blended design teams:!from clients and consultants !to co-workers          Harriet Wakelam| @hwakelam | NAB             Ow...
role of design !in organisations isgrowing           “The customer is increasingly buying a set of             ongoing rel...
mission:a new retail store design
brief: “test all the  things and tell  us if they work”
what is ablendeddesign team?
whyblended design !teams?
howthe          &!  whatthe           !of it all
shared à designleadership
outputs!    vsoutcomes
Digital                     Digital                    Yammer   Retail            Retail                Senior leadership ...
role ofartefacts    As the role of design grows and diversifies, we need to be able to    deliver timely commercial insight...
what’schanged?
design itself does not solve problems
informsolutions not always                       provide them
no there isend point       to design
avoid           fetishisationof design deliverables
a blended design team is not justdesigners
service design is about ‘all the things’ all the time
questions?     Harriet Wakelam | @hwakelam        Owen Hodda | @ohodda      Zaana Howard | @zaana
with thanks to…..Jess Ukotic | Cong Cao | Matt Sale | PeterHolmes | Louise Long | Anthony Waldron | LevOrosz | Mandy Chamb...
General information onlyThis	  presenta,on	  contains	  general	  informa,on	  only,	  and	  none	  of	  Deloi7e	  Touche	...
Blended Design Teams: from clients and consultants to co-workers
Blended Design Teams: from clients and consultants to co-workers
Blended Design Teams: from clients and consultants to co-workers
Blended Design Teams: from clients and consultants to co-workers
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Blended Design Teams: from clients and consultants to co-workers

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Presented at Service Design Australia 2012 by Owen Hodda, Harriet Wakelam and Zaana Howard

Audio can be found here: http://www.uxaustralia.com.au/servicedesign-2012/blended-design-teams

The problems design teams are being asked to tackle are becoming increasingly complex. In this environment it is unlikely one agency, team or consultancy holds all of the breadth or depth of skills required to solve these problems alone.
As a result, design is increasingly being carried out in ‘blended’ teams where clients and consultants become co-workers. Our presentation tells the story of a blended design team comprising a National Australia Bank (NAB) internal design team, product team, architects and more, working with an external consultancy, Deloitte; brought together to evaluate the customer experience of the new NAB retail stores.

To work effectively in a multi-channel environment, team members needed to rapidly develop a cohesive approach that blended the strengths of their combined skills to understand design intent, experience, style, corporate requirements and artefacts. Challenges included:

developing shared meanings,a common language and a shared culture
negotiating roles and trust
developing a consistent approach
deciding on methodology and tools that met all parties’ required outcomes
overcoming initial issues of professional pride between organisations of ‘who does it best?’
By utilising the combined strengths of the blended team a standard testing engagement was transformed into a strategic design process which delivered a holistic view of a new service and product proposal. From the context of this project, the realities of what worked, what didn’t and the opportunities for blending design teams will be discussed. In addition, the impact on the project, individual design teams, and their respective organisations for this co-working arrangement will be presented. The project provided tangible evidence of the power of design thinking; given credibility not through the expertise of an internal or external design team but through both high performing organisations supporting new approaches to design innovation in the form of a blended design team.

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Blended Design Teams: from clients and consultants to co-workers

  1. 1. blended design teams:!from clients and consultants !to co-workers Harriet Wakelam| @hwakelam | NAB Owen Hodda @owenhodda | Deloitte | Zaana Howard @zaana | | QUT
  2. 2. role of design !in organisations isgrowing “The customer is increasingly buying a set of ongoing relations and interactions through which service will be rendered” Cefkin 2006
  3. 3. mission:a new retail store design
  4. 4. brief: “test all the things and tell us if they work”
  5. 5. what is ablendeddesign team?
  6. 6. whyblended design !teams?
  7. 7. howthe &! whatthe !of it all
  8. 8. shared à designleadership
  9. 9. outputs! vsoutcomes
  10. 10. Digital Digital Yammer Retail Retail Senior leadership Self ServiceSelf Service Next Gen Capability Verification Capability NAB Care Business Bank Seniorleadership Commercial Cards Compliance training Yammer Innovation Intranet Change Marketing Out of the box Yammer Marketing
  11. 11. role ofartefacts As the role of design grows and diversifies, we need to be able to deliver timely commercial insight, whilst still being on the lookout for those “’crystallising’ moments: observations, ideas, connections, which are not complete in themselves, but which catalyse a well and richly prepared ground into a completely different way of seeing the world” Bezaitis, M & Robinson R 2011
  12. 12. what’schanged?
  13. 13. design itself does not solve problems
  14. 14. informsolutions not always provide them
  15. 15. no there isend point to design
  16. 16. avoid fetishisationof design deliverables
  17. 17. a blended design team is not justdesigners
  18. 18. service design is about ‘all the things’ all the time
  19. 19. questions? Harriet Wakelam | @hwakelam Owen Hodda | @ohodda Zaana Howard | @zaana
  20. 20. with thanks to…..Jess Ukotic | Cong Cao | Matt Sale | PeterHolmes | Louise Long | Anthony Waldron | LevOrosz | Mandy Chambers | Warren andMahoney | Jacqui Gill | Kerryn Eastwood | ScottTim West | Mel Hambarsoomian | Chris Wilson| Robert Lee | Chris Smith | the staff of theDocklands store | NAB volunteers + customers |and many many more…
  21. 21. General information onlyThis  presenta,on  contains  general  informa,on  only,  and  none  of  Deloi7e  Touche  Tohmatsu  Limited,  its  member  firms,  or  their  related  en,,es  (collec,vely  the  “Deloi7e  Network”)  is,  by  means  of  this  presenta,on  ,  rendering  professional  advice  or  services.    Before  making  any  decision  or  taking  any  ac,on  that  may  affect  your  finances  or  your  business,  you  should  consult  a  qualified  professional  adviser.  No  en,ty  in  the  Deloi7e  Network  shall  be  responsible  for  any  loss  whatsoever  sustained  by  any  person  who  relies  on  this  presenta,on.  About Deloitte About Deloitte AustraliaDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one ofguarantee, and its network of member firms, each of which is a legally separate and independent entity. Australia’s leading professional services firms. Deloitte Touche Tohmatsu and its affiliates provide audit, tax,Please see www.deloitte.com/au/about for a detailed description of the legal structure of Deloitte Touche consulting, and financial advisory services through approximately 5,700 people across the country. FocusedTohmatsu Limited and its member firms. on the creation of value and growth, and known as an employer of choice for innovative human resourcesDeloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning programs, we are dedicated to helping our clients and our people excel. For more information, please visitmultiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte our web site at www.deloitte.com.au.brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Liability limited by a scheme approved under Professional Standards Legislation.Deloittes approximately 170,000 professionals are committed to becoming the standard of excellence. Member of Deloitte Touche Tohmatsu Limited © 2012 Deloitte Touche Tohmatsu. All rights reserved.

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