customers
• Determines if business and user goals were achieved

Key Takeaways

• Summarizes the main lessons learned and best practices
• Provides advice for other PMs working on similar products

By studying these elements, product managers can better understand what works well and what doesn't for a given product category or business model. Case studies are a valuable resource for continuous PM learning and improvement.

What is the best questions to ask a product manager?

When interviewing a product manager or trying to understand their role better, asking strategic questions can provide useful insights. Here are some recommended questions:

What is the strategic vision for this product?

This open-ended question allows the product manager to explain the long-term vision and goals for the product they manage. It gives insight into the product's purpose and intended value.

How do you develop your product roadmap?

By understanding their process for building product roadmaps, you learn how they prioritize features and initiatives. This sheds light on how they balance business goals, customer needs, and technical constraints.

How does product management work with executive leadership?

Learning about the relationship between product management and company executives shows how aligned product strategy is with broader business objectives. It also demonstrates the level of executive support and autonomy product has.

Product manager case study questions like these help assess strengths in strategic thinking, customer orientation, and cross-functional collaboration. Tailor additional questions to understand the context of their role and products better. The more you can learn about their real-world experiences, the better sense you have of their competencies.

Dissecting Product Management Case Study Questions

This section delves into the types of questions that surface in product management case studies, with a focus on product design and strategy.

Probing into Product Design Questions

Product design questions aim to assess a candidate's ability to design user-centric products while considering various constraints. Some examples include:

• How would you design an app for grocery delivery that provides the best user experience? Consider factors like ease of use, personalization, and order tracking.
• Design a ride sharing app while optimizing for driver supply, customer demand prediction, pricing strategy, and minimizing wait times.
• Suggest ways to improve the user onboarding flow for a food delivery app to drive higher user retention.

These questions evaluate how well you can empathize with users, identify pain points in existing solutions, and devise elegant yet practical product enhancements. Strong answers demonstrate user-centric thinking balanced with business objectives.

Strategizing with Product Strategy Questions

Product strategy questions test your ability to make decisions from a broader business context. Some examples:

• As a PM for an e-commerce company, would you build a mobile app or focus on improving the mobile web experience? Consider factors like development costs, user engagement, and revenue goals.
• A music streaming startup is struggling with customer churn. How would you identify reasons for churn and formulate strategies to improve retention?
• A grocery delivery provider is looking to expand into a new city. Outline your market entry strategy while considering competition, operational costs, targeting customer segments etc.

These questions expect you to flex your analytical and strategic thinking muscles. Great answers weigh tradeoffs between multiple factors and craft a sound overarching strategy.

Navigating Product Roadmap Challenges

You may also encounter questions that deal with prioritizing features and planning effective roadmaps:

• As a PM for a budgeting app, outline how you would prioritize building features like transaction tagging, debt management, investing tools etc. Consider factors like customer requests, development effort, and business impact.
• A software company wants to expand from only web-based products to also building mobile apps. How would you structure the product roadmap to support this transition?
• Construct an 18 month roadmap for a media subscription service, outlining key initiatives across content licensing, personalization, payments etc. How would you sequence priorities?

Strong responses demonstrate the ability to make tough product tradeoffs, sequence priorities, and craft realistic roadmaps to achieve business goals.

Mastering Product Launch Scenario Questions

Finally, some case studies present scenarios around planning and executing a successful product launch:

• You are launching a new crypto exchange product. Outline the launch strategy and post-launch metrics you would track to measure success.
• A startup is preparing to unveil a smart assistant device for the home. Construct a pre-launch plan covering marketing campaigns, partnerships, distribution channels and launch events.
• An insurer is introducing an app to allow customers to manage policies and file claims. Design a rollout plan highlighting early access users, press outreach, and customer onboarding flows.

Expect questions probing your understanding of launch best practices across marketing, partnerships, tech readiness and adoption measurement.

Exploring Product Manager Case Study Templates

Product management case studies are an integral part of the interview process for product manager roles. They assess a candidate's ability to analyze data, prioritize features, and develop product strategies. Having a structured framework when approaching case studies can help candidates demonstrate their skills more effectively.

This section introduces templates that can guide product managers through various types of case studies.

Market Analysis and Entry Strategy Template

When entering a new market, it's critical to deeply understand customer needs, competitive landscape, market trends and dynamics. This template provides a methodical approach:

• Customer analysis: Map target customer segments and develop buyer personas. Identify their needs, pain points and jobs-to-be-done. Quantify market size of each segment.
• Competitive analysis: Identify direct and indirect competitors. Analyze their product offerings, business models and go-to-market strategies. Pinpoint competitive advantages and disadvantages.
• Market analysis: Evaluate market trends, growth drivers, industry lifecycle stage, regulations and other dynamics. Determine market accessibility and expansion potential.
• Entry strategy: Define market entry plan based on above analyses - ideal customer segment(s) to target initially, product positioning and MVP feature set, pricing models, distribution channels and partnership opportunities. Outline expansion strategy.

Following this standardized template ensures thorough evaluation of the market opportunity and development of a tailored entry approach.

Product manager case study questions around new market entry often focus on quantifying the market, analyzing the competitive landscape, identifying the beachhead segment, and formulating the initial go-to-market strategy.

Product Roadmap Prioritization Framework

Determining what initiatives and features to build next is crucial for product success. This framework helps structure the prioritization process:

• Gather inputs: Compile inputs from customer research, user interviews, support tickets, sales requests, market analysis and internal stakeholders.
• Define evaluation criteria: Identify criteria like business value, user value, level of effort, dependencies and risks. Assign weights to each.
• Score roadmap items: Tally scores for each initiative based on the defined criteria to allow comparison.
• High-level sequencing: Group scored items into broader themes and high-level releases. Order these releases based on overarching priorities.
• Granular prioritization: Prioritize individual features within each release based on scores. Consider dependencies.

