Elevate your influence–Keep your design soul; Fresh2Design

FRESH2DESIGN | ELEVATE YOUR INFLUENCE—KEEP YOUR DESIGN SOUL
ELEVATE YOUR
INFLUENCE—KEEP
YOUR DESIGN SOUL
Exceed the expectations placed on
designers and researchers by becoming
Business Thinkers.
@ryanrumsey
www.ryanrumsey.com

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Hi y’all!
I’m Ryan Rumsey,
Founder at
Second Wave Dive
@secondwavedive
www.secondwavedive.com

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A few of my past lives
Digital Transformation
Cultural Transformation
Customer Innovation
Product Innovation
Workforce Innovation
Customer Experience
User Experience
Employee Experience

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Author of
“Business Thinking
For Designers”
www.designbetter.co

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Diving into the
deep end of design
maturity cause this
sh*t is hard.
Training and (un)consulting for mid-career
professionals and organizations.

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Before we
get started

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Let’s try an
experiment in
slid.do.

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XD Summit 2020
Consider the
question “What is
great design?”
In sli.do, enter
4 words that
answers this
question.
Click “send” after
each word.

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Let’s go!

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Source: https://www.pinterest.com/pin/32580797273738604/
For the last 10
years, Design
has been all the
rage.

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D
Business
Engineering
Our favorite
Venn diagram
worked.

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Our tools,
methods, and
reports are now
a mainstay.

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Design-led
companies beat
the S&P.

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We have rad
case studies
from companies
that inspire us.

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Design execs
are now
commonplace.

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Yay, we did it!!!

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Design has a
seat at the
table*
*That seat might not be what we imagined

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Many business
leaders are still
struggling to
understand the
value of design.

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Many designers
are struggling
with realities of
organizational
change and
innovation.
Source: https://twitter.com/tomfishburne/status/911252634425683968

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Majority of
design teams
stuck at
maturity levels
2 and 3.
A select group of companies are receiving the most value from design
for business. Although nearly 80% of companies include design on
projects often or almost always, just 5% are empowering design for
the greatest benefits, and 41% have significant room to grow.
Few benefit most
Level 1:
Producers
41% of companies
More adoption of design
More benefits from design
Level 2:
Connectors
21% of companies
Level 3:
Architects
21% of companies
Level 4:
Scientists
12% of companies
Level 5:
Visionaries
5% of companies
*Based on 2,229 respondents
11
Ready to level up? InVision can help. Learn how.
Source: https://www.invisionapp.com/design-better/design-maturity-model/

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Investment in
design work is
often still
questioned.

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Often resulting
in false starts,
frustrations,
confusion, and
turnover.

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For the next
~20 minutes...

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Business-y stuﬀ
you should
know to elevate
your inﬂuence.

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5 Whys,
4 Whats,
3 So Whats,
2 Hows
1 Shape… 
DIVE!
Source: Sam Gilbey

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Why(5) in the
world do we
need to learn
more stuﬀ?

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The expectations of
design are not
always fully realized.
We need to better understand what is
expected of us to increase the level of design
maturity in our organizations.
1

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Prioritization is really
freakin’ hard. We need
to know that doing it well
requires less ﬁnger-
pointing.

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“For all the value they
could create, too often
designers appear naive
in the face of genuinely
understanding cultures
of decision-making.”
- Dan Hill, Dark matter and trojan horses. A
strategic design vocabulary.

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Expects…
Schedules
Agendas
Examples
Proof
Numbers
Expects…
Trust & Patience
New behavior
New thinking
“Imagination” 
“Creativity”
Design Business
Talks about…
Innovation
Breakthroughs
Disruption
Results
Impact
Signiﬁcant language
gaps still remain.
We need to speak about the value of design
through languages that are already valued.
Source: Tom Mulhern and Steve Portigal
2

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This is not the language
of business decision-
making.

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Nor is this.

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Nope.

