Leveraging an AI Chatbot in Design Thinking with ChatGPT

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An AI chatbot as Design Thinking team member?!

In Design Thinking the original input from users and experts who are experienced in the challenge at hand is a key input for a deep dive understanding and a thorough challenge definition. It is an indispensable foundation and provides the springboards and raw material for relevant creative idea generation.

Could ChatGPT impersonate a typical expert in an interview? In our team of DesignThinkers we discussed the idea and therefore decided to test the AI based chatbot ChatGPT and its abilities to generate meaningful content for design thinking practice.

Generative AI is a technology that enables machines to learn and produce data autonomously, such as text, images, sound and video. Generative AI´s are based on different Artificial Neural Network technologies including Recurrent Neural Networks, Convolutional Neural Networks, Transformers, to name a few, which are capable of learning patterns from large amounts of data. Generative AI is often used in natural language processing (NLP) applications, such as chatbots, machine translation and image captioning. Other potential applications include dialogue generation, music composition, image content generation and (soon) video and virtual reality content generation.

In particular ChatGPT is a chatbot service that uses NLP to understand customer queries and respond with answers. It is based on a very large data set that encompasses a relevant set of human knowledge based on text data from the internet, book libraries articles and structured text data such as scripts and tables.

In a chatbot dialogue it is capable of giving knowledgeable answers about even very specific fields like an expert in the matter.

For our purpose we chose a design thinking topic we have worked on a number of times during the pandemic with real experts from relevant industries: "The future of the tradefair business model".

Here is how our conversation went. The interviewer poses typical questions posed during a Design Thinking process:

Interviewer: You are the organizer of big trade fairs such as Gamescon. I will interview you about your job.

ChatGPT: I'm sorry, but as an AI language model, I am not capable of organizing trade fairs or being interviewed. However, I can provide information on what the job of an event organizer for a trade fair like Gamescon might entail. These might include tasks such as coordinating with exhibitors, arranging for transportation and lodging for attendees, arranging for keynote speakers, managing the budget for the event, and promoting the event to attract attendees.

Comment: Since it seemed to understand the job fairly well we went after more emotional tasks next:

Interviewer: What are your key pain points in your job?

ChatGPT: As an AI, I am not capable of having a job or experiencing pain points. But common pain points for trade fair organizers might include coordinating with multiple stakeholders, such as exhibitors, sponsors, and attendees, managing a large budget, and ensuring that the event runs smoothly despite unforeseen challenges. Additionally, dealing with last-minute cancellations or changes to the schedule can also be a source of stress for trade fair organizers.

Other potential pain points for trade fair organizers include:

• Ensuring that the event complies with all relevant laws and regulations.


• Coordinating with vendors and contractors to provide necessary services such as electricity, internet, and security.


• Dealing with unexpected weather or other emergencies that may occur during the event.


• Managing the logistics of setting up and breaking down the event, including coordinating with venue staff.


• Addressing any complaints or issues that may arise from attendees, exhibitors, or other stakeholders.


• Keeping within the budget constraints for the event.


• Meeting the expectations of the event attendees and exhibitors.

Overall, organizing a trade fair is a complex and challenging job that requires a high level of organization, attention to detail, and the ability to think on one's feet.

Comment: Compared to our real world interviews this gives a good overview of the jobs key pain points. It misses specifics such as Corona effects from 2021 or the impact of digitization on the business model, which were a main motivators for us and our partners and clients to conduct such workshops.

Interviewer: With the pandemic virtual events, online events have become much more important. What changes to your job do you see?

ChatGPT: As an AI, I am not capable of having a job or experiencing the pandemic. However, with the ongoing pandemic, many events have been moved to virtual or online formats. This change has likely had a significant impact on the job of trade fair organizers. Some of the changes that organizers might have to make include:

• Transitioning the event to a virtual format, which may require additional technical expertise and equipment.


• Coordinating with exhibitors and sponsors to ensure that their virtual booths or presentations are of high quality.


