59 Design Thinking courses delivered Online

🌟 Unlock the Power of Crafting Irresistible Experiences! 🌟   Are you ready to elevate your skills and create unforgettable experiences that captivate and inspire? Welcome to 'Crafting Irresistible Experiences,' the online course designed to transform your approach to creating moments that leave a lasting impact.   🎨 Master the Art of Crafting: Dive into a comprehensive curriculum that delves deep into the psychology behind creating irresistible experiences. Learn the secrets of design thinking, emotional intelligence, and storytelling techniques that will set you apart.   🌟 Create Unforgettable Moments: Whether you're in marketing, event planning, hospitality, or any customer-centric field, discover how to craft experiences that resonate with your audience on a profound level. Engage, connect, and leave an indelible impression.   🔑 Key Course Highlights: Strategic Design Thinking: Uncover the methodologies to understand your audience, identify their needs, and build experiences that exceed expectations. Emotional Intelligence in Design: Explore the emotional landscape and learn how to leverage it to create immersive experiences that resonate deeply. Storytelling for Impact: Master the art of storytelling to evoke emotions, create engagement, and drive your message home. Practical Application: Gain hands-on experience with real-world case studies and practical exercises to immediately apply your newfound knowledge.   🚀 Why Choose This Course? Expert Guidance: Learn from industry experts with years of experience in crafting experiences that resonate. Flexibility & Convenience: Access our course materials at your own pace, from anywhere in the world, and on any device. Community Support: Engage with a vibrant community of like-minded individuals, sharing insights and fostering collaborations.   🏆 Craft Your Path to Success: Whether you're a budding entrepreneur, a seasoned professional, or an enthusiast passionate about creating exceptional experiences, this course equips you with the tools to stand out in your field. Join 'Crafting Irresistible Experiences' today and unleash your potential to create moments that leave an indelible mark. Elevate your skills, captivate your audience, and craft experiences that resonate long after they're over. Enroll now and embark on a journey to becoming a master of crafting irresistible experiences! ✨🌟🚀 Course Curriculum Module 1 Introduction to Compelling Events Introduction to Compelling Events 00:00 Module 2 Using Customer Driven Compelling Events Using Customer Driven Compelling Events 00:00 Module 3 Using Manufactured Compelling Events Using Manufactured Compelling Events 00:00 Module 4 Take Action Take Action 00:00

https://www.valuex2.com/icagile-business-agility-foundations-certification-training/ https://www.linkedin.com/company/80563537/

Duration 2 Days 12 CPD hours Overview Lead the transformation to Business Agility with SAFe Become a Lean-Agile Leader Understand customer needs with Design Thinking Enable Agile Product Delivery Implement Lean Portfolio Management During this two-day course, attendees gain the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework© (SAFe©) and its underlying principles derived from Lean, systems thinking, Agile development, product development flow, and DevOps.Participants in the class gain insights into mastering Business Agility in order to thrive in the competitive market. They discuss how to establish team and technical agility and organize and re-organize around the flow of value. They also learn and practice the skills for supporting and executing PI Planning events and coordinating multiple Agile Release Trains (ARTs). Participants in the class explore the importance of adopting a customer-centric mindset and design thinking approach to agile product delivery. Learners also develop an understanding for implementing a Lean Portfolio Management function in their enterprise. During this two-day course, attendees gain the knowledge necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework (SAFe) and its underlying principles derived from Lean, systems thinking, Agile development, product development flow, and DevOps. Participants in the class gain insights into mastering Business Agility in order to thrive in the competitive market. They discuss how to establish team and technical agility and organize and re-organize around the flow of value. They also learn and practice the skills for supporting and executing PI Planning events and coordinating multiple Agile Release Trains (ARTs). Participants in the class explore the importance of adopting a customer-centric mindset and design thinking approach to agile product delivery. Learners also develop an understanding for implementing a Lean Portfolio Management function in their enterprise.

Artificial Intelligence brings exciting new opportunities to the field of Conversational User Interfaces (CUI). Learn key concepts and proven design methods to deliver cutting-edge experiences and reach better business outcomes. Silvia Podesta is a Designer in the Client Engineering Team at IBM Nordics. She leverages design thinking, service and UX design to help clients identify opportunities for innovation and pioneer transformational experiences through IBM technology.