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Ethics, equity, and
compassion matter.
We need show how being clear, human, and
serving basic needs in diﬃcult times is more
than aspirational; they are viable, desirable,
and feasible trade-oﬀ decisions.
3

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Source: https://theblog.adobe.com/design-ethics-who-designers-really-work-for/
As designers become
savvy to how decisions
are made, we can better
hold our organizations
accountable to live up to
these values.

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We’re still the new
kids on the block.
We need to better understand we’re often
introducing new culture into existing culture.
4

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“When organizations establish the right
conditions for design and make room for
it in core processes, they also experience
deeper customer understanding, bolder
exploration and experimentation, and
more informed decisions vetted through
the continuous testing and learning
process design enables.”
- The New Design Frontier by InVision

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“When organizations establish the right
conditions for design and make room for
it in core processes, they also experience
deeper customer understanding, bolder
exploration and experimentation, and
more informed decisions vetted through
the continuous testing and learning
process design enables.”
- The New Design Frontier by InVision
I’ve never seen an organization organically
establish these conditions for designers!

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5
Resilience and
compassion are
viable options.
We need demonstrate how being clear,
human, and saving basic needs in diﬃcult
times is a viable, desirable, and feasible trade-
oﬀ decision.
Source: Max Whittaker, New York Times

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“We were one of the ﬁrst to shut down.
We might be closer to the last to reopen
fully — I don’t really care. We are doing
everything we can to ensure that our
employees are taken care of in the best
way possible and we’ll make those
decisions as we come to them.”
- Rose Marcario, CEO, Patagonia

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What (4)
business-y
things do we
need to
know?

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Our colleagues are
human too.
We need to better communicate our value to
everyday processes, funding decisions,
resource allocations, and overall business
viability.
Empathy Map Canvas Designed for: Designed by: Date: Version:
WHO are we empathizing with? What do they need to DO?
What do they need to do differently?
What job(s) do they want or need to get done?
What decision(s) do they need to make?
How will we know they were successful?
Who is the person we want to understand?
What is the situation they are in?
What is their role in the situation?
GOAL
What do they SEE?
What do they SAY?
What do they DO?
What do they HEAR?
What do they THINK and FEEL?
What do they see in the marketplace?
What do they see in their immediate environment?
What do they see others saying and doing?
What are they watching and reading?
What have we heard them say?
What can we imagine them saying?
What do they do today?
What behavior have we observed?
What can we imagine them doing?
What are they hearing others say?
What are they hearing from friends?
What are they hearing from colleagues?
What are they hearing second-hand?
© 2017 Dave Gray, xplane.com
Last updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/
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3
4
5
6
7
PAINS GAINS
What are their fears,
frustrations, and anxieties?
What are their wants,
needs, hopes and dreams?
What other thoughts and feelings might motivate their behavior?
1

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Culture is
complex—to get
an accurate
picture, you need
to gauge multiple
layers in
behavior.
COMMUNICATING
EVALUATING
PERSUADING
LEADING
DECIDING
TRUSTING
DISAGREEING
SCHEDULING
High-Co
Indirect Negative Feed
Application
Hierarc
Relationship-b
Avoid Confron
Flexible
Low-Context
Direct Negative Feedback
Principles-First
Egalitarian
Consensua
Task-
Confrontational
Linear Time
STAKEHOLDER PROFILES

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Change is
personal—not
evyerone will be
buying what
you’re selling.
Forces for change Forces against ch
The proposed change
(+5) Degree of influence (+1) (-1) Degree of influe

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What’s better for
customers might
not be better for
the organization.
Customer
H&R Block
API
IRS
Employer
Bank data
Tax refund receipt
Customer data transfer
Receipt confirmation
Employee annual withholdings
Employer tax data
Employee annual statement
Employee tax withholdings
Service fee
Receipt confirmation
Customer tax declaration
Additional tax payment
Bank
Deposit
Notification
D
irect D
eposit
Preparation fee
Audit notification

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Math matters
We we need to demystify what leaders mean
when they say, “ROI”. Desirability meets
viability through numbers and challenge
business assumptions, we must start with the
math assumptions.
2

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1. What do I get?
2.How much do I get?
3.When do I get it?
4.How much will it cost?
When organizations
invest in making new
products, executives
and sponsors want to
know four things.

