《Design Thinking-設(shè)計思維跨部門創(chuàng)新工作坊》中英文版

《Design Thinking (DT) Cross-Departmental Innovation Workshop 》設(shè)計思維賦能跨部門創(chuàng)新工作坊
主講：梁展紅老師
Workshop Background
工作坊背景
In the B-end business sector, many enterprises face a common dilemma: "aspiring to innovate but struggling to implement."在 B 端業(yè)務(wù)領(lǐng)域，許多企業(yè)正面臨著 “想創(chuàng)新卻難落地” 的共性困境：
Severe cross-departmental information silos: Business teams (client liaison, sales/post-sales) understand explicit client needs (e.g., "slow service response," "cumbersome operations") but lack awareness of technical implementation boundaries and costs; technical teams (R&D, operations) excel in system feasibility but have no in-depth access to clients’ actual usage scenarios and market trends, leading to a deadlock: "demands proposed by business teams are technically unfeasible, while products developed by technical teams are unused by clients."跨部門信息孤島嚴(yán)重：業(yè)務(wù)團(tuán)隊(duì)（客戶對接、銷售 / 售后）熟悉客戶顯性需求（如 “服務(wù)響應(yīng)慢”“操作復(fù)雜”），卻不了解技術(shù)實(shí)現(xiàn)的邊界與成本；技術(shù)團(tuán)隊(duì)（研發(fā)、運(yùn)維）精通系統(tǒng)可行性，卻未深入觸達(dá)客戶真實(shí)使用場景與市場趨勢，導(dǎo)致 “業(yè)務(wù)提的需求技術(shù)做不了，技術(shù)做的產(chǎn)品客戶不用”。
Wasted resources due to collaboration gaps: Without a unified "client perspective" and "business perspective," cross-departmental improvement directions conceived in the early stage are either "detached from client reality (tech teams working in isolation)" or "unimplementable (business teams making arbitrary demands)." Repeated trials yield no results, and market opportunities are missed.協(xié)作斷層浪費(fèi)資源：因缺乏統(tǒng)一的 “客戶視角” 與 “商業(yè)視角”，跨部門前期設(shè)想的改善方向要么 “脫離客戶實(shí)際（技術(shù)閉門造車）”，要么 “無法落地推行（業(yè)務(wù)拍腦袋提需求）”，反復(fù)試錯卻難見成效，錯失市場機(jī)會。
Inefficient decision-making and innovation: B-end businesses involve multiple internal departments (business/tech/commercial) and external stakeholders (client procurement/usage/decision-making teams), resulting in long decision-making chains. Additionally, roles have inconsistent perceptions of "what constitutes valuable innovation," confining innovation to "superficial process optimization" and failing to address core pain points.決策與創(chuàng)新低效：B 端業(yè)務(wù)涉及內(nèi)部多部門（業(yè)務(wù) / 技術(shù) / 商務(wù)）、外部多利益相關(guān)方（客戶采購 / 使用 / 決策層），決策鏈條長，且各角色對 “什么是有價值的創(chuàng)新” 認(rèn)知不一致，導(dǎo)致創(chuàng)新停留在 “流程優(yōu)化表層”，難以突破核心痛點(diǎn)。
When organizations are trapped in a cycle of "difficult cross-departmental collaboration, unimplementable innovation, and misaligned demands," they need a tool and method to break barriers and focus on value — the Design Thinking (DT) Cross-Departmental Innovation Workshop is tailored to solve these common problems. 當(dāng)組織陷入 “跨部門難協(xié)同、創(chuàng)新難落地、需求難對齊” 的循環(huán)時，需要一套能打破隔閡、聚焦價值的工具與方法 ——Design Thinking（DT）跨部門創(chuàng)新工作坊，正是為解決這些共性問題而來。
Workshop Objectives 工作坊目標(biāo)
