Content
2.3 Using co-creation for strategic purposes
51
2.4 Combining prototypes and co-creation:
53
rapid co-creation at Philips Design 2.5 Conclusion
Chapter 0 Introduction
PART II – CONFIGURING A STRATEGIC DESIGN
Giulia Calabretta (Delft University of Technology), Gerda Gemser
PROJECT
(RMIT University), Ingo Karpen (RMIT University)
0.1 The increasing importance of strategic
61
6
7
0.2 What is strategic design?
9
Chapter 3 – Designing Transitions: Pivoting Complex Innovation
0.3 Structure of the book
12
Merijn Hillen (Fabrique), Jeroen van Erp (Fabrique), Giulia
design
68
Calabretta (Delft University of Technology)
PART I – SETTING THE OBJECTIVES OF A
3.1
STRATEGIC DESIGN PROJECT
3.2 Assessing the circumstances: shared
Introduction
69 71
vision and ownership
Chapter 1 – Design Vision as Strategy: The KLM Crew Centre Case Study
20
3.3 Four types of projects, four types of
75
leadership
Roald Hoope (Reframing Studio, Amsterdam), Paul Hekkert (Delft
3.4 Conclusion
86
92
University of Technology)
29
Chapter 4 – Creating Process Understanding: Design Practices and Abilities
1.4 Conclusion
37
Kasia Tabeau (Delft University of Technology), Gerda Gemser
Chapter 2 – Co-creating and Prototyping to Trigger Innovative Thinking and Doing
42
1.1
Introduction
21
1.2
Vision creation – an overview
24
1.3
Vision creation – a closer look
(RMIT University), Jos Oberdorf (npk design)
4.1 Introduction
93
4.2 Practices supporting process
96
understanding
Giulia Calabretta (Delft University of Technology), Paul Gardien
4.3 Abilities needed to support process
(Philips Design)
2.1
Introduction
2.2 Using visual and material artefacts for strategic purposes
43 46
102
understanding 4.4 Case studies
106
4.5 Conclusion
113
4
7.3 Step 1 – Setting up the business casing
PART III – ORCHESTRATING A STRATEGIC
7.4 Step 2 – Developing and documenting
Chapter 5 – Aligning Organizations through Customer Stories
120
Introduction
179
assumptions 7.5 Step 3 – Co-creation of the business case,
181
assumptions and solutions
Marzia Aricò (Livework), Melvin Brand Flu (Livework)
5.1
174
process
DESIGN PROJECT
121
5.2 Principle #1: Nail the customer story
125
5.3 Principle #2: Translate the story across
131
7.6 Step 4 – Identifying key sensitivities for
186
the implementation phase 7.7 Step 5 – Evaluate success of the design
different business units
189
initiative
5.4 Principle #3: Design for multispeed impact
134
5.5 Conclusion
138
Chapter 6 – Designing for Feasibility
142
7.8 Conclusion
190
Chapter 8 – Lasting Design Impact Through Capacity Building
194
Gerda Gemser (RMIT University), Blair Kuys (Swinburne
Ingo Karpen (RMIT University), Onno van der Veen (Ideate), Yoko
University), Opher Yom-Tov (Innovation advisor, start-up
Akama (RMIT University)
8.1 Introduction
195
6.1 Introduction
143
8.2 Design principles
199
6.2 A framework to assess feasibility
146
8.3 Leveraging and embedding the design
204
6.3 Case studies
150
6.4 Conclusion
161
cofounder, AirShr)
principles in the client organization: Designers as coaches 8.4 Transformational design and cultural
PROJECT
Chapter 7 – Making it Count: Linking Design and Viability
168
7.2 Strategic design viability model
214
Chapter 9 - Conclusion
220
(RMIT University), Ingo Karpen (RMIT University)
9.1 Strategic designers: Capital T-shaped
University)
Introduction
8.5 Conclusion
Giulia Calabretta (Delft University of Technology), Gerda Gemser
Nermin Azabagic (Independent strategist), Ingo Karpen (RMIT
7.1
209
interventions
PART IV – EMBEDDING A STRATEGIC DESIGN
169 172
221
professionals 9.2 Three-step approach for strategic design
5
223
00
GIULIA CALABRETTA Delft University of Technology GERDA GEMSER RMIT University INGO KARPEN RMIT University
Introduction
0.1 The increasing importance of strategic design
The scope and influence of design
spring to mind. Organizations like
is expanding rapidly these days.
SAP and Microsoft are using design
Organizations are increasingly adopting
methods and practices to transform
a design approach to define and
their product/feature-focused cultures
implement their innovation strategies,
into user-centered ones. And global
using design to leverage organizational
business consultancies like McKinsey
transformations, and even embracing
and Accenture have recently begun to
design principles as the overarching
acquire entire design agencies to better
philosophy that guides their entire
serve design-driven client needs. Even
organization. There are more and more
entrepreneurship is bonding with design,
Chief Design Officers (CDOs) leading
as start-up unicorns like Airbnb are not
innovation activities and fueling internal
only being founded by designers, but
design culture – Apple’s Jonathan Ive
make design principles the core of their
and PepsiCo’s Mauro Porcini immediately
offering and growth strategy.
