Double Diamond Design Process

Table of Contents

  1. Definition
  2. How It Relates to Marketing
  3. How to Apply the Double Diamond
    1. The Four Phases at a Glance
    2. The Four Design Council Principles (2019 update)
  4. How to Utilize the Double Diamond
  5. Comparison to Similar Frameworks
  6. Best Practices
  7. Future Trends
  8. FAQs
  9. Related Terms
  10. Sources

Definition

The Double Diamond is a visual design and innovation process model that structures problem-solving into four phases organized around two “diamonds”: the first diamond focuses on understanding and defining the right problem, and the second on developing and delivering the right solution. Each diamond alternates between divergent thinking (broad exploration to expand options) and convergent thinking (focused analysis to narrow toward a decision).

The model was developed and launched by the UK Design Council in 2004 (with the underlying methodology formalized over 2004–2005). The Design Council studied how design teams at the UK’s most innovative companies (such as IDEO, Fjord, and Seymourpowell) worked and sought to distill a common model. The result was the Double Diamond: a framework abstract enough to apply to any discipline (product design, architecture, services, strategy) but concrete enough to provide structure to a project. The framework also draws on the “frame innovation” approach associated with Kees Dorst, Professor of Design Innovation. The Design Council updated and expanded it in 2019 into a broader “Framework for Innovation,” adding principles and methods around the core diagram. Wikipedia

The four phases are:

  • Discover — explore the problem widely; research user needs rather than assume them (divergent).
  • Define — make sense of findings and frame the challenge clearly, typically as a design brief (convergent).
  • Develop — generate and test a range of potential solutions to the defined problem, often through co-design (divergent).
  • Deliver — test solutions at small scale, reject what doesn’t work, and refine what does (convergent).

A defining principle is that the process is not linear. This is not a linear process; many of the organisations the Design Council supports learn something more about the underlying problems which can send them back to the beginning. Making and testing very early stage ideas can be part of discovery. The point at the center of each diamond — where divergence narrows to convergence — represents a moment of clarity: at the end of the first diamond, the team knows what the problem is; at the end of the second, how to solve it. International Journal of Advanced Research

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How It Relates to Marketing

The Double Diamond is widely used in marketing, customer experience, and service design because it ensures effort is spent solving the right problem before committing to solutions. Common applications include:

  • Customer and market research (Discover) — exploring customer needs, behaviors, and pain points before campaign or product decisions.
  • Problem framing (Define) — producing a sharp brief that prevents marketing teams from solving symptoms rather than root causes.
  • Campaign and concept development (Develop) — generating and testing a range of creative or product concepts through co-design.
  • Piloting and optimization (Deliver) — testing campaigns, journeys, or offers at small scale before full rollout.
  • Service and experience design — structuring CX and service-design projects end to end.
  • Brand and proposition work — informing positioning and value proposition through the first diamond’s problem definition.
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How to Apply the Double Diamond

The Double Diamond is a qualitative process framework rather than a numerical calculation. It scales from a single meeting to a year-long program. A standard application:

  1. Discover (divergent). Investigate the challenge broadly. Speak with and observe the people affected; gather diverse data from customers, employees, markets, operations, and finances with genuine curiosity rather than a predetermined answer.
  2. Define (convergent). Synthesize the discovery findings to understand how user needs and the problem align, then produce a clear design brief or problem statement.
  3. Develop (divergent). Generate multiple potential solutions to the defined problem, seeking inspiration broadly and co-designing with diverse stakeholders; prototype and test early.
  4. Deliver (convergent). Test solutions at small scale, discard those that fail, and refine those that succeed before full implementation.

Throughout, teams may loop back — discovery can include early prototyping, and delivery can reveal new problems requiring a return to Discover.

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The Four Phases at a Glance

PhaseDiamondThinking ModeGoalTypical Output
DiscoverFirst (Problem)DivergentUnderstand the real problemResearch insights
DefineFirst (Problem)ConvergentFrame the right challengeDesign brief / problem statement
DevelopSecond (Solution)DivergentCreate possible solutionsTested concepts and prototypes
DeliverSecond (Solution)ConvergentFinalize the best solutionValidated, refined solution
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The Four Design Council Principles (2019 update)

The expanded Framework for Innovation pairs the four phases with four principles: be people-centred, communicate visually and inclusively, collaborate and co-create, and iterate (test, learn, and refine).

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How to Utilize the Double Diamond

Common use cases include:

  • Product and service design — its core application across digital products, services, and physical products.
  • Service and experience design — widely used in CX, public services, and healthcare co-design.
  • Innovation programs — structuring corporate and public-sector innovation projects.
  • Strategy and organizational problem-solving — adapted to non-design challenges such as process redesign and strategic questions.
  • Workshops and sprints — used to structure facilitated sessions, from a single workshop to multi-month initiatives.
  • Marketing and brand projects — framing campaigns, propositions, and customer journeys.
  • Policy and social innovation — applied by governments and nonprofits to complex public challenges.
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Comparison to Similar Frameworks

FrameworkPhasesOriginPrimary Use
Double DiamondDiscover, Define, Develop, DeliverUK Design Council (2004)Structured design and innovation process
Design Thinking (d.school)Empathize, Define, Ideate, Prototype, TestStanford d.school / IDEOHuman-centered problem solving
IDEO 3 I’sInspiration, Ideation, ImplementationIDEOInnovation consulting process
Lean StartupBuild-Measure-LearnEric Ries (2011)Validated learning under uncertainty
Design Sprint5-day structured processGoogle VenturesRapid concept validation
Stage-Gate ProcessPhased NPD with Go/Kill gatesCooper (1980s)Disciplined idea-to-launch governance
Agile / ScrumIterative deliverySoftware communityAdaptive development

The Double Diamond and Design Thinking are closely related and often used interchangeably; both are built on divergent/convergent thinking and human-centered principles. The Double Diamond is generally regarded as more explicitly structured around first solving the right problem (the first diamond) before designing the solution (the second diamond).

