The document discusses implementing a new standardized commercial bid process and contract transition process at ISS Facility Services using design thinking. It outlines the design thinking process, including inspiration, ideation, and implementation phases. In the inspiration phase, the problem is defined and user needs are understood. Ideation involves brainstorming solutions. Implementation brings the solutions together, with planning, execution, and ensuring minimal impact on employees and customers. Roles and steps in the contract transition process are also detailed.

1. PEOPLE MAKE PLACES
PEOPLE MAKE PLACES
Design Thinking
One ISS, Stronger.
Simpler. Closer.
ISS FACILITY SERVICES
1

2. PEOPLE MAKE PLACES
From our OneISS, Stronger. Simpler. Closer workshop, it was identified we have lacked robustness in our commercial bid process,
which in return leads to ununiformed sync in our contract transition process.
A key reason for this is our need to acquire and retain customers, rather than developing a standardised process. With this being a key
focus of our business, we should have a standard approach. Without robust, systematic processes in place, leads to crucial steps being
overseen and missed.
Our purpose is to connect people and places to make the world a better place. Any implementation into the business will have an
impact on our people. It is the people, the employees that are pivotal for the organisation to succeed (Boudreau & Ramstad, 2007). We
need to ensure any implementation is throughout and managed to be seamless with little impact.
2
Mission of Project
DESIGN THINKING

3. PEOPLE MAKE PLACES 3
What we are trying to achieve by the new Commercial Bid process
DESIGN THINKING

4. PEOPLE MAKE PLACES 4
What needs to happen to achieve this?
DESIGN THINKING

5. PEOPLE MAKE PLACES 5
What we are trying to achieve by the new Contract Transition
process
DESIGN THINKING

6. PEOPLE MAKE PLACES 6
What needs to happen to achieve this?
DESIGN THINKING

7. PEOPLE MAKE PLACES 7
ISS Contract Transition Process Model
DESIGN THINKING

8. PEOPLE MAKE PLACES
The mission of design thinking is to translate observation into insights and insights into products and services that will improve lives
(Lewrick, Link, & Leifer, 2018). As a process, design thinking is a series of steps to solve a problem (Dunne, 2018). We need to
understand people’s capabilities and their points of view and how to support them. The human-centered design process means that
we actually must go out and understand what the real issues are and what people’s real needs are in order to design something
(Norman, 2019). It is a process that starts with the people you are designing for and ends with new solutions that are tailor-made to
suit their needs (Marques, 2018).
8
What is Design Thinking?
DESIGN THINKING

9. PEOPLE MAKE PLACES
Benefits of Design
Thinking
Teaches people how to innovate and problem-solve
1
Fosters teamwork and collaboration
2
Offers a proven competitive advantage (Stevens,
2021)
3
DESIGN THINKING
9

10. PEOPLE MAKE PLACES
Design Thinking is a methodology that aims to tackle highly complex problems otherwise known as “wicked” problems— those that are
difficult to define and cannot be solved using standard methods and approaches. They are the opposite of “tame” problems, which can
be solved by applying a tried-and-tested algorithm or logic (Stevens, 2021). Well-structured customer centric design process consists of
3 phases:
• Inspiration
• Ideation
• Implementation (Marques, 2018)
10
Design Thinking Process
DESIGN THINKING

11. PEOPLE MAKE PLACES
Get to know your target users, understand their needs, goals and pain points and build empathy (Stevens, 2021). In our case, this
phase would take place prior to the contract being agreed upon and requires us to build strong relationships with both our current and
potential customers, understand their needs, goals and pain points. To understand how the contract works, it is recommended to use
the AEIOU tool to ask these questions. This tool is broken down into five categories (Lewrick, Link, & Leifer, 2018).
11
Inspiration
DESIGN THINKING PROCESS

12. PEOPLE MAKE PLACES 12
Inspiration
DESIGN THINKING PROCESS

13. PEOPLE MAKE PLACES
It is important to define a problem statement. What is your design challenge? What user problems are you trying to solve?
Once the problem has been recognised, the problem statement must be defined, asking questions of why and how. Alongside the
problem statement, it is important to understand the overall context. Answering the six WH questions (who, why, what, when, where,
how) yields fundamental insights (Lewrick, Link, & Leifer, 2018).
13
Inspiration
DESIGN THINKING PROCESS