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In context of a
project, ROI is a
measure which is
used to gauge
eﬃciency or
eﬀectiveness of
your investment
in a project.
=
-
Return
Cost
Cost
ROI X 100%

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=
x
Number  
of customers
Annual
customer
value
Projected % -
current %
Incremental
dollars  
earned
Math of Retention
x

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=
x
Number  
of customers
Annual
customer
value
Projected % -
current %
Incremental
dollars  
earned
Math of Retention
x
IF MATH
ISN’T
SED, IT’S A
GUESS

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=
x
Number  
of customers
Annual
customer
value
Projected % -
current %
Incremental
dollars  
earned
Math of Retention
x
THERE IS NO
W
AY
TO
CALCULATE
ALUE OF A
GUESS

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Our rationale is as
important as our
recommendation.
We need to add alternative storytelling
methods to alternative business situations.
Situation
Slide 1
Complicatio
n
Complicatio
n
Complic
n
Resolution
#1 w/ SWOT
Slide 14
Data
Slide 3
Data
Slide 4
Data
Slide 5
Data
Slide 7
Data
Slide 8
Data
Slide 9
Data
Slide 11
Data
Slide 1
Resolution
#2 w/ SWOT
Slide 15
Resolu
#3 w/ SW
Slide 1
3

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Your partners are
suﬀering from
decision fatigue
Source: www.webcomicname.com

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“…your partners need
to know why you
decided to tell the story
in a particular way so
they can better
understand your
rationale and
argument.”
- Ryan Rumsey, Business Thinking for
Designers

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What narrative
storytelling delivers
in inspiration, it
misses in expressing
the business
reasoning of the
storyteller.

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Situation
Slide 1
Complication
Slide 2
Complication
Slide 6
Complica
Slide 1
Resolution
#1 w/ SWOT
Slide 14
Data
Slide 3
Data
Slide 4
Data
Slide 5
Data
Slide 7
Data
Slide 8
Data
Slide 9
Data
Slide 11
Data
Slide 12
Resolution
#2 w/ SWOT
Slide 15
Resolut
#3 w/ SW
Slide 1
In circumstances
where organization
trust is still an issue,
this is particularly
important!

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Problem-solving
from diﬀerent
viewpoints does not
address the
complexities of
behavior change.
STRENGTHS WEAKNESSES
OPPORTUNITIES THREATS
Helpful
To achieving the
objective
Harmful
To achieving the
objective
Internal
attributes of the
organization
External
attributes of the
environment
SWOT Analysis

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Transformation,
Innovation, and
Reorgs are all fancy
words for behavior
change.

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We help create
competitive
advantages.
We need to frame how alternate designs
impact alternate business outcomes.
4

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Not all
organizations
need the same
level of design
maturity to be
successful.

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If we , then we will , which will
Increase
accessibility
Reduce
errors
Decrease
friction
, and will , which , so that
Reduce
cognitive
load
Improve
quality of
services
provided
in the end we .
Increase
revenues
from new
customers
Cause and eﬀect
models show how
those competitive
advantages come
about.

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Test A
Test B
Option A: Quicker to market, reduced growth returns, maintain credibility with customers
Option B: Slower to market, larger growth returns, additional costs, increased credibility
Quicker to market
Smaller returns
Aﬀordable
Maintain credibility
ROI in 6 months
Reduced target goal
Slower to market
Larger returns
Additional up-front costs
Increased credibility
ROI in 18 months
Closer to target goal
+ 150 users
Reduce errors in
on-boarding by
10%
Increase growth
by 10%
- 5%
+ 400 users
Increase time-on-
task for product
selection by 10%
Increase growth
by 10%
+ 23 seconds
There are
six ways to
Sunday.

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So what (3)
might
happen if
you learn
this stuﬀ?

