This interactive workshop will introduce you to the “Design Thinking” methodology, pioneered by Stanford University’s distinguished Design School. Participants will form into groups and employ Design Thinking to map an actual customer journey – from persona identification, to charting customer interactions and expectations, to experience mapping. Uncover how customers want to be treated across their journey – and identify key areas for improvement. This hands-on session will push you to think out of the box to more successfully adapt to, attract, and engage today’s savvy B2B buyers and capitalize on digital growth opportunities.

1. Design Thinking –
Not just for
Development!
Jennifer Ford
Design Thinking Lead
Presales, SAP N. America

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Introductions
o Introduce yourself (use 3 Post its): (10 minutes)
o 1 post it with your name/where you were born:
o 1 post it with where you would travel if you were given a free ticket:
o 1 post it with a super power:

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Introductions
o Introduce yourself (use 3 Post its): (10 minutes)
o 1 post it with your name/where you were born:
o 1 post it with where you would travel if you were given a free ticket:
o 1 post it with a super power:
Jennifer Ford
Dearborn, MI
Alaska
Teleport

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Created the Walkman & owned most of the music
Why didn’t Sony invent the iPod?

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Sony’s Silo Structure & Culture
Imaging Products &
Solutions (IP&S)
Game
Mobile Products &
Communications
(MP&C)
Pictures
Financial Services
Devices
All Other
Home Entertainment &
Sound (HE&S)
Music

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WHAT MADE APPLE SUCCESSFUL?

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Apple’s Focus
Apple didn’t have the best designers
Apple didn’t have the most designers
Apple had a culture that focused on one thing

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“You’ve got to start with the
customer experience and
work backwards to the
technology.” – Steve Jobs
1997

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WHAT 3 THINGS DO SUCCESSFUL INNOVATIVE
PRODUCTS/SERVICES/EXPERIENCES HAVE IN
COMMON?

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FeasibilityViability
Desirability

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WHAT IS DESIGN THINKING?

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DESIGN THINKING IS A HUMAN-CENTERED
METHOD FOR SOLVING COMPLEX PROBLEMS
& CREATING NEW IDEAS

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Ingredients of Design Thinking
SpacePeople
Innovation
+ +
Approach

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It’s About People

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Interdisciplinary Teams /
Different Minds & Skillsets

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It’s About Space

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It’s About the Approach

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Design Thinking Steps
Understand
Observe
Synthesize Implement Deploy
Test
ValidateIdeate
Prototype
DISCOVER DESIGN DELIVER

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Persona’s Are…
 Fictional characters created to represent user types based on REAL
DATA.
 Useful in considering the goals, desires, and limitations of the users to
help guide design decisions.
 A way to put a personal human face on otherwise abstract data about
people.
Your persona description may include:
 Name and picture
 Demographics (age, education)
 Needs and tasks
 Goals , Motivations, and aspirations
 Challenges
 Tools & Communication

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Customer Journey Map (Today’s experience)
For your Persona, go through the actions of their day within the context provided (journey map). Consider all interactions.
Mindset: What are they thinking? Worst moments, Best moments, Missing experiences.
Actions: Walk through the experience in their shoes
Touchpoints: Interactions with people, places or things during the experience
Pain Points: What makes these actions difficult?
Output: Create a list of opportunities & pain points we must solve for this Persona

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Problem Statement/Vignette Scenarios Per Table:
CTO - High Tech
(Hansen Lieu)
Head of
Commerce/Digital - CPG
(Mo Hosain)
CMO - Branded Retailer
(Harlan Stein)
Head of Sales -
Construction Supply
(Linda Schrum)
Head of Procurement -
Agribusiness
(David Stover)
Executive Responsibility:
Information technology
strategy, operations, and
business-unit support
Executive Responsibility:
Driving online & mobile customer
growth, share of wallet, and
profitability
Executive Responsibility:
Driving image (brand) and traffic
(revenue) through initiatives
focused on creating stunning
digital and physical campaigns
Executive Responsibility:
Planning, execution, and
performance of sales and
customer relationship
management teams
Executive Responsibility:
Planning and execution of direct and
indirect purchasing, negotiations,
and performance of the procurement
team
Problem Statement:
The number of new patents
filed by the team per month
has dropped precipitously,
speed of new product
introductions has slowed,
competition is eroding sales
and margins and internal IT
and product development
processes are stagnant and
rife with escalations.
The CIO needs a way to re-
energise the technology
development and solution
delivery teams in order to get
back to the innovative, quick,
and profitable successes of
the past.
Problem Statement:
The consumerisation of B2B
use-cases continues and the
need to create capabilities that
make it as easy for our
commercial customers to buy
from us as it is for them to buy as
consumers is the new normal.
Our sales force is enabled but
adoption and usage is at an all-
time low.
The Chief Digital Officer needs
a way to create and deliver new
experiences for both associates
AND customers in order to drive
online and mobile customer
growth.
Problem Statement:
The lack of data visibility needed
to understand consumer
intentions, and the inability to
target millenials and new
customer segments is inhibiting
marketing campaigns, return on
marketing expense, and customer
intelligence efforts to broaden
brand appeal to a more profitable
consumer base.
The Chief Marketing Officer
needs a way to profitably extend
brand reach in order to create
more personalized, consistent,
and relevant experiences with a
new and more profitable
consumer base.
Problem Statement:
Mobile pricing and order taking
for on-site representatives to
generate new business and the
real-time ability to accurately
describe, position, and offer new
product and service
introductions into existing
accounts.
The Head of Sales needs a
way to up-skill and improve
productivity of sales personnel
without disrupting the flow of
business in order to un-tether
sales teams and create
improved customer awareness
of new products amid providing
real-time, onsite pricing and
promotions for existing products.
Problem Statement:
Lack of access to benchmarking and
real-time commodities market
pricing to ensure profitable and
timely procurement, fulfillment, and
forfeitures activities is inhibiting the
ability to accurately place forward
buys, price grain futures contracts,
and execute the procurement
function in a consistent efficient
manner.
The Head of Procurement needs a
way to improve business
intelligence and in order to deliver
optimal direct and indirect buys,
price optimization, deeper supplier
relationships, and more efficient and
profitable 3rd party relationships.

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Viability Check
Does the solution provide substantial business value?
• Is it technically feasible?
• Bring Value to customer?
• Align to business goals?
• What are your priorities…. where do we focus First?

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Icons

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Text Holders & Shapes
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27. Thank You!