Amanda Wirth :: Portfolio
Developing an innovation culture at Pitney Bowes Pitney Bowes Internship Concept Studio Summer 2008
Understanding wine consumers and their experience Design Analysis and Synthesis J.Pipino Spring 2009
Facilitating the merger of two departments at the City of Chicago Observing Users B.Jacobson Fall 2008
Creating versatile live/work spaces Interior Design Semester Abroad D.Colgan Summer 2005
Enhancing physician relations at Good Samaritan Hospital Wellness Workshop J.Gregory Spring 2009
Developing an innovation culture at Pitney Bowes
Adapting with a maturing industry
Understanding employee culture
“Innovation isn’t a part of my job.”
Pitney Bowes, traditionally a mailstream management company was looking to diversify their value proposition to information management. The company wanted to encourage innovation throughout the company in order to realize this strategic change. The challenge was to understand how employees at every level of the organization could participate and through what process and platform.
?
Innovation is an ambiguous word for some and is interpreted as limited to a certain group of people or department. While encouraging the appropriate form of innovation, language must be inclusive to all job functions.
“Knowing people is the path to solving problems.” Solving everyday problems is made possible by ‘connectors’ that facilitate the process of finding the appropriate person or resolution. This is a time consuming process and may be expedited by enabling connections among employees.
Connecting corporate objectives and front-line needs Company Mission Engage, Innovate, Grow.
Benchmarking Innovation Cultures
Development Platform Development
Brand Statement Connections that Matter
Research Employee Culture
Implementation Growth Strategy
Our team started by understanding the corporate strategy of Pitney Bowes and their evolving brand. The research focused on profiling existing innovation cultures and immersing ourselves in the employee culture. Finally the platform was evaluated and an implementation strategy was articulated.
Amanda Wirth :: Concept Studio at Pitney Bowes :: Summer 2008
“I can tell people what I do, but I can’t tell them what my company does.” Employees want to connect with and understand the company as a whole; how the company is organized and where they fit within it. Foster greater transparency about the company strategy, goals, and direction of the company for the future.
Defining an implementation strategy
Engaging Innovation An engaging experience, both online and offline, must entice people to enter, engage them in the initiative, extend their experience and bring them back
Entice
Engage
Extend
Entice people to enter with relevant campaigns and appropriate incentives Engage people in the initiative with a transparent process and resources Extend the experience and bring people back with feedback and results
Enabling Connections Enabling connections throughout the company will build a strong community and facilitate rich and dynamic ideas through collaboration. These design actions will support Engaging Innovation by creating the tools necessary for employees to really build the grassroots initiative.
Structuring a process to identify, nurture and accelerate innovation
Sustaining a Culture The most difficult and time-consuming process of building an innovation culture will be creating the environment to sustain it; translating the vision of an innovative culture into a living guide for Pitney Bowes employees to apply in every interaction.
Team Members :: C.Chen, A.Dahl, T.Dong, A.Mack, J.Kaplan, D.Rathbun, N.Wang, J.Zhang
The Enabling Innovation Group (EIG) would act as stewards of pbLink. A multidisciplinary team working with corporate leadership to oversee the idea challenges and growth of the innovation community.
Understanding wine consumers and their experience
1945
Growing Up
1965
Building a Reputation
1980
Mid-life Crisis
2000
Learning to Walk Again
peak consumption 1985: 2.43 gal.
2.5 2.0 1.5
Turning data into wine This project focused on experimenting with multiple tools and frameworks to understand an industry and its consumers. Once this analysis was completed the project turned to using additional frameworks to generate and evaluate potential concepts.
First wine bar opens in San Francisco
1.0
California wines are prized at a French tasting
Wines labeled using varietal
0.5 gallons consumption per capita 1950
1960
Demand during the war was a catalyst for overproduction, hastily aged and poorly mixed wines, giving the industry a less than favorable image.
Boxed wines are all the rage
1970
1980
Industry low in two decades 1993: 1.74 gal.
Sideways features California wine country
Wine coolers enter the scene
1990
Say hello to Two Buck Chuck
2000
2010
Growth in the wine industry is attributed to the aging Baby Boomer generation and high recognition of California wines around the world.
The 80’s and 90’s experience the best and worst of times for the wine. Many different innovations occur in the industry, including wine bars, boxed wines and wine coolers.
The wine industry struggled to penetrate the American consumers that perceived wine as elite and only for special occasions. This results in a large range of wine personas and prices ranges.
Research universities assist in developing a new breed of vintners that are committed to high quality standards.
Special interest groups raise concerns and establish anti-drinking campaigns; wine labels are required to have sulfite and ethanol warnings and wine tax triples.
Consumers are more aware of personal and environmental health concerns while demanding information and transparency.
The Sixties are marked with counterculture trends including experimental drug use.
Light beers and alcopop (Zima/Bacardi Breezer) are introduced to the market.
Beverage trends include energy drinks, designer water, superfruit juices and micro-brew beers.
consumer perception
Effects from the prohibition are still present; some states are dry while others establish monopoly liquor stores forces in the industry
competitors
sources: The Wine Institute, Wine Business Monthly, Wines and Vines, Trendwatching.com and Wikipedia
Era Analysis helped the team understand how the industry has evolved and how it might progress into the future.
