This document outlines a framework for integrating design teams into existing company cultures in a way that creates alignment rather than disruption. It discusses how company cultures are made up of mental models, structures, patterns and behaviors. When a new design function is introduced, it can disrupt these cultural norms. The framework provides a process for discovering a shared group purpose to help align the design team with the rest of the organization from the start. Key steps include building a challenge map to surface strategic issues, drafting individual purpose statements, agreeing on a short group statement, and establishing rituals to incorporate the purpose into daily work.
The document discusses implementing business strategy using a Balanced Scorecard approach. The Balanced Scorecard is a management system that helps organizations clarify their strategy and translate it into action through objectives defined across four perspectives: financial, customer, processes, and learning & growth. The document provides guidance on how to successfully implement a Balanced Scorecard, including defining strategic objectives, preparing a strategy map, and identifying key performance indicators to measure progress.
The document discusses the challenges of strategy implementation and why it often fails. It notes that leaders are typically trained in strategic planning but not execution. Some of the top reasons for implementation failure include underestimating the challenge, not aligning the organization to take the right actions, and failing to communicate the strategy effectively. Successful implementation requires engaging employees, creating a sense of urgency, constantly communicating progress and changes, aligning processes to the new strategy, and reinforcing the desired behaviors through performance measurement and culture alignment.
This is a vocational, hands-on training that is rarely seen in the Middle East. Participants spend 2 days full of role playing and hands on practice. They get exposed to sales situations, call on customers, do needs analysis, present their solutions and finally get their customer commitment to close the sale.
The document outlines an agenda to determine service focus and assess organizational capability for a client base. In session one, products and services will be analyzed to select primary and secondary focuses. Session two will assess current and required capabilities, provide a gap analysis, and brainstorm actions to address clear weaknesses. Key aspects of the analysis include determining market share and growth of offerings, conducting a SWOT on products, and selecting services for focus. Assessing dimensions like strategy, talent, culture and future leaders will evaluate capability. Clear strengths, weaknesses, hidden strengths and non-issues will be identified from current and future analyses to focus next steps.
Strategic planning is a process that involves analyzing an organization's strengths, weaknesses, opportunities, and threats in order to develop a roadmap to achieve its mission and goals. The strategic planning process includes preparing by conducting a situation analysis and SWOT analysis. An action plan is then created that groups challenges into categories and establishes steps, resources, and metrics to address each goal. The plan is then implemented by assigning tasks and developing reporting mechanisms, and maintained by revising it as needed.
Quality strategic planning and strategy delivery is increasing in importance as a process and set of tools that guide the development of a municipality. In times when resources are tight, effective and efficient resource allocation is gaining even more importance. This publication will therefore suggest a practical four-stage process to strategic planning at the municipal level, including the setting up of effective structures for managing the strategy process (1), preparing a good strategic analysis of the municipality (2), strategy formulation (3) and strategy implementation (4). A key concept throughout this process is partnership: partnerships within the municipality, as well as with others outside the municipal building, with whom these four steps are undertaken together. Partnerships help make the municipal development process more transparent and accountable, thereby increasing the likelihood of the municipal development strategy to deliver the expected results and contribute to the improved quality of life of citizens.
By Bob Caporale
Visit: https://www.sequentlearning.com/webinars/item/turning-strategy-into-action-using-product-line-strategies-to-drive-your-or
Most companies intuitively know the importance of having a clear strategy to drive the success of their businesses, but when it comes to actually developing those strategies at a product line level and turning them into actionable plans, companies sometimes fall short.
At the core of this issue is the basic question: "What exactly is a strategy?"
Often times, companies will confuse strategy with actions, making it impossible to establish the clear and critical linkage between the two. Strategy provides the context for effective action plans, and it is essential that companies and, in particular, product managers, understand the relationship between the two.
In this webinar, we will explore the all-important topic of what a good strategy looks like and, more importantly, how we can turn this strategy into a best-in-class action plan that will serve to bind cross-functional teams together and enable companies to achieve measurable successes for their products and services in the marketplace.