Tool Mastery & Scenario Identification: Enable cross-departmental teams to proficiently use core DT tools, jointly identify specific improvement scenarios that "align with market demands, address client pain points, and have commercial potential," and avoid aimless efforts.工具掌握與場景鎖定：讓跨部門團(tuán)隊(duì)熟練運(yùn)用 DT 核心工具，共同找到 “符合市場需求、適配客戶痛點(diǎn)、具備商業(yè)化潛力” 的具體改善場景，避免無的放矢。
Process & Journey Co-creation: Around the identified scenario, cross-departmental teams collaborate to map end-to-end business processes and reconstruct the complete user journey (including key touchpoints and bottlenecks for both clients and internal collaborators), clarifying the full-link logic "from demand to implementation."流程與旅程共創(chuàng)：圍繞鎖定的場景，跨部門協(xié)作梳理端到端業(yè)務(wù)流程，還原完整用戶旅程（含客戶方、內(nèi)部協(xié)作方的關(guān)鍵觸點(diǎn)與卡點(diǎn)），厘清 “從需求到落地” 的全鏈路邏輯。
Innovation Opportunity Mining: From bottlenecks in business processes and user journeys, excavate high-value innovation opportunities, forming a "implementable, valuable, and multi-stakeholder-approved" list of innovation opportunities to provide clear directions for subsequent product/system optimization.創(chuàng)新機(jī)會挖掘：從業(yè)務(wù)流程與用戶旅程的卡點(diǎn)中，挖掘高價值創(chuàng)新機(jī)會點(diǎn)，形成 “可落地、有價值、獲多方認(rèn)可” 的創(chuàng)新機(jī)會清單，為后續(xù)產(chǎn)品 / 系統(tǒng)優(yōu)化提供明確方向。
Workshop Target Audience 工作坊對象
To ensure cross-departmental collaboration and demand alignment, the workshop requires the participation of the following roles (number of participants can be adjusted based on enterprise size; 2-3 people per role is recommended):為確?？绮块T協(xié)作與需求對齊，工作坊需以下角色共同參與（根據(jù)企業(yè)規(guī)?？伸`活調(diào)整人數(shù)，單角色建議 2-3 人）：
Internal Business Team: Client Liaison Roles, Sales/Post-sales Teams, Business Operations; Core Value: Output explicit client pain points, daily collaboration bottlenecks, and market feedback. 內(nèi)部業(yè)務(wù)端：客戶對接崗、銷售 / 售后團(tuán)隊(duì)、業(yè)務(wù)運(yùn)營；核心價值：輸出客戶顯性痛點(diǎn)、日常協(xié)作卡點(diǎn)、市場反饋。
Internal Technical Team: R&D Teams, Technical Operations, System Integration Roles; Core Value: Explain technical implementation boundaries, existing capabilities, and feasibility of implementation.內(nèi)部技術(shù)端：研發(fā)團(tuán)隊(duì)、技術(shù)運(yùn)維、系統(tǒng)集成崗；核心價值：解讀技術(shù)實(shí)現(xiàn)邊界、現(xiàn)有能力、落地可行性。
Internal Commercial/Support Team: Market Analysis, Financial Calculation, Policy Liaison Roles; Core Value: Evaluate commercial value, market trends, and compliance requirements.內(nèi)部商務(wù) / 支持端：市場分析、財務(wù)測算、政策對接崗；核心價值：評估商業(yè)價值、市場趨勢、合規(guī)要求。
External Client Team: Client User Departments (core users), Procurement/Decision-making Teams; Core Value: Verify the authenticity of demands and provide feedback on actual usage pain points.外部客戶方：客戶使用部門（核心用戶）、采購 / 決策層；核心價值：驗(yàn)證需求真實(shí)性、反饋實(shí)際使用痛點(diǎn)。
