Design Thinking has, over the past few years become the talk of the town. Here’s a look at how some companies have incorporated it, and to what successes. Design Thinking In their own words
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Design Thinking has, over the past few years become the talk of the town. Here’s a look at how some companies have incorporated it, and to what successes.
Design Thinking In their own words
Ideafarms 2017 | Tel India: +91 124 4075513 | South Africa: +27 76 331 2525
Email [email protected] | Web www.ideafarms.com | We’re Social
Design Thinking @Citrix
in five years Citrix went from ‘I didn’t know we had a design team’ to ‘I do customer-centered innovation’.
In 2008, Citrix had an executive meeting and they were trying to figure out how to really differentiate their IT products. They were difficult to use, clunky, and not very well designed, and companies were no longer willing to accept that as the status quo.
That’s how our industry had been. Until
they thought “You know, what? We can
really differentiate by being the Apple of
the IT world. We could consumerize these
products.”
- Julie Baher
This led Citrix to create a role for VP of Product Design, which was later taken by Catherine Courage. Catherine championed the cause of design thinking. In an interview to McKinsey, she says, “The main purpose of my team’s charter is to ensure that we’re delivering a great experience across all customer touchpoints—from the website to trying our products, using them, and all the way through to support and renewal of contracts. This requires a company-wide focus on the customer.” “Design thinking is an ideal framework for us to use because it focuses on developing deep empathy for customers and creating solutions that will match their needs—as opposed to just dreaming up and delivering technology for technology’s sake.”
Ideafarms 2017 | Tel India: +91 124 4075513 | South Africa: +27 76 331 2525
Email [email protected] | Web www.ideafarms.com | We’re Social
In their own words
Design Thinking for Product enhancement The Citrix Information Experience (Ix) team is using a human-focused approach to discover how customers interact with our content and deliver the content our customers want, when they want it, and how they want it. An example of a recent project involved organizing our eDocs content related to the release of XenApp 7.5 and XenDesktop 7.5. Rather than organizing content the way we thought customers wanted it, we asked them to show us how they wanted it. We quickly came up with three prototypes for our eDocs navigation pane. Using our Twitter followers and internal contacts, we recruited six customers. We asked them who they are, what their goals are, and what they think about eDocs, and then we put the three prototypes in their hands to see which they liked the best. We then gave the customers the opportunity to edit their favourite prototypes. This was where the real insights were revealed. The customers’ input directly impacted the final structure of our table of contents.
Our holistic approach encompassed not only what they said and did but also included inferences made about what they think and how they feel about the content.
Design Thinking for Processes When we’re choosing what products to procure and deploy to our users, IT does trials and proof of concepts. That’s critical, because IT can’t simply deploy technology. It needs to understand its users. Our IT department has also taken to heart that design thinking is not only about products and services; it can be about processes as well. For example, IT has transformed the way it does project retrospectives. The department now has a redesigned process that uses a different framework than before. There are subtle changes in how questions are framed that reflect empathy for the person next to you—who may have given the project his heart and soul even though things didn’t go as planned. This approach has made a positive change in how team members learn from mistakes and do a better job the next time. Being open to failure, learning, and iteration is a critical part of the process.
Design Thinking for Systems The sales organization, with its natural focus on meeting sales quotas and numbers, was the last area we touched because we thought it would be the hardest to engage. We were wrong. When we described what it can do with respect to innovation and problem solving, they realized that there were many problem areas in their own world. The systems they used, for example, were getting in the way of them understanding how to sell to their customers. We created a team of sales leaders empowered to define their own problems and solutions within a design-thinking framework, and we made participation optional. It was surprising how many leaders took part and came up with solutions that we want to scale across our sales teams.
Ideafarms 2017 | Tel India: +91 124 4075513 | South Africa: +27 76 331 2525
Email [email protected] | Web www.ideafarms.com | We’re Social
Design Thinking @Intuit
We’ve emphasized to engineers, product managers, and designers that functionality isn’t enough anymore. We have to build emotion into the product.
