Design-led Innovation at Work
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Want to foster a culture of innovation at work? Here are 3 tips to be an effective agent of change. We will share a framework to assess your organizational readiness for innovation and offer strategies to help you in your journey. Visit: http://fosterinnovationculture.com/
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Design-led Innovation at Work
- 1. Janaki Kumar Design and Co-Innovation Center, SAP Design-led Innovation at work 3 tips to be an effective agent of change Janaki Kumar Head of Design and Co-Innovation Center, SAP Labs, Palo Alto
- 3. “ This is not how we do things here… ” “ We don’t have time for that… ” Can you empathize with Jane?
- 5. • Humanize business software through design • Foster a culture of design-led Innovation in Organizations Mission
- 10. Super Bowl City
- 11. City of Boston
- 15. How might help our stakeholders be effective change agents?
- 16. 3 Tips to be an effective agent of change
- 19. Design-centric organizations in the USA out-perform D.INDEX: Whirlpool Ford IBM Nike Starwood Steelcase Coca-Cola Apple Newell Rubbermaid Target Starbucks Disney Herman Miller P&G Intuit
- 20. Design innovation increases the value of User Experience http://experience.sap.com/designservices UX Value Calculator Launch Monetary Value Human Value Gain Productivity Save Training Costs Decrease User Errors Decrease Change Requests Increase User Satisfaction Increase Customer Loyalty Increase Solution Adoption Strengthen Relationship (IT and Business)
- 22. PEOPLE PROCESS PLACE the 3 Pillars of Innovation Readiness
- 23. PEOPLE with right skill set and mind set
- 24. a culture of innovation: PEOPLE Design talent in the organization Team composition ratio of 8 : 1 : 1 Collaboration across teams Design knowledge and competence throughout the organization Management support/buy-in for a design strategy Design role at executive level providing strategic impact Design status and priority in the company
- 25. PROCESS that makes time for empathy, iteration, and cross functional collaboration
- 26. Problem Framing Problem Solving
- 27. a culture of innovation: PROCESS Iterative, repeatable, human-centered processes used Starts with empathize with end users at every stage of development Insights from end user involvement improve design Problem finding before problem solving Design standards, guidelines, best practices applied consistently Design thinking used for development and business problems Design as part of the corporate strategy Teams work in an agile fashion with flexibility and speed
- 28. PLACE that celebrates creativity and collaboration
- 30. a culture of innovation: PLACE Spaces to co-innovate with customers and end users Interdisciplinary product development teams Maker culture spaces designed for creativity Physical Spaces Project rooms Virtual spaces Openness to meeting end users where they work -
- 32. The 3 Pillars of a Culture of Innovation People An organization needs the right mix of design skills & team members with a mindset for design-led innovation. In addition, executive support is essential to ensure that design is treated as a priority at the company. Process Process refers to the way in which people collaborate, discover problems & co-create with end users to solve them. It is essential that this iterative & human-centered process is applied to development & business problems alike. Place Physical space plays a key role in fostering innovation & creativity. Teams need dedicated spaces where they can collaborate, iterate & co- innovate with end users & customers on projects.