Workshops, meetings and seminars drive momentum in a change project. Even more so, if they are facilitated skilfully.
Workshops, meetings and seminars are held to create ownership of required changes – and ensure buy-in from managers, employees or customers. Most organisations involve a facilitator to make sure that this happens.
To qualify as an excellent facilitator, you not only need to manage the meeting; you also need to help the group achieve specific results – without taking a stand or becoming involved in their practical work. The facilitator is the catalyst that drives the session to an effective result. This calls for an astute awareness of setting, purpose and the people involved.
This document discusses the importance of action in change processes. It notes that while thorough analysis and planning is important, initiating action early in a change process can help create awareness and change attitudes. Small, simple activities within change projects have successfully created tangible pictures of potential and acted as catalysts for broader rollouts. Conversely, endless agitation and appeals for change without action have not achieved the same effect. The document advocates taking action early in change processes despite potential criticisms of insufficient planning.
Strategic planning is one of the most important responsibilities of senior management as it sets the organizational vision, strategies, and resource deployment to achieve that vision. However, strategic plans are often misunderstood and poorly used, resulting in large documents that are not implemented. There are several common reasons for this, including senior management not following a defined process, the plan being delegated without true endorsement, and lack of communication and implementation guidelines. Properly developing a strategic plan requires involvement from senior leadership, understanding what the plan is designed to provide, and having a defined process and methodology to create the plan in a timely and efficient manner.
Effective Turnaround Strategy For Business Restructuring PowerPoint Presentat...SlideTeam
The PowerPoint template is useful tool for firms which are performing poorly for extended period of time and delivering recovering strategies by identifying critical issues existing in firm. The template is useful tool in presenting various turnaround strategies such as change in management, stakeholder support rebuilding, operational efficiency, financial turnaround strategies and handling customers. Initially, it covers details about the firm present scenario with current concerns faced by firm leading to corporate failures such as reported financial loss, increase in customer attrition rate, addressing financial ratios of firm at present, determine digital delivery gap, determine current state of firm operations such as siloed data sources and complex IT systems, etc, analyzing ownership patterns of shareholders, determine capital structure funding sources and debt equity ratio and addressing financial statements. The firm will implement turnaround plan by determining turnaround restructuring path, different stages of turnaround, addressing workstreams in turnaround plan for key functional areas of firm. The firm will change its senior management for thought leadership, restore stakeholder support through effective communication, employee management through retention initiatives and downsizing, workforce upskilling, the firm will improve critical processes through quality improvement and overall cost reduction and will perform financial restructuring through asset reduction and short-term financing. It will handle customer through customer retention and marketing initiatives. The template covers details about budget for implementing digital advancement solution and determine the impact of turnaround plan on firms growth. https://bit.ly/2KssKCI
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
The document discusses how change management can enable value realization through adoption. It argues that the "finish line" or realizing intended outcomes and benefits is important. Change management can partner with value management by catalyzing individual transitions to deliver organizational results. The document provides frameworks and tools that connect change management to business results and drive adoption and usage, which impacts value realization.
This document provides information for districts implementing the Missouri Integrated Model (MIM) to expand implementation to additional buildings or grade levels (known as "scaling up"). It outlines two phases for scaling up - Exploration or Initial Implementation. Districts can submit scaling up plans for either phase. The plans should include details of the current and new buildings/grade levels, letters of commitment, a scaling up proposal and budget. Support of up to $10,000 is available for costs associated with attending trainings and meetings and addressing action plan items. Questions about the process can be directed to the listed DESE contacts.
A simple deck outlining the Lean Value Tree: A Product Strategy Map. shows alignment to a company mission, separating the Strategic Map from the Tactical Idea alignment and validation.
The document discusses the Strategy Wall, which is described as the heart of communication and collaboration in an organization. It provides transparency around strategic planning and allows employees to be involved. Various elements that could be included on a Strategy Wall are described, such as a portfolio roadmap, portfolio investment items (epics), and financial impact measures. The goal of the Strategy Wall is to align employees with the company's strategic vision and goals.
