Design Thinking-设计思维跨部门创新工作坊——中英文版

课程背景

《Design Thinking (DT) Cross-Departmental Innovation Workshop 》规划思路赋能跨部门革新工作坊

主讲：梁展红老师

Workshop Background

工作坊来由

In the B-end commercial sector, many enterprises face a common dilemma: "aspiring to innovate but struggling to implement."在 B 端业务领域，许多公司正面临着 “想革新却难落地” 的共性困境：

• Severe cross-departmental information silos: Business crews (client liaison, sales/post-sales) grasp explicit client needs (e.g., "slow service response," "cumbersome operations") but lack awareness of technical implementation boundaries and costs; technical crews (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 commercial crews are technically unfeasible, while offerings builded by technical crews are unused by clients."跨部门资讯孤岛严重：业务队伍（买方对接、销售 / 售后）熟稔买方显性诉求（如 “服务响应慢”“操作复杂”），却不弄懂技艺达成的边界和成本；技艺队伍（研发、运维）精通系统可行性，却未纵深触达买方真实采用情境和市场趋势，导致 “业务提的诉求技艺做不了，技艺做的货品买方不用”。

• Wasted resources due to collaboration gaps: Without a unified "client perspective" and "commercial perspective," cross-departmental enhancement directions conceived in the early stage are either "detached from client reality (tech crews working in isolation)" or "unimplementable (commercial crews making arbitrary demands)." Repeated trials yield no results, and market opportunities are missed.协同断层浪费资源：因缺乏统一的 “买方视角” 和 “商业视角”，跨部门前期设想的改进方向要么 “脱离买方实际（技艺闭门造车）”，要么 “无法落地推行（业务拍脑袋提诉求）”，反复试错却难见成效，具体来看，错失市场机会。

• Inefficient decision-making and innovation: B-end commerciales involve multiple internal departments (commercial/tech/commercial) and external stakeholders (client procurement/usage/decision-making crews), resulting in long decision-making chains. Additionally, positions have inconsistent perceptions of "what constitutes valuable innovation," confining innovation to "superficial workflow optimization" and failing to address core pain points.决策和革新低效：B 端业务涉及内部多部门（业务 / 技艺 / 商务）、外部多利益相关方（买方采购 / 采用 / 决策层），决策链条长，并且各定位对 “何为有价值的革新” 认知不一致，导致革新停留在 “流程精进表层”，难以突破核心痛点。

When enterprises 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. 当组织陷入 “跨部门难协同、革新难落地、诉求难对齐” 的循环时，需要一套能打破隔阂、锁住价值的抓手和办法 ——Design Thinking（DT）跨部门革新工作坊，正是为破解这些共性问题而来。

Workshop Objectives 工作坊标的

1. Tool Mastery & Scenario Identification: Enable cross-departmental crews to proficiently use core DT tools, jointly identify specific enhancement scenarios that "align with market demands, address client pain points, and have commercial potential," and avoid aimless efforts.抓手掌握和情境锁定：让跨部门队伍熟练运用 DT 核心抓手，共同找到 “符合市场诉求、适配买方痛点、具备商业化潜力” 的具体改进情境，防止无的放矢。

2. Process & Journey Co-creation: Around the identified scenario, cross-departmental crews collaborate to map end-to-end commercial workflowes 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."流程和旅程共创：围绕锁定的情境，跨部门协同梳理端到端业务链路，还原完整用户旅程（含买方方、内部协同方的要害触点和卡点），厘清 “从诉求到落地” 的全链路推演。

3. Innovation Opportunity Mining: From bottlenecks in commercial workflowes and user journeys, excavate high-value innovation opportunities, forming a "implementable, valuable, and multi-stakeholder-approved" list of innovation opportunities to deliver clear directions for subsequent offering/system optimization.革新机会挖掘：从业务链路和用户旅程的卡点中，挖掘高价值革新机会点，形成 “可落地、有价值、获多方认可” 的革新机会清单，为后续货品 / 系统精进提供明晰方向。

Workshop Target Audience 工作坊对象

To make certain cross-departmental collaboration and demand alignment, the seminar requires the participation of the following positions (number of attendees can be adjusted based on enterprise size; 2-3 people per position is recommended):为确保跨部门协同和诉求对齐，工作坊需以下定位共同参与（根据公司规模可灵活调整人数，单定位建议 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. 内部业务端：买方对接岗、销售 / 售后队伍、业务营运；核心价值：输出买方显性痛点、日常协同卡点、市场反馈。

• Internal Technical Team: R&D Teams, Technical Operations, System Integration Roles; Core Value: Explain technical implementation boundaries, existing capabilities, and feasibility of implementation.内部技艺端：研发队伍、技艺运维、系统集成岗；核心价值：解读技艺达成边界、现有本领、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.内部商务 / 支持端：市场拆解、财务测算、政策对接岗；核心价值：评核商业价值、市场趋势，合规要求。