• Developing new ways to engage attendees and exhibitors remotely, such as through virtual networking or live streaming.


• Creating new opportunities for sponsors and exhibitors to reach a wider audience.


• Incorporating additional features like live chat, video conferencing and interactive sessions


• Adapting to the new set of challenges that come with virtual events such as time-zone differences, technical difficulties, and internet connectivity issues.

Overall, the shift to virtual events has likely required trade fair organizers to be more adaptable and technologically savvy, as well as to think more creatively about how to engage attendees and exhibitors remotely.

Additional changes that organizers may have to make include:

• Re-evaluating the event's budget, as costs associated with virtual events may be different from in-person events.


• Creating a virtual platform that can handle large numbers of attendees and exhibitors.


• Providing technical support to attendees and exhibitors to ensure that everyone is able to participate fully in the event.


• Developing new ways to measure the success of the event, such as the number of attendees, engagement levels and feedback from the attendees.


• Creating new ways to monetize the event, such as through virtual sponsorships or online ticket sales.


• Finding new ways to create a sense of community and engagement among attendees and exhibitors, as the virtual format may not provide the same opportunities for networking and face-to-face interactions as in-person events.

Overall, the shift to virtual events has likely required trade fair organizers to be more adaptable and technologically savvy, as well as to think more creatively about how to create engaging, high-quality events that can be enjoyed remotely.

Comment: A pretty good list of issues one would get in real world interviews for the general changes. It is much less specific then real world situations of concrete actors from the tradefair business, but gives a good overview on the issues to expect in such interviews. So we tried to be more specific and digged deeper into the business model:

Interviewer: What future monetization formats will most likely succeed?

ChatGPT: It's difficult to predict exactly what future monetization formats will be most successful, as it will depend on a variety of factors such as the type of event, target audience, and industry trends. However, some possible formats that may be successful in the future include:

• Virtual sponsorships: With virtual events, companies may be more willing to sponsor the event as they can reach a wider audience.


• Virtual exhibitor space: Providing virtual exhibitor space for companies to promote their products or services, which can be a cost-effective way for small businesses to participate in trade fairs.


• Virtual ticket sales: Virtual events can be more accessible for people in remote areas or those who are unable to attend in-person events, which can increase the number of attendees and therefore ticket sales.


• Virtual networking and matchmaking: Virtual events can offer opportunities for attendees and exhibitors to network and connect remotely. Some events may charge a fee for these services as an additional revenue stream.


• Virtual classes and training: Virtual events can provide educational opportunities like classes, training and certification program, that organizers can charge for.

It's important to note that all the above points are closely related to the type of the event, and the industry it's targeting. Some of the above options may not be suitable for certain types of events. Also, it's important to measure the success of the monetization formats based on the feedback and attendance numbers, and adjust accordingly.

Another possible monetization format that may be successful in the future is:

• Virtual product or service sales: Virtual events can provide a platform for companies to sell their products or services directly to attendees. This can be done through virtual storefronts, online marketplaces, or other e-commerce solutions. This can be a convenient way for attendees to purchase products or services that they may have seen or learned about at the event.


• Virtual Advertising: Virtual events can provide a platform for companies to advertise their products or services to a targeted audience. This can be done through sponsored content, banner ads, pop-ups, etc. This can be a cost-effective way for small businesses to reach a large number of potential customers.

It's worth noting that as the technology and virtual event platforms are evolving, new monetization formats may become available, and organizers need to keep an eye on the industry trends, and be ready to adapt to them. Also, it's important to test different monetization formats and measure their success to make sure they are generating enough revenue to cover the costs of the event and make a profit.

Comment: Again ChatGPT came up with a pretty complete set of the main ideas in the market compared to results of similar brain storming. So now we wanted to test its understanding of real world transformation problems:

Interviewer: What are key obstacles for a physical tradefair company to transform into virtual business models?