Amanda Wirth :: Design Analysis and Synthesis :: Spring 2009
Identifying moments of anxiety occasion
research
select
Generating and evaluating concepts consume
evaluate
Value Statement
Enthusiast “ I need accurate information to find the perfect pairing.”
• origin • grape varietal • food pairing • narrative
Create experiences that ease wine anxiety through simplified and relevant solutions. simplify decision making
“ This bottle has a good reputation, right?”
unique info channels
premade pack
Satisfied Sipper • friend or professional recommendation • reputation
provide relevant information
create approachable experiences guided tour
support wine recollection wine charms
assembly line
enable convenient purchasing
Overwhelmed “ Why can I never find what I’m looking for?”
• convenience • label design • price
Design Principles were articulated to help guide concept generation. A matrix was used to cross reference the principles with a phase of the consumer experience. The team was able to ask “How might we support wine recollection in the selection phase?”
Concept Prototype
Social Sipper • promotion
“ I’m not even going to bother shopping for a good wine.” Our consumer research leveraged existing market research from Constellation Wines supplemented by surveys examining what purchasing criteria was important to each segment. In addition, the team used an Experience Map to understand the sequence of events that consumers follow when interacting with wine. The consumer experience was understood through interviews and shop-alongs. Interestingly we found that not all consumers take the same path for wine consumption but most encounter anxiety in their experience.
Team members :: A.Garga, A.Geppert, P.Girshman, J.Haupt
Charmed Information - a branding system adding value through an engaging experience and compelling information.
BEEP
A Concept Storyboard helped the team understand the new experience for wine consumers and work through issues with the concept.
Facilitating the merger of two departments at the City of Chicago
Experiencing a day in the life of a city inspector
Varying preparation Each inspector is given their assignments in the morning and must prepare before heading out. Between the two departments one was working with toughbooks while the other was still using paper tickets. Preparation
Inspection
Indistinguishable departments and forms Maximizing efficiency / minimizing disruptions Two inspection departments for the City of Chicago were soon to be consolidated. Our team of six students followed eight inspectors, four from each department, to learn about the inspection process. Once we understood how each department worked we looked for opportunities to simplify and align processes as well as overcome organizational orthodoxies.
Proprietors interact with many different city departments in order to establish their business. In the process they receive many forms, permits and tickets that are difficult to distinguish between. Interaction
Interpreting the law Inspectors must sift through numerous ordinances in order to find the appropriate one for each case. In addition, due to their complex nature, specific infractions or rules are difficult to cite. Enforcement
Inspector as counselor Once the appropriate enforcement is determined, the inspector instructs the proprietor on next steps to resolve the issue. While time consuming, this is the activity that the inspector feels most positive about. Closure Amanda Wirth :: City of Chicago Inspection Department :: Fall 2008
Identifying opportunities for simplification and alignment
Recall of Institutional Memory
Enhance feedback channels
Increase Institutional Knowledge
Build more bottom-up communication to alleviate potential disruptions and encourage collegiality.
Provide tools for investigators Possibilities: to FedEx/Meter recall detailed casedevices Maid handheld Blackberry/smartphones access of records over SMS histories, relevant allow ordinances Confirm investigator location using info retrieval? and share best practices.
Needs: Contact with a records system of case history notes Searching ordinances to retrieve rule details Processing power NOT necessary
Ordinances from Multiple Departments
Supervisor
Inspector
Providing guidance
Law
1. Help businesses and inspectors find answers Build an FAQ that can be accessed in the field by inspectors and online by businesses. 2. Help businesses ask the right question Develop software that leads businesses through business permitting process.
IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft
How to start Employee
ourages ideas d.
nd meetings progress.
Increase Transparency: Low Hanging Fruit Differentiated Forms Increase Visual Difference Between Fines, Fees, Citations & Warnings Incorporate guidance on next steps into printed forms For proprietor organizing, importance of dates? Place citations to ensure proprietor attention
Contact Finder Team members :: J.Barton, M.Cirakoglu, D.Erwin, A.Hintzman, R.Nechas
investigators and proprietors in the legislation process Provide list of contact names and phone numbers to investigators
Perm
it
Increase clarity of messages
Consult with investigators, advisors and proprietors to begin identifying Proprietor what common questions are and what the necessary questions are to get the appropriate licenses.
Help navigate the process
TurboTax
turboPermit
Create communication pieces Creating tools Provide assistance to through ensure city ordinances to guide businesses that enable investigators to that businesses understand IIT Institute Institute of of Design Design :::: Inspection Inspection Observation Observation Project Project :::: J.Barton J.Barton M.Cirakoglu M.Cirakoglu D.Erwin D.Erwin A.Hintzman A.Hintzman R.Nechas R.Nechas A.Wirth A.Wirth :::: Con Con IIT translate the city’s message for the process and get the proprietors. appropriate licenses.
Creating versatile live/work spaces
Designing for nomadic artists This project was inspired by nomadic artists that constantly travel seeking inspiration. Our team focused on creating a versatile live/work space for those traveling to London.