Workshop Initiator: Innovation Leaders within the Organization (e.g., Business Directors, Change Managers); Core Value: Coordinate overall progress, control objectives, and drive subsequent implementation.項(xiàng)目發(fā)起方：組織內(nèi)推動創(chuàng)新的負(fù)責(zé)人（如業(yè)務(wù)總監(jiān)、變革經(jīng)理）；核心價值：統(tǒng)籌協(xié)調(diào)、把控目標(biāo)、推動后續(xù)落地。
Workshop Process 工作坊大綱
Phase 1: Empathize & Align (DT-Empathize Stage) 階段 1：共情對齊（DT-Empathize 階段）
Stage Task: Cross-departmental teams jointly excavate explicit + implicit client needs, align internal capabilities with market opportunities, and eliminate the information gap where "business teams understand clients, while technical teams understand systems."階段任務(wù)：跨部門共同挖掘客戶顯性 + 隱性需求，對齊內(nèi)部能力與市場機(jī)會，消除 “業(yè)務(wù)懂客戶、技術(shù)懂系統(tǒng)” 的信息斷層。
Key Actions: Use generalized tools to organize client needs (e.g., "User Demand Co-creation Template") and analyze market opportunities (e.g., "Market & Capability Matching Canvas"); mark cross-departmental demand gaps (e.g., "known to business but unknown to tech," "tech-feasible but unmentioned by business").關(guān)鍵動作：用通用化工具梳理客戶需求（如 “用戶需求共創(chuàng)模板”）、分析市場機(jī)會（如 “市場與能力匹配畫布”），標(biāo)注跨部門需求斷點(diǎn)（如 “業(yè)務(wù)已知但技術(shù)未察覺”“技術(shù)能做但業(yè)務(wù)未提及”）。
Phase 2: Define & Focus (DT-Define Stage)階段 2：定義聚焦（DT-Define 階段）
Stage Task: From the demands and opportunities identified in the Empathize phase, select 1 core improvement scenario that "addresses urgent client pain points, has high commercial value, and is highly feasible," avoiding scattered efforts.階段任務(wù)：從共情階段的需求與機(jī)會中，篩選 “客戶痛點(diǎn)迫切、商業(yè)價值高、落地可行性強(qiáng)” 的 1 個核心改善場景，避免分散精力。
Key Actions: Use the "Cross-Departmental Scenario Screening Matrix" (including general dimensions such as "client value, commercial potential, and implementation difficulty") for quantitative scoring; clarify scenario boundaries and core objectives to form unified cognition.
關(guān)鍵動作：用 “跨部門場景篩選矩陣”（含 “客戶價值、商業(yè)潛力、落地難度” 等通用維度）量化評分，明確場景邊界與核心目標(biāo)，形成統(tǒng)一認(rèn)知。
Phase 3: Journey Decomposition (DT-Ideate Preliminary Stage) 階段 3：旅程拆解（DT-Ideate 前置階段）
Stage Task: Around the core scenario, cross-departmental teams collaborate to reconstruct "client usage processes + internal collaboration processes," mapping full-link key nodes, pain points, and role interaction relationships.階段任務(wù)：圍繞核心場景，跨部門協(xié)作還原 “客戶使用流程 + 內(nèi)部協(xié)作流程”，梳理全鏈路關(guān)鍵節(jié)點(diǎn)、痛點(diǎn)與角色互動關(guān)系。
Key Actions: Use "User Journey Maps" and "Business Process Decomposition Forms" to mark "client pain points, internal bottlenecks, and cross-role collaboration needs" at each node, visualizing hidden problems.關(guān)鍵動作：用 “用戶旅程圖”“業(yè)務(wù)流程拆解表”，標(biāo)注每個節(jié)點(diǎn)的 “客戶痛點(diǎn)、內(nèi)部卡點(diǎn)、跨角色協(xié)作需求”，讓隱藏的問題可視化。
Phase 4: Ideate & Diverge (DT-Ideate Stage) 階段 4：構(gòu)思發(fā)散（DT-Ideate 階段）