This data-driven approach brings rigor to product manager case study questions around roadmap prioritization. It's more defensible than gut feel and can facilitate alignment across the organization.

Comprehensive Product Launch Plan Template

Successfully launching a new product requires coordinating many complex, interdependent activities across teams. This template can help structure an effective, detailed launch plan:

• Pre-launch: Finalize positioning and messaging, create launch assets, drive buzz through influencer campaigns, optimize conversion funnels.
• Launch: Unveil product on launch date, drive traffic to website/app through advertising and PR, activate referral programs.
• Post-launch: Closely monitor KPIs like activations, retention, engagement, satisfaction. Address issues immediately through rapid iteration. Develop customer success processes.
• Expansion: Plan for incremental feature releases to expand value proposition. Pursue additional customer segments, partnerships and geographies. Ramp up marketing and sales.

Thoughtfully outlining all launch activities makes product introduction smooth and impactful. Product Manager case study presentation questions on new product launches evaluate this level of planning rigor.

Innovation and Pivot Strategy Framework

When products fail to achieve product-market fit, product managers may need to rethink strategy. This framework can help determine next steps:

• Diagnosis: Thoroughly analyze customer segments, their engagement, feedback and market success indicators. Identify issues.
• Ideate solutions: Brainstorm innovative ideas and pivots to address problems through new technologies, business models or market approaches.
• Market analysis: Gauge market demand for proposed solutions. Evaluate technical and business feasibility.
• Decision: Determine whether to persevere with small tweaks, make minor pivots in current product or business model, or perform major reworks or re-launches.

This structure brings strategic clarity to questions on Product Strategy and innovation during Product Management Case Studies.

Following standardized frameworks and templates allows showcasing analytical abilities and structured thinking - critical skills assessed in product manager case study interviews through open-ended Sample Questions. With practice, these templates can be adapted to various case contexts.

Real-World Product Management Case Studies with Sample Questions

Product management case studies aim to simulate real-world scenarios a PM may face. Reviewing examples helps prepare for interviews and day-to-day work. Here are some common case study prompts with analysis.

Sample Question: Entering the Rideshare Market

A case study may present a scenario like:

"A startup called DriveFast wants to enter the competitive rideshare market with a differentiated offering. As the PM, put together a strategic plan, including challenges, solutions, key metrics, and a rollout timeline."

This requires developing a comprehensive go-to-market strategy. Considerations may include:

• Understanding rider and driver needs to identify gaps in existing offerings
• Brainstorming features like scheduling, vehicle types, loyalty programs
• Analyzing market data to forecast demand and growth
• Evaluating operational costs and pricing models
• Setting targets for key metrics like ride volume, customer acquisition cost
• Building marketing and incentive campaigns to attract early adopters

The response should showcase analytical thinking and strategic planning skills relevant for product leadership roles.

Sample Question: Prioritizing a Social Media Platform's Features

A sample case could be:

"A new social media site for teens is gaining traction but has limited engineering bandwidth. As the PM, prioritize these potential features: stories, events, profiles, messaging, analytics."

This tests the ability to make data-driven decisions about feature development and sequencing. The PM would likely:

• Consider metrics showing current site usage and growth trends
• Weigh differentiators compared to competitive sites teenagers use
• Map out user workflows and identify friction points
• Talk to teen users directly to validate needs
• Develop evaluation criteria like engagement, retention, and sharing
• Use techniques like weighted scoring to prioritize feature roadmap

The process demonstrates user empathy, analytical thinking, and product strategy skills.

Sample Question: Launching a Wearable Tech Product

A wearable tech case study may ask:

"Your startup is preparing to launch a new fitness wearable called FitNow. Develop a go-to-market strategy including positioning, pricing, promotion and distribution."

This evaluates bringing an early-stage hardware product to market. The strategy may cover:

• Conducting user studies to validate product-market fit
• Identifying customer segments and use cases to focus positioning
• Competitive analysis against similar wearables
• Developing pricing tiers and discounts for early buyers
• Securing retail partnerships for distribution
• Creating a targeted launch campaign with influencers

Success depends on understanding user needs, evaluating market dynamics, and planning effective commercialization.

Sample Question: Developing a Product Innovation Strategy

Some cases challenge developing new solutions, like:

"Your building products company wants to rapidly innovate and stay ahead of commoditization trends in the market. How would you maintain differentiation?"

This aims to assess strategic thinking and creativity. The PM may propose ideas like:

• Exploring adjacent spaces like IoT-connected buildings
• Launching industry or region specific product lines
• Leveraging data and analytics to offer insights as a service
• Building a modular platform for rapid customization
• Creating sustainable construction products
• Implementing an innovation lab for ongoing R&D

Top candidates can connect innovation to business impact and articulate a compelling vision.

These examples illustrate common scenarios and considerations evaluated in PM case studies, helping prepare for interviews. Tailoring responses using actual product experience can showcase leadership potential.

Preparing for the Product Manager Case Study Interview

Adopting a product management case study framework.

When preparing for a product manager case study interview, it is important to have a structured framework to approach the business case or product design challenge. A framework provides guidance on the key areas to cover and helps ensure a comprehensive analysis.

Some popular frameworks include:

• Opportunity Assessment : Evaluates market size, competition, customer needs and product positioning.
• MECE (Mutually Exclusive and Collectively Exhaustive) : Breaks down a problem into distinct components that cover all aspects.
• RICE (Reach, Impact, Confidence, Effort) : Prioritizes potential solutions based on key factors.
• AARRR (Acquisition, Activation, Retention, Referral, Revenue) : Focuses on core funnel metrics.

I would recommend developing experience with 2-3 frameworks so you have different lenses to evaluate product problems. Practice applying the frameworks to sample case studies to get comfortable. Having a reliable framework reduces anxiety and builds structure into your analysis.

Effective Communication of Your Strategic Approach

How you present your case study analysis is as important as the substance itself. Interviewers want to understand your thought process and strategic rationale.