Duration 3 Days 18 CPD hours This course is intended for Delegates attending this course must have successfully achieved the ITIL 4 Foundation Qualification; your certificate must be presented as documentary evidence to gain admission to this course. Ideally candidates should have at least two years professional experience working in IT Service Management. The ITIL 4 HVIT Qualification would most likely suit the following delegates: Individuals continuing of their journey in service management ITSM managers and aspiring ITSM managers IT managers and practitioners involved in digital services or working in digital transformation projects, working within or towards high velocity environments Existing ITIL qualification holders wishing to develop their knowledge The above list is a suggestion only. Delegates may take as few or as many Intermediate qualifications as they require, and to suit their needs. Overview This course has been created to help IT service management practitioners working in organizations that are becoming more digitally enabled. The practitioners are familiar with traditional IT service management concepts, and now want to be able to discuss ?digital? with more confidence, to develop practical competences, and to be valued contributors in the digital domain. They want to improve how they and their co-workers: Help get customers? jobs done ? helping customers become who they seek to become Keep raising the bar ? taking things to a significantly higher level Trust and are trusted ? as professional knowledge workers in a healthy workplace Accept ambiguity and uncertainty - not scared of not knowing an answer Commit to continual learning ? all as part of their daily work The scope of the course is the primary activities in the digital value chain. In other words, what the practitioner does and which resources they use across the lifecycle of digital products, in order to: Make the right digital investments Realize and deliver digital products and services quickly Provide digital products and services that are highly resilient to disruption Ensure that the service consumer realizes value from the digital products and services Assure conformance of activities with governance, risk and compliance requirements. Understand and know how to use the key principles and methods of Organizational Change Management to direction, planning and improvement Understand and know how to use the key principles and methods of measurement and reporting in directing, planning and improvement Understand and know how to direct, plan and improve value streams and practices ITIL 4 is a framework for quality IT service management (ITSM) through proven best practice, providing practical and flexible guidance to support your organization on its journey to digital transformation while empowering your IT teams to continue to play a crucial role in the wider business strategy. This course highlights the ways in which digital organizations and digital operating models function in high-velocity environments, including the use of working practices such as Agile and Lean, and technical practices and technologies such as Cloud, Automation, and Automatic Testing. This class includes an exam voucher. Prerequisites ITIL© 4 Foundation 1 - THE NATURE OF HIGH-VELOCITY IN A DIGITAL WORLD Overview of the key ITIL 4 high-velocity terminology Understand when the transformation to high velocity IT is desirable and feasible Understand the five objectives associated with digital products ? to achieve: Valuable investments ? strategically innovative and effective application of IT Fast development - quick realization and delivery of IT services and IT-related products Resilient operations - highly resilient IT services and IT-related products Co-created value - effective interaction between service provider and consumer Assured conformance - to governance, risk and compliance (GRC) requirements. 2 - ITIL OPERATING MODEL ? DIGITAL PRODUCT LIFECYCLE Understand how high velocity IT relates to: The four dimensions of service management The ITIL service value system The service value chain The digital product lifecycle 3 - FUNDAMENTAL CONCEPTS FOR DELIVERING HVIT Understand the following concepts: Ethics Safety culture Toyota Kata Lean / Agile / Resilient / Continuous Service-dominant logic Design thinking Complexity thinking Use the principles, models and concepts to contribute to: Help get customers? jobs done Trust and be trusted Commit to performance Deal with uncertainty Improve by being inquisitive 4 - ACHIEVING VALUE WITH DIGITAL PRODUCTS Know how the service provider ensures valuable investments are achieved. Know how to use the following practices to contribute to achieving valuable investments: Portfolio management Relationship management Know how the service provider ensures fast deployment is achieved Know how to use the following practices to contribute to achieving fast deployment: Architecture management Business analysis Deployment management Service validation and testing Software development and management Know how the service provider ensures resilient operations are achieved Know how to use the following practices to contribute to achieving resilient operations: Availability management Capacity and performance management Monitoring and event management Problem management Service continuity management Infrastructure and platform management Know how the service provider ensures co-created value is achieved Know how to use the following practices to contribute to achieving co-created value with the service consumer: Relationship management Service design Service desk Know how the service provider ensures assured conformance is achieved Know how to use the following practices to contribute to achieving assured conformance: Information security management Risk management