Defining space requirements Space requirements were articulated for typical London real estate for a studio apartment, public work space and cafe.
Overall 100 60 40 20 m2
Drawing inspiration and building a design concept 60 The team explored various boroughs and settled on Hackney, just north of central London, a well known artist community where a public workspace, cafe and studio would thrive.
Amanda Wirth :: Interior Design Semester Abroad :: Summer 2005
min
max
Breakdown
40 20 m2
min
max
Living Space Reception Bedroom Bathroom Studio Kitchen/dining Office Area Workstations Manager Coffee Shop Storage Work/prep Seating Water Closet
Experimenting with spatial arrangements Using the space requirements and existing floor plans, the team worked on multiple plans for the residential and commercial locations.
Completing final documents Nomadic Realm is a public workspace and cafe. All of the furniture is built-in or mobile to allow for gallery space in the evening.
b u i lt i n c o m p u t e r s tat i o n
Nomadic Residence is temporary housing with living and studio spaces for artists travelling to London.
Spatial Prototyping Rough sketch models were used to quickly understand the space three-dimensionally.
Team members :: S.Ball, K.Burlingame, V.Delarosa, D.Heitsch, A.Meskauskus, K.Misch, L.Strange, D.Worthington
Enhancing physician relations at Good Samaritan Hospital
Co-creating strategic direction and facilitating implementation
Progressing from good to great
Articulate strategy and develop
Advocate Good Samaritan Hospital recently introduced the Good to Great strategy. This strategy aimed to improve six areas within the organization: Clinical outcomes, Associate engagement, Patient satisfaction, Physician relations, Growth, and Funding our future. The Medical Staff leadership brought our team in to help them develop a strategy to improve physician relations.
SG2 Leadership Retreat GSH objective
Initial concepts
Physician Coach
Lunchtime Lecturettes
Good to Great: Physician Relations
Tactical Development Workshop
Communication Audit
Prototype Evaluation
Concept Prototype
Prototype and evaluate
Gadget of the Month VIP Lounge Service Ambassador
Research: leaders, staff, admin
Web CamGood Meetings Sam in your Town Intranet 2.0 Rich Profiles Branding
Technology Threshold
Mobile Meetings Part Time Independent Physician
Newly Employed Hospitalist Physician
Newly Independent Physician
30 Year Independent Physician
Lo-Tech 30 Year Independent Physician
novice
My Org.
My Office
in several hospitals, Located in a building with other Located in a building. I am the Located in a building with other Located each has a working desk physicians in my practice only physician in my practice physicians in my practice There is no one office There is a shared office room There is one private office room
Located in a building with other physicians in practice.
My Hours
Sees patients everyday from patients everyday within 10am-8pm Scheduled at Good Samaritan Sees our practice our practice for 24 hours patients everyday at Good Visits Good Samaritan 2-3 times Takes 2-3 days off after Visits Good Samaritan on a Sees Samaritan per week rotation basis Receives phone calls 24hrs a day
My Values
Family time Experience of her colleagues
Sees patients everyday within
Personas
Collaborative practicing Family time
Experience of his colleagues Support from consultants/staff Collaborative practicing Physician-centric systems
intermediate expert
Technology Initiative Virtual Good Samaritan
Each physician has a private office Sees patients everyday from 8am-5pm Visits Good Samaritan on a rotation basis every 5 weeks
Leadership/Volunteerism Simplicity
Support Optimizing Creating Learning Internal Physician and Growth Communications Value
Amy Batchu :: Laura Franek
Prior to starting the project, a previous team had conducted research with the medical staff, leaders and administration. From their insights they also developed multiple concepts that could improve physician relations.
Amanda Wirth :: Advocate Good Samaritan Hospital :: Spring 2009
Design Charette
UNDERSTAND current communication and their place within physician’s day
Realizing near-term improvements
Improve communication between the Medical Staff leadership and the Medical Staff Three key issues contribute to the need for improved communication between Medical Staff leaders and the physicians within the Medical Staff. When initiating a communication effort, leaders are easily deterred by the complexity entailed with determining the right mix of content, mode and format. Creating an effective message relies on an understanding of the audience, however there are few resources to accommodate for the numerous personality types. Finally, there is a lack of structure and alignment in the communication process.
Because we are people we have other things to do. Because we are physicians we need the medical staff, but need is diminishing. Because we are members we participate, but participation is lacking. Because we are leaders we give direction, but direction is difficult to find. Because we are the Medical Staff we govern, but governance is inflexible.
Document existing communication items STRUCTURE a process for developing effective communications Articulate purpose and audience
Identify best mode for the message
Customize to fit frequency and reach
Implement communication with regard to context Ensure success with a feedback loop
RECOGNIZE the strength of the Medical Staff and its ability to uphold governance.
Exploring long-term transformations
Streamline infrastructure of Medical Staff committees and functions The core issue of the structure is its inability to adapt with the functions of the Medical Staff. The current model is rooted in tradition and change is inhibited by regulations and bylaws.
CREATE a think tank that will compliment the existing structure with creative thinking and innovative strategies.
Team member :: A.Batchu
Understand the daily workflow of physicians