The document outlines the steps for developing a strategic plan for a school. It discusses gathering data on the current state, developing a vision and goals, creating a plan with projects and timelines, implementing phases of the plan, and assessing impact and adjusting the plan as needed. Key aspects of strategic planning include collaboration, applying ideas across the curriculum, making data-driven decisions, and focusing on facilitating meaningful change to meet student needs through creativity and innovation.
Michael Porter identified three generic strategies that businesses can pursue to achieve competitive advantage: cost leadership, differentiation, and focus (niche). Cost leadership involves having the lowest costs in the industry, differentiation means offering unique product features that customers value, and focus means targeting a specific market segment. Porter also identified a "middle of the road" strategy that tries to do all three, which rarely leads to competitive advantage. Businesses should analyze their strengths to select the most appropriate generic strategy.
The document outlines an acquired leadership framework focused on setting and communicating objectives, coaching/motivating teams, and focusing on business innovation and quality. Key areas of focus include integrity & courage, collaboration & performance, and innovation & quality. Actions include establishing clear communication protocols, coaching direct reports using models like GROW, delegating work appropriately, and prioritizing tasks. Measures of success relate to progress on objectives, KPIs, productivity, and the number of tasks completed.
Leadership is a process of social influence that maximizes others' efforts toward a common goal. It is dynamic and inspiring, helping people do the right things by setting direction and building vision. Leadership has nothing to do with titles or seniority, but is a verb involving mapping out a team's path to success. Effective leaders stay curious, embrace risks, and do what lights them up, focusing on passion over safety. They also give feedback, set an example, and get others engaged in the vision.
The document discusses strategies for building an effective leadership pipeline and board for a YNPN (Young Nonprofit Professionals Network) chapter. It recommends clearly defining board roles and responsibilities, using a recruitment calendar to fill positions in a timely manner, and providing orientation, mentoring, and engagement opportunities to encourage retention and develop future leaders. Diversity of gender, age, sector and race should be a priority when recruiting board members. Setting expectations, cultivating an empowering culture and leveraging partnerships can help chapters recruit and maintain a strong board.
The document summarizes a study that analyzed over 5,000 research studies on principal leadership and its effects on student achievement. From those, 69 studies were selected that met quality standards. Those 69 studies included ratings of over 2,800 principals by 14,000 teachers, which were then correlated with test scores of over 1.4 million students. The findings were published in a 2005 book on leadership strategies shown to improve student achievement.
This document discusses the role of professional behaviors and leadership at the Royal Veterinary College (RVC). It provides background on the historical origins of the RVC and describes its current facilities and student/staff composition. The document advocates for using a Professional Behaviors Framework to promote reflection, resilience, and flexible thinking among teams in order to help the RVC adapt to a changing environment. It also discusses the importance of leadership and motivation among RVC staff and students.
Leadership requires maintaining a non-anxious presence even in stressful situations, as anxiety can spread through a group. A leader must stay calm and think clearly to assess problems objectively and make thoughtful decisions. This allows effective management of anxiety levels and issues.
Leadership Framework Proposals 6-24-2015 MS EditsTara Gordon
The document proposes revisions to the Leadership Framework used in DCPS principal evaluations. It provides background on the current framework and research conducted to identify areas for improvement. Four proposals are outlined: (1) adding recognition of high-performing teachers, (2) including networking outside of the school, (3) emphasizing research and staying up-to-date in education, and (4) incorporating celebration of success. The goal is to better capture leadership actions and ensure principals have the skills to lead effective schools. Revisions will be implemented in the 2016-2017 school year after further review.
Leadership development by Mr VC Agrawal at HRRT organised by ISPE & UPES Dehr...UPES Dehradun
This document summarizes a leadership development conference for public sector undertakings in India. It discusses the context of leadership in public sectors, including guidelines from the government that impact human resources practices and business processes. It also outlines leadership competency models and describes leadership development practices in public sectors, such as recruitment, training programs, career planning, performance management, and empowering employees. The document concludes that generic competencies are important for leadership success and can be developed, and that too many government oversight roles can slow organizations, though recent reforms have provided more autonomy to some public sectors.