14. PEOPLE MAKE PLACES
Inspiration
14
Write your design challenge
Frame your design challenge into a question or, more
specifically
Define the impact you would like to have
Possible solutions
Write some of the context and constraints that might
surround the original question
Final step is to look back at your How Might We Question. As
mentioned before, it is very common to change or adapt your
“How Might We” question as you dig deeper into the problem
(Marques, 2018).
DESIGN THINKING PROCESS
Framing your design challenge is about turning
problems into opportunities – and problems with
solutions

15. PEOPLE MAKE PLACES
This is the brainstorming phase of the design thinking process. It is about gathering ideas and coming up with possible solutions
(Stevens, 2021). This phase would occur after we have agreed on contract and is about looking at the current practices and identifying
if there is room for change and optimisation. It is recommended the use of the SCAMPER tool to brainstorm and gather ideas.
15
Ideation
DESIGN THINKING PROCESS

16. PEOPLE MAKE PLACES
SCAMPER is useful when we would like to stimulate creativity and find even more ideas. Basically, SCAMPER can be used for nearly
anything: for products, processes, systems, solutions, services, business models, or ecosystems (Lewrick, Link, & Leifer, 2018).
16
Ideation
DESIGN THINKING PROCESS

17. PEOPLE MAKE PLACES
An organisation that widely implements design and recognises design as a strategic asset can be considered to have achieved design
integration (Wrigley, Nusem, & Straker, 2020). This is more so important when dealing with a customer-centric design strategy with a
key focus around our people. The capacity of employees and the human capital available enables the organisation's strategies to
become feasible and effective when implemented. To keep ahead of competitors and stay competitive, organisations need to be able
to adapt to changes effectively and efficiently with little to no impact. Failure to adapt to change can result in failure to survive, failure
to grow and failure to become more competitive in the market (McShane, Olekalns, Newman, & Martin, 2019). This phase is about
bringing it all together and would occur as part of planning, mobilizing, implementing, readiness and transformation sign-off.
17
Implementation
DESIGN THINKING PROCESS

18. PEOPLE MAKE PLACES
Roles and Responsibilities
A dedicated transition team is responsible for implementing the new contract. This should consist of a transition lead, proposed contract manager (Key
Account Manager) and subject matter experts (SME’s).
The transition team is managed by a transition lead who is full accountable for the transition being successful (implementation of the contractual solution to
the approved business case). The transition lead is responsible for taking the needed initiatives to complete all transition activities as well as ongoing
reporting to the steering committee as well as the customer.
Each work stream lead and service matters expert (SME) are responsible for transition activities within their areas across all locations as well as ongoing
reporting to the transition lead, and they are accountable for the results of the activities and for the quality of the outcome.
The ISS transition team must be mirrored of a corresponding customer transition team at customer. The purpose of having a mirror organization is to let
subject matter experts talk to experts - to ensure that the right solution is implemented.
18
Implementation
DESIGN THINKING PROCESS

19. PEOPLE MAKE PLACES
Mobilisation and Planning
The transition mobilisation is a joint ISS and customer process. In the mobilisation phase, the customer and ISS transition lead is to
prepare:
• Transition governance
• Resource planning
• Transition program plan
• Stakeholder and communication management plan
19
Implementation
DESIGN THINKING PROCESS

20. PEOPLE MAKE PLACES
Kick-Off Meeting
Purpose of the kick-off meeting is to identify:
• Key stakeholders
• Project team members
• Assign roles and outline responsibilities
• Scope of implementation
• If project plan has been developed, go through, outlying key steps and dates
20
Implementation
DESIGN THINKING PROCESS

21. PEOPLE MAKE PLACES
Implementation
The implementation of the transition plan ensures:
• Transfer of responsibility of the customers’ facility services to ISS
• Service organisation has the required resources with the required training, skills, tools and equipment. It also ensures that required
suppliers and sub-contractors are in place for delivery of specialist services, consumables and other goods.
During the implementation phase:
• Asset ownership and conditions are established
• Weekly review and update of the plan with the customer and internally and report progress to ensure progress and quick issue
resolution
• Finalisation of the service scope, service descriptions and service levels together with associated account performance management
systems and contract governance strategies
21
Implementation
DESIGN THINKING PROCESS

22. PEOPLE MAKE PLACES
Things to remember
in the contract
transition process
22
Deliver to the business case
1
Customer cooperation
2
Making complex contracts simple to operate
3
Clearly defined roles and responsibilities
4
Use mandatory templates and guides
5
DESIGN THINKING