Stage Task: Targeting pain points and bottlenecks in the journey, conduct cross-departmental brainstorming to diverge innovation directions that "cover client value, internal efficiency, and business objectives," and converge into implementable opportunities.階段任務(wù)：針對旅程中的痛點(diǎn)與卡點(diǎn)，跨部門頭腦風(fēng)暴，發(fā)散 “覆蓋客戶價值、內(nèi)部效率、商業(yè)目標(biāo)” 的創(chuàng)新方向，收斂為可落地的機(jī)會點(diǎn)。
Key Actions: Use the "Pain Point-Opportunity Conversion Form" to guide collaboration (e.g., "for a specific pain point, business teams propose process optimization suggestions, while technical teams propose technical empowerment solutions"), ensuring innovation opportunities do not deviate from actual needs or technical boundaries.關(guān)鍵動作：用 “痛點(diǎn) - 機(jī)會轉(zhuǎn)化表” 引導(dǎo)協(xié)作（如 “針對某痛點(diǎn)，業(yè)務(wù)提流程優(yōu)化建議、技術(shù)提技術(shù)賦能方案”），確保創(chuàng)新點(diǎn)不脫離實(shí)際需求與技術(shù)邊界。
Phase 5: Validate & Decide (DT-Test Preliminary Stage) 階段 5：驗(yàn)證決策（DT-Test 前置階段）
Stage Task: Evaluate the feasibility and value of innovation opportunities, determine priorities, clarify "which opportunities to advance first, which to iterate on, and which to suspend," and form a subsequent action plan.階段任務(wù)：評估創(chuàng)新機(jī)會點(diǎn)的可行性與價值，確定優(yōu)先級，明確 “哪些機(jī)會先推進(jìn)、哪些需迭代、哪些暫擱置”，形成后續(xù)行動計劃。
Key Actions: Use the "Opportunity Evaluation Matrix" (including dimensions such as "value level, feasibility, and resource requirements") for quantitative screening; output the Top 3 innovation opportunities, and clarify responsible parties and preliminary timelines.關(guān)鍵動作：用 “機(jī)會點(diǎn)評估矩陣”（含 “價值度、可行性、資源需求” 等維度）量化篩選，輸出 Top3 創(chuàng)新機(jī)會點(diǎn)，明確責(zé)任方與初步時間節(jié)點(diǎn)。
Workshop Schedule 工作坊安排
(Note: The schedule can be adjusted based on enterprise needs. The following is a standard 2.5-day arrangement, running 9:00-17:00 daily with a 1.5-hour lunch break.)（注：時間可根據(jù)企業(yè)需求調(diào)整，以下為標(biāo)準(zhǔn) 2.5 天安排，每天 9:00-17:00，含午休 1.5 小時）
Time 時間
Phase 階段
Core Tasks 核心任務(wù)
Participating Roles 參與角色
Outputs 輸出成果
Day 1 第一天
Morning: Phase 1 上午：階段 1
Kickoff & Icebreaker: Clarify objectives and rules, eliminate cross-departmental barriers 開場破冰：明確目標(biāo)與規(guī)則，消除跨部門隔閡;
Demand Co-creation: Organize client needs using tools, mark cross-departmental gaps 需求共創(chuàng)：用工具梳理客戶需求，標(biāo)注跨部門斷;
Market Alignment: Analyze market opportunities and internal capability matching市場對齊：分析市場機(jī)會與內(nèi)部能力匹配度。
All roles (including clients)
全角色（含客戶方）
Cross-Departmental User Demand List, Market & Capability Matching Report
《跨部門用戶需求清單》
《市場與能力匹配報告》
Day 1 第一天
Afternoon: Phase 2
下午：階段 2
Preliminary Scenario Screening: Extract 3-5 potential scenarios from demands 場景初篩：從需求中提煉 3-5 個潛在場景；;
Quantitative Scoring: Score using the screening matrix, discuss differences 量化評分：用篩選矩陣打分，討論分歧點(diǎn)；; 3. Focus Confirmation: Lock 1 core improvement scenario, clarify boundaries 聚焦確認(rèn)：鎖定 1 個核心改善場景，明確邊界.