ExeQserve High Performance Leadership WorkshopEdwin Ebreo
This document summarizes a leadership development workshop framework. The workshop aims to develop leadership skills and mindsets through modules on values-driven leadership, leading through vision, leading change, leadership and empowerment, and leading through engagement. Participants complete a personal leadership project and are assessed on leadership competencies. The workshop uses experiential learning methods and participants are expected to apply their learning on the job.
Integrated Talent Management for a Robust Pipeline - Next Generation LeadershipNational HRD Network
This document outlines an integrated talent management model and leadership development framework. It describes career tracks in technical, sales, delivery/project management, solutions architect/practice, and account management. It also discusses identifying and grooming high potentials for leadership roles through a fast track program and matching managers to stretching opportunities. The overall goal is to effectively plan talent needs, attract and retain top talent, develop skills, enable mobility, and speed time to productivity.
The document discusses leadership development for project managers. It defines the core competencies of effective project leaders as empowerment, motivating, communication, team building, coaching and mentoring. It emphasizes that leadership development is critical for project success and involves enhancing one's ability to influence, motivate and inspire others. The document provides a framework for developing a personal leadership development plan, identifying priorities and goals, and implementing the plan through ongoing learning and feedback.
This document outlines various frameworks for leadership development including 5 levels of leadership, developing a 360 degree leadership approach, the 4 pillars of leadership focusing on relationships, equipping others, leadership itself, and attitude. It also discusses the DNA of leadership looking at community, humanity, aspiration, navigation, generativity, expressing, and spirit. The overall objective is to provide leaders with models and principles to develop their skills and maximize their positive impact on others.
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
This document summarizes the leadership pipeline model created by Walt Mahler and Stephen Drotter at GE. The leadership pipeline clarifies responsibilities and values by defining the work needed at each level of leadership. It includes six levels from managing self to enterprise manager. The pipeline helps reduce stress by minimizing skipped levels and helps people move through levels at the right speed. It also improves performance by clarifying roles and standards.
This document discusses how to communicate a clear design vision and strategy by first defining business and user goals. It recommends discovering user needs through research, synthesizing insights, and visualizing goals. The focus is on developing focus statements to articulate where business and user goals intersect. Stories and scenarios with users are used to visualize and guide design work. Communicating value helps get consensus on concepts. Defining strategy upfront helps solve the right problems, while user research uncovers opportunities to support goals.
Talent Management Framework - A look at PCMMUtsav Agarwal
PCMM, acronym for People Capability Maturity Model, is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization
PRESENTATION ON LEADERSHIP : A CONCEPTUAL FRAMEWORKGULZAR HUSSAIN
The document is a presentation on leadership that outlines a conceptual framework. It introduces the topic and then discusses the main traits of leadership like internal awareness, external awareness, and willingness to take action. It also examines skills and techniques like problem solving, emotional maturity, and verbal assertiveness. Different leadership styles are presented such as coercive, visionary, and affiliative. The conclusion differentiates between a boss and a leader.
A Primer For Design Thinking For Businesssean carney
Design thinking is a human-centered problem-solving methodology that involves 6 key stages: empathy, define the problem, ideate, prototype, test, and iterate. It is focused on understanding user needs through observation and collaboration. The goal is to generate innovative solutions to problems by going through these stages in an iterative process, with an emphasis on prototyping ideas and gathering user feedback.
Build a Culture to Encourage Learning, Creativity and CollaborationBizLibrary
This document summarizes a presentation on building positive workplace culture. It discusses how workplace culture can impact motivation and performance. It suggests strategies for encouraging learning, creativity, and collaboration like acknowledging good ideas, sharing relevant news and talks, and setting up spaces for sharing knowledge. It emphasizes creating a respectful environment through positive communication and allowing people to present works-in-progress without fear of criticism.