ChatGPT: There are several key obstacles that a physical trade fair company might face when trying to transform into virtual business models:

• Technical expertise: Virtual events require a different set of skills and technical expertise than in-person events. Organizers may need to invest in new technology and software, as well as hire or train staff with the necessary skills to produce and execute virtual events.


• Audience engagement: Virtual events can be less interactive than in-person events, and it can be difficult to create a sense of community and engagement among attendees. Organizers may need to find new ways to engage attendees and exhibitors remotely, such as through virtual networking or live streaming.


• Adapting to new regulations: Virtual events may be subject to different laws and regulations than in-person events. Organizers may need to ensure that their virtual events comply with all relevant regulations, such as data privacy and accessibility laws.


• Adapting to new costs: Virtual events may have different costs associated with them than in-person events. Organizers may need to re-evaluate their budget and find new ways to monetize the event to cover the costs.


• Adapting to new attendee expectations: Attendees may have different expectations for virtual events than in-person events. Organizers may need to find new ways to meet those expectations and create a high-quality virtual experience.


• Adapting to new marketing strategies: Virtual events may require different marketing strategies than in-person events. Organizers may need to find new ways to promote the event and attract attendees.

Overall, transforming a physical trade fair company into a virtual business model can be a complex and challenging process that requires a significant investment in new technology, skills, and strategies. Organizers will have to adapt to a new way of organizing events, and find ways to make the virtual experience as engaging and valuable as possible.

Additional obstacles that a physical trade fair company might face when trying to transform into virtual business models include:

• Lack of previous experience in virtual events: Organizing virtual events may be a new area for the company and they may need to learn the basics of how to create, plan and execute a virtual event.


• Virtual platform limitations: Virtual events require a platform that can handle large numbers of attendees and exhibitors, and may require features such as live chat, video conferencing, and interactive sessions. Finding the right platform can be a challenge, and it may require significant investment.


• Logistics: virtual events have a different set of logistics that need to be taken care of, such as ensuring that the attendees have the necessary equipment and internet connection, and dealing with technical difficulties that may arise during the event.


• Competition: The virtual event space is becoming more crowded, and companies may face increased competition from other virtual event organisers.


• Measuring the success of the event: Virtual events may require different metrics to measure success than in-person events. Organizers may need to find new ways to measure attendance, engagement, and feedback.

To overcome these obstacles, a physical trade fair company may need to invest in new technology and software, hire or train staff with the necessary skills, and develop new strategies for audience engagement, marketing, and monetisation. They may also need to seek the help of experts in virtual events and collaborate with other companies that have experience in this area. It's important to start small, pilot test the new format, and measure the results to make adjustments as needed.

Comment: Again an impressive list or relevant topics for the question. We now choose to try a imprecise formulated question as in an engaged interview situation:

Interviewer: What gains do you see from this for you?

ChatGPT: As an AI, I do not have personal gain or loss. However, the transition of physical trade fairs to virtual business models could provide a number of benefits for the event organizers and attendees. Some of the potential benefits include:

• Increased reach: Virtual events can be accessed by attendees from anywhere in the world, which can increase the number of attendees and exhibitors.


• Cost savings: Virtual events can be less expensive to produce and attend than in-person events, as they do not require travel, lodging, or other costs associated with in-person events.


• Flexibility: Virtual events can be scheduled more frequently than in-person events, and they can be accessed on-demand after the event.


• Increased engagement: Virtual events can provide new opportunities for audience engagement, such as virtual networking and matchmaking.


• Increased accessibility: Virtual events can be more accessible for people with disabilities or those who are unable to attend in-person events.


• Increased convenience: Virtual events can provide a more convenient experience for attendees, as they can participate from the comfort of their own home or office.

Overall, the transition of physical trade fairs to virtual business models could provide a number of benefits for event organisers and attendees, such as increased reach, cost savings, flexibility, and engagement.

Other potential benefits of virtual trade fairs include:

• Increased efficiency: Virtual events can be more efficient in terms of time, as attendees can easily navigate through virtual exhibit halls and attend multiple sessions simultaneously.


