LIZ ARMSTRONG - DESIGNING INNOVATION IN CORPORATE ENVIRONMENTS
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This document discusses innovation and design in corporate environments. It defines innovation as producing positive change, including both radical and incremental changes. Design is defined as an iterative, human-centric process of serving needs and improving lives by transforming existing conditions into preferred ones. The document presents models of design processes that are evolutionary and involve learning, ideating, creating, and validating. It argues that design provides a context for innovation by channeling creativity toward satisfying human purposes. For companies to successfully innovate, the document advocates embedding human-centric design processes into business culture and strategy. This involves cultivating a design-minded culture with a customer-centric purpose and leadership support of designerly activities like the design process.
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LIZ ARMSTRONG - DESIGNING INNOVATION IN CORPORATE ENVIRONMENTS
- 1. 1 IN CORPORATE ENVIRONMENTS! DESIGNING INNOVATION BY LIZ ARMSTRONG! A THESIS
- 2. 2 DESIGN IS A PATH TO INNOVATION! DESIGN FOR VALUE 1.!
- 3. 3 The Innovation Buzz
- 4. 4 The Innovation Buzz “CEOs consistently report that innovation is one of their top three priorities. Yet a survey in 2010 found that less than 25 percent of manufacturing firms in the United States created an “innovative” product or service in the last three years.”! ! - Jeffrey Phillips, Relentless Innovation!
- 5. 5 The Innovation Buzz “While executives regularly expound on the need for innovation, in reality, innovation makes many executives uncomfortable… For most executives, innovation is a last resort when their products or services are under attack and they have considered and deployed all the other tools at their disposal.” ! ! - Jeffrey Phillips, Relentless Innovation!
- 6. 6 WHAT IS INNOVATION?
- 8. 8 Defining Innovation Innovation produces positive change. ! ! MY TAKE!
- 9. 9 Defining Innovation “The term innovation may refer to both radical and incremental changes to products, processes or services. The often unspoken goal of innovation is to solve a problem”. ! ! - Wikipedia!
- 10. 10 WHAT IS DESIGN?
- 11. 11 Defining Design WHICH KIND OF DESIGN?!
- 12. 12 Design as… …an iterative, human-centric process of serving needs & improving lives. !
- 13. 13 Defining Design Design is the “transformation of existing conditions into preferred ones.”! ! - Herbert Simon! !
- 14. 14 Defining Design Current Situation! Improved Situation! (Need)! (Solution)!Design Process! MY INITIAL MODEL!
- 15. 15 Design Processes AliceAgogino! Hugh Dubberly, How Do You Design!
- 16. 16 Design Processes Jay Doblin! Hugh Dubberly, How Do You Design!
- 17. 17 Design Processes Nigel Cross! Hugh Dubberly, How Do You Design!
- 18. 18 Design Process Most of the models, at their core, express an iterative, evolutionary process of learning, ideating, creating, and validating. ! COMMON THEMES!
- 19. 19 Design Process Model Current Situation! Improved Situation! (Need)! (Solution)! Ideate! Create! Validate! Learn! Design Process! MY MODEL!
- 20. 20 DESIGN à INNOVATION
- 21. 21 How? 1. Design is a process that leads to innovation.! ! 2. Design provides a context for innovation.!
- 22. Current Situation! Improved Situation! (Need)! (Solution)! Ideate! Create! Validate! Learn! Design Process! 22 Design Process à Business Value Innovation! Business Offering! MY MODEL!
- 23. 23 Context Human-Centered ! Context! “Design provides a context for creativity by channeling it toward humanly satisfying purposes…”! ! - Michael Shamiyeh, Creating Desired Futures - How Design Thinking Innovates Business !
- 24. 24 Human-Centric Context Through the study of people and their environment, designers are able to obtain insights about what people really want and need. These insights lead to ideas on how to improve people’s lives.!
- 25. 25 DESIGN + BUSINESS = INNOVATION
- 26. 26 Design | Business Design! ! You can come up with great solutions that don’t make money.! Business! ! You can offer products and services that don’t fully meet customer needs.! $!
- 27. 27 Three Factors in Product Development Larry Keeley ! DESIRABILITY! $!
- 28. 28 Business Value ! “A business is simply an idea to make other people's lives better.” ! ! - Richard Branson, Entrepreneur! !
- 29. 29 Design & Business ! “Design skills and business skills are converging. To be successful in the future, business people will have to become more like designers… When it comes to innovation, business has much to learn from design. The philosophy in design shops is, ‘try it, prototype it, and improve it’.” ! ! - Roger Martin, The Design of Business!
- 30. 30 Embedding Design INTO THE BUSINESS!
- 31. 31 Embedding Business Ideate! Create! Validate! Learn! Design Process! Stakeholders! Users! Viability! Feasibility!Users! Environment! Research! Convergence!Divergence! Prototyping! Collaboration! Communication! INTO THE DESIGN PROCESS! Orange = Business! Grey = Design! Stakeholder needs! Business Objectives!
- 32. 32 Innovation in Business Innovation in business produces positive change that grows the company and delights customers. ! ! MY DEFINITION!
- 34. 34 No Formula, No Magic Potion Innovation occurs as an organic emergence influenced and prompted by environment and cultivation.!
- 35. 35 No Formula, No Magic Potion ! Each company’s approach to innovation is unique. What works for Google may not work for your company.! WW D?!