This document outlines Mob Lab's approach to human-centered design for campaigning. It discusses key principles of design thinking like empathy, prototyping, and collaboration. The document then details Mob Lab's 5-day process for campaign planning which includes stages for defining challenges, gaining user insights, generating ideas, prototyping solutions, and creating an implementation plan. It recognizes benefits like more diverse engagement but also challenges like adapting to a new process and limitations around evidence of impact. Overall the document presents Mob Lab's design-led approach to campaign planning and testing new strategies with target audiences.
Design Thinking & Re-imagining the role of HRVikram Bhonsle
Let`s take a look at the applications of the "Design Mindset" in tackling modern day people conundrums. How can HR use design thinking to redefine and reshape HR strategies and processes to cater to a demanding and advanced workforce. A look also at select organizations who have carried this successfully and the business benefits.
In case you require instructor notes, do send me an email to bhonslevb@gmail.com
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Facebook's Official Guide to Product Management CandidatesLewis Lin 🦊
This document provides information about Facebook's product manager interview process. It discusses three main interview areas: Product Sense, Execution, and Leadership & Drive. Each interview lasts 45 minutes and focuses on understanding how candidates think through ambiguous problems, prioritize goals, execute plans, and motivate teams. The document provides examples of questions that may be asked and emphasizes traits like building social value, focusing on impact, and moving fast.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity and time constraints, developing rough ideas, strengthening problem solving skills, and promoting creativity in the workplace. Key points include that both creativity and innovation are necessary for business success, creativity involves generating new ideas with value while innovation creates practical applications, and that failure is an important part of the creative problem solving process.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity within time constraints, and examples of companies that foster innovation like 3M. It also covers developing rough ideas, presenting ideas, dealing with political obstacles, strengthening problem solving skills, and promoting creativity in the workplace through recognition, compensation, and humor. The document uses examples, questions, and graphics to explore various aspects of creative problem solving.
The presentation explains what is design thinking, what ways an entrepreneur could use design thinking to solve problems or validate their ideas. The presentation also includes a brief overview of attributes of design thinking, methods and the six stages of design thinking process.
This document provides resources and instructions to help applicants develop business ideas and pitches for solving "wicked problems" as part of an entrepreneurship scholarship competition. It outlines the competition rules, introduces design thinking techniques to generate and refine ideas, and provides templates and examples for creating a 3-slide, 3-minute pitch presentation. The goal is for applicants to understand the problem, brainstorm solutions, develop a business concept, and effectively present their idea.
Rapid Prototyping Learning Launch
Visualization Journey Mapping Value Chain Analysis
Customer Co-Creation
Assumption TestingConcept DevelopmentBrainstormingMind Mapping
8
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Rotman Magazine Fall 2011 / 17
WHEN DESIGNER HUGH DUBBERLY asked Tim Brennan of Apple’s
CreativeServicesgrouptodefinedesign forhisbook, How Do You
Design?,Brennandrewthe followingpicture:
While many business people appreciate the power of design,
a formal process for its practice has been elusive; until now.
by Jeanne Liedtka and Tim Ogilvie
Designing for Growth:
A Tool Kit For Managers
? $
Design, this drawing asserts, is simply magic – a mysterious
no-man’s land where only the brave dare tread. Such a definition
mocksthe ideathata formalprocesscouldpossiblyexist fornavi-
gating itsmanyhairpin turns.
Our advice: don’t be put off by Brennan’s view of design.
Design has many different meanings, and the approach we will
describe here is more akin to Dorothy’s ruby slippers than to a
magicwand:you’vealreadygotthepower;you justneedtofigure
outhowtouse it.Can the averagemanagerbe transformed into
the next Jonathan Ive? No more than your local golf pro can
turn you into Tiger Woods. But can you improve your game?
Without adoubt.
If Managers Thought Like Designers
Whatwouldbedifferentifmanagersthoughtmorelikedesigners?
Wehave threewords foryou: empathy, inventionand iteration.