• External Client Team: Client User Departments (core users), Procurement/Decision-making Teams; Core Value: Verify the authenticity of demands and deliver feedback on actual usage pain points.外部买方方：买方采用部门（核心用户）、采购 / 决策层；核心价值：验证诉求真实性、反馈实际采用痛点。

• Workshop Initiator: Innovation Leaders within the Organization (e.g., Business Directors, Change Managers); Core Value: Coordinate overall progress, control objectives, and drive subsequent implementation.项目发起方：组织内促成革新的负责人（如业务总监、变革经理）；核心价值：统筹协调、将控标的、促成后续落地。

Workshop Process 工作坊大纲

Phase 1: Empathize & Align (DT-Empathize Stage)

阶段 1：共情对齐（DT-Empathize 阶段）

Stage Task: Cross-departmental crews jointly excavate explicit + implicit client needs, align internal capabilities with market opportunities, and eliminate the information gap where "commercial crews grasp clients, while technical crews grasp systems."阶段差事：跨部门共同挖掘买方显性 + 隐性诉求，对齐内部本领和市场机会，消除 “业务懂买方、技艺懂系统” 的资讯断层。

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 commercial but unknown to tech," "tech-feasible but unmentioned by commercial").要害动作：用通用化抓手梳理买方诉求（如 “用户诉求共创模板”）、拆解市场机会（如 “市场和本领匹配画布”），标注跨部门诉求断点（如 “业务已知但技艺未察觉”“技艺能做但业务未提以及”）。

Phase 2: Define & Focus (DT-Define Stage)

阶段 2：定义锁住（DT-Define 阶段）

Stage Task: From the demands and opportunities identified in the Empathize phase, select 1 core enhancement scenario that "addresses urgent client pain points, has high commercial value, and is highly feasible," avoiding scattered efforts.阶段差事：从共情阶段的诉求和机会中，筛选 “买方痛点迫切、商业价值高、落地可行性强” 的 1 个核心改进情境，防止分散精力。

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.

要害动作：用 “跨部门情境筛选矩阵”（含 “买方价值、商业潜力、落地难度” 等等通用维度）量化评分，明晰情境边界和核心标的，形成统一认知。

Phase 3: Journey Decomposition (DT-Ideate Preliminary Stage)

阶段 3：旅程拆解（DT-Ideate 前置阶段）

Stage Task: Around the core scenario, cross-departmental crews collaborate to reconstruct "client usage workflowes + internal collaboration workflowes," mapping full-link key nodes, pain points, and position interaction relationships.阶段差事：围绕核心情境，跨部门协同还原 “买方采用流程 + 内部协同流程”，梳理全链路要害节点、痛点和定位交流关系。

Key Actions: Use "User Journey Maps" and "Business Process Decomposition Forms" to mark "client pain points, internal bottlenecks, and cross-position collaboration needs" at each node, visualizing hidden problems.要害动作：用 “用户旅程图”“业务链路拆解表”，标注每个节点的 “买方痛点、内部卡点、跨定位协同诉求”，往细里说，让隐藏的问题可视化。

Phase 4: Ideate & Diverge (DT-Ideate Stage)

阶段 4：构思发散（DT-Ideate 阶段）

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 commercial objectives," and converge into implementable opportunities.阶段差事：针对旅程中的痛点和卡点，跨部门头脑风暴，发散 “覆盖买方价值、内部效率、商业标的” 的革新方向，往细里说，收敛为可落地的机会点。

Key Actions: Use the "Pain Point-Opportunity Conversion Form" to guide collaboration (e.g., "for a specific pain point, commercial crews propose workflow optimization suggestions, while technical crews propose technical empowerment solutions"), ensuring innovation opportunities do not deviate from actual needs or technical boundaries.要害动作：用 “痛点 - 机会转化表” 带出协同（如 “针对某痛点，业务提流程精进建议、技艺提技艺赋能方案”），确保革新点不脱离实际诉求和技艺边界。

Phase 5: Validate & Decide (DT-Test Preliminary Stage)

阶段 5：验证决策（DT-Test 前置阶段）

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.阶段差事：评核革新机会点的可行性和价值，确定优先级，明晰 “哪些机会先推进、哪些需迭代、哪些暂搁置”，运行层面，形成后续行动规划。

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.要害动作：用 “机会点评核矩阵”（含 “价值度、可行性、资源诉求” 等等维度）量化筛选，输出 Top3 革新机会点，往细里说，明晰责任方和初步时间节点。

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：时间可根据公司诉求调整，以下为准则 2.5 天安排，具体来看，每天 9:00-17:00，往细里说，含午休 1.5 小时）