• Greater scalability: Virtual events can accommodate more attendees and exhibitors than traditional in-person events, as there is no physical limitations.


• Increased data collection and analysis: Virtual events can provide more data on attendee engagement and behaviour, which can be used to improve future events.


• Increased sustainability: Virtual events can have a smaller environmental impact than in-person events as they do not require travel or lodging.


• Increased flexibility in terms of format: Virtual events can be delivered in different formats, such as live streaming, pre-recorded sessions, webinars, and more.


• Increased post-event reach: Virtual events can be accessed on-demand after the event, which can increase the reach and impact of the event.

While virtual trade fairs may have some limitations, for example, lack of face-to-face interactions, the benefits that they offer can be significant. As the technology and virtual event platforms continue to evolve, trade fair organisers can expect to see even more benefits from virtual trade fairs in the future.

Comment: Again an impressive result. We decided to test another topic deep dive, Sustainability:

Interviewer: Which impact on sustainability of trade fairs on local communities in terms of risks and benefits do you see?

ChatGPT: Trade fairs can have both positive and negative impacts on the sustainability of local communities. Some of the potential benefits include:

• Economic benefits: Trade fairs can bring economic benefits to local communities, such as increased tourism and revenue from ticket sales and local businesses.


• Exposure to new ideas: Trade fairs can bring people from different cultures and backgrounds together, which can expose local communities to new ideas and perspectives.


• Job creation: Trade fairs can create jobs for local residents, such as in security, hospitality, and transportation.

However, trade fairs can also have negative impacts on the sustainability of local communities, such as:

• Environmental impacts: Trade fairs can have a significant impact on the environment, such as increased pollution from transportation and waste from the event.


• Displacement of residents: Trade fairs can lead to the displacement of residents, as local communities may be forced to make way for event venues and infrastructure.


• Strains on local resources: Trade fairs can put a strain on local resources, such as transportation and emergency services, which can be overwhelmed by the influx of visitors.

Virtual trade fairs can reduce some of the negative impacts on the sustainability of local communities. For example, they can reduce the carbon footprint associated with transportation and lodging, and they can avoid the displacement of residents. However, it's worth noting that virtual trade fairs also have their own set of environmental impacts, for example, the energy consumption associated with the internet servers and devices used for the event.

Overall, the impact of trade fairs on local communities in terms of sustainability is complex and multifaceted. Organizers should consider the potential benefits and risks and develop strategies to minimize the negative impacts and maximize the positive impacts. This can include taking steps to reduce the environmental impact of the event, engaging with local residents and businesses, and investing in infrastructure and services that can help mitigate the impacts of the event on the community.

Another impact on sustainability of trade fairs on local communities in terms of risks and benefits is:

• Community engagement: Trade fairs can provide an opportunity for community engagement, as organizers can involve local residents and businesses in the planning and execution of the event. Community engagement can help mitigate the negative impacts of the event and ensure that the benefits are shared equitably among the community.


• Cultural preservation: Trade fairs can also have an impact on cultural preservation and can provide opportunities to showcase local culture and heritage. This can help raise awareness and appreciation of the local culture and promote tourism.


• Infrastructure development: Trade fairs can also provide an opportunity for infrastructure development such as the construction of new event venues and improvements to transportation and communication infrastructure. This can have a long-term positive impact on the local community.

In conclusion, the impact of trade fairs on local communities in terms of sustainability can be complex and multifaceted. Organizers should take a holistic approach to assessing the risks and benefits, and develop strategies to mitigate negative impacts and maximize positive impacts. This can include engaging with the local community, promoting cultural preservation and investing in infrastructure development.

Comment: Again ChatGPT offered thorough input for a design thinking fact collection, versatile deep dives where needed seem always possible. We now decided to switch perspective from trade fair organizer to the persona of an exhibitor:

Interviewer: How would you evaluate the opportunity and risks from virtual formats from the perspective of an exhibitor?