4640 16_21.qxp:Layout 1 7/26/11 1:00 PM Page 17
Designalwaysbeginswithempathy–establishingadeepunder-
standing of those for whom you are designing. Managers who
thought likedesignerswould consistentlyput themselves in their
customers’ shoes. We all know we’re supposed to be ‘customer-
centered’, but what we’re talking about is deeper and more
personal than that: trueempathyentailsknowingyourcustomers
asrealpeoplewithrealproblems,ratherthanastargetsforsalesor
as a set of demographic statistics around age or income level. It
involvesdevelopinganunderstandingofboththeiremotionaland
their ‘rational’ needsandwants.
In addition,managerswho thought likedesignerswould view
themselvesas creators.Forallourtalkaboutthe ‘artandscience’of
management, we have mostly paid attention to the science part.
Taking design seriously means acknowledging the difference
betweenwhat scientistsdoandwhatdesignersdo:whereas scien-
tists investigate today to discover explanations for what already
is, designers invent tomorrow to create something that isn’t.
Powerfulfuturesarerarelydiscoveredprimarilythroughanalytics.
Theyare,asWalt Disneyoncesaid,“Createdfirst inthemindand
next in theactivity.”
Finally, design insists that we prepare ourselves to iterate our
way to a solution, somanagerswho thought like designerswould
view themselves as learners. Most managers are taught a linear
problem-solving methodology: define the problem, identify vari-
ous solutions, analyze each, and choose the best one. Designers
aren’t nearly so impatient – or optimistic; they understand ...
This document provides an overview of an Innovators' Guidebook developed by the Center for Care Innovation to teach the process of innovation. The guidebook takes the reader through six principles of working differently: See and Experience, Dimension and Diagram, Question and Reframe, Imagine and Model, Test and Shape, and Pitch and Commit. It provides techniques, methods, tips and worksheets to help teams apply each principle to solve problems in an innovative way. The document encourages an iterative process and emphasizes user-centered design thinking.
This book is for anyone who has had an idea and said, “I should start my own company.”
It does not matter what type of idea, the level of business experience you have, or your educational background. Anyone armed
with a dream and passion can turn his or her idea into a business. No more excuses, it is time to Stop Talking and Start Doing!
The StartUp Cookbook is for the dreamers and doers of our world: the people who choose to take on the entrepreneurial journey
and start a company. These entrepreneurs are the true heroes of our communities transforming their own lives, and the lives of
those who benefit from their creations.
The visual thinking tools found inside this book provide you with a step-by-step guide to test your ideas, develop a team, design
your business model, go to market, and accelerate generating revenue.
This is about change. Most of the software companies now call it “becoming agile”. Personally, I think the term “agility” is overused and has lost its true meaning.
Regardless where you want the change to occur: be it on how activity in a submarine is performed (like David Marquet explains in his book “Turn the ship around”), in an online e-commerce company (like Tony Hsieh explains in his book “How to deliver Hapiness”) or in really any company (like John Kotter explains in his book “The heart of change”) there are some steps that are taken to produce change.
What I wanted to do is to go through these steps and give examples both from my experience and from the above mentioned books.
Design thinking is not “us versus them or us”, but on behalf of them. It’s close to user’s experience and mind. Let’s Design thinking, before development leads to a dead end.
This document discusses the importance of effectively communicating innovation ideas, especially "everyday innovation" ideas generated by employees. It argues that many innovative ideas fail because they are poorly communicated, not because they lack merit. It recommends that organizations develop a communication framework to help employees of all levels clearly present their innovative ideas. This can help level the playing field so the best ideas, regardless of who proposes them, have an opportunity to be heard and adopted based on their own merits. Developing employees' communication skills and ensuring a process for sharing ideas can significantly benefit an organization by capturing the potential of innovation from all levels.
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
Design thinking is a process that focuses on empathy, collaboration, and experimentation to solve problems in a human-centered way. It begins with deep understanding of users' needs through observation and engagement to gain insights. Teams then work together to synthesize learnings and define the key issues to address. The process is iterative, testing ideas and getting feedback to develop better solutions. Design thinking provides optimism that positive change is possible through a creative approach.
