ROI【🔏Classified File】 No. X031 | What is the Double Diamond Model

Detective's Note: The blueprint for creative problem-solving systematized by the British Design Council - the "Double Diamond Model." Many mistakenly view it as a "designer-only methodology," but its true identity is a thinking framework that systematically realizes "discovering the right problems" and "creating the right solutions." Why two diamonds? How does the rhythm of divergence (divergent thinking) and convergence (convergent thinking) generate innovative outcomes? While many companies assume they "already know the problem" and start with solution-making only to fail repeatedly, what is the reason this method begins with "problem redefinition"? Uncover the truth of innovation creation hidden within the four-stage intellectual adventure: Discover, Define, Develop, Deliver.

What is the Double Diamond Model - Case Overview

The Double Diamond Model, formally known as the "Divergent-Convergent Creative Problem-Solving Framework," systematized by the British Design Council in 2005 as a core theory of design thinking. Consisting of four stages - "Discover → Define → Develop → Deliver" - it combines divergent and convergent thinking in both the problem discovery phase and solution creation phase, recognized among our clients as this structured approach. However, in actual field applications, it's often superficially utilized as a "method to enhance creativity," with most companies failing to understand its original strategic value of systematic problem-solving processes and organizational innovation creation.

Investigation Memo: The Double Diamond is not merely an "idea generation method" but a "systematic discovery system for the right solutions to the right problems." Why "two" diamonds, and how does the rhythm of divergence → convergence align with human cognitive characteristics needs to be clarified.

Basic Structure of the Double Diamond Model - Evidence Analysis

Primary Evidence: Four-Stage Thinking Process

First Diamond: Discovering the Right Problem

Discover (Discovery) - Divergence Phase

"Exploration and expansion of the problem space"
・Detailed observation of user behavior
・Multi-angle interviews with stakeholders
・Thorough analysis of existing data
・Broad collection of potential issues and needs
・Questioning assumptions and prerequisites

Discovery Activities Examples:
・Fieldwork and ethnographic research
・In-depth interviews and user diaries
・Extensive interviews with experts and stakeholders
・Market research, competitive analysis, trend studies
・Issue collection from various internal departments

Define (Definition) - Convergence Phase

"Identification and clarification of the true problem"
・Analysis and integration of collected information
・Prioritization and importance evaluation of problems
・Narrowing down core issues to be solved
・Creation and sharing of problem definition statements
・Setting success metrics and evaluation criteria

Definition Activities Examples:
・Affinity mapping and category analysis
・Persona and journey map creation
・Problem statement creation and validation
・HMW (How Might We) question design
・Project charter and objective setting

Second Diamond: Creating the Right Solution

Develop (Development) - Divergence Phase

"Exploration and creation of solutions"
・Ideation of diverse ideas and approaches
・Thinking unconstrained by existing limitations and conventions
・Inspiration from different fields and industries
・Parallel consideration of multiple solution directions
・Exploration of creative and innovative approaches

Development Activities Examples:
・Brainstorming and ideation sessions
・Design sprints and hackathons
・Prototyping and concept model creation
・Cross-industry benchmarking and analogical thinking
・Co-creation workshops and open innovation

Deliver (Delivery) - Convergence Phase

"Selection and implementation of optimal solutions"
・Evaluation, validation, and narrowing of ideas
・Detailed examination of feasibility and impact prediction
・Prototype and pilot implementation
・Staged implementation, improvement, and expansion
・Outcome measurement, learning, and next-phase improvement

Delivery Activities Examples:
・Concept evaluation and feasibility studies
・MVP (Minimum Viable Product) development and testing
・User testing and market validation
・Phased rollout and impact measurement
・Continuous improvement and scale-up

Evidence Analysis: The innovation of the Double Diamond lies in clearly separating "problem discovery" and "solution creation," applying divergence → convergence thinking rhythm to each, thereby discovering essential problems and innovative solutions previously overlooked.