7
PART I
Setting the objectives of a strategic design project 18
19
Figure 1.2: A section of the KLM crew centre at Schiphol before the project started
the closest thing to an office that they
its benefits. Once “tuned into” each
have. And the familiar faces of the people
other, the crew could reach an optimal
‘It spans three floors of an office building
that work there are one of the few stable
performance level. However, familiarity
at KLM’s hub, Schiphol Airport. The
factors in their working life.’
can tend to blur the boundaries between
Describe the KLM crew centre.
airline employs roughly twelve thousand flying personnel, including flight
professional roles, and some behavioral Why do they form new crews for every flight?
attendants and pilots. These people do
patterns are formed which can serve as a disadvantage to overall team
not work regular hours. A lot of them
‘KLM sees this as the most efficient
work part-time, and work a flight once
way to run a very complex organization.
every one or two weeks. Staff rarely work
Manning tens of thousands of flights
‘Crew performance is influenced by a
with the same colleagues. New crews are
each year is a logistical feat of gargantuan
complex interplay of factors. For example,
formed for every flight, so it's not often
proportions. Keeping crews together
passenger satisfaction survey results
that you see your colleagues more than
would only make things more complex.
show that passengers are slightly less
once in your career. The crew centre is
But flying with a regular crew also has
satisfied with the crew on return flights.
30
performance.’
Can this dissatisfaction be attributed to
actually quite attached to their own little
leave quite a margin to be safe. They
the “role blurring” as described above,
pigeon hole.’
arrive early, and have extra time to spend. They have coffee, make small talk or talk
or to the different mix of passengers on homebound flights, or can it be explained
‘There are two main user groups, each
to their loved ones on the phone before
by the fact that nighttime departures
of which observes a slightly different
heading out.’
occur more often at airports other than
set of pre-flight routines. The cabin
the hub? We know that crew performance
crew, consisting of flight attendants and
Do you remember what KLM asked you?
has a significant effect on passenger
pursers, goes to one of the briefing rooms
What was the briefing you got from them?
satisfaction, so that is all the more reason
for a flight briefing. This is the first
to study the interplay of these elements
time that the people who are going to fly
‘When we got involved, KLM had already
in-depth.’
together will have met. Over the course
started a project aimed at improving the
of twenty minutes, the cabin crew learns
crew centre. They were determined to
about passengers with special needs and
involve the users – the crew – from the
new safety procedures – anything out of
very start. This meant organizing several
‘A lot of practical things take place. Crew
the ordinary really. After the pre-flight
co-creation sessions. The marketing
members need to check in, and then
briefing, the crew jointly exit the crew
and branding department also had
they usually drop off their hold luggage.
station and head for the gate.’
several ideas for improvements, as did
What happens at the crew centre, exactly?
the company responsible for facilities
Because crew members get a daily allowance for each layover day, there are
‘The cockpit crew, consisting of pilots and
management. So at one point there were
also ATM machines they visit to withdraw
co-pilots, has their own space to prepare
literally a hundred ideas that had come
cash in various currencies.’
for the flight. Together, they calculate
from multiple directions. Around that
how much fuel to load, check the latest
time, the project became known as the
‘Staff members are on hand to solve
weather reports, and plot the safest
“Moodstreet project”. We got involved
urgent problems on the spot – from
route. They have usually finished their
some time after that.’
expired passports to troubles at home.
preparation once the cabin crew arrives.’
Crew members can check the roster,
“Moodstreet”? That sounds interesting.
and request changes. Each of the
‘These are largely procedural issues.
twelve thousand employees has their
But there is also a lot of socializing and
‘Let me briefly explain what it means.
own personal post box, used to spread
waiting going on. Check-in time is ninety
Imagine you are a flight attendant getting
internal memos and other corporate
minutes before the flight, but lateness
ready for work, a process that takes
communications. Some employees are
cannot be tolerated, so the crew usually
several steps. You may start your day in
31
crew performance in 2019 context factors
jogging pants, looking all scruffy. But at
that, you pack, get dressed and head out the door. At Schiphol you begin to feel
your colleagues and start to get a feel for what's going on in the air, what’s in
Just like the armed forces, airlines are traditionally organized in a hierarchical manner. This mode of organization is well suited to safely run a logistical operation of such immense size and complexity. Each crewmember has a clear-cut role and immediate superior. Their usually derive their authority from their experience, their flight hours.
As a crewmember you work in an enclosed space in front of hundreds of people, who are all invisibly connected to hundreds of more friends and followers. Large interests are at stake because your behavior ultimately reflects on the airline. What if the person you denied an upgrade to feel she has been unfairly treated and shares this with all her followers?
shave or put on some make-up. After
more KLM blue around you. You meet
organization
media
some point you freshen up, do your hair,
the buzz of the airport. There is more and
27 a hierarchical
33 vulnerability in social
/ rgg s/org s/ s/o
d/cull
developments evelopments
states t
When a factor concerns a phenomenon that is currently changing, or one that is expected to change in the near future, it is called a development.
A state is a surrounding world condition that will probably not change in the near future, but does not have to be necessarily fixed. States are (or appear to be) relatively stable at the moment of observation.
52 flight preparation to
store for this particular flight. Remember
66 giving context lead
cockpit
understanding
Aspects of the cockpit-crew’s flight preparation are shifting from the crew center to the cockpit. Considering that the cockpit is not always available some of the preparations will always take place on the ground.
that KLM is a full-service carrier – you are expected to be your best self when interacting with passengers. This means getting into the right mood. Comparable
t/log
p/psy p/p p/ sy
s to
Passengers generally have no clue of the complexity of the logistics involved in managing thousands flights a day. A twenty-minute delay is experienced as ‘a bad job’ if you don’t know what caused it. The same delay is unders tandable when you hear that it’s a foggy day, and there are over twenty planes flying a holding pattern over the airport . People are more understanding when they get the context.
to going through a car wash, called a
ttrends rends
incipes principes
“wash-street” in Dutch – so, “mood-
A special class of developments is constituted by factors concerning tendencies in the behaviour, values, or preferences of (groups of) people. Such developments we often specify as trends.