- 36. “For true creativity and innovation to take place, we propose that design must harness the process of emergence; for it is only through this bottom-up and massively iterative unfolding process that new and improved products and services are successfully developed, introduced, and diffused in the marketplace.” ! ! - Greg Van Alstyne & Robert K. Logan, Designing for Emergence and Innovation: Redesigning Design! ! 36 Emergence
- 37. 37 Designing for Emergence TWO AREAS OF FOCUS! CultivatingInnovation! 1. Culture! 2. Adaptation ! “As the soil, however rich it may be, cannot be productive without cultivation, so the mind without culture can never produce good fruit.”! - Seneca, Roman philosopher, mid-1st century AD! “It is not the strongest or the most intelligent who will survive but those who can best manage change.” ! - Charles Darwin!
- 38. 38 EMBEDDING HUMAN-CENTRIC PROCESSES! DESIGN CULTURE 2.!
- 39. 39 Culture INNOVATION OBSTACLE! “Without a doubt, our biggest obstacle to innovation is our culture.”! Vice President of Human Resources!
- 40. 40 Culture INNOVATION OBSTACLE! 2013 survey from PricewaterhouseCoopers (PWC) ! 46% of Executives reported culture as a major obstacle to innovation! 1,757 companies! 25 countries & ! 30 sectors !
- 41. 41 Design-Minded Culture “If you wish to make an apple pie from scratch, you must first invent the universe.” ! ! – Carl Sagan ! EMBEDDING DESIGN!
- 42. 42 WHAT IS CULTURE?
- 43. 43 Culture A DEFINITION! Culture is the reality of how people in the company behave. !
- 44. 44 Culture INFLUENCES BEHAVIOR! Culture influences what, why, and how people do things. These behaviors create results. ! ! The question is: Do you have the right culture to produce innovative results?! “It isn’t what we say that defines us, but what we do.”! ! - Jane Austin!
- 45. 45 Organizational Culture Model EDGAR SCHEIN! ARTIFACTS! ESPOUSED! VALUES! ASSUMPTIONS!
- 46. 46 Culture Example THE CULTURE OF CHRISTMAS! Christmas is meaningful & important to observe.! • Giving gifts shows people that you care about them. ! • Christmas is time for family. ! • Christmas is a time for religious reflection.! • We do kind things for others.! ! ARTIFACTS! ESPOUSED! VALUES! ASSUMPTIONS!
- 47. 47 Culture Example THE CULTURE OF FINANCIAL SECTOR! We are part of conservative industry.! • Dressing in business casual demonstrates our professionalism to our clients.! • We take everything we do very seriously because we deal with financial data.! • We want to impress upon our clients that we have a high level of security.! ARTIFACTS! ESPOUSED! VALUES! ASSUMPTIONS!
- 48. 48 Business Values Design-Minded Business! ! • Exploration! • Embracing Failure! • Learning! • Adapting! • Empowerment! Traditional Business*! ! • Efficiency! • Standardization! • Planning & Control! • Specialization! • Extrinsic Rewards! TRADITIONAL VS DESIGN-MINDED! *Gary Hamel, The Future of Management!
- 49. 49 Business Process Design-Minded Business! ! Customer research leads to insights that enable the iterative development a solution that sells itself.! Traditional Business! ! Come up with an idea, fund it, build it and then, sell the heck out of it. ! TRADITIONAL VS DESIGN-MINDED!
- 50. 50 Business Process The traditional business culture of efficiency & bureaucracy stifles innovation.! TRADITIONAL VS DESIGN-MINDED!
- 51. 51 Responsive Culture Companies need to build a culture that focuses on the economy of today and the economy of the future, NOT the economies of the past.! FOCUS FORWARD!
- 52. 52 Design-Minded Culture A design-minded culture must :! • have a customer-centric purpose, ! • have strong leadership support! • be engaged in designerly activities - learning, ideating, creating and validating (the design process). ! ! PURPOSE. SUPPORT. ACTIVITES.! User-Centric! Purpose! Leadership! Support! Designerly! Activities!
- 54. 54 Business Purpose “In every successful transformation effort that I have seen, the guiding coalition develops a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees. A vision always goes beyond the numbers that are typically found in five-year plans” ! ! - John Kotter ! Leading Change: Why Transformation Efforts Fail! LACK OF VISION!
- 55. 55 Business Purpose “In failed transformations, you often find plenty of plans and directives and programs, but no vision” ! ! - John Kotter ! Leading Change: Why Transformation Efforts Fail! LACK OF VISION!
- 56. 56 Primary Purpose Design-Minded Business! ! Selling products and/or services that improve lives! Traditional Business! ! Selling products and/or services that generate profits! TRADITIONAL VS DESIGN-MINDED!
- 57. “What higher purpose does your company serve? I hope you didn’t answer, “shareholder wealth.” In most companies, gains in the share price mostly benefit those at the top. ” ! ! – Gary Hamel, The Future of Management! 57 Business Purpose PROFITS DRIVE BUSINESS TODAY!
- 58. 58 Business Purpose “When you pursue only shareholder value, you get less shareholder value. You actually maximize shareholder value by focusing on the customers. If customers are delighted, shareholders will do just fine.”! ! - Roger Martin,! 2014 AIGA GAIN Conference, NYC! THE WRONG VISION! Desirability! Viability! Feasibility!
- 59. 59 Start with Customer THE MONEY WILL FOLLOW! “Start with the customer and work backwards.”! ! - Amazon!