Double Diamond Implementation Procedures - Investigation Methods

Investigation Finding 1: Concrete Application Example (Retail Customer Experience Improvement)

Case Evidence (Apparel Retail Chain Sales Decline Issue):

【First Diamond: Problem Discovery】

Discover (Discovery) Phase (4 weeks):
Information Collection Activities:
・Customer behavior observation in stores (20 stores × 3 days each)
・Interviews with purchasing/non-purchasing customers (150 total)
・Store staff and manager interviews (50 people)
・Competitive and cross-industry store visits (30 stores)
・Online and offline customer data analysis

Diverse Issues Discovered:
・Time-consuming product search (layout issues)
・Difficulty in size/inventory confirmation (information system issues)
・Variation in staff service skills (training issues)
・Fitting room wait times and usability (facility issues)
・Questions about price reasonableness (pricing strategy issues)
・Disconnection between online/offline experiences (channel integration issues)

Define (Definition) Phase (2 weeks):
Problem Analysis and Integration:
・Issue categorization through affinity mapping
・Customer segment-specific issue priority analysis
・Sales impact and feasibility evaluation matrix

Core Problem Identified:
"Customers come to 'confirm' rather than 'experience' products"

Problem Definition Statement:
"How to solve the situation where customers use the store as a place 
to confirm product functions and prices, rather than functioning as 
an 'experience space' that provides excitement, discovery, and satisfaction?"

Success Metrics Set:
・Store dwell time: +20% improvement
・Try-on rate: +30% improvement
・Staff conversation time: +50% improvement
・Customer satisfaction (experience aspect): +40% improvement
・Sales conversion rate: +25% improvement

【Second Diamond: Solution Creation】

Develop (Development) Phase (6 weeks):
Idea Creation Activities:
・Co-creation workshops with staff and customers
・Learning from other industries (hotels, restaurants, museums)
・Digital technology utilization idea exploration
・Space design and service design consideration

Generated Solution Concepts:
1. "Personal Stylist Experience"
   - AI recommendations + human sensibility combined service
2. "Community Fashion Lab"
   - Customer consultation, sharing, and event space
3. "Interactive Product Experience"
   - AR try-on, coordination suggestions, SNS integration
4. "Lifestyle Proposal Store"
   - Entire lifestyle scene proposals rather than individual products
5. "Customization Workshop"
   - On-site simple remake and adjustment services

Deliver (Delivery) Phase (8 weeks):
Solution Evaluation and Implementation:
・Concept evaluation by customers and staff
・Feasibility and investment impact analysis
・Prototype store pilot implementation

Final Solution Selected:
"Personal Stylist Experience" + "Interactive Product Experience" integration

Phased Implementation:
Week 1-2: Pilot store introduction (3 stores)
Week 3-4: Impact measurement, improvement, system adjustment
Week 5-6: Expansion (10 additional stores)
Week 7-8: Company-wide rollout preparation and impact verification

Implementation Results:
・Store dwell time: +32%
・Try-on rate: +47%
・Customer satisfaction: +52%
・Sales conversion rate: +31%
・Staff engagement: +28%

Investigation Finding 2: Phase-by-Phase Execution Guidelines

Success Requirements for Each Phase:

Discover (Discovery) Success Requirements:
・Temporary suspension of preconceptions and assumptions
・Information collection from diverse stakeholders
・Deep observation and dialogue prioritizing quality over quantity
・Asking "Why?" at least 5 times for deep exploration
・Attitude of questioning existing problem definitions

Define (Definition) Success Requirements:
・Structuring collected information and pattern recognition
・Prioritization among multiple problem candidates
・Creation of concrete, measurable problem definition statements
・Shared problem recognition among stakeholders
・Clarification of what changes when solved

Develop (Development) Success Requirements:
・Liberation from existing solution constraints
・Active learning from different fields and industries
・Mindset that doesn't fear failure and experimentation
・Combination of diverse expertise and perspectives
・Emphasis on "What?" rather than "How?"

Deliver (Delivery) Success Requirements:
・Clear criteria setting for idea evaluation
・Start small and learn fast approach
・Continuous impact measurement and improvement systems
・Flexibility for learning and adjustment during implementation
・Preparation for next problem discovery cycle

Investigation Finding 3: Organizational Double Diamond Usage Patterns

Scenario-Specific Approaches:

New Business Development:
Discover → Explore unmet market and customer needs
Define → Identify problem areas to enter
Develop → Create business model and product ideas
Deliver → MVP development, market validation, commercialization

Existing Business Improvement:
Discover → Broad collection of current issues and improvement opportunities
Define → Identify highest priority issues to solve
Develop → Multi-angle consideration of improvement measures and approaches
Deliver → Measure implementation, impact measurement, continuous improvement