• Verbalize your framework out loud so the interviewer follows your thinking
• Use whiteboarding to map out key factors and relationships
• Present 2-3 options with pros/cons instead of just one solution
• Tailor communication to audience - emphasize business impact
• Practice explaining analysis clearly and concisely

The goal is to showcase your structured problem-solving approach and ability to translate analysis into compelling recommendations.

Time Management Techniques for Case Study Success

With case study interviews often lasting 45 minutes or less, time management is critical. Avoid getting bogged down analyzing market research or financials.

Some strategies:

• Agree on problem framing upfront
• Set a timer on your phone to pace yourself
• Spend more time on strategy and solutions vs. data analysis
• Practice case studies with a timer to improve efficiency

If you have extra time, highlight additional analyses you would conduct given more time or propose experiments to validate assumptions. Proactively managing pace demonstrates preparedness.

Practice with Realistic Product Manager Case Study Templates

The best preparation for case study interviews is to practice with examples that resemble real PM case studies. Overly simplistic or unrealistic cases have limited training value.

Look for practice cases that provide:

• Relevant customer and market context
• Data on adoption, usage, churn
• Competitor profiles and benchmarking
• Open-ended strategic questions

Practice presenting analyses and recommendations out loud. Refine based on feedback. Quality practice with realistic templates builds muscle memory for the actual case study interview.

Conclusion: Mastering Product Management Case Studies

Recap of product manager case study essentials.

Preparing for product management case study interviews requires understanding the fundamentals. Here are some key things to keep in mind:

• Know the product manager frameworks : Frameworks like Opportunity Assessment, PRD, and others provide structure for analyzing case studies systematically. Familiarize yourself with a few core frameworks.
• Practice case studies extensively : Solving diverse case studies is the best preparation. Look for case studies online or get help building a library to practice with. Review solutions to refine your approach.
• Structure your thinking : Outline the key issues, product goals, user needs - before diving into solutions. Structured thinking clarifies the problem space.
• Show your working : Explain your step-by-step thought process while solving the case. The interviewer wants insights into your analytical abilities.
• Back up ideas with data : Use market research, user data, or financial projections to validate ideas. Concrete data lends credibility.

With practice, these core strategies will help tackle case study questions confidently.

Final Thoughts on Utilizing Product Management Case Study Frameworks

Frameworks provide the scaffolding to methodically break down and solve case study problems. They enable structured thinking about product opportunities, tradeoffs, and decisions.

While no framework fits every case, having a few committed to memory - like Opportunity Assessment, PRD, and Growth - equips you with analytical tools for common product scenarios.

Rather than relying on generic frameworks, adapt them to the case context for optimal relevance. Customize frameworks to the product stage, user needs, and goals highlighted in the case prompt.

As important as frameworks are, avoid plugging in ideas mechanically without explaining the underlying reasoning. Illustrate your thought process with the frameworks as guides, not rigid templates.

With an adaptable, customized approach, product management case study frameworks unlock strategic thinking to drive impactful solutions.

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This article will explore how product management side projects can catalyze professional development by allowing you to experiment with new methodologies and enhance your skillset.

This comprehensive guide promises to equip you with a structured approach to tackling product case studies. You'll gain frameworks to methodically analyze prompts and craft insightful solutions.

Through real-world application, valuable feedback, and community engagement with groups like The Product Folks, PMs can significantly accelerate their skill development and expertise in the dynamic field of product management.

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Product management case studies - Netflix, Spotify, Slack and Airbnb

Case studies play a pivotal role in product management, serving as valuable tools to understand real-world scenarios, learn from past successes and failures, and shape future strategies. 🎯💡

The Importance of Case Studies in Product Management 🔍📚🚀 ​

In this article, we explore the significance of case studies in product management and how they provide actionable insights, inspire innovation, and drive effective decision-making. So, let's dive in and discover why case studies are an indispensable asset for product managers! 🕵️‍♂️💼💡

🧐 Gaining Insights from Real-World Scenarios ​

Case studies offer a glimpse into real-life product management experiences, showcasing the challenges faced, strategies implemented, and outcomes achieved. They provide an opportunity to learn from industry leaders and understand how they tackled complex problems, made critical decisions, and achieved success. 💡🎓📊

💡 Inspiring Innovation and Creativity ​

By analyzing case studies, product managers can uncover innovative approaches and creative solutions implemented by successful companies. These success stories can serve as a catalyst for fresh ideas, spark creativity, and inspire new ways of thinking. 🚀💡💭

🚦 Avoiding Costly Mistakes ​

Case studies not only highlight success stories but also shed light on failures and pitfalls encountered by organizations. By studying these failures, product managers can identify common pitfalls, avoid costly mistakes, and make informed decisions based on lessons learned from others' experiences. 🚫💸🚧

🔄 Adapting Strategies to Different Contexts ​

Each case study presents a unique context, market dynamics, and customer segments. By examining a range of case studies, product managers can gain insights into how strategies and approaches differ based on industry, company size, target audience, and other factors. This adaptability is crucial in developing customized strategies for their own products and markets. 📊🌍🔀

🌟 Validating and Communicating Product Decisions ​

Case studies serve as concrete evidence to validate product decisions and gain stakeholder buy-in. By referencing successful case studies, product managers can showcase the effectiveness of their strategies and build confidence in their decision-making process. This can be particularly valuable when navigating complex organizational structures or addressing skeptics. 💪✅🗣️

📈 Driving Continuous Improvement ​

Through case studies, product managers can identify areas of improvement, spot trends, and drive continuous innovation. By analyzing successful case studies, they can identify best practices to emulate and incorporate into their own product management processes. This constant quest for improvement ensures staying ahead in an ever-evolving market. 🔄📈💡

So, whether you are a seasoned product manager or just starting your journey, embracing case studies as a valuable resource can unlock invaluable insights, inspire innovation, and guide your product management decisions. 🎓🔍🚀

Now, let's delve into some captivating case studies and extract the pearls of wisdom they offer! 💎📚✨

Case Study 1: Netflix - Personalization and Content Recommendation ​

Netflix is a global streaming service that offers a wide range of movies, TV shows, and original content. One of the key challenges for Netflix's product management team was to enhance personalization and content recommendation to improve user engagement and retention.