Course Overview A beautiful logo can attract your customer and create a great first impression about your business. Learn how you can create beautiful retro vintage logos from the Retro Vintage Logo Design course and boost your digital marketing. In this Retro Vintage Logo Design course, you will learn the basics of Photoshop and Illustrator, how to create logos using Illustrator, mock-up styles, retro vintage logo designing techniques and many other topics related to logo design. This course will help you understand logo designing step by step. If you want to learn logo designing for the first time or enhance your graphic designing skill, this course is the perfect place for you. This course will teach you logo designing and retro vintage style from scratch. This is an ideal course to understand logo designing, ask your questions and get solutions from the experts of graphic designing and logo designing. Learning Outcomes Learn the steps of logo designing Familiarize with the idea of design thinking and Idea generation Be able to create mock-up logos inside Photoshop Understand how to keep your workflow consistent Learn the techniques for creating retro vintage logos Master the illustration skills for logo designing Who is this course for? This course will help you to understand the steps of logo designing. This course is for anyone who wants to learn logo designing, enhance their graphic designing skills or promote their business. Entry Requirement This course is available to all learners, of all academic backgrounds. Learners should be aged 16 or over to undertake the qualification. Good understanding of English language, numeracy and ICT are required to attend this course. Certification After you have successfully completed the course, you will be able to obtain an Accredited Certificate of Achievement. You can however also obtain a Course Completion Certificate following the course completion without sitting for the test. Certificates can be obtained either in hardcopy at the cost of £39 or in PDF format at the cost of £24. PDF certificate's turnaround time is 24 hours, and for the hardcopy certificate, it is 3-9 working days. Why choose us? Affordable, engaging & high-quality e-learning study materials; Tutorial videos/materials from the industry-leading experts; Study in a user-friendly, advanced online learning platform; Efficient exam systems for the assessment and instant result; The UK & internationally recognized accredited qualification; Access to course content on mobile, tablet or desktop from anywhere anytime; The benefit of career advancement opportunities; 24/7 student support via email. Career Path Retro Vintage Logo Design is a useful qualification to possess and would be beneficial for any related profession or industry such as: Graphic Designers Logo Designers Digital Artists Digital Marketers Designers Unit 1: Introduction to the Course Module 01: Introduction 00:02:00 Unit 2: Design Thinking Overview and Logo Definition Module 02: Brief Introduction to Design Thinking 00:04:00 Module 03: What are Focus Groups 00:01:00 Module 04: What Makes a Good Logo 00:03:00 Module 05: Pricing and Designing for Exposure 00:03:00 Unit 3: The Brief or Discovery Session Module 06: Brief or Discovery Session 00:07:00 Module 07: Sketching Ideas Down 00:02:00 Module 08: Field Search and Competitors Search 00:02:00 Module 09: Divergent Thinking vs Convergent Thinking 00:01:00 Module 10: Does Originality Matters 00:03:00 Module 11: Copyright Infringement 00:01:00 Unit 4: Making the Badges Module 12: Making the Badges- Part 1 00:12:00 Module 13: Making the Badges- Part 2 00:17:00 Unit 5: Making Vectors Module 14: Making Vectors Using Only Shapes and Pathfinder 00:18:00 Module 15: Draw a Vintage Fish 00:09:00 Module 16: Image Trace and Combining Letters with Icon 00:08:00 Module 17: External Vector Help 00:03:00 Unit 6: Making Decoration for the Logo Module 18: How to Make Laurels 00:08:00 Module 19: How to Make Banners 00:11:00 Module 20: Make a Rope 00:04:00 Unit 7: Typography in Logo Design Module 21: Introduction to Typography in Logo Design 00:02:00 Module 22: Automatically Pairing Fonts and Font Resources 00:06:00 Module 23: Match Fonts in Photoshop 00:03:00 Module 24: Putting Elements of the Logo 00:05:00 Module 25: Working with Type- Part 1 00:12:00 Module 26: Working with Type- Part 2 00:08:00 Unit 8: Colours in Logo Design Module 27: Introduction to Colour in Logo 00:01:00 Module 28: Working with ASE Colours 00:09:00 Module 29: Spot Colours 00:08:00 Unit 9: Apply Texture and Mockups Module 30: Applying Texture in Adobe Illustrator 00:05:00 Module 31: Using Images as Mockups in Photoshop- Part 1 00:09:00 Module 32: Using Images as Mockups in Photoshop- Part 2 00:15:00 Module 33: Dealing with Difficult Images 00:04:00 Module 34: Ready Made Mockups 00:09:00 Unit 10: How to Present Your Logo Module 35: Presentation in Illustrator 00:14:00 Module 36: Logo Presentation InDesign 00:12:00 Module 37: Conclusion 00:01:00 Certificate and Transcript Order Your Certificates and Transcripts 00:00:00