When Scott Cook cofounded Intuit, in 1983, many other companies were already offering software to help people track their finances. In fact, at least 46 similar products launched before Quicken, the product Cook created, which is why, the internal joke is that instead of having the first-mover advantage, Intuit had the “47th mover advantage.” The original version of Quicken offered only one-third the features that many competing products had, but with an important difference: It was well designed. Instead of looking like a spreadsheet, it displayed the familiar images of a check register and an individual check. Because the design made using the product so intuitive, Quicken immediately became the market leader in personal finance software. It has held that position for three decades. When Brad Smith took over the reins of CEO, he found that the company had strayed from their focus on design. He took upon himself the challenge of integrating design thinking into every part of Intuit. “We kept looking for new ways to instil design thinking. To help things along, we even tried changing the layout of our office spaces. We reduced the number of cubes and added more areas for collaboration and impromptu work. We also began paying closer attention to how our competitors were using design to delight customers”
Ideafarms 2017 | Tel India: +91 124 4075513 | South Africa: +27 76 331 2525
Email [email protected] | Web www.ideafarms.com | We’re Social
In their own words
Design Thinking for Product innovation We began adding features to TurboTax that let people make more comparisons between years and import some information directly from year to year, limiting the number of questions the program asks them. From our research, we know that among married couples, one partner usually takes responsibility for tax preparation, and the other spouse’s primary question is “Why is it different from last year?” With that in mind we designed several new features (which we referred to internally as “the Spouse Test”) to make it really clear what changed from year to year. We also came up with an app called SnapTax. This was driven by consumers’ migration to smartphones. Because preparing taxes requires inputting data, you’d think people wouldn’t want to do it on a mobile device. But our team played around with the idea of allowing users to take photos of their W-2 forms. The program automatically recognizes the data and inputs it directly into TurboTax. SnapTax was the first tool to allow people to completely prepare and e-file federal and state returns from their smartphones, and we were amazed by the response. Within two weeks of its release it had replaced Angry Birds as the number one app on iTunes. We made many other, smaller changes. We began using emoticons in the customer interface. We revamped support and help functions in the software, streamlining them to be more intuitive; as a result, our phone service reps are receiving 24% fewer calls from confused users. We spent tens of thousands of hours working alongside customers to see how they actually use our products; as we did, we made notes
with smiley faces next to elements that customers enjoyed and sad faces at places where they hit a snag—an example of using design to simplify the feedback mechanism.
The $10 million prototype The group that primarily focuses on TurboTax is very product- and feature-driven, and is always looking for insights and inspiration into the not-so-inspirational world of how people do tax returns. To use their creative time, they often explore how to make improvements in the way products are sold. During a two-day design thinking workshop, one team had taken on an experiment that failed and needed a new problem to fill their remaining time. One of the team members raised the question as to why the product they were working on was only sold in seats of five and not in single seats. They concluded that perhaps someone in product management, at one point in time, thought that selling multiple seats was the optimal way to sell. To test their idea, the team suggested changes to the script used in the call center. They then ran some quick tests right then, on the fly, with call center staff, customers, and prospects. In a very short period of time they learned that many more people were interested in buying just one seat, or three seats. As a result, after further testing, they changed their policy to sell individual and smaller numbers of seats. What was the result of this small customer-centric, quick prototype test? A $10 million increase in sales in the first year.
Ideafarms 2017 | Tel India: +91 124 4075513 | South Africa: +27 76 331 2525
Email [email protected] | Web www.ideafarms.com | We’re Social
References Citrix Information Experience applies design thinking to content delivery https://www.citrix.com/blogs/2014/03/24/ix-design-thinking-content-delivery/
Applying design thinking across the business: An interview with Citrix’s Catherine Courage https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/an-interview-with-citrixs-catherine-courage
Design Thinking at Citrix – An Interview with Julie Baher http://thisisdesignthinking.net/2015/02/julie-baher-on-design-thinking-at-citrix/
Intuit’s CEO on Building a Design-Driven Company https://hbr.org/2015/01/intuits-ceo-on-building-a-design-driven-company
How Intuit Used Design Thinking to Boost Sales by $10M In a Year https://www.fastcodesign.com/90147434/how-intuit-used-design-thinking-to-boost-sales-by-10m-in-a-year
More examples How Kaiser Solved the Problem of Hospital “Ghost Towns” https://www.fastcodesign.com/90150616/how-kaiser-solved-the-problem-of-hospital-ghost-towns
How Pepsico, Godrej and Marico are
'designed to succeed'
https://brandequity.economictimes.indiatimes.c
om/news/business-of-brands/how-pepsico-
godrej-and-marico-are-designed-to-
succeed/48719157
How Design Thinking Transformed Airbnb from a Failing Startup to a Billion Dollar Business http://firstround.com/review/How-design-
thinking-transformed-Airbnb-from-failing-
startup-to-billion-dollar-business/
Starbucks, “The Third Place”, and Creating the Ultimate Customer Experience https://www.fastcompany.com/887990/starbuc
ks-third-place-and-creating-ultimate-customer-
experience
Ideafarms provides Design-led Strategy Consulting to mid-sized organisations worldwide. Founded in 2002, the company pioneered using Industrial Design concepts and approaches to software, keeping the user’s experience at the centre of all its thinking. Ideafarms’ ethos combines empathy with strong technology competencies to highlight the value of interdisciplinary work and prototyping: Design Thinking is a natural extension of this human-centric cultural DNA. To help clients stay relevant in today’s disruptive business environment, the company conducts talks and workshops for educational institutions, start-ups, investors, mid-sized enterprises. Ideafarms has the distinction of partnering with some of the largest global corporations to help drive strategic value through its proven approaches to problem solving. Ideafarms has invested in leveraging technology for social change; a core belief which powers its social impact agenda. The company’s foray into VR for education of the underprivileged is a front runner in bringing the latest of latest in technology for social change.
Contact
India
Mr. Rajiv Malhotra
+91 98103 33148
South Africa
Mr. Vivek Wadhera
+27 76 331 2525
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