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“The team gained more
clarity because we had
shared understanding
on how to work as a
partnership.”
- L.M., Sr. Product Designer
TRUST
1

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“I feel powerful!
I ﬁnally have the
framework and way to
visually organize and
communicate a design
strategy.”
- S.M., Product Design Director
CONFIDENCE
2

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“Our partners are
coming to us directly,
from the start, to help
them make key
decisions.”
- V.C., Design Lead
MATURITY
3

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How (2) can
we start
connecting
the dots?
2

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Become a historian.
We need to research, study, analyze,
interpret, and document what happened
with previous attempts before we attempt
something new.
Source: www.markettoonist.com
1

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Says
Does
Thinks & Feels
Hears
What have we heard them
say? What can we
imagine them saying?
needs, hopes and
dreams? What are their
fears, frustrations, and
anxieties?
What are they hearing
others say? What are they
hearing from colleagues?
What are they hearing
second-hand?
What do they do today? 
What behaviors have we
observed? What can we
imagine them doing?
We know how
to do this.

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Pivot from
buy-in to buying.
We need to sell outcomes that relieve
partner pains, create organizational gains,
and ensure it aligns with our value systems—
test with Sidekicks, scale with Champions.
Source: www.markettoonist.com
2
CHALLENGERS CHAMPIONS
SAY-NOS SIDEKICKS
(-) Willing to Experiment (+)
(-) Power and Inﬂuence (+)
Stakeholder Map

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Design Value Activities
For this partner… Who is trying to do… And is frustrated by… And will see success as… We provide this value… And use these prompts… At these times… To result in this behavior…
The
Product
Manager

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The shape (1)
of the design
approach.

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Understand

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Understand
People
Behavior
Systems
Skills
Models
Strategies
Empathy Map Canvas Designed for: Designed by: Date: Version:
WHO are we empathizing with? What do they need to DO?
What do they need to do differently?
What job(s) do they want or need to get done?
What decision(s) do they need to make?
How will we know they were successful?
Who is the person we want to understand?
What is the situation they are in?
What is their role in the situation?
GOAL
What do they SEE?
What do they SAY?
What do they DO?
What do they HEAR?
What do they THINK and FEEL?
What do they see in the marketplace?
What do they see in their immediate environment?
What do they see others saying and doing?
What are they watching and reading?
What have we heard them say?
What can we imagine them saying?
What do they do today?
What behavior have we observed?
What can we imagine them doing?
What are they hearing others say?
What are they hearing from friends?
What are they hearing from colleagues?
What are they hearing second-hand?
© 2017 Dave Gray, xplane.com
Last updated on 16 July 2017. Download a copy of this canvas at http://gamestorming.com/empathy-map/
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3
4
5
6
7
PAINS GAINS
What are their fears,
frustrations, and anxieties?
needs, hopes and dreams?
What other thoughts and feelings might motivate their behavior?

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Understand
People
Behavior
Systems
Skills
Models
Strategies
COMMUNICATING
EVALUATING
PERSUADING
LEADING
DECIDING
TRUSTING
DISAGREEING
SCHEDULING
High-Context
Indirect Negative Feedback
Application-First
Hierarchical
Top-
Relationship-based
Avoid Confrontation
Flexible Time
Low-Context
Direct Negative Feedback
Principles-First
Egalitarian
Consensua
Task-
Confrontational
Linear Time
STAKEHOLDER PROFILES

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Understand
People
Behavior
Systems
Skills
Models
Strategies
Forces for change Forces against change
The proposed change
(+5) Degree of influence (+1) (-1) Degree of influence (-5)

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Understand
People
Behavior
Systems
Skills
Models
Strategies

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Understand
People
Behavior
Systems
Skills
Models
Strategies
Customer
H&R
Block
API
IRS
Employer
Bank
Tax refund
Customer data
Receipt
Employee annual
Employer tax
Employee annual
Employee tax
Service
Receipt
Customer tax
Additional tax
Bank
Deposit
D
irect
Preparation
Audit