Principles are factors that are, by their unvarying nature, constant over longer (and longer) periods of time. The term refers to immutable laws or general patterns that can be found in human beings or nature.
street”, there you have it.’ In the end, what was the brief that Reframing Studio got?
Figure 1.3: Examples of four different types of context factors, all obtained from interviews with experts at KLM
‘Well the team was struggling with
Including higher management. This is
them determine an idea’s relevance,
decision-making. They were in need
exactly why we typically use Reframing –
and discern the “good” ideas from the
of arguments that would impact their
to ensure that we have a clear and future-
“bad” ones. They were also open to the
choosing one decision over another.’
proof notion of the reasons that prompted
possibility that their idea generation may
the design. And we then use it to make
not have been exhaustive, despite the
‘For big projects with massive numbers
sure that the reason – the “why” – is
huge number of ideas they already had.
of stakeholders, sound arguments keep
aligned with the “how” and the “what”’.
So the project team asked us to help them develop a framework they could use to
everyone on board. They wanted to be able to demonstrate the value of the
‘KLM needed a new frame of reference
“mood-street” to everyone involved.
for their ideas – a vision that could help
32
move forward.’
driving force 1 Swift trust in Swift Starting Action Teams KLM crewmembers are very good at quickly forming tightly nit teams. They have no prior experience with one another and must perform their task almost immediately upon formation. In research literature these teams are called Swift Starting Action Teams (STATs) and ‘swift trust’ plays a crucial role in the proper functioning of these teams. Swift trust is forwarded trust; a high level of trust is assumed initially, despite the premature nature of the relationship. Only later the level of trust is verified and adjusted if needed. Swift trust occurs when team members are aligned ‘a priori’. Explicitly through clearly defined roles and responsibilities of individual team members, and implicitly through a rich company culture, strong group norms and habits and similar backgrounds in education. This shared language forms a solid basis for cooperation.Swift trust needs to occur in just the right amount. Too much of it can cause complacency and a lack of mutual monitoring. Too little can lead to conflict.
77 personal in a flash Crewmembers are often quick to share very personal information with each other. By the time the first serving is over they are sharing subject matter usually reserved for close friends only.
13 from ‘forming’ straight
69
p/socc p/so
one big family The strong bond between crewmembers is very much unique to KLM. If you’re in a hotel abroad and you overhear people who work for KLM you’re instant friends. That goes without saying. All KLM employees belong to the same family.
to ‘performing’
Instead of going through all stages of group formation the crew seems to skip ‘norming’ and ‘storming’ to move straight from ‘forming’ to ‘performing’. In reality a crew probably goes through these stages very quickly during the briefing. The groundwork was laid in the context of training. And the roles and responsibilities are predetermined.
ng crew-
y bondi 10 rapidl members
o carry around phot People used to have their smartphones they folders. Now digitally. their loved ones learn and can show ys take time to But they will alwa Technology won’t es. each other’s stori ss is sharing proce change that. This ing a bond which hapcreat about quickly cular. buddies in parti pens between
p c p/so p/
07 from individual to team Within the twenty-minute time frame of the briefing a group of individuals is transformed into a team. After the briefing one can usually witness an instant expression of collegiality and traveling tips and such are exchanged. Sometimes people gravitate towards each other to from friendly duos.
s/socc
55 empathy by familiarizing
The people on the ground with desk jobs, the organizational staff, they regularly fly on ‘familiarization flights’. On these flights they work alongside the regular crew. This keeps them familiar with current processes and also increases their sensitivity towards the needs of flying personnel.
25 super fast team building
Crew-members are capable of quickly forming a tightly knit team with unfamiliar colleagues. The collegiality is present instantly.
p
32 the first face-to-face The first meeting between crewmembers and pursers, the moment they first make eye-contact, is an important aspect of the flight preparation. A purser is put at ease once he has seen each member of his crew. Crewmembers instantly sense if something is the matter.
08 difference between cabin- and cockpit-crew
p c p/so
Apart from the excellent collaboration and collegiality, the cabin-crew and cockpit-crew are still two different groups, with each its own culture. This is due to their particular backgrounds and education, the natures of the jobs, the operational structure and hierarchies, and the lack of familiarity with each other jobs.
56 partner crews don’t mix
The logistical and financial processes of partner airlines are well-integrated. We fill each others planes and together we provide a seamless worldwide network. But we remain to be separate operators. The whole operational side, looking from the perspective of the cockpit and the cabin, that side doesn’t mix.
p/socc p/so
/o g s/or s/
Figure 1.4: Example of a cluster of ten factors which describes a phenomenon that influences human behavior in the domain of
Additional sources; ‘crewWildman performance in 2019’ in Swift Starting Action Teams: A multilevel framework, 2012 Jessica et al, Trust development
How did KLM’s needs translate to the ViP/
crew member – a typical brief. We start
because a few of the current issues had
Reframing methodology?
out with a domain and a scope and get to
bogged them down.’
work.’ ‘KLM asked us to develop a future vision
‘Consider, for example, those 12,000
of the domain of “crew performance”
Do you formulate a domain and scope
post boxes, and the spatial and practical
with a five year scope. They wanted us
together with the client?
logistics involved in maintaining them.
to tell them what the crew centre would
Although crew members had an almost
mean to the crew. So we needed to look
‘Yes, we do – especially the scope. We
fanatical attachment to them, the
at the domain from the perspective of a
suggested looking far into the future,
existence of present-day technological
33
Visualizations, prototypes and their related practices are highly effective ways to develop strategic projects and call organizations to action. That effectiveness can be maximised if the designer keeps the following four features in mind: 1.