Time 时间

Phase 阶段

Core Tasks 核心差事

Participating Roles 参与定位

Outputs 输出结晶

Day 1 第一天

Morning: Phase 1 上午：阶段 1

1. Kickoff & Icebreaker: Clarify objectives and rules, eliminate cross-departmental barriers 开场破冰：明晰标的和规则，运行层面，消除跨部门隔阂;

2. Demand Co-creation: Organize client needs using tools, mark cross-departmental gaps 诉求共创：用抓手梳理买方诉求，在实际应用里，标注跨部门断;

3. Market Alignment: Analyze market opportunities and internal capability matching市场对齐：拆解市场机会和内部本领匹配度。

All positions (including clients)

全定位（含买方方）

Cross-Departmental User Demand List, Market & Capability Matching Report

《跨部门用户诉求清单》

《市场和本领匹配报告》

Day 1 第一天

Afternoon: Phase 2

下午：阶段 2

1. Preliminary Scenario Screening: Extract 3-5 potential scenarios from demands 情境初筛：从诉求中提炼 3-5 个潜在情境。;

2. Quantitative Scoring: Score using the screening matrix, discuss differences 量化评分：用筛选矩阵打分，碰头分歧点；; 3. Focus Confirmation: Lock 1 core enhancement scenario, clarify boundaries 锁住确认：锁定 1 个核心改进情境，明晰边界.

All positions (including clients) 全定位（含买方方）

Core Improvement Scenario Specification,

Scenario Screening Score Sheet《核心改进情境》

《情境筛选评分表》

Day 2 第二天

Morning: Phase 3

上午：阶段 3

1. Process Decomposition: Co-generate commercial workflowes and user journeys for the core scenario 流程拆解：共创核心情境的业务链路和用户旅程。; 2. Pain Point Marking: Label client pain points and internal bottlenecks at each node 痛点标注：标注每个节点的买方痛点和内部卡点。; 3. Consensus Confirmation: Ensure unified cross-departmental cognition of the journey 共识确认：确保跨部门对旅程认知一致.

All positions (including clients)

全定位（含买方方）

Scenario Business Process Map,

User Journey Pain Point Form

《情境业务链路图》

《用户旅程痛点表》

Day 2 第二天

Afternoon: Phase 4

下午：阶段 4

1. Brainstorming: Diverge innovation directions for pain points (at least 1 suggestion per person) 头脑风暴：针对痛点发散革新方向（每人至少提 1 个建议）。

2. Opportunity Convergence: Screen using tools to form 10-15 preliminary opportunities 2. 机会收敛：用抓手筛选，落地时，形成 10-15 个初步机会点;

3. Value Evaluation: Preliminary assess client and commercial value of each opportunity.价值评核：初步判断每个机会的买方和商业价值。

All positions (including clients) 全定位（含买方方）

Preliminary Innovation Opportunity Screening List,

Pain Point-Opportunity Correspondence Form

《革新机会点初筛清单》

《痛点 - 机会对应表》

Day 3 第三天

Morning: Phase 5

上午：阶段 5

1. Opportunity Evaluation: Use the matrix for quantitative scoring to determine Top 3 innovation opportunities 机会评核：用矩阵量化评分，实操中，确定 Top3 革新机会点。

2. Path Planning: Clarify subsequent actions (iterate/build/suspend), responsible parties, and timelines for each opportunity 2. 路径规划：明晰每个机会的后续动作（迭代 / 开发 / 搁置），责任方、时间节点。; 3. Client Confirmation: Align with clients on opportunity value and collect feedback.买方确认：和买方方对齐机会点价值，获取反馈。

All positions (including clients) 全定位（含买方方）

Top 3 Innovation Opportunities List,

Opportunity Implementation Path Form

《Top3 革新机会点清单》

《机会落地路径表》

Day 3 第三天

Afternoon: Summary

下午：收束

1. Outcome Review: Organize core outputs of the 5 phases, confirm cross-departmental consensus 结晶回顾：梳理 5 阶段核心输出，换个角度看，确认跨部门共识; 2. Subsequent Planning: Clarify implementation steps and resource needs for 1-3 months post-seminar; 后续规划：明晰工作坊后 1-3 个月的推进步骤、资源诉求； 3. Tool Delivery: Provide DT tool templates used in the seminar for future reuse 抓手交付：提供本次采用的 DT 抓手模板，在实际应用里，便于后续复用。

All positions

全定位

Workshop Outcome Summary Report, DT Toolkit, Subsequent Action Plan

《工作坊结晶总报告》

《DT 抓手包》《后续行动规划表》

1.

课程大纲

适合谁听

旅程中。建议同一家企业 3 人以上同来，课堂上直接改造本企业的实际问题——单人参加也能学到方法，但带不走可用的成果。

交付流程

课前：顾问访谈 2 位管理者，收集现状与问题清单，讲师据此调整案例。课中：讲授与演练各占一半，产出可直接用的工具与方案。课后：7 天内提交改进建议，30 天内一次线上答疑。