Challenges Faced: ​

• Content Diversity: With a vast library of titles across different genres and categories, Netflix needed to cater to diverse user preferences and ensure that each user discovered content tailored to their tastes.
• User Retention: Keeping users engaged and subscribed to the platform was essential for Netflix's long-term success in the highly competitive streaming market.
• Discoverability: With an ever-growing library, it was crucial for Netflix to help users navigate and find relevant content easily.

Product Management Strategies Implemented: ​

• Recommendation Algorithms: Netflix developed sophisticated recommendation algorithms that analyzed user viewing history, ratings, and behavior patterns to generate personalized recommendations. These algorithms leveraged machine learning and AI techniques to provide users with suggestions based on their individual tastes.
• Content Tagging and Metadata: Netflix invested in tagging and categorizing its content with rich metadata, including genre, subgenre, themes, cast, and more. This enabled the platform to create personalized content collections and improve search and discovery functionalities. Personalized Thumbnails: Netflix tested and implemented personalized thumbnails that displayed images relevant to individual users' preferences and viewing habits. This approach aimed to capture user attention and increase the likelihood of content selection.
• A/B Testing and Experimentation: Netflix conducted extensive A/B testing and experimentation to optimize the user interface, recommendation algorithms, and user experience. This iterative approach allowed them to continuously improve the platform based on data-driven insights.

Results and Lessons Learned: ​

• Improved User Engagement: Netflix's personalized recommendations and content discovery features significantly increased user engagement and the amount of time users spent on the platform.
• Enhanced User Retention: By consistently delivering content that aligned with individual user preferences, Netflix successfully retained users and reduced churn rates.
• Differentiation in the Market: The focus on personalization and recommendation algorithms helped Netflix differentiate itself from competitors and establish its position as a leading streaming service.

Case study 2: Spotify - Personalization and Discoverability ​

Spotify is a leading music streaming platform with millions of users worldwide. One of the key challenges for Spotify's product management team was to improve personalization and discoverability to enhance the user experience and increase user engagement.

• Content Overload: With a vast library of songs, playlists, and podcasts, Spotify users faced difficulties in discovering new content that aligned with their tastes and preferences.
• User Retention: Ensuring users stayed engaged and retained on the platform was crucial for Spotify's long-term success in a highly competitive market. Catering to Diverse Tastes: Spotify needed to cater to a wide range of musical genres and user preferences to provide a personalized experience for each individual user.
• Recommendation Algorithms: Spotify leveraged advanced recommendation algorithms to analyze user listening patterns, preferences, and behaviors. These algorithms provided personalized recommendations for songs, playlists, and podcasts based on individual user profiles.
• Discover Weekly and Release Radar: Spotify introduced personalized playlists like Discover Weekly and Release Radar, which curated a selection of new and relevant content for each user on a weekly basis. These playlists helped users explore new music and stay up-to-date with their favorite artists.
• User-Curated Playlists: Spotify empowered users to create and share their own playlists, fostering a sense of community and allowing users to discover music based on the recommendations of others with similar tastes.
• Collaborations and Exclusive Content: Spotify forged partnerships with artists, influencers, and podcast creators to offer exclusive content and collaborations. This enhanced the platform's discoverability and provided unique experiences for users.
• Enhanced Discoverability: Spotify's personalized recommendations and curated playlists significantly improved the discoverability of content for users, leading to increased engagement and satisfaction.
• Improved User Retention: By tailoring the user experience to individual preferences and providing fresh and relevant content, Spotify was able to retain users for longer periods, reducing churn rates.
• Differentiation in the Market: The focus on personalization and discoverability helped Spotify differentiate itself from competitors and solidify its position as a leading music streaming platform.

Case Study 3: Airbnb - Scaling Trust and Safety Measures ​

Airbnb is a global online marketplace that connects travelers with hosts offering unique accommodations. As the platform grew in popularity, ensuring trust and safety became a critical focus for Airbnb's product management team.

• Trust Concerns: Trust and safety were paramount for Airbnb's success. Instances of fraudulent listings, host-guest conflicts, and safety incidents posed a challenge in building trust among users.
• Regulatory Compliance: Airbnb had to navigate various legal and regulatory frameworks worldwide, ensuring compliance and addressing concerns related to housing regulations, taxation, and guest safety.
• User Experience: Balancing trust and safety measures without compromising the user experience was essential to maintain the platform's user-friendly nature.
• Verified Hosts and Guests: Airbnb implemented a verification process, encouraging hosts and guests to provide identity verification, social media profiles, and reviews from previous stays to establish trustworthiness.
• Ratings and Reviews: The product management team enhanced the ratings and reviews system, allowing users to share their experiences and provide feedback on hosts and guests. This helped establish accountability and transparency.
• Safety Measures: Airbnb introduced safety features such as secure messaging, 24/7 customer support, and a dedicated Trust and Safety team to address concerns promptly. They also implemented safety guidelines for hosts and guests.
• Regulatory Compliance: Airbnb collaborated with governments and local authorities to ensure compliance with regulations, providing transparency and addressing concerns related to housing regulations and taxation.
• Improved Trust: The implementation of verification processes, ratings, and reviews contributed to increased trust among Airbnb users, fostering a safer and more reliable community.
• Enhanced Safety: The introduction of safety measures and guidelines improved the overall safety of stays, addressing user concerns and reducing incidents.
• Regulatory Partnerships: Collaborating with governments and local authorities helped Airbnb navigate regulatory challenges and establish a legal framework for operating in various jurisdictions.