Organizational Issue Resolution:
Discover → Collect issues and requests from inside and outside organization
Define → Identify and structure fundamental organizational issues
Develop → Create organizational transformation and system improvement ideas
Deliver → Change measure implementation, cultural change, establishment

Strategic Planning:
Discover → Environmental change, competitive trends, internal issue analysis
Define → Clarify strategic issues to address
Develop → Create strategic options and scenarios
Deliver → Strategic execution planning, implementation, adjustment

Power of the Double Diamond Model - Hidden Truths

Warning File 1: Maximizing Solution Effectiveness Through True Problem Discovery While many organizations approach with "solution-first" thinking and achieve only superficial improvements, the Double Diamond realizes fundamental and essential problem-solving by starting with "problem redefinition." Dramatically improves outcomes relative to invested resources.

Warning File 2: Balancing Creativity and Practicality Through Divergence-Convergence Rhythm By implementing divergent thinking for creativity assurance and convergent thinking for practicality guarantee in stages, it avoids the traditional binary choice between "innovative but difficult to realize" and "realistic but mediocre." Creates solutions that balance innovation and feasibility.

Warning File 3: Improving Implementation Success Rate Through Stakeholder Involvement By involving stakeholders from problem discovery to solution creation, naturally generates ownership and implementation motivation. Realizes voluntary implementation through co-creation rather than solution imposition.

Warning File 4: Organizational Accumulation of Continuous Innovation Capability Rather than one-time problem solving, organizational mastery of Double Diamond thinking processes establishes continuous problem discovery and solution capability as organizational culture. Creates sustainable competitive advantage.

Limitations and Precautions of the Double Diamond Model - Potential Dangers

Warning File 1: Significant Time and Resource Investment Most frequent implementation barrier. Particularly thorough research and analysis in discovery and definition phases requires considerable time and human resources. Difficult to sustain in short-term results-focused organizations. Requires appropriate project design and executive understanding.

Warning File 2: Focus Loss Risk in Divergence Phases Risk of creativity-focused divergent thinking degrading into scattered "anything goes" activities. Without clear purpose and constraint setting, divergence becomes difficult to converge, risking failure to achieve practical outcomes.

Warning File 3: Early Optimization in Convergence Phases Risk of jumping to easy, superficial solutions during convergence stages, overlooking deep insights or innovative approaches. Time pressure leading to selecting "obvious solutions" without sufficient consideration.

Warning File 4: Process-Heavy Outcome Neglect Risk of Double Diamond implementation becoming an end in itself, with actual problem-solving outcomes being neglected. Satisfaction with "running the process" while neglecting solution effectiveness, implementation, and continuous improvement.

Warning File 5: Insufficient Organizational Learning from One-Off Implementation Issue of implementing as one-time projects without reaching organizational learning and capability accumulation. Without organizational mastery and cultural integration of Double Diamond thinking, it doesn't lead to continuous innovation creation.

Applications and Related Methods of the Double Diamond Model - Related Case Files

Related Evidence 1: Integration with Jobs Theory

Customer Job Discovery × Double Diamond:
Discover → Deep investigation of customer's true jobs and situations
Define → Identify most important jobs and unmet needs
Develop → Creative ideation for job-fulfilling solutions
Deliver → Implementation of job-optimized products and services

Jobs Theory improves Double Diamond's problem discovery accuracy

Related Evidence 2: Connection with Persona/Empathy Map

User Understanding × Double Diamond:
Discover → Deep customer understanding through empathy maps
Define → Persona-based problem definition and prioritization
Develop → Persona-oriented solution ideation
Deliver → User-centered design implementation and validation

User understanding methods enhance Double Diamond precision

Related Evidence 3: Structuring with Lean Canvas

Business Hypothesis Building × Double Diamond:
Problem → Identified through Discover and Define phases
Customer Segments → Detailed target customer analysis
Solution → Created and validated through Develop and Deliver phases
Value Proposition → Value design integrating problems and solutions

Double Diamond deepens each Lean Canvas element

Related Evidence 4: Combination with PDCA Cycle

Continuous Improvement × Double Diamond:
Plan → Problem definition and planning in Define phase
Do → Implementation and execution in Deliver phase
Check → Impact measurement, evaluation, learning
Act → Improve next cycle's Discover and Define