- 60. 60 Purpose Drives Decisions THE VALUE SYSTEM! Customer Focus! In a design-minded culture that has a customer- centric purpose, decisions are more balanced.! ! Are we solving a real human need? What experience can we provide?! What are people willing to pay for this experience?! Desirability! Viability!
- 61. 61 Developing Purpose THE WHY! ! “People don’t buy what you do, they buy why you do it”. ! ! - Simon Sinek, TEDx ! Having a design-minded purpose provides businesses with a direct connection between why they do what they do and what their customers need and want. !
- 62. 62 Developing Purpose THE WHY! “We’ve never gone into business solely to make money. We always start out to create something that is missing from the market, which will shake up the industry, and enable us and our customer to have fun in the process. It’s… so important that businesses focus on why they do what they do to drive human behaviour.”! ! – Richard Branson! !
- 63. 63 Developing Purpose NEEDS BEFORE COMPETENCIES! “In a world of rapid disruption, having a core competency - that is, an intrinsic set of skills required to thrive in certain markets - is an outmoded principle of business.” ! ! - Mark Parker, Nike CEO ! ! Shutterstock.com!
- 64. 64 Developing Purpose PURPOSE BEFORE COMPETENCIES! Instead Nike’s mission statement is: ! “To bring inspiration and innovation to every athlete in the world.”! NIKE.com! Nike could have stated their sole purpose was to make shoes. That self-imposed limitation would have most likely prevented them from getting into biometrics. !
- 65. 65 Developing Purpose PURPOSE BEFORE COMPETENCIES! “Since we began, our artists and engineers didn’t set out to make electronics, or films, or music. We set out to make you feel something.”! ! - Sony! Click link to watch!
- 66. 66 Articulating Purpose DOs & DON’Ts! DON’T:! 1. Be vague.! 2. Limit yourself by focusing on competencies alone.! DO:! 1. Describe the “why”.! 2. Share which needs you intend to serve.!
- 68. 68 Leadership Support ! “...leadership and culture are fundamentally intertwined”. ! ! - Edgar Schein! Organizational Culture & Leadership ! INNOVATION STARTS AT THE TOP!
- 69. 69 Behaviors Design-Minded Business! ! In love with the problem! Failure is learning opportunity! Exploration! Comfort with Ambiguity! Question Status Quo! Traditional Business! ! In love with the solution! Risk Averse! Fear of Failure! Lack of Trust! Orthodoxies! ! TRADITIONAL VS DESIGN-MINDED!
- 70. 70 Disconnect “Simply demanding that the firm ‘become more innovative’ without investing time or personal capital only confuses the organization and creates cynicism about the request.” ! ! - Jeffrey Phillips, Relentless Innovation! ACTIONS VS. WORDS!
- 71. 71 Grassroots Efforts DIE OUT WHEN NOT SUPPORTED!
- 72. 72 Grassroots Efforts DIE OUT WHEN NOT SUPPORTED! • Morale! • Trust! • Passion! • Engagement! • Loyalty! • Hope! !
- 73. 73 Disconnect ! ! “Coating a veneer of design processes on the top of innovation initiatives that will promptly be stymied by internal bureaucracy or politics doesn't help anyone.” ! ! - Helen Walters, Doblin! Can Innovation Really be Reduced to a Process?! ! ACTIONS VS. WORDS!
- 74. 74 Leadership Support “McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo”. ! ! - Nate Boaz and Erica Ariel Fox, Change leader, Change Thyself! INNOVATION STARTS AT THE TOP!
- 75. 75 Leadership Support INNOVATION STARTS AT THE TOP! Corporate leaders make decisions about procedural practices and where to allocate resources. They also influence culture through their values and attitudes. ! ! Innovation leaders should:! 1. Encourage experimentation and failure.! 2. Demonstrate comfort with questioning the status quo.! 3. Inspire through optimism. ! 4. Set aside resources for innovation.! ! !
- 76. 76 Experimentation & Failure INNOVATION LEADERS EMBRACE IT! Failure must be expected, discussed, and analyzed openly in order for the organization as a whole to benefit from it. ! ! FAILURE! "Getting good" at failure, however, doesn't mean creating anarchy out of organization. It means leaders not just on a podium at the annual meeting, but in the trenches, every day who create an environment safe for taking risks and who share stories of their own mistakes.”! ! - Jena McGregor, How Failure Breeds Success, Business Week!
- 77. 77 Experimentation & Failure INNOVATION LEADERS EMBRACE IT! “Originality demands a willingness to experiment, spontaneity in response to a novel situation, and openness to trying something different than perhaps first planned or intended. Rooted as it is in experiment, originality openly courts failure.” ! ! - Roger Martin, Opposable Mind !
- 78. 78 Get Used To It EMBRACE FAILURE AND LEARN FROM IT! 70%! of all companies change efforts fail.! - John Kotter, Leading Change!
- 79. 79 Failure Leads to Success THE WRIGHT BROTHERS! Herring tests the Chanute's "oscilating wing" glider at the Wright brothers camp in Kitty Hawk, NC in 1902.! http://www.wright-brothers.org! ! The tenacity of the Wright brothers led to their success. They never would have invented the “flying machine” without learning from all their numerous failures. !
- 80. 80 Failure Leads to Success MANY OTHER EXAMPLES! Tory Burch! Rovio! Walt Disney!Steve Jobs! At the heart of innovation is an entrepreneurial spirit that doesn’t give up and learns from failure. ! !