- 33. the 4 Stages of to Innovation Readiness Fostering Culture of Design-led Innovation Interested Noticing Individual success Ad hoc, unintentional Grass roots Design seen as costs Invested Adopting Design is important Resources provided Best practices defined Point solution not repeatable Engaged Realizing Design competency Design used in day-to Scaled Innovating Collaboration w/ business Co-innovation with end users Design as business strategy Process in place and scaled World class design expertise Awards in design & innovation -day business Facilitates coherency of brand 1 2 3 4
- 34. 1. Interested • Noticing • Individual success • Ad hoc, unintentional • Grass roots • Design seen as costs Stage 1: Interested 1 2 3 4 People • Few dedicated design resources; individual success • Limited design skills on the team • Methods performed by team not trained or dedicated to design • Development teams not open to new ways of doing things • Departments are organized by silos Process • Design is not a priority; ‘We like how we have always done things’ • End users’voice is not heard and needs not understood • Design applied as an after thought and is uncoordinated • Activities, if any, typically done at the end of development cycle • Inconsistent quality across products • Little or no tolerance for failure • ‘Iteration’not a mind-set for the development process Place • No creative or dedicated spaces available • Tele-conference and online meetings in place, but not used often
- 35. 2. Invested • Adopting • Design is important • Resources provided • Best practicesdefined • Point solution not repeatable Stage 2: Invested 1 2 3 4 People • Hire some dedicated team members with training in design • Too few designers to influence design early in the development process • Some executive support or sponsorship • Managers often hinder design process due to perceived time requirements and costs • Silos between some departments begin to break down Process • Activities still being done later in the development cycle • The way they currently do things has been successful; no urgency to change • Methods not consistently performed • Quality becomes more consistent • Best practices starting to be defined • ‘End user involvement’mind-set beginning to influences design Place • No dedicated work spaces; work is done in offices or cubicles • Teams meet in conferences rooms • Some virtual infrastructure in place
- 36. 3. Engaged • Realizing • Measurable effectiveness • Design competency • Facilitates coherency of brand Stage 3: Engaged 1 2 3 4 People • Engaged skilled designers • Interdisciplinary teams being formed • Scalability is an issue • Design and innovation is important to the company • Removal of department silos foster collaboration across teams Process • Design strategy defined with goals, KPIs, and improvement programs • User-centered design process is well defined and applied • Open to exploring new ways of working • Consistent quality across projects • Design thinking used for development projects and for solving business problems • ‘End user involvement at every stage’mind-set guides the design • ‘Iteration’mind-set eases the fear of failure Place • Open work spaces available for teams and some co-innovation with end users • Small team pods and projects rooms are used to keep design artifacts and share unfinished work
- 37. Stage 4: Scaled 4. Scaled • Innovating • Collaboration w/ business • Design as business strategy • Process in place and scaled • World class design expertise • Awards in design & innovation 1 2 3 4 People • Team ratio is optimal – 8 : 1 : 1 (8 developers, 1 product owner, 1 designer) • Innovation design role at executive level (Chief Design Officer, Chief Experience Officer, etc.) • Staff recognized as leaders in the design industry and winning design awards • Broad design training and design competence across the organization • Design and innovation is incorporated into the business strategy Process • Human-centered design process in place and applied to all projects • Everyone across the organization using design thinking on their day-to-day work • Empathy for end users with a focus on problem finding before problem solving • Teams are willing to change the way they do things and easily adapt to new ideas • ‘Fail often and fail early to succeed sooner’mind-set fosters innovation Place • Maker culture where dedicated space is designed for creativity and co-innovation • Creative, collaborative workspaces are available and used for all projects • Teams can flow, move desks, as projects change • Guidelines are in place for effective meetings (in-person and virtual) • Strong infrastructure in-place for virtual team work
- 40. contact DCC@SAP.com for more information
- 41. Common barriers to a culture of Innovation: • Lack of design skill-set & mindset • Little executive of middle management support • Product development process not conducive for innovation • Siloed organization - cubicle environments with little collaboration between departments
- 42. Prepare for a journey TIP 3
- 43. SAP JOURNEY
- 45. Barrier Name, Org, Com Barrier Current State Future State Strength Barrier Strength Strength
- 47. Project Brief SAP DCC team worked for a State Government to deliver a Design Thinking workshop to create the following design challenge that was co-developed by the State and DCC teams: “ How might we make the State government more innovative and serve the needs of citizens better?”
- 49. Design-Led Innovation at Work 3 Tips to be a Successful Agent of Change • Articulate Value • Customize your Innovation Program • Prepare for a journey fosterinnovationculture.com Janaki Kumar VP, Head of Design and Co-Innovation Center, America @janakikumar