Case Study 4: Slack - Improving User Onboarding and Adoption ​

Slack is a widely popular collaboration and communication platform used by teams worldwide. As it gained traction in the market, Slack faced challenges in user onboarding and adoption.

• Low User Activation: Many new users signed up for Slack but struggled to fully activate and integrate the platform into their workflow.
• Lack of Engagement: Some users found the platform overwhelming or faced difficulty in navigating its various features, leading to low engagement levels.
• Competition and Alternatives: Slack faced increasing competition from similar collaboration tools, which prompted the need to differentiate and continuously improve its product.
• Enhanced Onboarding Experience: Slack's product management team revamped the onboarding process to provide a more guided and intuitive experience for new users. They introduced interactive tutorials, tooltips, and contextual help to help users understand key features and get started quickly.
• Simplified User Interface: The product management team identified and addressed pain points in the user interface, simplifying navigation and reducing clutter. They focused on improving the overall user experience and making it more intuitive for users to find and utilize the platform's functionalities.
• Integration with Third-Party Tools: Recognizing the importance of seamless integration, Slack's product management team worked on enhancing the platform's capabilities to integrate with popular third-party tools and services. This allowed users to connect their favorite apps and streamline their workflow within Slack.
• Improved User Activation: By implementing a more intuitive onboarding experience, Slack witnessed an increase in user activation rates. New users were able to grasp the platform's key features more efficiently, leading to higher adoption.
• Increased Engagement: The simplified user interface and improved navigation contributed to higher user engagement, as users found it easier to discover and use Slack's features.
• Competitive Edge: By prioritizing user needs and continuously enhancing the product, Slack maintained a competitive edge over alternative collaboration tools in the market.

Conclusion ​

In product management, case studies serve as valuable resources for gaining insights, inspiring innovation, and driving effective decision-making. By analyzing real-world scenarios, product managers can learn from successes and failures, adapt strategies to different contexts, and validate and communicate product decisions. Case studies provide actionable insights, guide product management practices, and ultimately contribute to the success of products and businesses.

So, whether you're a seasoned product manager or aspiring to be one, embracing case studies as a source of inspiration and learning will help you navigate the dynamic landscape of product management and drive impactful outcomes.

Remember, each case study provides a unique perspective and set of lessons, so explore a diverse range of case studies to expand your knowledge and sharpen your product management skills.

• 🧐 Gaining Insights from Real-World Scenarios
• 💡 Inspiring Innovation and Creativity
• 🚦 Avoiding Costly Mistakes
• 🔄 Adapting Strategies to Different Contexts
• 🌟 Validating and Communicating Product Decisions
• 📈 Driving Continuous Improvement
• Challenges Faced:
• Product Management Strategies Implemented:
• Results and Lessons Learned:

• Harvard Business School →
• Faculty & Research →
• January 2009 (Revised June 2024)
• HBS Case Collection

Design Thinking and Innovation at Apple

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Stefan H. Thomke

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DESIGN THINKING IN PRODUCT DEVELOPMENT -CASE STUDY: LEATHER LIBRARY

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Student-designed major investigates importance of physical activity for people with Down syndrome

Ciara Herbert ’24, a student-designed major in physical therapy at The College of Wooster , used her Independent Study to make a case that people with Down s yndrome benefit cognitively and physically from continued physical therapy as adults . Down syndrome is most often associated with developmental delays in thinking and learning.

Herbert and her mentor, Sharon Lynn, Horace N. Mateer Professor of Biology and Neuroscience, shared an interest in and many conversations about the topic. They learned individuals with Down syndrome are very predisposed to heart and respiratory complications and obesity. After Herbert reviewed 160 studies about physical activity programs for people with Down syndrome, she learned that aerobic exercise could reduce heart disease, and physical activity helps with cognition and quality of life.     

“Clinical guidelines to continue physical therapy for adults with Down Syndrome would ultimately help make health care more equitable, encourage more physical activity, and improve health throughout their lives,” Herbert said.

Q: What excites you about your I.S.? 

Herbert: Previously, I never considered all the physical conditions that occur with Down syndrome. I randomly found this topic in my literature research and became interested to learn more. The literature indicated correlations between consistent exercise, increased independence and self-esteem, and improved motor skills and executive functioning. In the end, I felt like I did good work that resulted in a solid recommendation that physical therapists create guidelines to continue physical therapy for adults with Down Syndrome.  

Q: How did Wooster prepare you for designing your project? 

Herbert: Since freshman year, we’ve written research papers and had big projects that led up to the Independent Study. I also think taking a lot of difficult classes prepared me for the discipline I needed to be able to do the intensive project. I read 160 different sources for the research, and I enjoyed every second. Because of my classes, I knew how to use the information for my research.  

In what ways has your relationship with your I.S. mentor supported you throughout this process? 

Herbert: My relationship with Dr. Lynn throughout the I.S. process was pivotal to my success. Her enthusiasm and our shared love of learning truly made the process special to me, and I could not imagine working with anybody else. She was willing to work with my non-traditional I.S. ideas and helped me succeed through my student-designed program.  

Q: What has I.S. taught you? 

Herbert: I liked the idea of doing a literature review and had a structured plan. It changed throughout the process, but I realized the project was malleable. Through the I.S. I learned that I could be creative and scientific at the same time.     

Herbert plans to attend Washington University in St. Louis in the fall to pursue a Doctor of Physical Therapy.

Posted in Independent Study on June 15, 2024.

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Value of Information (VOI) Case Study on ETAP

EPA conducted a value of information (VOI) analysis to weigh the public health and economic trade-offs associated with the timeliness, uncertainty, and costs of conducting the EPA Transcriptomics Assessment Product (ETAP) compared to traditional human health assessment processes. Fewer than a quarter of the tens of thousands of chemicals in commerce--as well as those found in the environment, various waste streams, and the human body--have traditional toxicity or epidemiological data that can inform human health risk assessments. ETAP is a novel human health assessment approach aiming to address this challenge by targeting chemicals that lack traditional tox

• Value of Information (VOI) Analysis

Final VOI Report

Voi analysis of etap.

