As a means towards innovation and customer-centricity, “design thinking” is lauded as a technique to infuse creativity throughout an organization. We know it’s being taught to future business leaders at places like Stanford’s d.school, but how’s it being applied in the real world? Global enterprise services leader Citrix provides an interesting example.
Despite the increasing prevalence of digital-only services, our daily lives are still comprised of many person-to-person interactions with service providers. From restaurant waitstaff to call center agents, our experience with services is heavily influenced by those we engage with. Focusing on the customer experience is at the heart of successful organizations, and good employee experience plays a role here too.
Well-recognized for decades, design management has paved the way in establishing the value of design in business success, through defined practices and an active community of practitioners. What learnings from the field can be applied for design projects in the digital and multi-touchpoint world?
It’s perhaps no surprise – given the firm’s decades-long record of success – that another “Designer in suit” featured here belongs to the IDEO stable. Tom Kelley (brother of founder David Kelley) is IDEO’s general manager, and a firm proponent of the value of innovation in creating success.
If you wanted to instill “design thinking” into today’s organizations, integrating it into a design school curriculum might seem like a good start. But Richard Buchanan made a more astute choice, leaving a design school to teach at a management school, and ensuring that MBA students leave with a truly innovative perspective.
This is the second in a series of posts in which we introduce the thoughts and works of those that champion the value of design within the business world. Today’s post focuses on Tim Brown, of “innovation and design” firm IDEO.
In this series of posts, we’ll take a look at icons in the business world who lead the way in proclaiming the importance of design in creating business value. Today’s post focuses on Roger Martin, Dean of the Rotman School of Management for the last thirteen years.
When people have a sense of urgency (“Something really needs to happen!”), they are willing to leave their comfort zone. They are open to follow new roads, but where to? To another destination: the vision. A vision is not the same as a strategy. The vision is the goal, the strategy is the road to follow. Designers can deliver important contributions to visions, like images and emotions.
It’s rare that a single person can achieve an enduring change. It takes a group for that. Such a group not only acknowledges that something needs to be done, but they also must act upon that. This group is the “team of change” or (according to Kotter) the powerful coalition. The coalition can be parachuted in from the top, grown from a grassroots initiative, or come from a combination of both. And it can be the UX team as well.
A sense of urgency is a necessary precondition for a successful change. It’s the feeling that something needs to change, a feeling which makes people willing to leave their comfort zone. There are many ways to establish a sense of urgency. All are aimed at breaking through complacency and consciously creating a crisis. I will provide a few effective ways which will appeal to designers.
I recently attended the UX Immersion conference 2012 on Agile/Mobile (April 23-25, 2012 ~ Portland USA), hosted by Jared Spool’s User Interface Engineering. I’m responsible for design processes within Informaat, so the topics seemed especially relevant. Here’s what I learned.
During the late-90s and early-00s – before CMS solutions were widespread – the creation and maintenance of content in the hard-coded website world was inefficient and labor-intensive. And although today’s CMS’s revolutionized content management, they still suffer from a flaw brought about by technology adoption: They can’t easily support a responsive design approach and deliver common content for both the desktop and mobile platforms. How can this multi-channel approach be delivered?
By its nature, customer experience design as a discipline is made up of many unique areas of focus. There’s the business acumen needed to gather requirements, distill ROI figures, and interpret analytics. There are also the more “creative” activities of connecting to customers through research, interpreting brand values, and creating prototypes. But where’s an area of inspiration (and tools and techniques!) that you may not have thought of?
User experience – or customer experience, as is our somewhat-broader focus – should lie at the heart of any organization. And there are several ways to help accomplish this, one of the most valuable being the incorporation of real users into design and development. Using examples from around the globe (US-based Walgreens, UK-based Zopa, and M-Pesa which originated in Africa), Wolff Olins’ Mary Ellen Muckerman provides some insight on when (and when not) to invite users behind-the-scenes.