Keep it simple. Strategic visualizations are intended to make an uncertain future more approachable. Thus, any new technologies, early prototypes and potential new market scenarios should be presented using simple representations that depict essential information. Designers should not aim to showcase their drawing skills, but rather to spark the imaginations of relevant stakeholders.
2.
Leave it incomplete. If the aim is to solicit feedback and inspire action, undeveloped or incomplete visuals might – surprisingly – be what is required (see Figure 2.1). For instance, presenting a customer
Figure 2.1: Using incomplete visuals to solicit feedback and inspire action
48
journey map that has only been sketched out, which stakeholders are invited to complete with their own first-hand observations of user behaviours will better serve a strategic purpose than a full-scale customer journey where designers have filled in all the blanks – including new business directions. Also, detailed visualizations trigger detailed questions that are not yet relevant in the early stages of a project. On the other hand, conceptual visualizations trigger general observations about the overall idea. Moreover, if the visualization is too detailed, some stakeholders may assume that the general idea has already been fixed, and fail to see how their contributions matter. 3.
Plan the making process. The process of creating a visual or material artefact together with a stakeholder Figure 2.2: An intermediate step in the making of INK visuals
49
Analyse
Synthesise
Simulate
Evaluate
company and eventually to other players
Position
fostering of a designerly mindset and employing designerly modes of work have emerged as particularly suitable ways to ignite and consolidate change, given their ability to reduce perceived risks and make unconventional and unexpected futures approachable and even engaging. Design has created a framework, dubbed
Empower
in the ecosystem. Design methods, the
Create Enable
‘Co-creating Innovation’, and developed a method within it, which we call the ‘Rapid Co-Creation approach’, to help
Figure 2.3: Philips’ Co-creating innovation framework
us move forward. The Co-creating Innovation framework focuses on creating
The framework starts with a position
(the create stage), as only through
meaningful propositions for business
stage, where different stakeholders
experimentation and fast iterations can
opportunities in the ecosystem and,
identify relevant business opportunities
Philips really understand whether a
through an iterative process, enabling the
and derive meaningful propositions
proposition is truly relevant to people,
company to improve and implement those
to iterate on. Research findings from
technically feasible and viable for our
propositions. The Rapid Co-Creation
different sources and different methods,
business. In order to be carried out
(RCC) approach aims at accelerating
together with knowledge of current
effectively, RCC needs to be supported
acceptance and implementation by
products and services and understanding
by an infrastructure that enables the
translating the proposition into a
of company resources, assets and
realization of the prototype, and any
prototype and iterating on it. (Calabretta
capabilities drive the positioning stage
technical iterations it has (the enable
and Perez, 2014). The Co-creating
and the creation of the proposition.
stage). Such infrastructure includes,
Innovation framework is visualized in
Propositions are then regarded as
for instance, IT systems, hardware and
Figure 2.3.
hypotheses to be tested through RCC
software components and even privacy
54
policies. Given the iterative and nonPrototype
linear nature of co-creation, the three
design build test
stages run simultaneously. In parallel to them, the empower aspect creates support within the company for design-driven cocreation, and design thinking in general, by conducting training courses on RCC that are open to everyone – especially to
Reflect
people who do not belong to the Design community. This activity is fundamental
u s 3 ho ay 3d k ee t 3w on 3m
prototypes that may come out of the RCC approach. Within the Co-creation Innovation framework, RCC is one of our core methods (see Figure 2.4) RCC best exemplifies the inspiring power of combining prototypes – strategic
hs
s
to increasing the odds of a ‘soft landing’ for the innovative propositions and
Frame rs
Technology & science Company
Validity
Business
Idea
Society & culture
Proposition
Relevance Feasibility
Reframe
Experience context People
Figure 2.4: Philips’ Rapid Co-Creation approach
visualizations – with a co-creative approach. Different internal and external
on design thinking as developed by a
renovated and upgraded these approaches
stakeholders are involved throughout
number of eminent design companies and
in order to make them work within the
the process, generating enthusiasm
professionals, but for a large company
Philips context.
and commitment for the innovation
with a manufacturing tradition it can be
outcome and its implementation. The
regarded as radical. Thus, Philips – and
Design started RCC in 2009, initially
RCC approach is not novel – it is based
Design – is exemplar in the way it has
with the aim of establishing a structured
55
3.
direction. However, it is difficult to
research should accompany the entire
the subject of ongoing debate. There
combine the neutrality that effective
process, and cover different aspects.
needs to be a balance between what
facilitation requires with designers’
Early stages (preparation and frame)
is needed to get the right feedback at
own expertise in desirability. As
should be focused on understanding
a particular stage in the process, and
it is important that the ‘people
the company and how the outcome
a level of clarity and completeness
perspective’ is well represented, the
of RCC will fit within the existing
that both inspires stakeholders and
designer-facilitator might show a
product portfolio, brand, capabilities
makes them confident in taking
degree of bias – or be seen as biased
and assets. Furthermore, user research
decisions.