VOI analysis was a recommendation from the  2009 National Academies of Sciences (NAS) report Science and Decisions Advancing Risk Assessment  to provide EPA with an objective decision framework to assess the trade-offs of time, uncertainty, and cost in choosing testing methods for a variety of chemical exposure scenarios and decision contexts.

EPA developed and published a VOI framework . This framework was applied to a case study evaluating the human health and economic trade-offs of the recently released ETAP that relies on a standardized five-day in vivo transcriptomic-based toxicity study compared to a traditional human health assessment using a two-year rodent study. Both the ETAP and a traditional human health assessment results in a reference value representing the daily dose of a chemical substance that would be unlikely to result in an adverse health effect following oral exposure in humans.

The process to conduct an ETAP is shorter and less costly, but with the trade-off of presumed greater uncertainty. Once the chemical of interest is in the lab, an ETAP can be completed in less than a year. Traditional toxicity testing and assessment processes can take several years.  An analysis of the scientific literature and internal studies indicate high concordance between the ETAP-derived values and traditional animal studies across species, sex, route of exposure, physical chemical properties, toxicokinetic half-life, and technology platform.

In the case study, the ETAP and traditional toxicity testing and human health assessment processes are evaluated using a socioeconomic analysis that compares and quantifies the public health (i.e., societal health benefits) and return on investment associated with obtaining information to inform a regulatory decision.

This video provides more details about the VOI.

In the VOI analysis, the ETAP was the preferred testing method in the majority of scenarios considered. The analysis was performed for various combinations of exposure conditions, health endpoints, exposure control costs, population characteristics, and decision types using a range of values informed by real-world data. The VOI results indicate that reducing the time to decision, realized by using the shorter-duration ETAP process, has significant public health and economic benefits when compared with the longer traditional toxicity testing and human health assessment process.

• Final VOI Case Study Report and Supplemental Materials

VOI Materials Prepared for BOSC Review

• VOI Case Study Report for BOSC Review (pdf)   (3.1 MB)
• VOI Case Study Supplemental Material for BOSC Review (pdf)   (1.4 MB)
• Board of Scientific Counselors Panel for VOI

Learn more:

EPA’s  Safer Chemicals Research  aims to address the challenge of needing more chemical information to make informed, risk-based decisions.

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Bird Flu (H5N1) Explained: U.S. Human Infections Rise To 7

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Here’s the latest news about a global outbreak of H5N1 bird flu that started in 2020, and recently spread among cattle in U.S. states and marine mammals across the world, which has health officials closely monitoring it and experts concerned the virus could mutate and eventually spread to humans, where it has proven rare but deadly.

A sign warns of a outbreak of bird flu.

July 12 Colorado authorities announced three workers in a commercial egg operation have presumptive positive cases of bird flu, bringing the state’s count of known human infections up to as high as five—and the national number to seven—though authorities said none of the workers have been hospitalized, and showed “common respiratory infection symptoms” and pink eye. It’s the first time multiple cases have been recorded at the same location.

July 3 Colorado health officials confirmed the state’s second human case of bird flu in a dairy farm worker who has since recovered and only had mild symptoms, reporting pink eye.

June 25 Finland said it plans to begin vaccinating vulnerable populations like farm workers against bird flu as early as next week using 10,000 vaccine series—each with two doses—acquired as part of a European Union deal with vaccine maker CSL Seqirus to provide up to 40 million vaccines to 15 countries.

June 11 The World Health Organization announced a four-year-old child in India was infected with H9N2 bird flu—a different flu strain from H5N1—but recovered after suffering from seizures, respiratory distress, fever and abdominal cramps; H9N2 has infected around 100 people globally since 1998, and this is the second human case in India.

June 6 Dozens of cows infected with bird flu have either died or been slaughtered in Colorado, Ohio, Michigan, South Carolina and Texas, which is unusual since—unlike poultry—cows cost more to slaughter and around 90% usually make a full recovery, Reuters reported .

June 5 A new study examining the 2023 bird flu outbreak in South America that killed around 17,400 elephant seal pups and 24,000 sea lions found the disease spread between the animals in several countries, the first known case of transnational virus mammal-to-mammal bird flu transmission.

May 30 Another human case of bird flu has been detected in a dairy farm worker in Michigan—though the cases aren’t connected—and this is the first person in the U.S. to report respiratory symptoms connected to bird flu, though their symptoms are “resolving,” according to the Centers for Disease Control and Prevention.

May 23 A new study with mice suggests that drinking infected milk can spread the disease—and that a certain type of pasteurization may not always be effective in killing the virus.

May 22 Michigan reported bird flu in a farmworker—the second U.S. human case tied to transmission from dairy cows—though the worker had a mild infection and has since recovered.

May 21 Australia reported its first human case of bird flu after a child became infected in March after traveling to India, though the child has since recovered after suffering from a “severe infection,” according to the Victorian Department of Health.

May 16 The USDA conducted a study, and discovered that after high levels of the virus was injected into beef, no trace was left after the meat was cooked medium to well done, though the virus was found in meat cooked to lower temperatures.

May 14 The Centers for Disease Control and Prevention released influenza A waste water data for the weeks ending in April 27 and May 4, and found several states like Alaska, California, Florida, Illinois and Kansas had unusually high levels, though the agency isn’t sure if the virus came from humans or animals, and isn’t able to differentiate between influenza A subtypes, meaning the H5N1 virus or other subtypes may have been detected.

May 10 The Food and Drug Administration announced it will commit an additional $8 million to ensure the commercial milk supply is safe, while the Department of Agriculture said it will pay up to $28,000 per farm to help mitigate the spread of the disease, totaling around $98 million in funds.