- 81. 81 Dogmas of CEOs Past BELIEFS THAT TETHER TO STATUS QUO! “All of us are held hostage by our axiomatic beliefs. We are jailbirds incarcerated within the fortress of dogma and precedent… Management dogmas are often so deeply ingrained as to be nearly invisible, and so devoutly held as to be virtually unassailable.” ! ! - Gary Hamel, Future of Management!
- 82. 82 Question Status Quo THROW OUT ASSUMPTIONS! “The real voyage of discovery consists of not in seeking new landscapes by in having new eyes” ! – Marcel Proust! ! ! ! “Discovery is the ability to be puzzled by simple things” ! – Noam Chomsky! ! !
- 83. 83 Question Status Quo THE FIVE WHYS! The 5 Whys have been used as a counter-measure problem- understanding strategy but the same exercise can be applied to status quo assumptions.! ! When an assumption is encountered, ask "why" until you reach a deep understanding for why things are the way they are. Then evaluate if any of those reasons are still valid and relevant today. “Because we’ve always done it this way” is not a reason to continue doing it. !
- 84. 84 Question Status Quo THE FIVE WHYS! “There is nothing so useless as doing efficiently that which should not be done at all.” ! ! - Peter Drucker!
- 85. 85 Optimism INSPIRE THROUGH HOPE! “Optimism is a strategy for making a better future. Because unless you believe that the future can be better, you are unlikely to step up and take responsibility for making it so” ! ! – Noam Chomsky! Design has the power to create a better future, but it can’t succeed if the company doesn’t believe in that future. !
- 86. 86 Resources TIME! “Innovation needs time to develop. No one ever feels like they have time to spare. People get so consumed with putting out fires and chasing short-term targets that most can’t even think about the future”. ! ! Fastcodesign, Written By Soren Kaplan, 6 Ways To Create A Culture Of Innovation! The needs of today always end up outweighing the needs of the future. !
- 87. 87 Resources SKUNKWORKS! When innovation is staffed, which is rare, it’s usually a small group that works separately from the rest of the organization.!
- 88. 88 Resources SKUNKWORKS! “Innovation is often treated as an “exploratory” effort, assigned to a small team that is understaffed, isolated from the rest of the organization with unclear goals.” ! ! ! - Jeffrey Phillips, Relentless Innovation!
- 89. 89 Resources PROPER STAFFING & COLLABORATION! Innovation should be fostered throughout the organization. If specific resources are hired to come up with new business ideas, those ideas should be shared and collaborated on across the entire organization. !
- 91. 91 To Innovate is to…? How does one “innovate”?"
- 92. 92 To Innovate is to…? Innovation can’t be accomplished through one specific action.! ! It is the result of a variety of activities…(cont.) $ ! How does one “innovate”?"
- 93. 93 Design-Minded Culture … that enable learning, ideating, creating, and validating (the design process). ! ! ACTIVITIES!
- 94. 94 Designerly Activities • Ethnographic Research! • Prototyping! • Personas Development! • Interviewing! • Practicing Creativity! • Collaboration! • Journey Mapping! • Etc…! JUST A FEW EXAMPLES…!
- 95. 95 Learning Organization 1. IMPORTANCE OF LEARNING TO CREATE VALUE! “Becoming an effective learning organization has turned into a priority for businesses. Continual learning makes the creation of products and profit possible.”! ! - Marquardt, M. J. (1996). Building the learning organization: A systems approach to quantum improvement and global success. !
- 96. 96 “The behaviours that define learning and the behaviours that define being productive are one and the same. Learning is not something that requires time out from being engaged in productive activity: learning is the heart of productive activity. To put it simply, learning is the new form of labour.”! ! - Shoshanna Zuboff, In the Age of the Smart Machine! Learning Organization 2. LEARNING NOT A SIDE TASK, IT IS THE WORK!
- 97. 97 Learning Organizations 3. LEARNING IS PART OF INNOVATION! “An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” ! ! - Jack Welch !
- 98. 98 Flow of Information Design-Minded Business! ! Connection! Swarming! Collaboration! Collective Knowledge! Traditional Business! ! Silos! Role Limitations! Conflicting Objectives! Fragmented Information! ! TRADITIONAL VS DESIGN-MINDED!
- 99. 99 Activity Theory WE LEARN BY DOING! Subject! Object à Objective! Artifact! Activity Theory! Lev Vygotsky $
- 100. 100 Activity Theory WE LEARN BY DOING, TOGETHER! “The social dimension of consciousness is primary in time and in fact. The individual dimension of consciousness is derivative and secondary.” ! - Vygotsky, 1979 cited in Wertsch & Bivens, 1992 ! ! !
- 101. 101 Activity Theory WE LEARN BY DOING, TOGETHER! Subject! Object à Objective! Artifact! Activity Theory! Yrjö Engeström $ Rules! Community! Division of Labor!
- 102. 102 Learning Organization In a learning organization, everyone becomes an active participant.! ! LEARNING BY WORKING TOGETHER! Shutterstock.com!
- 103. 103 Learning Organization “Learning has become a central force of production… Knowledge is not static and other-worldly: it lives, situated - both locally and historically - in groups, teams, organizations, tribes, social networks and cultural flash points.” ! ! - Gerry Stahl, Group Cognition! ! KNOWLEDGE IN COMMUNITIES!
- 104. 104 Community of Practice SOCIAL, ORGANIC LEARNING THROUGH PURPOSE! ! “Communities of Practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.” ! ! - Etienne Wenger, Communities of Practice! ! ! ! !