The document provides an overview of the d.school's design thinking bootcamp bootleg guide. It outlines the human-centered design process modes of empathize, define, ideate, prototype, and test. It then describes dozens of specific methods that can be used within each mode, such as assuming a beginner's mindset, using what/how/why questions, and conducting user camera studies and interview preparation. The bootleg is intended as an active toolkit for practitioners to try these tools and share their experiences using the methods.
This document discusses achieving problem-solution fit by properly framing problems. It emphasizes spending more time understanding the problem before developing solutions. Proper problem framing involves gathering input from stakeholders, analyzing root causes, and reframing the problem as an opportunity. Developing a clear problem statement is important, as is considering different perspectives and how success would look. Mapping stakeholders and exploring problem types can provide useful context. Overall, the document stresses the importance of rigorous problem definition to develop effective solutions.
2. When teams fail to develop products that customers
love, it’s typically not due to the usual suspects:
time, tools, or resources. The real problem is often
a lack of alignment. Creating that alignment starts
with building strong culture.
It’s a story we hear all too often. A company hires
great designers, then sits back and waits for the
magic to happen. But then it doesn’t.
Instead of solving problems, the new design team
and company leadership don’t seem to speak the
same language, projects stall while design and other
functions struggle to work together, and what
was supposed to be a step forward becomes an
unwelcome disruption that hurts morale.
But isn’t hiring a design team supposed
to make products better, not make
building them harder?
Isn’t there a way for companies to hire
designers and integrate them into
company culture without blowing
everything up?
Our Design Leadership
Framework can help.
3. Design Leadership Framework
Conscious
Subconscious
BEHAVIOR
PATTERNS
STRUCTURES
MENTAL MODELS
Edward T. Hall was an American anthropologist
and cross-cultural researcher who studied cultures
around the world, both modern and ancient. What
he found was that there are four common elements
that make up every culture: Mental Models,
Structures, Patterns, and Behavior.
Business culture is no different. When a business
culture isn’t working, what we experience are the
frictions on the surface. When we can’t see what’s
lurking underneath, we end up addressing the wrong
problems – and too often create new ones.
4. When companies bring in a design
function or start integrating design across
departments, it will disrupt the company’s
cultural norms. If leaders don’t have a plan
for how to address that, the result is often
a lot of pain for the team.
For example, an engineering-driven
culture will have one set of mental
models, structures, and patterns in place.
A sales-driven culture will have another.
Depending on which culture is prevalent,
teams will have a different way of
thinking about things like how people are
incentivized and how they work together.
When a company brings
in a design function, it
is introducing a new set
of mental models into
the current workplace
culture. It’s a bit like
tossing a stone into a
lake – it will create a
ripple effect.
5. Right now there is a lot of talk in the design community about building design-driven or
design-led cultures. The problem with this is that switching from an engineering-driven
or sales-driven culture over to a design-driven culture won’t solve the problem.
Whatever changes happen, they need to be inclusive.
At Idean, the teams we’ve worked with that have successfully integrated design into their
existing culture do this well.
This kind of successful culture building is no accident. Leaders who do it well, do it
consciously. Our framework will help you think about how to make the ripple effect
positive.
7. Our Leadership Intensive course at the Design Academy teaches executives and
leadership teams tools we use for the entire framework, but the first step of the
process is something anyone can start on their own: develop a shared group purpose.
9. Too many teams understand what they’re making
but not why they’re making it.
At a recent Idean Design Leadership workshop,
we asked 21 attendees to describe their teams’
purpose.
Only three attendees from
the for-profit sector could
name them.
That’s a problem.
10. Lack of alignment around purpose creates a
host of problems for teams. Everything from
debates over priorities, political battles between
stakeholders, inefficient production cycles, and
lackluster designs can mean products that fall
short of expectations.
11. • Invite a facilitator who has not
stake in the outcome to lead
the activity. This can be either
a neutral insider or someone
from outside the company.
• Who should participate?
Anyone who will be directly
affected by or responsible for
operationalizing the purpose.
• Establish a judgment-free zone
for this activity. It is critical
that everyone be and feel
welcome to share their ideas.
Not every idea or question will
be amazing, but it is important
to get everything out there so
that the gems have a chance to
sprout.