– their commitment to represent
on the lifestyle domains for which
the users may unconsciously steer
RCC will develop solutions is also
As we, as a society, move towards
the team towards solutions that
important. For instance, if the aim
more systemic and volatile problems
might overemphasize desirability
of RCC is to develop a proposition for
and solutions, the ability to visualize
at the expense of feasibility and
monitoring and improving individual
preferable future directions and to
viability. For co-creation and RCC
lifestyle habits, then gaining in-depth
develop them quickly, iteratively and
to be successful, different designers
scientific and user knowledge on
with a firm end-user focus to ensure
with different roles should be present
topics like sleep and lifestyle change
that people will recognize and adopt the
– some should lead and facilitate co-
improves the team’s prototyping
solutions is of utmost importance. Design
creation, some others should focus
and reflecting capabilities. The level
and design thinking have a key role to
on desirability of the solutions, and
of research depth and specificity
play in developing these solutions, but in
perhaps some others could take care
increases all along the process, and
order to deliver on this promise we need
of the visualizing processes, activities
may even lead to involving specific
to embed them well in every organization.
and outcomes.
knowledge experts in the co-creation
The proper use of visualization techniques
Research should be conducted throughout
team.
and co-creation methods plays a key role
Designers should be able to assess the
in developing sustainable solutions that
the risks of RCC is that the emphasis
required prototyping fidelity levels.
have the confidence of many stakeholders
on speed might make the innovation
The ideal level of ‘visualization’ to
and meet the challenges of today and
efforts too shallow. To prevent that,
present to users and stakeholders is
tomorrow.
the process as a parallel activity. one of
4.
62
About the authors
GIULIA CALABRETTA is Assistant
Management (Norway).
Professor in Strategic Value of Design
the innovation strategy and processes of companies. Additionally, she is interested
at the Faculty of Industrial Design
Giulia believes that design and design
in what makes a great Chief Design
Engineering, Delft University of
practices are the right way to go for
Officer and why each company (and
Technology. Giulia has a marketing
making companies more innovative in
institution) should have one.
background, as she got her Master’s
their DNA and preparing them for the
Degree in Management and Marketing
behavioral, technological and cultural
Her research has been published in such
at Bocconi University (Italy). She also
revolutions of the future. So her current
journals as Organization Studies, Journal of
holds a PhD in Management Science from
research focus is on understanding how
Product Innovation Management, Journal of
ESADE Business School (Spain) and a
design practices and capabilities can be
Business Ethics, Journal of Service Theory and
Post Doc from BI Norwegian School of
effectively and permanently integrated in
Practice, Journal of Service Management.
63
PART II
Configuring a strategic design project 66
67
political enabler
Type 1 – The political enabler
Characteristics: strong ownership /
This quadrant houses strategic design
the smooth and timely execution of the
diffuse vision
projects characterized by strong
strategic design project.
Main challenges: lack of widespread
innovation, but whose vision is diffused.
In this context, design professionals can
These are projects where there are
act as political enablers, by identifying
organizational stakeholders
multiple ambitions to satisfy and differing
the key objectives, key stakeholders and
opinions about which direction to take
key expertise needed for the successful
Leadership goals: create a vision
– resulting in the lack of a common,
completion of the project, and facilitating
unifying vision, or in a vision that is an
their convergence towards a common
throughout the organization
inappropriate fit for the desired goal.
vision. Convincing a client or an
There is a need to combine different areas
organization to rethink their vision is, in
Needed team: guru thought leader(s)
of expertise and a variety of departmental
most cases, not very welcome news. The
interests – often resulting in a state of
design team needs to act as a thoughtful,
overwhelming complexity that hinders
careful and trustworthy unit.
Main characteristics of the
understanding and support from
that inspires enthusiasm
and a strongly motivated team
ownership and organizational support for
Figure 3.3: A screenshot of the Allerhande app
76
Case: Allerhande, a cooking app for Albert Heijn
owner who championed the project within
nurture and develop the application
the team and the entire organization, so
as part of their customer touchpoint
much so that the whole design team was
strategy.
willing to exert extra effort and make it work.
Take-away As the example shows, the team of
Context Albert Heijn – the Netherland’s leading
Solution
designers played the role of political
food retailer, and renowned for the
Through a series of creative workshops
enablers by using creative facilitation
momentum of their innovation – asked
with product owners, Albert Heijn
techniques to distil a vision that united
Fabrique to co-build a cooking app for
and Allerhande brand managers and
different parties and stakeholders within
Allerhande, one of their sub-brands.
content managers from a media agency,
the company. There is no strict way to
Since 1956, Albert Heijn has published
Fabrique designers used their creative
handle this. Designers could use vision
a free print magazine about food and
facilitation skills to collaboratively
creation tools like ‘ViP’ (Hekkert and
cooking, where the company’s vision and
develop a solid project vision that defined
Van Dijk, 2011; see also Chapter 1) or
brand statement is also broadcast clearly
where the product would go and how
‘frame creation’ (Dorst, 2015) to get
and distinctively. The magazine’s role
the team would get there. The team
key stakeholders around the table and
and purpose – its vision and branding
created an ‘interaction vision’ and a
moderate the discussion in a way that
attributes – were commonly understood
plan to implement an agile development
any conflicts of interest would be openly
and accepted across the company. At
environment within the company
addressed and dissolved, which makes
the start of this project, however, it
where all parties involved could better
room for a common vision to emerge. In
became clear that there was no previously
understand the vision and contribute
any situation, it’s important to make sure
defined vision of the kind of digital
to the app’s development. The app was
the vision is shared by all the relevant
experience they wanted the cooking app
launched in October 2014, and became a
people and departments in the company,
to deliver, and how the app would fit
huge success (see Figure 3.3). Thanks to
since the designer’s aim is to move to
into the overarching company vision.
the strong and coherent vision behind it,
quadrant 2.