May 9 Some 70 people in Colorado are being monitored for bird flu due to potential exposure, and will be tested for the virus if they show any symptoms, the Colorado Department of Public Health told Forbes—it was not immediately clear how or when the people were potentially exposed.

May 1 The Department of Agriculture said it tested 30 grocery store ground beef products for bird flu and they all came back negative, reaffirming the meat supply is safe.

May 1 The Food and Drug Administration confirmed dairy products are still safe to consume, announcing it tested grocery store samples of products like infant formula, toddler milk, sour cream and cottage cheese, and no live traces of the bird flu virus were found, although some dead remnants were found in some of the food—though none in the baby products.

April 30 Wenqing Zhang, head of WHO's Global Influenza Programme, said during a news briefing "there is a risk for cows in other countries to be getting infected," with the bird flu virus, since it’s commonly spread through the movement of migratory birds.

April 29 The Department of Agriculture told Forbes it will begin testing ground beef samples from grocery stores in states with cow outbreaks, and test ground beef cooked at different temperatures and infected with the virus to determine if it's safe to eat.

April 24 The USDA said cow-to-cow transmission may be occurring due to the cows coming into contact with raw milk—and warned against humans and other animals, including pets, consuming unpasteurized milk to prevent potential infection.

April 18 Jeremy Farrar, chief scientist for the World Health Organization, said during a press conference the threat of bird flu spreading between humans was a “great concern,” since it’s evolved and has increasingly been infecting mammals (on land and sea), which means it could possibly spread to humans.

April 1 The CDC reported the second U.S. human case of bird flu in a Texas dairy farmer who became infected after contracting the virus from infected dairy cows, but said the person was already recovering.

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Can Bird Flu Spread Between Humans?

Bird flu doesn’t “transmit easily from person-to-person,” according to the World Health Organization. Bird flu rarely affects humans, and most previous cases came from close contact with infected poultry, according to the CDC. Because human-to-human spread of bird flu poses “pandemic potential,” each human case is investigated to rule out this type of infection. Though none have been confirmed, there are a few global cases—none in the U.S.—where human-to-human transmission of bird flu was thought to be “probable,” including in China , Thailand , Indonesia and Pakistan .

Is Bird Flu Fatal To Humans?

It is very deadly. Between January 2003 and March 28, 2024 there have been 888 human cases of bird flu infection in humans, according to a report by the World Health Organization. Of those 888 cases, 463 (52%) died. To date, only two people in the U.S. have contracted H5N1 bird flu, and they both were infected after coming into contact with sick animals. The most recent case was a dairy worker in Texas who became ill in March after interacting with sick dairy cows, though he only experienced pink eye. The first incident happened in 2022 when a person in Colorado contracted the disease from infected poultry, and fully recovered.

Is It Safe To Drink Milk Infected With Bird Flu?

Raw, unpasteurized milk is unsafe to drink, but pasteurized milk is fine, according to the FDA. Bird flu has been detected in both unpasteurized and pasteurized milk, but the FDA recommends manufacturers against making and selling unpasteurized milk since there’s a possibility consuming it may cause bird flu infection. However, the virus remnants in pasteurized milk have been deactivated by the heat during the pasteurization process , so this type of milk is still believed safe to consume.

Is It Safe To Consume Meat Infected With Bird Flu?

The CDC warns against eating raw meat or eggs from animals “confirmed or suspected” of having bird flu because of the possibility of transmission. However, no human has ever been infected with bird flu from eating properly prepared and cooked meat, according to the agency. The possibility of infected meat entering the food supply is “extremely low” due to rigorous inspection, so properly handled and cooked meat is safe to eat, according to the USDA. To know when meat is properly cooked, whole beef cuts must be cooked to an internal temperature of 145 degrees Fahrenheit, ground meat must be 160 degrees and poultry must be cooked to 165 degrees. Rare and medium rare steaks fall below this temperature. Properly cooked eggs with an internal temperature of 165 degrees Fahrenheit kills bacteria and viruses including bird flu, according to the CDC. “It doesn’t matter if they may or may not have [avian] influenza… runny eggs and rare pieces of meat” are never recommended, Francisco Diez-Gonzalez, director and professor for the Center for Food Safety at the University of Georgia, told Forbes. To “play it safe,” consumers should only eat fully cooked eggs and make sure “the yolks are firm with no runny parts,” Daisy May, veterinary surgeon with U.K.-based company Medivet, said .

What Are Bird Flu Symptoms In Humans?

Symptoms of bird flu include a fever, cough, headache, chills, shortness of breath or difficulty breathing, runny nose, congestion, sore throat, nausea or vomiting, diarrhea, pink eye, muscle aches and headache. However, the CDC advises it can’t be diagnosed based on symptoms alone, and laboratory testing is needed. This typically includes swabbing the nose or throat (the upper respiratory tract), or the lower respiratory tract for critically ill patients.

How Is Bird Flu Affecting Egg Prices?

This year’s egg prices have increased as production decreased due to bird flu outbreaks among poultry, according to the USDA. A dozen large, grade A eggs in the U.S. costed around $2.99 in March, up almost a dollar from the fall. However, this price is down from a record $4.82 in January 2023, which was also spiked by bird flu outbreaks . Earlier this month, Cal-Maine Foods—the country’s largest egg producer—temporarily halted egg production after over one million egg-laying hens and chickens were killed after being infected with bird flu.

Why Do Poultry Farmers Kill Chickens With Bird Flu?

Once chickens have been infected with bird flu, farmers quickly kill them to help control the spread of the virus, since bird flu is highly contagious and fatal in poultry. The USDA pays farmers for all birds and eggs that have to be killed because of bird flu, as an incentive to responsibly try and curb the spread of the disease. The USDA has spent over $1 billion in bird flu compensation for farmers since 2022, according to the nonprofit Food & Environment Reporting Network.