- 105. 105 Learning Organization NEED PLATFORMS FOR LEARNING! ! “Systemic innovation is deeply connected to mechanisms for knowledge generation, transfer, and exchange.” ! ! - Marzia Mortati, Systemic Aspects of Innovation and Design!
- 106. 106 Collaborative Platform KNOWLEDGE SHARING ! “Innovation can be fostered by building connections between people and the organization, integrating new, differing! perspectives, and other social interactions” ! ! - Knoll, Inc., Creating Collaborative Spaces that Work! !
- 107. 107 Collaborative Platform KNOWLEDGE SHARING! Given a platform of communication and collaboration, users will organically gather and self-organize on topics that relate to or interest them. The platform is a digital environment where knowledge-building communities connect and innovations emerge.!
- 108. 108 Platform For Collaboration KNOWLEDGE SHARING! “If you want to teach people a new way of thinking, don’t bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking.”! ! – Buckminster Fuller!
- 109. 109 MY CASE STUDY: TALENT MARKETPLACE A design-led project! A platform for collaboration!
- 110. TWO CORPORATE GOALS: Positively reinforce behaviors that demonstrate actions that transcend organizational boundaries 110! Recruit, Inspire, Reward, and Retain the Best People • Repository for secondary talents! • Ability to find associates with the right skills! • Access to people who have specialty knowledge! • Ability for associates to self-organize and collaborate! • Repository for primary & secondary skills and other associate attributes! • Advertise opportunities for temporary work or initiatives! • Locate skilled associates! • Systematically match needs to associates with the right skills! • Provide reporting and analytics! • Reward associates who work across boundaries!
- 111. TALENT MARKETPLACE The Talent Marketplace will provide a way to connect associates to temporary work by systematically matching skills to needs & allowing associates to volunteer for work that interests them. ! 111 The Marketplace enables matching skills and needs!! We have a wide diversity of skills…! I need help with…! ASSOCIATES SKILLS + TEMPORARY WORK! Need! Primary & Secondary Skills!
- 112. REQUIREMENTS! 112
- 113. Managers will have an avenue for filling short-term resource gaps without having to manually seek out and secure resources from outside their teams.! ! Associates will be able to leverage their skills by sharing them with the entire organization. They will have the opportunity to further develop those skills and expand their experience, network, and knowledge of the enterprise by working across organizational boundaries. They can volunteer to work on side projects that interest them. ! ! Teams will be able to capitalize on the talents of the entire organization rather than being limited to their existing staff.! ! Customers will see fewer and shorter delays in projects caused by resource shortages. They will also benefit from the organizations ability to innovate collaboratively to provide new or improved value offerings.! ! Human Resources Recruiters can highlight Talent Marketplace as an example of career growth opportunities.! 113! The Talent Marketplace provides the enterprise with the flexibility to get more done by connecting people with the right skills with those who need work done.!
- 114. Functional Requirements List! 114 • Integrate with other systems! • Have different permission levels ! • Be web-based! • Be intuitive and easy-to-use! • Provide easy search and results filtering options! • Provide overview through a dashboard home page! • Capture skills in a human asset inventory! • Provide the ability to post needs / temporary work! • Enable associates to apply (volunteer) to help! • Customizable notifications! • Provide analytics and reporting for management! • Reward and acknowledge participants who help!
- 115. Needs Cluster Matrix! 115 HR / Recruiters ! Director! Manager! Associate! Integra3on ! Permission op3ons! Web-‐based ! Intui3ve/Easy to Use! Search with Filtering! Systema3c Matching! Dashboard Overview ! Human Asset Inventory! Post Jobs / Needs! Responding to jobs or applicants! No3fica3ons & Repor3ng! Rewards & Acknowledgement !
- 116. HR / Recruiters ! Director! Manager! Associate! Integra3on ! Permission op3ons! Web-‐based ! Intui3ve/Easy to Use! Search with Filtering! Systema3c Matching! Dashboard Overview ! Human Asset Inventory! Post Jobs / Needs! Responding to jobs or applicants! No3fica3ons & Repor3ng! Rewards & Acknowledgement ! 116 Needs Cluster Matrix!
- 119. 119 MIKE: ASSOCIATE MOLLY: GEN DEV MANAGER “I like testing, but I really wish I could find a way to put my JAVA skills to work here at DST.”! “Last month, we didn’t have enough work to keep everyone busy. But now we have a huge project we can’t handle by ourselves.” !
- 120. USER STORY: JAVA PROGRAMMING! 120 Mike is a QA at DST. He enjoys figuring out puzzles and seeing if he can find any “breaks” in the system.! He also likes web design and does a little freelance Java programming at home in the evenings.! Mike adds java programming to his list of skills on the DST Talent Marketplace.! I JAVA Skills:
- 121. USER STORY: JAVA PROGRAMMING! 121 Mike sets up notifications in the DSTTalent Marketplace so that he gets weekly emails about any java jobs posted.! Manage email no3fica3on seVngs Java; quality; weekly monthly Include Jobs that need: Enter skill Include People that have skills in: Molly is a manager who needs extra java programming resources for a few months.! Molly decides to submit her need for a few java programmers on DST Talent Marketplace. ! I need to find the right people…!