Agile Leadership & Enterprise Transformation: Why it Works Enterprises are evolving to become Agile Organizations to thrive in an unpredictable, rapidly changing environment. They evolve continually and embrace uncertainty and ambiguity. These modern Agile organization require a new kind of leadership which is fundamentally different from traditional mindsets. The Agile Leader has a Learning and growth mindset, an ability to inspire purpose with empathy and foster collaboration at an individual & Team level and instills outcome oriented self-direction. Transformation in large Enterprises are longterm journeys. Agile Leadership is fundamental to sustain over time and keep pivoting with outcomes that matter. Embedding new ways of working, Enterprise Design Thinking, Customer centricity and other movements will make Change the norm instead of the exception. This requires the formation of Teams with a DNA to continuously adopt best practices. Marcel will share his Enterprise Transformation perspective from having worked in Technology with many Clients in Europe and Asia throughout two decades. He will be sharing personal insights grounded in real-life stories about what works and what doesn't. His personal journey in agility and lessons learned will inspire you for your own way forward. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

It's Not That Complex! How to Maximize Program Delivery Today's major programs demand a conscious effort to deal with Complexity on a regular basis. There are various methodologies that can be used, namely Systems Thinking, Design Thinking, and to some degree, Agile. But which one is best for the given situation? Is a combination of approaches workable and more efficient? How can you minimize risk most effectively? This session will present approaches to minimize the churn and maximize success in delivering quality programs to the delight of your stakeholders. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Innovation Project Management: Virtual In-House Training Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. Innovation is needed and someone must manage these innovation projects. Over the past two decades, there has been a great deal of literature published on innovation and innovation management. Converting a creative idea into reality requires projects and some form of project management. Unfortunately, innovation projects, which are viewed as strategic projects, may not be able to be managed using the traditional project management philosophy we teach in our project management courses. There are different skill sets needed, different tools, and different life-cycle phases. Innovation varies from industry to industry and even companies within the same industry cannot come to an agreement on how innovation project management should work. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. What you Will Learn Explain the links needed to bridge innovation, project management, and business strategy Describe the different types of innovation and the form of project management each require Identify the differences between traditional and innovation project management, especially regarding governance, human resources management challenges, components of an innovative culture and competencies needed by innovation project managers Establish business value and the importance of new metrics for measuring and reporting business value Relate innovation to business models and the skills needed to contribute in the business model development Recognize the roadblocks affecting innovation project management and their cause to determine what actions can be taken Determine the success and failure criteria of an innovation project Foundation Concepts Understanding innovation Role of innovation in a company Differences between traditional (operational) and strategic projects Innovation management Differences between innovation and R&D Differing views of innovation Why innovation often struggles Linking Innovation Project Management to Business Strategy The business side of innovation project management The need for innovation targeting Getting close to the customers and their needs The need for line-of-sight to the strategic objectives The innovation enterprise environmental factors Tools for linking Internal Versus External (Co-creation) Innovation Open versus closed innovation Open innovation versus crowdsourcing Benefits of internal innovation Benefits of co-creation (external) innovation Selecting co-creation partners The focus of co-creation The issues with intellectual property Understanding co-creation values Understanding the importance of value-in-use Classification of Innovations and Innovation Projects Types of projects Types of innovations Competency-enhancing versus competency-destroying innovations Types of innovation novelty Public Sector of Innovation Comparing public and private sector project management Types of public service innovations Reasons for some public sector innovation failures An Introduction to Innovation Project Management Why traditional project management may not work The need for a knowledge management system Differences between traditional and innovation project management Issues with the 'one-size-fits-all' methodology Using end-to-end innovation project management Technology readiness levels (TRLs) Integrating Kanban principles into innovation project management Innovation and the Human Resources Management Challenge Obtaining resources Need for a talent pipeline Need for effective resource management practices Prioritizing resource utilization Using organizational slack Corporate Innovation Governance Types of innovation governance Business Impact Analysis (BIA) Innovation Project Portfolio Management Office (IPPMO) Using nondisclosure agreements, secrecy agreements, confidentiality agreements, and patents Adverse effects of governance decisions Innovation Cultures Characteristics of a culture for innovation Types of cultures Selecting the right people Linking innovation to rewards Impact of the organizational reward system Innovation Competencies Types of innovation leadership The need for active listening Design thinking Dealing with ambiguity, uncertainty, risks, crises, and human factors Value-Based Innovation Project Management Metrics Importance of innovation project management metrics Understanding value-driven project management Differences between benefits and value - and when to measure Traditional versus the investment life cycle Benefits harvesting Benefits and value sustainment Resistance to change Tangible and intangible innovation project management metrics Business Model Innovation Business model characteristics Impact of disruptive innovation Innovation Roadblocks Roadblocks and challenges facing project managers Ways to overcome the roadblocks Defining Innovation Success and Failure Categories for innovation success and failure Need for suitability and exit criteria Reasons for innovation project failure Predictions on the Future of Innovation Project Management The Six Pillars of changing times Some uses for the new value and benefits metrics

