Designing the Rails - How to encourage the behaviours for a design led organisation
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Presented at Service Design Aus 2018, describes the areas of ANZ bank we are focusing on to encourage the adoption of design practices and techniques throughout the organisation
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Designing the Rails - How to encourage the behaviours for a design led organisation
- 1. RELEVANCE AND RIGOUR Owen Hodda
- 2. This is about people, and the design of our business
- 3. What are we left with when we talk about design beyond the project?
- 4. How to build design capability across ANZ to imagine, define and deliver world class propositions and experiences for our customers and staff? Our challenge:
- 5. Designing the delivery of the service Designing the rails Designing the service
- 6. Why do you need to design the rails?
- 7. “Ten units of design please…”
- 13. Designing the delivery of the service Designing the rails Designing the service
- 14. Designing the delivery of the service Designing the rails Designing the service Strategy Structure Process Reward People
- 15. DESIGNING THE RAILS Encouraging Behaviours to Build Relevance & Maintain Rigour
- 16. Focus on the right places Encourage Design Let people solve their problems Internalise Design Build a propensity for doing Encourage rigorous intuition
- 17. Focus on the right places
- 19. Give the ability to solve own problems Present the unfinished problem
- 21. A propensity for doing “I don’t think you can design anything just by absorbing information and then hoping to synthesise it into a solution. What you need to know about the problem only becomes apparent as you’re trying to solve it” - R MacCormack
- 22. A propensity for doing But not for doing’s sake
- 25. Remove Barriers & Encourage Behaviours
- 26. What is the future you want? What rails do you need to build? How will you encourage your people?
Editor's Notes
- Hi, I’m Owen I joined ANZ almost two years ago as the Service Design Lead. However, for most of this year I’ve been working to establish ANZ’s new Design Centre of Expertise – a support function to help all of the business get better at designing services. I see this as an awesome opportunity, as to me Service Design is bringing to life the value exchange between an organisation and its customers. It’s about truly understanding what people value, it’s about creating experiences that speak to that value, and it’s about orchestrating all of the components of the business to bring that experience to life.
- Today I’m not going to talk about those projects though, I’m going to talk about everything that exists around those projects. How do we as a company make space for service design. At the end of the day it’s people who consume services, it’s people who deliver them and it’s people who design them….
- ….and the design project is only a very small part of the. When you’ve hired the very best designers, you’ve bought the very best macbook, you have every colour post it imaginable, why does the work still not make a difference?
- This is our challenge. We have it written on a wall. It’s really complicated and it keeps me up at night. Working with our Chief Design Officer, I’ve built and ANZ wide Design Strategy – as you can see, it’s an ongoing work in process. [Click} Once of the fundamental principles of our strategy is the interlink between all aspects of the design capability – our ability to execute beautifully, the skills and talent of our desing community, the willingness of the broader business to see value in a design approach. Without a doubt, this success or failure of this strategy is built on our ability to build rails for design throughout the business
- What do I meant by rails? Over many years of doing this sort of work, I’ve seen three layers of practice within organistions 1) What we’re hear to talk about today. This is table stakes. I’m sure most of today’s speakers have been doing this for years. You can buy this on any street corner or Medium article these days. 2) Getting your teams and tools ready – the mechanics and the how of design, improving coherence and efficiency 3) The difference between real sustained success and no success. How do we design your ogranisation to have the rails to sustain an initiative from being a germ of an idea to getting to market? Building the rails is your differentiator. You can only build rails that are relevant to you business, your structure, your context and your goals. You can only do good design by building the rails. You can only build the rails through doing design, and applying a design approach to your business
- Why do you need to design the rails? I’m sure you’ve all heard this statement…[CLICK]
- You know how it goes. Somebody, somewhere, has read that whitepaper, or watched that TED Talk, or maybe they went to that Service Design conference, and now they too want to have some of that awesome looking design…
- ….and this is how it always goes – the big org brings in a consultancy [CLICK], or builds a team, or buys a team…
- …and this is what they expect to happen [CLICK]
- …but really this is what happens. The weight of beuracracy and organisational inertia overwhelms the designers. The challenges of actually getting anything done suck any creativity out of them
- We want the blue and the red to merge (it’s primary colours) For this to work, the business has to fundamentally change to adopt design And our designers need to understand and change in tune with the business
- So when I mentioned “build the capability” earlier, what I meant was [CLICK] Moving away from design being something that is done by the design team [CLICK] to something that is practiced across the bank [CLICK] Moving away from design as an outcome, e.g. a polished app [CLICK] to an approach that anybody across the business can apply to help solve their problems This is a fundamental difference to success or failure. You’re all here because you’ve shown an interest in design. You’ve likely now read hundred of case studies about journey maps, personas, empathy maps etc etc If you want those, and want it to be repeatable, you have to build the org to accept it. You have to build the rails of how to get there What do I mean by rails?