- 122. 122 Mike gets an email for a few opportunities within the company that have to do with java programming. ! Mike clicks on the link in the email to Molly’s need and he reads more about it in the DST Talent Marketplace.! Mike decides to respond and clicks on the hand icon to apply. ! ONE WEEK LATER…. Need: Java Programmer Location: Gen Dev Duration: 3 hours a day for a few months Number of Associates needed: 2 Description: In General Development, we have some extra java programming that we need to complete for project XYZ. The project needs to be completed by 5/3/2013. We need someone with intermediate java skills, able to ……etc. Contact: Molly Apply Apply USER STORY: JAVA PROGRAMMING!
- 123. 123 Molly gets an email of all the applicants to her need.! Molly wants to know more about Mike, so she clicks on his listing which launches his profile in the DSTTalent Marketplace.! Molly thinks that Mike is a really good fit, so she stars his profile. She’ll be making her decision by the end of the week.! THE NEXT DAY… Mike Young mdyoung@dstsystems.com 816.435.9999 About Me: I love the challenge of figuring out Skills: Java Quality Analysis Photography C++ Web design History Worked in Marketing for MOBANK Worked in Web Dev at Design Firm Worked in Full Service at DST USER STORY: JAVA PROGRAMMING!
- 124. 124 At the end of the week, Molly reviews all of her potential candidates and makes a decision to engage Mike.! Mike is excited and does a great job. Not only do they finish on time but they also catch some other programming errors since Mike has an eye for Quality!! After the project is completed, Molly assigns an excellence badge to Mike on DST Talent Marketplace.! END OF THE WEEK TWO MONTHS LATER… USER STORY: JAVA PROGRAMMING!
- 126. I need a resource for my project!! Crowdsourcing Platform! • Search Resources by Skill! • Post Needs / Initiatives! • Apply for Needs / Initiatives! • Match skills to needs! • Notifications! • Reporting! Workday! Skills repository$ Clarity! LinkedIn! Skills repository$ Optional$ *Associates may voluntarily update their skills in Workday and/or LinkedIn$ Timesheets! Reporting! Conceptual System Map! 126!
- 127. 127 Journey Map" Uncovered user needs and validate initial requirements.!
- 128. 128 User Testing" NUMBER OF USERS: 14! We provided a general overview of the Talent Marketplace, defined “Engagement” and “Talent”, and had each user walk through 11 separate wireframe workflows. We encouraged users to speak aloud and asked questions to get insight into their thoughts. We rated the users on every click for a quantitative analysis. We also had them fill out an anonymous survey after completing all of the tests. !
- 129. 129 User Testing" PROTOTYPES! The Converge team build PDF click-through prototypes so that I could ensure that they had understanding of the requirements and for validation with users. ! !
- 130. 130 User Testing" TEST GUIDE / FEEDBACK FORM! I created a user test guide and a feedback form that I could use during the interview to capture notes and evaluate usage. ! !
- 131. 131 User Testing" TROUBLE SPOTS! I rated the users’ difficulty with every click in each prototype for a quantitative analysis. ! ! SEE SPREADSHEET HERE: hWp://slidesha.re/ZDchhF !
- 132. 132 User Testing" KEY FINDINGS! Key Findings:! • People really liked the idea of a platform that anyone could use to find assistance or connect with others.! • People also liked the idea of providing badges or rewards and did not think they would ever want to reject one. ! • The process of giving badges needed to be streamlined. ! • Engagement “Types” needed to be clarified.! • The Engagement feed needed to be redesigned to look less like a search results page and more like a feed. ! • Adding a skill needed to be easier and more consistent. ! ! Overall, users were very excited about the Talent Marketplace. There were many modifications for the project team to consider as far as layout and consistency, but the overall concept was embraced. !
- 133. 133 Design-Minded Culture ORGANIC COLLABORATION! Topic of Interest! Type of work! Type of work! Role! Interesting problem! Project! Product!
- 134. 134 Design-Minded Culture Connecting with other human beings is a faster and more reliable way of learning and resolving problems, especially in environments constrained by time, because knowledge is evolving so rapidly. ! ! ! COLLABORATION PLATFORMS!
- 135. 135 Mother Nature The collective intelligence in bees and ants can “offer an alternative way of designing systems that have traditionally required centralized control and extensive programming.” ! ! - Eric Bonabeau and Guy Theraulaz, Swarm Smarts ! INTELLIGENCE OF THE SWARM!
- 136. 136 Design-Minded Culture MAKE LIKE NIKE - JUST DO IT! “Don’t focus on culture because culture is a bottomless pit and can be a big waste of time. Just get your people involved in working on the solution to your business problem.”! ! - Edgar Schein!
- 137. 137 ADAPTIVE STRATEGIES! DESIGN FOR CHANGE 3.!
- 138. 138 Change The future is uncertain. In fact, the only certainty that we can count on is that things will continue to change. The world continues to change. People continue to change. And so must businesses. We can’t rely solely on our knowledge and processes of the past.! ! ! PLAN ON IT!
- 139. 139 Change PLAN ON IT! “Experience is a great asset, but it helps companies dominate old businesses, not new ones. How can anyone have experience at something that hasn’t been done before?”! ! – Carroll Mui, The New Killer Apps!
- 140. 140 Change CAN’T ONLY USE THE PAST ON THE FUTURE! “New challenges have no history. Given the speed of change today, extrapolating from the past could lead companies down a dangerous path.”! ! - Idris Mootee, Design Thinking for Strategic Innovation!
- 141. 141 Approach to Change “Either respond to disruptive forces or be a disruptive force ”! ! - Christopher Ireland, Author of the Rise of the DEO ! 2014 AIGA GAIN Conference, NYC! RESPONSE OR CREATE!