PDCA systematizes Double Diamond as continuous improvement system

Related Evidence 5: Goal Setting with OKR

Goal Management × Double Diamond:
Objective → Problem-solving goals identified in Define phase
Key Results → Outcome measurement metrics in Deliver phase
Quarterly Review → Start next Discover and Define cycle

OKR clarifies Double Diamond project objectives

Industry-Specific Double Diamond Applications - Special Evidence

Related Evidence 6: Manufacturing Product Development

Manufacturing-Specific Applications:
Discover → Issue observation in production sites and customer usage
Define → Problem prioritization under technical and cost constraints
Develop → Existing technology combination and new technology utilization ideas
Deliver → Prototype, pilot production, market launch

Integrated optimization of technical constraints and customer needs

Related Evidence 7: Financial Services Innovation

Financial Industry Problem Solving:
Discover → Customer financial behavior and life event analysis
Define → Identify solvable problems under regulatory constraints
Develop → Fintech and digital utilization service creation
Deliver → Phased service deployment and compliance assurance

Balance innovation and compliance in regulated industries

Related Evidence 8: Educational Learning Experience Improvement

Educational Field Applications:
Discover → Learner behavior, educational effectiveness, barrier investigation
Define → Identify core issues for learning outcome improvement
Develop → Educational method and technology utilization idea creation
Deliver → Curriculum and system improvement, impact measurement

Learner-centered educational experience design and improvement

Organizational Double Diamond Implementation Strategy - Special Investigation

Related Evidence 9: Phased Implementation Approach

Implementation Strategy According to Organizational Culture:

Phase 1: Small-Scale Pilot (2-3 months)
・Double Diamond trial on limited problems
・Success case and learning accumulation
・Promoter and advocate development

Phase 2: Departmental Expansion (6 months)
・Application to department-specific issues
・Experience and know-how sharing between departments
・Organizational method and tool development

Phase 3: Company-Wide Deployment (12 months)
・Application to strategic and cross-functional issues
・Cultural integration of Double Diamond thinking
・Continuous innovation creation system building

Success Requirements:
・Executive understanding and support
・Adequate time and resource allocation
・Culture fostering failure tolerance and learning focus
・External expert and facilitator utilization

Conclusion - Investigation Summary

Final Investigation Report:

The Double Diamond Model is a "systematic realization system for discovering the right problems and creating the right solutions." This method, systematized by the British Design Council, fundamentally transforms traditional "solution-first" approaches, functioning as a powerful framework that enables true problem-solving and innovative outcome creation.

Most impressive in this investigation was the sophisticated design of clearly separating "problem discovery" and "solution creation," applying divergence → convergence rhythm to each. While many organizations assume they "already know the problem" and start with solution consideration only to achieve superficial improvements, the Double Diamond intentionally begins with problem redefinition to realize fundamental and essential problem-solving.

The divergence-convergence thinking rhythm was also an important discovery. It brilliantly integrates elements previously considered difficult to balance - creativity and practicality, innovation and reality - through staged process design. This design deeply understands human cognitive characteristics, creating a system naturally practicable at both individual and organizational levels.

The stakeholder involvement effect was confirmed as a noteworthy feature. By having stakeholders participate from problem discovery to solution creation, it realizes "voluntary implementation through co-creation" rather than "solution imposition," dramatically improving implementation success rates.

Integration possibilities with other business frameworks were also important discoveries. Customer understanding through Jobs Theory, business structuring through Lean Canvas, goal setting through OKR - the Double Diamond functions as an integration platform that significantly enhances the effectiveness of other methods.

However, the challenge of significant time and resource investment also emerged. Particularly in Japanese corporate cultures focused on short-term results, gaining understanding for thorough research and analysis in discovery and definition phases is often difficult. Executive understanding and appropriate project design are keys to success.

For organizational implementation, the importance of phased approaches was confirmed. Rather than company-wide deployment at once, a strategy starting with small-scale pilots, accumulating success cases, and gradually expanding proves effective.

The most important discovery is that the Double Diamond functions beyond mere "problem-solving methodology" as a "continuous innovation creation system." Organizations mastering this thinking process develop the ability to continuously discover new problems and create innovative solutions as established culture. This becomes a source of sustainable competitive advantage.

Problem-Solving Maxim: "Rather than the right solution, discovering the right problem is the starting point of innovation"

【ROI Detective Agency Classified File Series X031 Complete】

Case Closed