But how do we discover that purpose so we can get to work?
We’ve outlined our purpose-finding process here, and we
invite you to dive in with your own team.
Guidelines:
13. A challenge map is a powerful experiential
tool that opens the floor for everyone to get
their thoughts out on the table. Through
building the map, teams identify what they
want to achieve, why they want to achieve it,
and what stands in their way.
14. Let’s use “How might we
accelerate our go-to-market
practice?” as an example.
Place the central
question at the center
of your challenge
map area. It will
act as a visual and
conceptual anchor.
WHY?
WHAT’S STOPPING US?
?
15. • Then, ask the group why it is important for the
organization to solve this challenge.
• Write each answer or idea on a post-it note and
turn the statement into a question that starts
with “How might we…”
• Place the post-it above the central question.
Check to see if there is in fact a relationship
between the idea/answer and the central
question. Draw an arrow to connect them if it
checks out.
• The goal is to get everything on the table so that
we can see how all the challenges are related.
interested in and inspired by.
• Next, ask the group to identify what is stopping
them today from solving the challenge?
• Again, put each answer on a post-it note and
turn them into a “How might we…” question, but
this time place it below the line.
• Finally ask each person to vote on the challenges
that resonate for them the most. To do this, we
like to give each team members 3 votes dots to
vote with, and they vote by sticking a dot next to
each challenge they want to vote for.
• After everyone has voted, you’ll start to see
a convergence in what team members are
interested in and inspired by.
16. ?
Once the challenge
map is built, it’s time
to step back and take
it all in. There should
be plenty of ideas
and questions to get
everyone’s neurons
firing!
WHY?
WHAT’S STOPPING US?
18. With the organization’s strategic challenges all laid out in a
way that lets us see how they are all related, the next step
is for everyone to write personal purpose statements in the
context of the challenges at hand.
• Ask each person to evaluate
the map and what got the
most votes. Use the map to
inspire the personal purpose
statements.
• Each person will have a unique
perspective and different
things that get them fired up
about the work.
• Once everyone has drafted a
purpose statement, add them
to the wall off to the side of the
challenge map.
20. Once all individual purpose statements
are on the wall, give each person the
opportunity to share their personal
purpose statement and the intentions
behind it. For this step, it is important
that the facilitator maintain a safe
container for sharing. The goal is to
identify commonalities and how the
statements come together, not entertain
long debates about small differences.
• Encourage the group to actively listen
without comments.
• Look for areas of common ground between
the statements.
• Building on common threads, the
facilitator leads a conversation that builds
on what is most compelling and shared to
to distill a rough common purpose.
22. Choose a writer from among you to craft
your purpose threads into a statement of
shared mission and purpose.
• Write something snappy that everyone
can remember and use.
• Work for consensus, and make sure
that everyone believes in the purpose.
• If it’s not easy to remember, it will be
hard to keep it top of mind!
Here is an example from Adam Cutler,
Studio Director of IBM Design, to draw
inspiration from:
“At IBM Design,
we don’t just make
great products. We
painstakingly craft
experiences that
delight our users andshape the future.”
24. Rituals turn good ideas into habits and ways of doing great
work. What ritual you use isn’t as important as making sure that
you have a ritual you can stick to. The goal here is to incorporate
the purpose you just developed into how you frame your work on
a daily basis. Some examples of rituals could include:
• Engage new employees to
do a personal challenge map
as part of their onboarding
experience. Revisit the shared
purpose statement and adjust
as necessary.
• Tie your team’s use of purpose
into their professional
development plans.
• Find a way for folks to get
creative and express the new
purpose through videos,
posters, visual stories on a
regular basis.
25. Defining your purpose is just the first step towards designing
a culture that sets your design team up for greater success.
Join us at the next Design Academy training to learn how
to work through the rest of our framework and get more
ready-to-use tools and frameworks to activate a stronger
design culture in your organization.
We love this stuff, and we love to collaborate and make it
better. If you want to chat with us, please reach out!
academy@idean.com
DESIGNACADEMY