- 142. 142 Planning for Change BUILDING AN ADAPTIVE STRATEGY! Adjust! for Balance! Imagine! Possible Futures! Develop! Awareness! Triad of! Adaptability! There are three key skills that companies need to innovate in an environment of constant change. !
- 144. 144 3 Levels of Awareness SELF, ENVIRONMENT, CUSTOMER! Awareness of Self Levels of Awareness Awareness of Environment Awareness of Customer Greatest potential to innovate
- 145. 145 Awareness of Self • Purpose – User-Centric Purpose: What are the needs we serve?! • Strengths – What are the organization’s capabilities?! ! • Gaps – What skills might the organization be missing to tackle the future?! HONESTY!
- 146. 146 Awareness of Environment “Innovation is an art that requires exceptional situational awareness” ! ! - Cels, Jong, Nauta, Agents of Change! ! FORCES OF DISRUPTION!
- 147. 147 Awareness of Environment • Economic Forces! • Social Forces! • Technological Trends! • Political or Regulatory Changes! - Barringer & Ireland, Entrepreneurship: Successfully Launching New Ventures! • Competitive Landscape! • Changing Needs…! FORCES OF DISRUPTION OR OPPORTUNITY!
- 148. 148 Awareness of Customer “Any company that really wants to innovate, and innovate consistently, has to be close to their customers, has to be watching their customers carefully, understanding what the customers do with their product or service, because it's through understanding that and understanding frustrations they may have, things that they wish they could do, that you'll be able to come up with ideas that could help those consumers out.” ! ! - Roger Martin!
- 149. 149 Awareness of Customer “Look to the future. We always have to remember that the future, the future of technology, is always about people.” ! ! - Brian David Johnson, Intel Futurist! 2014 AIGA GAIN Conference, NYC!
- 150. 150 Awareness Involves Acceptance YES,… AND! Yes!! And!
- 151. 151 Be Aware, then Accept “You never change things by fighting the existing reality. To change something, build a new model that makes that makes the old model obsolete” ! ! – Buckminster Fuller! ! “YES,… AND”!
- 152. 152 Denial Doesn’t Work “It is all too easy to be caught off guard—to ignore the small changes that appear one by one, to fail to believe they will affect you, and to end up at the tail of the wave, outpaced by competitors who saw the possibilities earlier” ! ! - John Sviokla! “YES,… AND”!
- 153. 153 Denial Doesn’t Work Examples! Invented digital photography but didn’t invest in it.! Thought computers were a passing fad.!
- 154. 154 Be Aware, Accept, Adapt We cannot adapt to what we do not accept. We cannot accept what we are not aware of. ! ! Denial leaves you blind.! ! Awareness creates choice. ! !
- 155. 155 IMAGINE the FUTURE
- 156. 156 The Future ”The only thing we know about the future is that it will be different.”! ! - Peter Drucker ! ONLY CERTAINTY IS CHANGE!
- 157. 157 The Future "The future is no longer stable; it has become a moving target. No single 'right' projection can be deduced from past behavior. The better approach, I believe, is to accept uncertainty, try to understand it, and make it part of our reasoning.”! ! – Pierre Wack, Shell (Scenario Planning System)! ! PLAN FOR IT!
- 158. 158 The Future Scenario-Planning Steps! • List Driving Forces! • Make a Scenario Grid! • Imagine Possible Futures! • Brainstorm Implications and Actions! • Track the Indicators! - 2009, Wired Magazine ! PLAN FOR IT!
- 159. 159 Scenario Planning PLAN FOR IT!
- 160. 160 The Future “Scenarios are storytelling tools that present choices and dramatize the impacts of decisions and strategies. They allow stakeholders to access, experience, debate, and rehearse multiple responses to possible futures. They are also highly effective prototyping tools that mobilize the imagination and place human experience, behaviors, and motivations—both individual and organizational—at the core.” ! ! - Idris Mootee, Design Thinking for Strategic Innovation! ! ! STORYTELLING!
- 161. 161 The Future ! “The best way to predict the future is to invent it.”! ! - Alan Kay! ! ! INVENT IT!
- 162. 162 Scenario Planning Star Trek inspired the future with their vision.! IMAGINING THE FUTURE!
- 163. 163 Scenario Planning IMAGINING THE FUTURE! “Most visions of the future are insulting to the awesomeness of humanity. Futures are inhabited by real people. The one thing that holds us back is imagination.”! ! ! - Brian David Johnson, Futurist, Intel! 2014 AIGA GAIN Conference, NYC!
- 164. 164 The Future “It has usually been the lack of imagination, rather than the excess of it, that has caused unfortunate decisions and missed opportunities." ! ! - (Hudson Institute and Kahn, 1963: 3, quoted in Ghamari- Tabrizi, 2005: 146) Creating Desired Futures - How Design Thinking Innovates Business! ! ! INVENT IT!
- 165. 165 ADJUST FOR BALANCE
- 166. 166 Tensegrity FINDING BALANCE! “When these two forces are in balance, a stabilized system results that is maximally strong. The larger the system the stronger the system.”! ! - Timothy Wilken, MD! !
- 167. 167 Tensegrity A CLOSE UP! tension. Acceleration, pushing against the compression element. compression. A pulling restraint on the tension element outside forces. Forces in the environment that cause stress on the tensegrity structure
- 168. 168 Tensegrity “All structures, properly understood, from the solar system to the atom, are tensegrity structures. Universe is omnitensional integrity.”! ! - Buckminster Fulller! ! IT IS EVERYWHERE!