Nevertheless, there was a great product
Albert Heijn has been able to maintain,
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Figure 3.6: The new visual identity for NMM
Take-away
circumstances and eventual need to
essential part of moving a type 3 project
In type 3 projects, there is a high risk
confer responsibility onto those with
into a type 2 or 4. This skill therefore
of project failure. The NMM case shows
greater expertise. Being brave enough to
asks for a senior designer who shows
however, that catastrophe can be warded
perceive professional shortcomings and
authority and has excellent reflective and
off by developing awareness of the
confront clients/stakeholders is the most
confrontational skills.
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Main characteristics of the coaching leader Characteristics: weak ownership / shared vision Main challenges: risk of losing project value after implementation, if the organization is not yet ready to ‘nourish and nurture’ novel changes Leadership goals: create awareness of what is needed after the project is implemented Needed team members: a coaching leader with sensitivity for operations
Type 4 –The coaching leader In this quadrant there is a clear vision.
employ to simplify this kind of process
However, although the direction the
consists of coaching organizations
innovation needs to take may be evident,
in project implementation, which
the organization is not ready for it.
progressively creates ownership. Thus,
There is no ownership, there is often no
design professionals should take the
budget and the organization is unaware
lead in executing the project according
of or does not have enough ambition
to the vision, and at the same time teach
to implement new products and/or
the organization the necessary tools,
services. Thus the complexity resides in
methods and principles. (For more on
the implementation, rather than in the
this, please refer to Chapter 8.) The
conception of the design. The type of
vision acts as a driving force for creating
leadership that design professionals can
ownership.
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In this chapter, we report our findings
prototyping and production support. We
from a study of the working methods
present, in depth, two innovation projects
of Dutch design consultancy npk design,
that were completed by this design
to illustrate the kinds of practices
agency (See boxes 1 and 2).
that help designers to create process understanding. npk design is a recognized
npk design divides the innovation process
Dutch design consultancy that manages
into three phases: strategy, design and
the entire development process from
realization. The strategy phase focuses
strategy and ideation to engineering,
on defining the problem that will be
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solved in the project as well as exploring
Finally, in the realization phase, the
the context in which the solution for
engineered solution is produced. In
that problem will be introduced. The
this final phase, npk design guides the
strategy phase ends with a design brief
production of the solution developed for
that describes the solution space. Ideas
its organizations. The role of npk design in
for the solution are developed in the
realizing the solution ends when the first
design phase, after which a selected idea
series of the solution is delivered.
is prototyped, tested and engineered.
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05
MARZIA ARICÒ Livework MELVIN BRAND FLU Livework
Aligning the Organization through Customer Stories
5.1 Introduction
The business world is slowly waking up
– they may sometimes be trained to
to the incredible potential design has
perceive what is technically feasible, but
to achieve impact for customers and
very often have a limited understanding
organizations. Organizations are realizing
of what creates business value, and
that traditional ways of solving business
most importantly, how to navigate the
challenges – process improvements,
organizational maze of politics, policies,
automation – do not lead to tangible
processes, procedures and practices.
benefits beyond a certain point. Design
The deficiency of their understanding
disciplines such as strategic design
becomes strikingly apparent during the
and service design, as well as methods
design of new services, that, in order
like co-creation and customer journey
to be delivered, necessarily depend
mapping, offer alternative solutions that
upon the coordination of a number of
question the assumptions that subtend
different departments, and often require
a problem, reframe the challenge and
organizations to effect changes to the
ultimately point towards unexpected
operations that structure these domains.
solutions.
Failing to take into consideration existing organizational structure during the design
Yet this shiny façade of growing
stage will certainly mean failure at the
possibilities for design practice hides a
service implementation phase.
much darker, more chaotic situation. Designers are trained to operate at the
Over our last 16 years at Livework, we
edge of business development, and
have experienced all of this first hand.
thus many of them lack a profound
Livework is one of the first service design
understanding of how organizations
agencies in the world. Since very early in
operate day to day. Designers are often
its inception, agency founders Lavrans
trained to explore and make sense of what
Løvlie and Ben Reason have been shaping
organizations say they need and expect
the discipline and practice of what is
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122
today called ‘Service Design’ from the
reflection on the journey made so far. It
outcome we produce is aligned with
ground up. In 2012, new partner Melvin
contains some of Livework’s most central
the client, the client’s business and the
Brand Flu joined the venture. Melvin is
insights, with the conviction that these
client organization. Therefore, by using
not a designer, but a professional with a
will be useful and relevant for strategic
these three principles in practice, our
business consulting background. Joining
designers struggling to be effective in the
designers are able to obtain and utilize a
together a business perspective with a
context of their client organizations.
profound understanding of a given context
designerly one has enabled Livework to
– the combination of an organization’s
address organizational development that
Three principles actively drive our work.
needs, wants and expectations, plus
is increasingly strategic in nature, and
These are Nail the Customer Story, Translate
their business drivers and capabilities.
served to further professionalise their
the Story Across Different Business Units,
Articulating this understanding can enable
inter-organizational relationships.