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Understand
People
Behavior
Systems
Skills
Models
Strategies
Financial
Perspective
Customer
Perspective
Operations
Perspective
Learning &
Growth
Perspective
Reduce costs
to produce
Maximize
use of existing
assets
Increase
revenues from
new
Increase
revenues from
new
Increase
number of
products
Maintain
customer retention
Improve
quality of services
provided
Understand
accessibility gaps Identify product
Increase
velocity to market
Duplicate
working processes Assemble R&D
focus units
Accelerate Design Enhance
Business 101
Cultivate
cultural shifts
Ensure
compliance
To remain in business, what are the things we must do: Generate
revenue? Growth? Reduce Costs? Retain Users?
To meet a ﬁnancial objective, what are the things we need to give
to customers to satisfy them? (Hint: Value Prop)
To meet a customer objective, what are the things we need to do
To meet an operational objective, what are the things we need to
develop, learn, and grow internally?

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Understand
Reﬂect

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Reﬂect
VERY EXCITED
HARD TO DO
3
VERY EXCITED
EASY TO DO
1
LITTLE EXCITEMENT
HARD TO DO
4
LITTLE EXCITEMENT
EASY TO DO
2
Fogg Behavior Model 2x2 Grid
Motivations
Abilities
Prompts

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Understand
Reﬂect
Remix

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Remix
Structures
Processes
Tools
Methodologies
Ceremonies
Practices
Situation
Slide 1
Complicatio
n
Complicatio
n
Complicatio
n
Resolution
#1 w/ SWOT
Slide 14
Data
Slide 3
Data
Slide 4
Data
Slide 5
Data
Slide 7
Data
Slide 8
Data
Slide 9
Data
Slide 11
Data
Slide 12
Data
Slide 13
Resolution
#2 w/ SWOT
Slide 15
Resolution
#3 w/ SWOT
Slide 16

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Prioritize
Problems
Research Synthesize Ideate
Iterate &
Implement
Is this product
worth
suporting?
Remix
Structures
Processes
Tools
Methodologies
Ceremonies
Practices

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Remix
Structures
Processes
Tools
Methodologies
Ceremonies
Practices

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Product Score 84.00% B
Usability 86.9% B
Functionality 91.9% A
Credibility 64.5% D
Awareness 87.9% B
Product Score 84.00% B
Usability 86.9% B
Functionality 91.9% A
Credibility 64.5% D
Awareness 87.9% B
T
T
c
Too
Dia
Remix
Structures
Processes
Tools
Methodologies
Ceremonies
Practices

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Understand
Reﬂect
Remix
1

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Wait, what
about that
experiment?

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Reviewing the
answers for “What is
great design?”

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Why might business
leaders and partners
struggle with these
answers?

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When we’re not
aligned, they think
we’re just making
things up.

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This experiment was
not about what great
design is—it was
about seeing with
new eyes.

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Takeaways

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Anticipate the needs
and behaviors of
your colleagues;
they’re human too.

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Visualize your
business to learn
your business.

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Create competitive
advantages with
meaningful,
productive, ethical,
and transformative
design.

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Use languages that
are valued and
understood to
communicate the
value of design.

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January, 2021
Strategic Business
Thinking for Designers
DURATION: Six weeks; 6-8 hrs/week
FORMAT: Virtual Classroom
AVAILABILITY: 18 participants
January 2021
Strategic Business
Thinking for
Designers
Format:
Virtual classroom;
Duration:
Six weeks; 6-8 hrs/week
Availability:
18 participants

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Be the ﬁrst to know.
www.secondwavedive.com/newsletter
Strategic Business Thinking for Designers
The Design Stracademy
—time to break the
status quo.
Dates: January 2021
Format: Virtual classroom;
Duration: Six weeks; 6-8 hrs/week
Availability: 18 participants

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Elevate your
inﬂuence, keep your
design soul.
Thanks for your time. Be safe and well.
www.ryanrumsey.com
www.secondwavedive.com

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Elevate your influence–Keep your design soul; Fresh2Design

Elevate your influence–Keep your design soul; Fresh2Design

Ryan Rumsey

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