- 169. 169 Tensegrity IT IS EVERYWHERE! "An astoundingly wide variety of natural systems, including carbon atoms, water molecules, proteins, viruses, cells, tissues and even humans and other living creatures, are constructed using a common form of architecture known as tensegrity. The term refers to a system that stabilizes itself mechanically because of the way in which tensional and compressive forces are distributed and balanced within the structure.”! ! - Donald Ingber, Scientific American in 1998, “The Architecture of Life”, !
- 170. 170 Tensegrity Companies need to develop action plans that enable them to adjust their resources and find equilibrium amongst the forces of change.! ! FINDING BALANCE!
- 171. 171 Tensegrity in Business PORTER’S DIAMOND MODEL: SNAPSHOT! ! - Michael Porter, Economics Model, The Competitive Advantage of Nations!
- 172. 172 Tensegrity in Business PORTER’S DIAMOND MODEL: SNAPSHOT! ! - Michael Porter, Economics Model, The Competitive Advantage of Nations!
- 173. 173 Adapting ! “… innovation (is) strategy in practice - continuously scanning the horizon, assessing the road ahead, and adjusting course according to changing circumstances - while moving.” ! ! ! - Cels, Jong, & Nauta, Agents of Change! ! ADJUST IN MOTION!
- 174. 174 Overcorrecting DEALING WITH DISRUPTIVE FORCES! Companies tend to overcorrect in response to forces outside of their control.! !
- 175. 175 The Adaptive Process MY MODEL! purpose. Use customer-centric strategies to establish goals. support. Leadership backing. Identify, develop and/or obtain resources needed. initial alignment. Deploy internal forces (resources) to provide value and resist threats. Invoke the power of polarities. feedback. Develop sensors that gather feedback from users, environment, future opportunities, and disruptive forces. adjust alignment. Use feedback to inform decisions. Adjust alignment by balancing strategy and resources through acceleration or restraint, as necessary.
- 176. 176 Tensegrity BALANCE REQUIRES FEEDBACK! In order to maintain balance, you must sense when you are moving out of alignment. This requires mechanisms for sensing and providing feedback.!
- 177. 177 Tensegrity There are many internal forces that may exist in a company. Expressed as polarities, here are a few:! ! • Optimization vs. Innovation! • Orthodoxies vs. New Frameworks! • Big Picture vs. Details! • Management vs. Autonomy! • BAU (Business as usual) vs. Experimental Processes! • Business Value vs. Customer Value! • Follow Procedures vs. Follow Intuition! • Order vs. Chaos! • Current Technology vs. Developing Technology! FINDING BALANCE!
- 178. 178 Adjusting Resources MY MODEL FOR RESPONSIVENESS! Customer needs Efficiency Activities Exploration Activities Focus of Inside Resources Sensors Provide feedback Threats Environment
- 179. 179 Tensegrity When you find balance, you adjust the things you can control to maintain equilibrium against the things you can’t control. ! ! ! FINDING BALANCE!
- 180. 180 Tensegrity “In business, we often look at decisions as a series of either-or propositions, of trade-offs. We can either have steady growth or we can pioneer adventurous new ways of designing, building, and selling things. We can either keep costs down, or we can invest in better stores and service. Either we can serve our shareholders, or we can serve our communities”. ! ! - Roger Martin, The Opposable Mind ! ! ! FINDING BALANCE!
- 181. 181 Integrative Thinking Integrative thinking is the “ability to assess and balance conflicting ideas, business models or strategies, and instead of choosing one at the expense of the other, generate a creative resolution of the tension in the form of new models, new decisions or new ways of doing things.” ! ! - Roger Martin, The Opposable Mind ! ! ! = DESIGN THINKING!
- 182. 182 Integrative Thinking THAT BALACE OF VIABILITY, FEASIBILITY, & DESIRABILITY! Business Stakeholders Cross-Disciplinary Collaboration Designers Tech Teams Integrative View
- 183. 183 Tensegrity “I believe that the fundamental business models in most businesses have become unbalanced, sacrificing innovation for the sake of efficiency and effectiveness. Business models are so focused on efficiency, cost cutting, and short-term outcome, that it makes innovation almost impossible to accomplish once, much less over time… Relentless innovators have created an effective balance between innovation and efficiency in their operating models, demonstrated by their priorities, communications, and processes.”! ! - Jeffrey Phillips, Relentless Innovation! ! ! FINDING BALANCE!
- 184. 184 CONCLUSION
- 185. Design for Value Design for Culture Design for Change • Design is a pathway to innovation as a process & context! • Feasibility, Viability, & Desirability! • Design & Business = Innovation! Establish a culture of emergence through: ! • A Customer-Centric Purpose! • Leadership Support! • Engaging in Designerly Activities! Become Adaptable through: ! • Awareness! • Imagining the Future! • Adjusting for Balance! 185 Summary
- 186. 186 My Final Thoughts “Innovation isn’t just a fad or the cool buzz word of the decade. It’s absolutely necessary to maintaining long-term success in a globally connected and rapidly changing world. ! ! Large companies need to execute on innovation, not just talk about it. They must create the environment for it to grow and continually nurture it through changing conditions.! ! While there is no exact recipe for innovation that works for all, design- minded businesses innovate better and faster because they are more in touch with their customer’s needs & desires.”! ! ! ! - Liz Armstrong!