and Design for Multispeed Impact (Figure
design professionals to clearly perceive
5.1). The three principles together seek
the organizational context in which they
to ensure that any strategic design
are operating, and will ultimately present
This chapter is the result of a deep
Principle #1
Principle #2
Principle #3
Nail the customer story
Translate the customer story
Design for multispeed impact
Customer
Marketing
Business
Agile solutions
R&D
Robus solutions
Operations IT
Figure 5.1: Three principles for aligning the organization
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Build
Test
Learn Figure 6.9: A lean start-up approach
The AirShr founders applied a very
It would have been very difficult to
As the AirShr co-founders embarked on
simple iterative approach to design and
predict these requirements up front.
this journey, they knew what they wanted to achieve. However, they did not know
development, the so-called ‘lean’ startup approach (see Figure 6.9). In each
Feasibility questions asked in every
how they were going to achieve it – they
iteration, they defined what they wanted
iteration:
had no idea of its ultimate feasibility.
to achieve. Then they would build a
•
Does the technology deliver our user
Although they encountered many
experience targets?
technology and workflow roadblocks
Are we getting the right data from
along the way, the multidisciplinary
the radio station?
team’s shared vision and focus ensured
Can the radio station cope with the
that they worked together to find a
additional workflow?
solution to each problem.
version of the technology and test it with listeners and radio staff to identify issues
•
and insights, which they applied to the next revision. This approach helped them to rapidly uncover and address technical
•
and workflow (feasibility) requirements.
158
1. Listener test
2. Proof of concept
3. Regional pilot
4. Metropolitan launch
A basic voice recorder app to
The radio data was faked by
Working closely with a small
The insights from the pilot enabled
measure how often listeners hear
manually entering it. This was
regional radio station, AirShr
AirShr to integrate with a much
something on the radio that they
sufficient to sell the service into a
successfully integrated data and
larger metropolitan radio network
want to remember. Testers kept this
regional radio station who would
aligned to its workflow. Various
with much more sophisticated
app open while driving, and tapped
conduct the pilot.
methods of promoting AirShr on-air
technology. The larger station
the button whenever they heard
were tested to attract listeners to
presented a new set of technical and
something they wanted to keep.
the platform.
workflow challenges.
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7.2 Strategic Design Viability model
What a ‘viable’ strategic design solution
(as seen in Figure 7.1 below, in
is will naturally depend on the individual
the ‘Deliver’ stage). Because the
circumstances of an organization and
solution is attractive to customers
the solution proposed. However, general
and seemingly makes sense to
principles can be applied, in that any
everyone, its viability is often taken
design solution should aim to relate to a
for granted. This can be problematic,
genuine (strategic) business opportunity
for example, because the market
or challenge, generate value in relation
segment targeted may not be
to the business opportunity or challenge,
large enough to meet the firm’s
and be implemented and recognized as
business objectives, or the price that
‘successful’ by the organization and its
customers are actually willing to pay
key stakeholders.
may be much lower than anticipated. •
The implementation context might
First, let’s start by examining what may
not be sufficiently considered. This
be problematic in design projects:
leads to challenges realizing the
•
Business objectives are ill defined.
solution, and measures are not in
Management has an idea about what
place to monitor how the solution
they would like to do, but no specific
meets key financial milestones.
or meaningful success measures are
•
set, which may result in difficulty
The key tool to manage the viability of
determining the impact of the design
a strategic design initiative is a business
solution on ‘hard’ financial metrics.
case. Simply defined, a business case is a
Designers will explore the problem
justification for a proposed undertaking
and potential solutions until they
on the basis of its expected commercial
find one that they believe is well
benefit. Business casing typically involves
suited. Viability is then often
financial modelling, which can be
fitted to the design solution as an
defined as translating a set of hypotheses
afterthought – that is, after the
(assumptions) about the behaviour of
solution has already been developed
markets or customers into numerical
and prototyped with customers
predictions and measurable outcomes.
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BUSINESS CASE
discover
define
develop
deliver
Figure 7.1: Conventional consideration of a business case in the later stages of the design process
While there are many techniques to model
approach ‘Opportunity Engineering’ (OE).
out future returns, most of them are not
For those designers who wish to focus on
well suited to innovation projects. The
business and financial modelling skills in
challenge when designing a new business
their work, the suggested books above on
model, a new offering or a new experience
DDP and OE will provide detailed, step-
is that existing parameters cannot be used
by-step instructions.
and new assumptions often have to be made.
For a high level demonstration of how these techniques can be practically
One ‘assumption-based planning’
applied, we will work through a real-
technique, which is better suited to
life example below by applying the key
innovation initiatives, is Discovery-Driven
practices of DDP, as well as the fields of
Planning (DDP) (McGrath and MacMillan,
Strategy and Finance, aligning them to
2009). Enhancements to the technique
the well-known ‘Double Diamond’ design
have been provided by Van Putten and
process (Design Council UK, 2007).
MacMillan (2009), who call their extended
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Case study Scenario: For this case study, we will use the pseudonym Oz Bank to represent a large player in the Australian financial services market providing a comprehensive range of banking and wealth management solutions. Oz Bank would like to develop new financial services for female entrepreneurs to gain greater market share within this growing customer segment.