ChatGPT: From the perspective of an exhibitor, virtual trade fairs can provide a number of opportunities and also have some risks. Some of the potential opportunities include:

• Increased reach: Virtual trade fairs can provide exhibitors with the ability to reach a wider audience, as they can be accessed by attendees from anywhere in the world.


• Cost savings: Virtual trade fairs can be less expensive for exhibitors than in-person events, as they do not require travel, lodging, or other costs associated with in-person events.


• Flexibility: Virtual trade fairs can be scheduled more frequently than in-person events, and they can be accessed on-demand after the event.


• Increased data collection and analysis: Virtual trade fairs can provide exhibitors with more data on attendee engagement and behavior, which can be used to improve future events.


• Increased sustainability: Virtual trade fairs can have a smaller environmental impact than in-person events as they do not require travel.

However, virtual trade fairs also have some risks for exhibitors to consider. Some of the potential risks include:

• Technical challenges: Virtual trade fairs may require exhibitors to have a certain level of technical expertise and equipment, which can be a challenge for some companies.


• Limited interactivity: Virtual trade fairs may not provide the same level of interactivity as in-person events, which can limit opportunities for networking and face-to-face engagement with attendees.


• Limited capacity for showcasing products: Virtual trade fairs may have limited capacity for showcasing physical products, which can be a challenge for exhibitors who rely on in-person demonstrations or product trials to generate leads.


• Limited audience engagement: Virtual trade fairs may not generate the same level of audience engagement as in-person events, which can limit opportunities for exhibitors to build relationships with attendees.


• Difficulty in measuring the ROI: Virtual trade fairs may require different metrics to measure success than in-person events, which can make it more difficult for exhibitors to measure the return on investment.

Overall, virtual trade fairs can provide exhibitors with a number of opportunities, such as increased reach, cost savings, and sustainability. However, exhibitors should also consider the potential risks, such as technical challenges, limited interactivity, and difficulty in measuring the return on investment. Exhibitors should evaluate the potential opportunities and risks and decide whether virtual trade fairs align with their business goals and strategies.

Additional opportunities and risks for exhibitors to consider include:

• Virtual product or service sales: Virtual trade fairs can provide exhibitors with the opportunity to sell products or services directly to attendees. This can be done through virtual storefronts, online marketplaces, or other e-commerce solutions.


• Virtual Advertising: Virtual trade fairs can provide exhibitors with the opportunity to advertise their products or services to a targeted audience. This can be done through sponsored content, banner ads, pop-ups, etc.


• Virtual networking and matchmaking: Virtual trade fairs can provide exhibitors with the opportunity to network and connect with attendees remotely. This can be done through live chat, video conferencing, and interactive sessions.


• Limited personal interaction: Virtual trade fairs may not provide exhibitors with the same level of personal interaction as in-person events, which can limit opportunities for building relationships with attendees.


• Limited ability to showcase the product: Virtual trade fairs may have limited ability to showcase the product, which can be a challenge for exhibitors who rely on in-person demonstrations or product trials to generate leads.


• Lack of ability to create an immersive experience: Virtual trade fairs may lack the ability to create an immersive experience for attendees, which can limit opportunities for exhibitors to showcase their products or services in a unique way.


• Limited ability to gauge interest: Virtual trade fairs may have a limited ability for exhibitors to gauge interest in their products or services, which can make it more difficult for exhibitors to follow up with potential customers.


• Limited ability to gather leads: Virtual trade fairs may have a limited ability for exhibitors to gather leads, which can make it more difficult for exhibitors to follow up with potential customers.


• Limited ability to generate foot traffic: Virtual trade fairs may have a limited ability for exhibitors to generate foot traffic, which can make it more difficult for exhibitors to generate leads and sales.

In conclusion, virtual trade fairs can provide exhibitors with a number of opportunities, such as increased reach, cost savings, and sustainability. However, exhibitors should also consider the potential risks, such as technical challenges, limited interactivity, and difficulty in measuring the return on investment. Exhibitors should evaluate the potential opportunities and risks and decide whether virtual trade fairs align with their business goals and strategies.

