End of last year, in the context of an agile transformation in a global financial institution, we delivered a series of design thinking trainings to a global audience. The sessions introduced the people-centric problem solving methodology, shared some case studies, and allowed the participants to practice some of the tools. After the program, we checked in with the teams and observed that they didn't take up design thinking in their practice.
How often did you observe that your training efforts have little impact on people's daily work? What can we add to bring the excitement from the training back to work? In my experience, this is an essential step for success.
At the bank, we selected a few teams that were excited about design thinking and willing to explore ways how they can overcome barriers and adopt the new principles and tools in their daily work. Typical barriers were a strong focus on delivery, very limited perceived time for other activities, a feeling that there was not much room for creativity. On top of this, the team also needed to build confidence with the methodology itself.
So, the journey began. Two important things we laid down from the start: everyone in the team is committed; what we are doing is relevant for daily work. We reviewed the deliverables for the quarter and based on that, the team identified areas where the team required a better understanding what the customers needed. Based on this, we started an iterative process to identify the best ways bring design thinking into people's daily work. Here are some of the lessons learnt:
One way we reduced the number of tools was the way we looked at the journey map. This became the key canvas to collect information during the inspiration phase. The map included the personas, the process steps, the needs and tools required, and the insights via a mood curve. These journey maps started with a broad scope and later we narrowed them down to a small scope which reflected the current activities. We used them first to collect information from within the extended team and then showed them to groups of customers (internal stakeholders) to validate assumptions and gain further insights.
While it took time to find a good way to bring design thinking methods into people's daily work, the team appreciated that we have cultivated a customer-centric mindset and provided a path to regularly interact with the customers. This allowed the teams to build deliverables that are much closer to the need of the customers and create more value. Now the initial efforts are shared to other teams and the seed is passed along.
What is your experience to cultivate customer-centricity in your teams?
Image source: Ideo U.
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Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.