Designers thus have an interest in
design principle 2. Clarifying which
Designers often have to deal with
building closer ties with key players
horizontal and vertical unit these
changing conditions of an organization
across teams within the organization
ambassadors may be positioned in,
and design project – project team
– not just to secure buy-in and
through mapping the organization, can
members could leave the organization,
ownership, but also to provide much
be helpful.
or be taken off projects to attend other organizational needs/projects, or design
needed mutual support – related to
ambassadors might step away from their role due to frustrations with the potential challenges they face when promoting design internally. Designers need to be
Strategic Questions: 1)
1)
2)
2)
3)
3)
4)
4)
5)
5)
resilient, and ready for the hard work it will take to potentially train or re-educate
Is the design project of strategic importance and value to the business? Is the scope of the design project fully understood? Can you get the right team with the right time commitment? Do you have sufficient funding (or a clear pathway to funding)? Is it realistically timeboxed?
organizational members. In anticipation of potential changes, designers can define ‘rules of engagement’ that set expectations for anyone involved in the project. Defining such expectations helps everyone to understand priorities and no-go areas. Rules of engagement frame designers’ efforts to ensure successful
Strategic Questions:
Strategic Questions:
customer-centric solutions that are desirable, viable and feasible, and to scale
6) 7)
8)
Are you committed to applying a HCD approach? Are you ready to let yourself be challenged, and to change course based on findings? Can you set your ego aside? Can you provide the space (physical/virtual) to enable the team to collaborate effectively?
9)
Does this design project have full sponsor and decision maker support and buy-in? 10) Will the sponsor and decision maker make the necessary time commitment? 11) Is the business committed to investing in the outcome? Is there commitment to implement?
human-centred design capability across the business to enable others to practice the approach. Figure 8.1 illustrates one way to do this, taken from a recent design project. Figure 8.2 outlines some strategic questions to ask in relation to these rules of engagement.
Figure 8.2: Strategic questions that refine the rules of engagement
208
8.4 Transformational design and cultural interventions
Designers cultivating a capacity-building
risk- or failure-averse – any waste of
mindset must take into account the
resources and effort must be minimised.
specifics of any project and its context.
Many organizations perform daily routine
A client organization’s internal culture
protocol checks, or large investments
is the central context in which designing
might require multiple sign-off stages
unfolds, and as such designers need to
across decision-making levels, or
make themselves keenly aware of its
company expectations around innovation
dominant traits. Refining the accuracy of
might focus on finding safe solutions
this perception goes hand in hand with
with manageable risks. When a designer
supporting the transformation of that
intentionally sets about exposing these
culture into one that practices effective
underlying cultural traits, that audit will
design thinking.
reveal conditions that would likely make it harder for the organization to embrace
As a start, designers can ask important
certain design principles, or dynamics
questions such as ‘how does the
that could block the application of
organization work?’ This kind of ‘cultural
effective design practices.
auditing’ and awareness building helps designers to better anticipate potential
While it might be easier for seasoned
hurdles or intuit levers for design that
designers to influence the direction
stem from values, common practices and
an organization will take, even junior
culturally-informed expectations. (Please
designers can significantly shape
refer to Chapter 6 for a more detailed
internal context such that sponsors
list of feasibility success factors.) For
and decision makers are pleasantly
instance, the existing culture might be
surprised by outcomes, and want other
209
interactions and interventions on-site
became apparent – effects which may also
member of an organization. It is the
should also help them determine what
serve to map out the bigger picture and
cultural responsibility of every employee
motivates employees, what bothers them,
include a broader variety of stakeholders,
to recognise and be sensitive to customer
and where opportunities exist to create
and the impact that the organization has
needs and desires, to hit the alarm bell
experiences that change perspectives and
or is seeking within their community.
when customer ‘pain points’ and market changes emerge, and to understand
attitudes, and model new mindsets. Doing so helps employees identify with design-
Ideally, a client organization already
the impact of an organization’s actions
driven organizational change, feel more
has someone like a Chief Design Officer,
on customer experiences. Equipping
empowered and co-responsible while
whose role it is to focus on design and
stakeholders with customer-centred radar
contributing momentum to the initiative.
strategic decision-making. Cultural
via basic customer-experience research is
For instance, one designer constructed an
change can be facilitated by external
an essential way designers can facilitate
intervention that had employees map out
designers, but ideally is supported
cultural change. Customer empathy
their existing core beliefs about the firm
through internal design ambassadors
and a sense of accountability for their
and its business context, and then asked
and a design leader with real authority
needs are central to building a culture
them to collectively turn each on its head
– like a chief design officer, or a design
that commits to design. For example,
by asking ‘what if…?’ (see also techniques
director. If such a position and person
designers might ask relevant employees
developed by de Jong and van Dijk, 2015).
doesn’t exist yet within an organization,
to imagine customer experience, jointly
These newly-defined beliefs led to fresh
it might be helpful for the designer to
reflect on this, and develop specific key
implications for customer and employee
point out the benefits of having one,
performance indicators together with
experiences, and concepting of unique
and potentially even facilitate efforts to
other employees and management – the
outcomes. Compromising beliefs were
recruit one. Ultimately, design shouldn’t
process will ensure that employees’
exposed and challenged, and concrete
just be the task of a design leader – it
priorities are aligned with desired
ways of embracing alternative positions
should be the responsibility of every
customer experiences.
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Designers can support the transition towards cultural change by being open to experiment, even within certain boundaries, including a strong concern for viability and feasibility (please refer to Chapters 6 and 7 for more on this). While such concerns help designers reduce their risk of failure during experimentation and implementation, it is important to emphasise in working with clients that design values continuous change and evolution – and a culture that accepts that designers are ‘always in beta mode’. A solution and experience context is never complete when key performance indicators are in constant need of adaptation. Over time, new opportunities emerge – coincidentally or purposefully – to improve the Figure 8.3: Participatory design methods (Playful Triggers and Scenario Cards) are used in a training course with Australian emergency management staff to develop capacity in a community-centred approach to strengthening disaster resilience (image credit : Yoko Akama)
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