Is There A Vaccine For The Bird Flu (h5n1)?

The FDA has approved a few bird flu vaccines for humans. The U.S. has a stockpile of vaccines for H5N1 bird flu, but it wouldn’t be enough to vaccinate all Americans if an outbreak were to happen among humans. If a human outbreak does occur, the government plans to mass produce vaccines, which can take at least six months to make enough for the entire population. CSL Seqirus, the maker of one of the approved vaccines, expects to have 150 million vaccines ready within six months of an announcement of a human bird flu pandemic. Although there are approved vaccines for other variants designed for birds, there are none for the H5N1 variant circulating. However, the USDA began trials on H5N1 animal-specific vaccines in 2023.

Key Background

As of May 30, more than 92 million poultry (primarily chickens) in 48 states have been euthanized because of bird flu since 2022, and 57 dairy cow herds across nine states have tested positive, according to data from the CDC (unlike chickens, cows appear to recover from the virus). The USDA believes wild migratory birds are the original source of the cow outbreaks that recently has experts concerned it may mutate and spread more easily in humans, though the CDC said its risk to the public remains low . Farrar called the cattle infections in the U.S. a “huge concern,” urging public health officials to continue closely monitoring the situation “because it may evolve into transmitting in different ways.” The increased number of mammal bird flu infections since 2022 “could indicate that the virus is looking for new hosts, and of course, moving closer to people,” Andrea Garcia, vice president of science, medicine and public health for the American Medical Association, said . The first report of a walrus dying from bird flu was detected in April on one of Norway’s Arctic Islands, and the first U.S. dolphin infected with bird flu died back in 2022, according to a report published April 18. More than 10 human bird flu cases were reported to the World Health Organization in 2023, and all but one survived. Bird flu has devastated bird populations, and 67 countries reported the deaths of 131 million poultry in 2022 alone. Although bird flu typically infects wild birds and poultry, it’s spread to other animals during the outbreak, and at least 10 countries have reported outbreaks in mammals since 2022. Around 17,400 elephant seal pups died from bird flu in Argentina in 2023, and at least 24,000 sea lions died in South America the same year. Besides cattle, bird flu has been detected in over 200 other mammals—like seals, raccoons and bears—in the U.S. since 2022. Although rare, even domestic pets like dogs and cats are susceptible to the virus, and the FDA warns against giving unpasteurized milk to cats to avoid possible transmission.

On June 5, WHO confirmed the first human death of a strain of bird flu that’s never before been seen in humans and is separate from H5N1. A 59-year-old man in Mexico contracted H5N2, and died on April 24 after being hospitalized and developing a fever, diarrhea, nausea, shortness of breath and general discomfort. Cases of H5N2 have been reported in poultry in Mexico, but the man had no history with poultry or animals, WHO said. It’s unclear how he became infected. He was bedridden for weeks prior to the infection, and suffered from several other health conditions.

Further Reading

Another Bird Flu Variant Reaches Humans: What To Know About H5N2—After First-Ever Confirmed Death

WHO Warns Threat Of Bird Flu Spreading To Humans Is ‘Great Concern’ (Forbes)

One In Five Milk Samples From Across US Had Traces Of Bird Flu Virus, FDA Says (Forbes)

Can Pets Get Bird Flu? Here’s What To Know (Forbes)

Avian H5N1 (Bird) Flu: Why Experts Are Worried—And What You Should Know (Forbes)

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Research on the spatiotemporal distribution characteristics and accessibility of traditional villages based on geographic information systems—a case study of shandong province, china.

1. Introduction

2. research methods and data processing, 2.1. research methods, 2.1.1. moran’s i index, 2.1.2. getis–ord gi* index, 2.1.3. standard deviation ellipse, 2.1.4. kernel density analysis, 2.1.5. method for calculating accessibility, 2.1.6. the gwr model, 2.2. data sources and preprocessing, 2.2.1. study area, 2.2.2. data collection and preprocessing, 3. spatiotemporal distribution of traditional villages in shandong province, 3.1. spatial distribution characteristics of traditional villages in shandong province, spatial distribution types of traditional villages in shandong province, 3.2. time distribution characteristics of traditional villages in shandong province, 3.2.1. evolution of traditional villages in shandong province, 3.2.2. temporal evolution of traditional villages in shandong province, 4. factors influencing the distribution of traditional villages in shandong province, 4.1. elevation factor, 4.2. slope factor, 4.3. water system factor, 4.4. road network factor, 5. accessibility analysis of traditional villages in shandong province, 5.1. accessibility level of traditional villages in shandong province, 5.2. analysis of factors affecting the accessibility of traditional villages in shandong province, 5.2.1. analysis of the impact factors of traditional village accessibility based on ols linear regression, 5.2.2. analysis of impact factors of traditional village accessibility based on gwr model, 6. discussion, 7. conclusions, author contributions, data availability statement, acknowledgments, conflicts of interest.

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Li, B.; Lu, Y.; Li, Y.; Zuo, H.; Ding, Z. Research on the Spatiotemporal Distribution Characteristics and Accessibility of Traditional Villages Based on Geographic Information Systems—A Case Study of Shandong Province, China. Land 2024 , 13 , 1049. https://doi.org/10.3390/land13071049

Li B, Lu Y, Li Y, Zuo H, Ding Z. Research on the Spatiotemporal Distribution Characteristics and Accessibility of Traditional Villages Based on Geographic Information Systems—A Case Study of Shandong Province, China. Land . 2024; 13(7):1049. https://doi.org/10.3390/land13071049

Li, Bingliang, Yuefeng Lu, Yudi Li, Huaiying Zuo, and Ziqi Ding. 2024. "Research on the Spatiotemporal Distribution Characteristics and Accessibility of Traditional Villages Based on Geographic Information Systems—A Case Study of Shandong Province, China" Land 13, no. 7: 1049. https://doi.org/10.3390/land13071049

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