Innovation Project Management: On-Demand Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. Innovation is needed and someone must manage these innovation projects. Over the past two decades, there has been a great deal of literature published on innovation and innovation management. Converting a creative idea into reality requires projects and some form of project management. Unfortunately, innovation projects, which are viewed as strategic projects, may not be able to be managed using the traditional project management philosophy we teach in our project management courses. There are different skill sets needed, different tools, and different life-cycle phases. Innovation varies from industry to industry and even companies within the same industry cannot come to an agreement on how innovation project management should work. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. What you Will Learn Explain the links needed to bridge innovation, project management, and business strategy Describe the different types of innovation and the form of project management each require Identify the differences between traditional and innovation project management, especially regarding governance, human resources management challenges, components of an innovative culture and competencies needed by innovation project managers Establish business value and the importance of new metrics for measuring and reporting business value Relate innovation to business models and the skills needed to contribute in the business model development Recognize the roadblocks affecting innovation project management and their cause to determine what actions can be taken Determine the success and failure criteria of an innovation project Foundation Concepts Understanding innovation Role of innovation in a company Differences between traditional (operational) and strategic projects Innovation management Differences between innovation and R&D Differing views of innovation Why innovation often struggles Linking Innovation Project Management to Business Strategy The business side of innovation project management The need for innovation targeting Getting close to the customers and their needs The need for line-of-sight to the strategic objectives The innovation enterprise environmental factors Tools for linking Internal Versus External (Co-creation) Innovation Open versus closed innovation Open innovation versus crowdsourcing Benefits of internal innovation Benefits of co-creation (external) innovation Selecting co-creation partners The focus of co-creation The issues with intellectual property Understanding co-creation values Understanding the importance of value-in-use Classification of Innovations and Innovation Projects Types of projects Types of innovations Competency-enhancing versus competency-destroying innovations Types of innovation novelty Public Sector of Innovation Comparing public and private sector project management Types of public service innovations Reasons for some public sector innovation failures An Introduction to Innovation Project Management Why traditional project management may not work The need for a knowledge management system Differences between traditional and innovation project management Issues with the 'one-size-fits-all' methodology Using end-to-end innovation project management Technology readiness levels (TRLs) Integrating Kanban principles into innovation project management Innovation and the Human Resources Management Challenge Obtaining resources Need for a talent pipeline Need for effective resource management practices Prioritizing resource utilization Using organizational slack Corporate Innovation Governance Types of innovation governance Business Impact Analysis (BIA) Innovation Project Portfolio Management Office (IPPMO) Using nondisclosure agreements, secrecy agreements, confidentiality agreements, and patents Adverse effects of governance decisions Innovation Cultures Characteristics of a culture for innovation Types of cultures Selecting the right people Linking innovation to rewards Impact of the organizational reward system Innovation Competencies Types of innovation leadership The need for active listening Design thinking Dealing with ambiguity, uncertainty, risks, crises, and human factors Value-Based Innovation Project Management Metrics Importance of innovation project management metrics Understanding value-driven project management Differences between benefits and value - and when to measure Traditional versus the investment life cycle Benefits harvesting Benefits and value sustainment Resistance to change Tangible and intangible innovation project management metrics Business Model Innovation Business model characteristics Impact of disruptive innovation Innovation Roadblocks Roadblocks and challenges facing project managers Ways to overcome the roadblocks Defining Innovation Success and Failure Categories for innovation success and failure Need for suitability and exit criteria Reasons for innovation project failure Predictions on the Future of Innovation Project Management The Six Pillars of changing times Some uses for the new value and benefits metrics