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Best Practices

  • Resist solving before defining. The first diamond exists precisely to prevent jumping to solutions. Invest in Discover and Define before Develop.
  • Use real research in Discover. Spend time with the people affected rather than relying on assumptions; broad, genuine exploration is the point of the divergent phase.
  • Produce a sharp brief in Define. A vague problem statement undermines the entire second diamond. The Define output should clearly frame the challenge.
  • Diverge before converging in each diamond. Generating many options before narrowing is what gives the framework its power; collapsing too early reduces solution quality.
  • Treat it as non-linear. Expect to loop back; delivery and prototyping frequently surface new problems that send teams back to Discover.
  • Co-design in Develop. Involving diverse stakeholders and users in solution generation improves relevance and adoption.
  • Test small in Deliver. Pilot at small scale, reject what fails, and scale what works rather than launching unproven solutions broadly.
  • Recognize the critiques. Some practitioners (including a former Design Council director) have questioned whether the model is still fit for purpose in fast-moving digital contexts; it is best treated as a flexible guide, not a rigid sequence, and is often combined with Agile and Lean methods.
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  • Integration with Agile and Lean. The 2019 update made the framework more agile-friendly; teams increasingly combine the Double Diamond’s problem-framing with Agile delivery and Lean validation.
  • AI-accelerated discovery and development. Generative AI is increasingly used to synthesize discovery research and rapidly generate and test concepts in the Develop phase.
  • Systemic and “triple diamond” extensions. Practitioners have proposed extended variants (e.g., adding an implementation/scaling diamond) for complex systemic and policy challenges.
  • Co-design and equity emphasis. Growing focus on participatory co-design with affected communities, reflected in the Design Council’s evolving framework and inclusive-design principles.
  • Public-sector and healthcare adoption. Continued expansion in government services and healthcare, where structured problem definition is especially valuable.
  • Digital workspace templates. The model is increasingly delivered through collaborative digital tools (e.g., Mural/Miro templates), supporting distributed teams.
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FAQs

1. Who created the Double Diamond? The UK Design Council developed and launched it in 2004 (with the methodology formalized over 2004–2005), based on a study of how leading design firms such as IDEO, Fjord, and Seymourpowell worked. It also draws on Kees Dorst’s “frame innovation” approach.

2. What are the four phases? Discover, Define, Develop, and Deliver. The first two phases (the first diamond) focus on understanding and framing the right problem; the second two (the second diamond) focus on creating and delivering the right solution.

3. Why is it called the “Double Diamond”? Because the process is visualized as two diamond shapes. Each diamond widens during divergent thinking (exploring broadly) and narrows during convergent thinking (deciding). The first diamond addresses the problem; the second addresses the solution.

4. Is the Double Diamond a linear process? No. The Design Council explicitly states it is non-linear. Teams frequently learn more about the underlying problem during later phases and loop back, and early prototyping can occur within the discovery phase.

5. What is the difference between divergent and convergent thinking? Divergent thinking expands the field — gathering data, generating ideas, exploring widely without early judgment. Convergent thinking narrows it — filtering, prioritizing, and committing to a path. Each diamond contains one divergent and one convergent phase.

6. How is the Double Diamond different from Design Thinking? Both are human-centered, divergent/convergent design processes and are often used interchangeably. The Double Diamond is structured explicitly around two problems — first identifying the right problem, then designing the right solution — whereas the d.school Design Thinking model uses five named stages. They share principles and are frequently combined.

7. What was added in the 2019 update? The Design Council expanded the model into a broader “Framework for Innovation,” adding four design principles (be people-centred, communicate visually and inclusively, collaborate and co-create, iterate) and associated methods, and making it more agile and organizationally embedded.

8. Can the Double Diamond be used for non-design problems? Yes. It is deliberately abstract enough to apply to strategy, process redesign, organizational challenges, policy, and meetings — any situation requiring a structured approach to understanding and solving a problem.

9. How long does a Double Diamond process take? It scales widely — from a single one-hour meeting to a multi-month or year-long program. The depth of each phase (e.g., weeks of interviews and data analysis in Discover) depends on the scope of the challenge.

10. What are the main criticisms of the Double Diamond? Critics argue it can be applied too rigidly or linearly, may underemphasize implementation and scaling, and may not fully fit fast-moving, continuously iterating digital contexts. The Design Council’s own former director publicly questioned whether it remained fit for purpose, prompting the 2019 expansion. It is best used as a flexible guide alongside Agile and Lean methods.

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  1. Design Thinking
  2. Divergent and Convergent Thinking
  3. Human-Centered Design (HCD)
  4. Design Sprint
  5. Lean Startup
  6. Service Design
  7. Co-Design
  8. Frame Innovation
  9. Design Brief
  10. Agile Development
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Sources

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