All roles (including clients) 全角色（含客戶方）
Core Improvement Scenario Specification,
Scenario Screening Score Sheet《核心改善場景》
《場景篩選評分表》
Day 2 第二天
Morning: Phase 3
上午：階段 3
1. Process Decomposition: Co-create business processes and user journeys for the core scenario 流程拆解：共創(chuàng)核心場景的業(yè)務(wù)流程與用戶旅程；; 2. Pain Point Marking: Label client pain points and internal bottlenecks at each node 痛點(diǎn)標(biāo)注：標(biāo)注每個節(jié)點(diǎn)的客戶痛點(diǎn)與內(nèi)部卡點(diǎn)；; 3. Consensus Confirmation: Ensure unified cross-departmental cognition of the journey 共識確認(rèn)：確?？绮块T對旅程認(rèn)知一致.
All roles (including clients)
全角色（含客戶方）
Scenario Business Process Map,
User Journey Pain Point Form
《場景業(yè)務(wù)流程圖》
《用戶旅程痛點(diǎn)表》
Day 2 第二天
Afternoon: Phase 4
下午：階段 4
Brainstorming: Diverge innovation directions for pain points (at least 1 suggestion per person) 頭腦風(fēng)暴：針對痛點(diǎn)發(fā)散創(chuàng)新方向（每人至少提 1 個建議）；
Opportunity Convergence: Screen using tools to form 10-15 preliminary opportunities 2. 機(jī)會收斂：用工具篩選，形成 10-15 個初步機(jī)會點(diǎn);
Value Evaluation: Preliminary assess client and commercial value of each opportunity.價值評估：初步判斷每個機(jī)會的客戶與商業(yè)價值。
All roles (including clients) 全角色（含客戶方）
Preliminary Innovation Opportunity Screening List,
Pain Point-Opportunity Correspondence Form
《創(chuàng)新機(jī)會點(diǎn)初篩清單》
《痛點(diǎn) - 機(jī)會對應(yīng)表》
Day 3 第三天
Morning: Phase 5
上午：階段 5
Opportunity Evaluation: Use the matrix for quantitative scoring to determine Top 3 innovation opportunities 機(jī)會評估：用矩陣量化評分，確定 Top3 創(chuàng)新機(jī)會點(diǎn)；
Path Planning: Clarify subsequent actions (iterate/develop/suspend), responsible parties, and timelines for each opportunity 2. 路徑規(guī)劃：明確每個機(jī)會的后續(xù)動作（迭代 / 開發(fā) / 擱置）、責(zé)任方、時間節(jié)點(diǎn)；; 3. Client Confirmation: Align with clients on opportunity value and collect feedback.客戶確認(rèn)：與客戶方對齊機(jī)會點(diǎn)價值，獲取反饋。
All roles (including clients) 全角色（含客戶方）
Top 3 Innovation Opportunities List,
Opportunity Implementation Path Form
《Top3 創(chuàng)新機(jī)會點(diǎn)清單》
《機(jī)會落地路徑表》
Day 3 第三天
Afternoon: Summary
下午：總結(jié)
1. Outcome Review: Organize core outputs of the 5 phases, confirm cross-departmental consensus 成果回顧：梳理 5 階段核心輸出，確認(rèn)跨部門共識; 2. Subsequent Planning: Clarify implementation steps and resource needs for 1-3 months post-workshop; 后續(xù)計劃：明確工作坊后 1-3 個月的推進(jìn)步驟、資源需求； 3. Tool Delivery: Provide DT tool templates used in the workshop for future reuse 工具交付：提供本次使用的 DT 工具模板，便于后續(xù)復(fù)用。
All roles
全角色
Workshop Outcome Summary Report, DT Toolkit, Subsequent Action Plan
《工作坊成果總報告》
《DT 工具包》《后續(xù)行動計劃表》

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