Transcript
Intuit: How Design Drove Its Turnaround
Roger MartinRotman School of Management University of Toronto
The Author
The full article is available at Harvard Business Review
Technology commercialization managerExploit Technologies Pte Ltd (ETPL)Agency for Science, Technology and Research (A*STAR, Singapore)
B. Eng & Ph.d (Engineering)Nanyang Technological University Singapore
M.B.A.INSEADFontainebleau, France
Presentation by
LI Wei
With Its culture and entrepreneurial atmosphere, the software company has earned a spot on Fortune’s
“BEST COMPANIES TO WORK FOR”
The story is about Intuit’s reinvention as a design-driven company
The birth of the IDEA
In 2007, Intuit faced a tough
CHALLENGE
Its NET PROMOTER SCORE was FALTERING
It is an important indicator to measure how likely a customer is to recommend the product to a friend
It needed a new approach to galvanize customer
ChairmanSCOTT COOK
DESIGN FOR DELIGHTIntuit’s reinvention as a design-driven company
(D4D)
He might not be the next Steve Jobs with a powerful visionary
but he believed grass roots of the company can drive success in innovation given the right coaching and practice
From idea to INITIATIVE
Design DirectorKAAREN HANSON
A talented young design director was selected
to drive an organized program for moving from talking about D4D to DOING it
A team of 10 design-thinking coaches“INNOVATION CATALYSTS”
was created
They came from variety of fields in intuit and with good people skill
CLOSER to the bottom than the top
DIRECTOR LEVELThey are all below
Their training and deployment was Hanson’s
central agenda for FY2009
A series of design for delight forums were organized
D4D
The EXPERTS of design thinking were invited as featured speakers
The forums also showcased D4D successes and shared best practices
Hanson’s innovation catalysts were available to help any work groups for their design thinking projects
She also kept in close contact with general managers
To make sure that the catalysts were addressing the manager’s
BIGGEST PROBLEMS
HIGH-IMPACT WINS And
were seen in the company
From presentations to EXPERIMENTS
Traditionally, decision at Intuit had been made on the basis of
PRESENTATIONS
A key component of D4D was to shift the focus to listen directly from customers through experiments
It is an experiment-based innovation process
Observe customers in their offices to determine the greatest pain point
1
PAINSTORM
Generate many concepts of product and then winnow possible
solutions for prototyping
2
SOL-JAM
3
CODE-JAMA rapid experimentation within two weeks for the quick and direct feedback from customer
From breakthroughs to CULTURE
Intuit would have to to make the transformation complete
SCALEUP
ANOTHER CATALYSTSwere selected, trained and deployed
65
Intuits needed people with PASSION to drive Design for Delight and help others to do great work D4D
To increase the catalysts’ effectiveness, another small team was established
To help middle management EMBRACE both design thinking and the innovation catalysts
They integrated design thinking into Intuit’s leadership training programs
To create a platform for directors to work with innovation catalysts and experience the benefit of D4D
Summary
IDEA INITIATIVE INNOVATIONANALYST
EXPERIMENTINNOVATION
CORPORATE CULTURE
Intuit’s reinvention as a design-driven company
America’s most admired software company
SCOTT COOK may not be another Steve jobs, but it turned out Intuit didn’t need one
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