People, Products, Process & Politics

The secret sauce to scaling design

Transcript

1. Products, People, Process & Politics THE SECRET SAUCE TO SCALING DESIGN UXD HEALTHCARE | APRIL 2018
2. Hello
5. We help organisations realise the potential of design
6. We work closely with partners to: 1. Explore potentially valuable futures 2. Deliver digital products and services 3. Nurture design capability
8. No design Emergent Defined Centralised Distributed Infused
9. No design Emergent Defined Centralised Distributed Infused There is no design intent at all in this organisation. On the plus side, there is massive potential!
10. No design Emergent Defined Centralised Distributed Infused Isolated individuals are experimenting with design, adding value where they can.
11. No design Emergent Defined Centralised Distributed Infused Those individuals found they weren’t alone. They form a tribe and start to formalise design as a practice.
12. No design Emergent Defined Centralised Distributed Infused The practice of design has become established as a standalone team or department. The team own the design function across the organisation.
13. No design Emergent Defined Centralised Distributed Infused The design department became overwhelmed with work so developed new methods that enable the organisation to deliver design themselves.
14. No design Emergent Defined Centralised Distributed Infused Design is embedded as a core capability throughout the organisation. The design team go on holiday. For a long time.
15. Distributed No design Emergent Defined Centralised Infused IMPACT MATURITY
19. The design industry is doing great, but shit’s about to get real
20. DESIGN INDUSTRY THE STATE OF DIGITAL 2018
22. RADIO WITH PICTURES
25. $100,000,000 AMOUNT EARMARKED BY IBM IN 2014 TO HIRE 1,000 NEW DESIGNERS.
27. £4,100,000,00 SAVINGS ATTRIBUTED TO THE UK GDS BY TREASURY AUDIT
28. Design has moved from a cost centre… IMPROVES EFFICIENCY AND PRODUCTIVITY REDUCES TRAINING AND SUPPORT COSTS DECREASES USER ERRORS REDUCES EXPENSIVE CHANGE REQUESTS …to a profit centre
31. CX LEADERS 43.0% 14.5% -33.9% CX LAGGARDS S&P 500
32. Hotels Wireless providers Airlines Insurance providers Credit card providers Banks Investment Firms $1,364 million $1,297 million $590 million $452 million $307 million $252 million $93 million
38. VS Design design
39. Design is deliberate movement from here to better @SCRUFFYMONGREL
40. UNCERTAINTY & AMBIGUITY CLARITY & FOCUS
41. DIVERGE CONVERGE
42. DEFINITION DELIVERY
43. BUILD THE RIGHT THING BUILD THE THING RIGHT
44. DON’T KNOW COULD BE DO KNOW SHOULD BE
45. If you don’t know what the user needs are, you won’t build the right thing.
46. “When you understand the grain of the wood, the furniture designs itself.“
47. “When you understand the grain of the wood, the furniture designs itself.“
49. For an organisation to gain or maintain a competitive advantage, it needs to be able to: 1. Capture opportunities fast 2. Exploit them decisively 3. Move on before they are exhausted RITA MCGRATH COLUMBIA BUSINESS SCHOOL All competitive advantage is transient
50. Designful organisations embrace creativity in order to understand and address the needs of their customers and deliver value through invention and improvement.
51. No design Emergent Defined Centralised Distributed Infused
53. Distributed No design Emergent Defined Centralised Infused IMPACT MATURITY
54. VS Centralised Distributed
55. “Beyond a certain critical mass, a building becomes a Big Building. Such a mass can no longer be controlled by a single architectural gesture, or even by any combination of architectural gestures. This triggers the autonomy of its parts, but that is not the same as fragmentation: the parts remain committed to the whole.” Rem Koolhaus
56. “Beyond a certain critical mass, a building becomes a Big Building. Such a mass can no longer be controlled by a single architectural gesture, or even by any combination of architectural gestures. This triggers the autonomy of its parts, but that is not the same as fragmentation: the parts remain committed to the whole.” Rem Koolhaus
59. Products People Processes Politics
60. “A system is a set of interconnected elements that is coherently organised in a way that achieves something. That ‘something’ is often classified as the system’s function or purpose.” Donella Meadows
61. “A system is a set of interconnected elements that is coherently organised in a way that achieves something. That ‘something’ is often classified as the system’s function or purpose.” Donella Meadows
62. VS Hard Soft
65. Sense & respond
66. Systems exhibit purposeful behaviour over time
67. Learning to let go
71. “Being able to avoid legacy procedures and legacy tech has allowed to move at an incredible pace over the last two years.” Zanda Brade, Service Designer, Monzo
72. VS Bricks & mortar Pixels & code
73. Patterns LEARNING TO LET GO WITH…
83. Playbooks LEARNING TO LET GO WITH…
91. Distributed No design Emergent Defined Centralised Infused IMPACT MATURITY
92. Thank you
93. Photo by Jakub Kriz on Unsplash Photo by Ian Schneider on Unsplash Photo by Shane Aldendorff on Unsplash Photo by Marc Wieland on Photo by Alexander Pidgeon on Unsplash Photo credits