- 1) What we’re hear to talk about today. This is table stakes. I’m sure most of today’s speakers have been doing this for years. You can buy this on any street corner or Medium article these days. 2) Getting your teams and tools ready – the mechanics and the how of design, improving coherence and efficiency 3) The difference between real sustained success and no success. How do we design your ogranisation to have the rails to sustain an initiative from being a germ of an idea to getting to market? Building the rails is your differentiator. You can only build rails that are relevant to you business, your structure, your context and your goals. You can only do good design by building the rails. You can only build the rails through doing design, and applying a design approach to your business
- There a lots of different rails you can build You can influence your strategy – the direction your company is heading in You can change structure – who makes decisions? Who is accountable? Your processes – literally how does information and work flow through the business? You can incentivise and reward the right kinds of outcomes And, you can pay attention to the kinds of people you have in your business – what are their behaviors and cultural norms? It’s the people bit I want tot talk about today
- And what I want to talk about are six behavioural markers we’re setting out to encourage across the business that helps our people adopt a service design mentality Focus on the right places Encourage Design Let people solve their problems Internalise Design Build a propensity for doing Encourage rigorous intuition
- Design is not a silver bullet to everything. Example: tools to understand if a design approach is right
- We want to spread life into the practice But also want to control it, ensure it grows into the shape we are aiming for "We're not evangelists or salespeople We're designers supporting the business achieve its outcomes" - there is no "one way" that we need people to adopt, instead we should be listening to what the situation is feedin back to us and responding appropriately We believe in drawing design out of people, rather than hitting them over the head with it Example: Nalini in the Toll truck
- Rather than presenting design as a process, we describe it as an approach Encourage people to finish the work themselves, to fill in the blanks, to own what comes to life afterwards How else can we co-create value and meaning with people from HR, from Risk, from Technology. They have to help us realise the relevance Liang and the magic paintbrush Example: Aaron’s role in Home Lending – could have taken traditional approach, but instead chaperoned team to understand problem better and fix it themselves
- We need to get people to take in the core principles and meanings of what we’re doing Need them not to follow a rote path, but instead to think about how they do what they do - need reflection of practice and reflection in practice Of practice - need them to understand the depth of design so that they can apply it with rigour In practice - need them to observe their own work as they are working and look at ways to tend and adjust to provide relevance to the organisation and its strategy, as well as to themselves Not fixate on process (double diamond etc Instead, get them to start to focus on the problem The reflect on their self in the process. Learn, apply Example: we create reference points in projects and training
- Example: always encourage teams to complete the project in a week. See how far you can get Example: rigorous in what work we take on – only forward looking
- The value of your idea can’t be measured in post it notes. As design picks up popularity, you need to be super vigilant about DESIGN THEATRE. You need to be comfortable saying NO to work that isn’t actually going to go somewhere Example: prior to ANZ I used to work for a Design consultancy. Frequently we would work with clients who had spent a lot of money and time with other consultancies “doing” service design – building maps etc and at the end of this engagement the consultancy would leave and they would ask themselves “now what” Even as recently as last week, I had to fly in and spend some time with one of our teams who was going through a full end to end ‘design’ process, but wasn’t thinking about how to design the experience of bringing these insights and ideas back into the business
- Accepting that designing experiences is hard. No amount of data, analysis or outsourced research will tell you where to focus. How to build an environment that allows for intuition, without people just following their preferences (humans are are biased beings) Need to internalise the messy, vague approach, as well as the validation and destruction of ideas (this is hard! Who has actually had to kill a darling?) Example: active encouragement “do you have the answer already? If so, let’s explore that…”
- I have done projects for years. This is what I know you need to do to make this kind of work the new normal, to make it repeatable: Need to remove the barriers in the org that make it too hard Funding models Risk approach HR and Talent Leadership Definition of “done”
- What is the future – you’re seeing projects you like What rails – What barriers do you need to remove Encourage – what behaviours will you encourage to help people find relevance in their approach? This is what I’ve learned over many years of leading projects – for people to support the change you need them to understand why Design is an approach that’s relevant to them. Once people believe you, you need to hold them accountable to the rigour and quality of the work to achieve that future. It’s hard work.