Comment: Again this was a very good input for a Design Thinking process. We now decided to go one step deeper and ask a typical question we would during the creation of a Journey Map exercise. We wanted to see wether ChatGPT could really stand in the shoes of a exhibitor persona specifically in the "after event" phase:

Interviewer: What are your main goals and tasks as an exhibitor of a tradefair after the event?

ChatGPT: As an exhibitor of a trade fair, some of the main goals and tasks after the event may include:

• Follow-up with leads: The trade fair may have provided the exhibitor with a number of leads that need to be followed up with. This can include reaching out to potential customers and scheduling follow-up meetings or calls.


• Measure the ROI: The exhibitor may want to measure the return on investment of their participation in the trade fair. This can include evaluating the cost of participation against the number of leads generated and sales made.


• Gather feedback: The exhibitor may want to gather feedback from attendees, staff, and other exhibitors to evaluate the effectiveness of their participation in the trade fair and identify areas for improvement.


• Prepare a post-event report: The exhibitor may want to prepare a report on the trade fair, including information on their participation, feedback and results to share with their team and management.


• Share the results: The exhibitor may want to share the results of the trade fair with their team and management, and also with partners, suppliers and customers.


• Follow-up with contacts: The exhibitor may want to follow up with contacts made during the event, such as attendees, other exhibitors and partners, and schedule follow-up meetings or calls.


• Update the CRM: The exhibitor may want to update their customer relationship management (CRM) system with the information gathered during the trade fair, including leads, customer information and feedback.


• Evaluate future participation: The exhibitor may want to evaluate whether they want to participate in future trade fairs, and if so, what steps they can take to improve their participation and increase their return on investment.


• Share learnings: The exhibitor may want to share their learnings and best practices with other teams or departments within the organization, to help them improve their own participation in trade fairs.


• Repurpose content: The exhibitor may want to repurpose the content used in their trade fair booth, such as videos, brochures, and presentations, for use on their website or social media.


• Networking: The exhibitor may want to continue networking with other exhibitors, attendees and partners met during the trade fair, and maintain those connections for future collaborations.


• Optimize online presence: The exhibitor may want to optimize their online presence, such as their website, social media and online marketplaces, to capitalize on the leads generated during the trade fair.

Overall, the main goals and tasks for an exhibitor after a trade fair can include follow-up with leads, measuring the return on investment, gathering feedback, preparing a post-event report, and updating their customer relationship management system. Additionally, exhibitors should also evaluate future participation, share learnings and best practices, repurpose content, continue networking and optimize their online presence. By following up on leads, measuring the ROI and gathering feedback, exhibitors can gain valuable insights on how to improve their participation in future trade fairs. Additionally, by repurposing content, continuing to network and optimizing their online presence, exhibitors can capitalize on the opportunities generated during the trade fair and maximize their return on investment.

Comment and conclusion: Clearly a Chatbot AI such as ChatGPT is able to stand in the shoes of a real persona and give expert input even along single phases of experience journeys. It can not add very much though to the very important emotional, empathetic part during the early phases of Design Thinking, namely the research and observation phases: It is missing real world experience for the interviewer´s and observer´s  own emotional learning. Design Thinkers need empathetic immersion into the challenge to be able to create compelling results during ideation and conceptual phases.

But to our own surprise: We would definitely invite ChatGPT to become an additional expert team member during a Design Thinking process adding content, insights and ideas!

If you are interested in advancing Design Thinking or to discuss your next steps in digital transformation towards a sustainable, intelligent enterprise, contact us to learn about potential ideas for your organisation. Also, please share your feedback or thoughts in a comment below.

Also may I encourage you to follow my profile if you are interested in updates on these topics.

 

Disclaimer:
SAP notes that posts about potential uses of generative AI and large language models are merely the individual poster's ideas and opinions, and do not represent SAP's official position or future development roadmap. SAP has no legal obligation or other commitment to pursue any course of business, or develop or release any functionality, mentioned in any post or related content on this website.