design-led innovation at work
TRANSCRIPT
Janaki Kumar Design and Co-Innovation Center, SAP
Design-led Innovation at work3 tips to be an effective agent of change
Janaki Kumar Head of Design and Co-Innovation Center, SAP Labs, Palo Alto
http://hpi.de/en/school-of-design-thinking.html
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Jane
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“ This is not how we do things here… ”
“ We don’t have time for that… ”
Can you empathize with Jane?
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• Humanize business software through design
• Foster a culture of design-led Innovation in Organizations
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Mission
400+Customer
Engagement
450+
Ice Cream Delivery
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Private Jet Customization
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NHL Sports Statistics
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17,629 requests@JANAKIKUMAR
Super Bowl City
City of Boston
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Business
Human Values (usability, desirability)
Business viability
Technologyfeasibility
Innovationdisruption
Technologydisruption
Userexpectation
Needed
changing
How might help our stakeholders be effective change agents?
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3 Tips to be an effective agent of change
Articulate ValueTIP 1
Design-centric organizations in the USA out-perform
D.INDEX: Whirlpool Ford IBM Nike Starwood Steelcase Coca-Cola Apple Newell Rubbermaid Target Starbucks Disney Herman Miller P&G Intuit
Design innovation increases the value of User Experience
http://experience.sap.c om/designservices
UX Value Calculator
Launch
Monetary Value
Human Value
GainProductivity
SaveTraining
Costs
DecreaseUser
Errors
DecreaseChange
Requests
IncreaseUser
Satisfaction
IncreaseCustomer
Loyalty
IncreaseSolutionAdoption
StrengthenRelationship
(IT and Business)
Customize Innovation ProgramTIP 2
PEOPLE PROCESS PLACE
the 3 Pillars of Innovation Readiness
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PEOPLEwith right skill set and mind set
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a culture of innovation:
PEOPLE
Design talent in the organization
Team composition ratio of 8 : 1 : 1
Collaboration across teams
Design knowledge and competence throughout the organization
Management support/buy-in for a design strategy
Design role at executive level providing strategic impact
Design status and priority in the company
PROCESSthat makes time for empathy, iteration, and cross functional collaboration
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Problem Framing Problem Solving
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a culture of innovation:
PROCESSIterative, repeatable, human-centered processes used
Starts with empathize with end users at every stage of development
Insights from end user involvement improve design
Problem finding before problem solving
Design standards, guidelines, best practices applied consistently
Design thinking used for development and business problems
Design as part of the corporate strategy
Teams work in an agile fashion with flexibility and speed
PLACEthat celebrates creativity and collaboration
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a culture of innovation:
PLACESpaces to co-innovate with customers and end users
Interdisciplinary product development teams
Maker culture spaces designed for creativity
Physical Spaces
Project rooms
Virtual spaces
Openness to meeting end users where they work
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The 3 Pillars of a Culture of Innovation
PeopleAn organization needs the right
mix of design skills & team members with a mindset for
design-led innovation. In addition, executive support is essential to ensure that design
is treated as a priority at the company.
ProcessProcess refers to the way in which people collaborate,
discover problems & co-create with end users to solve them. It is essential that this iterative &
human-centered process is applied to development & business problems alike.
PlacePhysical space plays a key role in fostering innovation &
creativity. Teams need dedicated spaces where they can collaborate, iterate & co-
innovate with end users & customers on projects.
the 4 Stages of to Innovation Readiness Fostering Culture of Design-led Innovation
InterestedNoticing
Individual success
Ad hoc, unintentional
Grass roots
Design seen as costs
InvestedAdopting
Design is important
Resources provided
Best practices defined
Point solution not
repeatable
EngagedRealizing
Design competency
Design used in day-to
ScaledInnovating
Collaboration w/ business
Co-innovation with end users
Design as business strategy
Process in place and scaled
World class design expertise
Awards in design & innovation
-day business
Facilitates coherency
of brand
1 2 3 4
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1. Interested
• Noticing• Individual success• Ad hoc, unintentional• Grass roots• Design seen as costs
Stage 1: Interested1 2 3 4
People• Few dedicated design resources; individual success• Limited design skills on the team• Methods performed by team not trained or dedicated to design• Development teams not open to new ways of doing things• Departments are organized by silosProcess• Design is not a priority; ‘We like how we have always done things’• End users’ voice is not heard and needs not understood• Design applied as an after thought and is uncoordinated• Activities, if any, typically done at the end of development cycle• Inconsistent quality across products• Little or no tolerance for failure• ‘Iteration’ not a mind-set for the development processPlace• No creative or dedicated spaces available • Tele-conference and online meetings in place, but not used often
2. Invested
• Adopting• Design is important• Resources provided• Best practices defined• Point solution not
repeatable
Stage 2: Invested1 2 3 4
People• Hire some dedicated team members with training in design• Too few designers to influence design early in the development process• Some executive support or sponsorship• Managers often hinder design process due to perceived time requirements and costs• Silos between some departments begin to break downProcess• Activities still being done later in the development cycle• The way they currently do things has been successful; no urgency to change• Methods not consistently performed• Quality becomes more consistent• Best practices starting to be defined• ‘End user involvement’ mind-set beginning to influences designPlace• No dedicated work spaces; work is done in offices or cubicles• Teams meet in conferences rooms • Some virtual infrastructure in place
3. Engaged
• Realizing• Measurable
effectiveness• Design competency• Facilitates
coherency of brand
Stage 3: Engaged1 2 3 4
People • Engaged skilled designers
• Interdisciplinary teams being formed
• Scalability is an issue
• Design and innovation is important to the company
• Removal of department silos foster collaboration across teams
Process• Design strategy defined with goals, KPIs, and improvement programs
• User-centered design process is well defined and applied
• Open to exploring new ways of working
• Consistent quality across projects
• Design thinking used for development projects and for solving business problems
• ‘End user involvement at every stage’ mind-set guides the design
• ‘Iteration’ mind-set eases the fear of failure
Place• Open work spaces available for teams and some co-innovation with end users
• Small team pods and projects rooms are used to keep design artifacts and share unfinished work
Stage 4: Scaled
4. Scaled
• Innovating• Collaboration w/ business• Design as business strategy• Process in place and scaled• World class design expertise• Awards in design & innovation
1 2 3 4
People• Team ratio is optimal – 8 : 1 : 1 (8 developers, 1 product owner, 1 designer)• Innovation design role at executive level (Chief Design Officer, Chief Experience Officer, etc.)• Staff recognized as leaders in the design industry and winning design awards• Broad design training and design competence across the organization• Design and innovation is incorporated into the business strategy Process• Human-centered design process in place and applied to all projects• Everyone across the organization using design thinking on their day-to-day work• Empathy for end users with a focus on problem finding before problem solving• Teams are willing to change the way they do things and easily adapt to new ideas• ‘Fail often and fail early to succeed sooner’ mind-set fosters innovationPlace• Maker culture where dedicated space is designed for creativity and co-innovation• Creative, collaborative workspaces are available and used for all projects• Teams can flow, move desks, as projects change• Guidelines are in place for effective meetings (in-person and virtual)• Strong infrastructure in-place for virtual team work
Survey: https://surveys.sap.com/SE/?SID=SV_6EAOVqgmxzOwMzX
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Common barriers to a culture of Innovation:• Lack of design skill-set & mindset
• Little executive of middle management support
• Product development process not conducive for innovation
• Siloed organization - cubicle environments with little collaboration
between departments
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Prepare for a journeyTIP 3
SAP JOURNEY
Barrier
Name, Org, Com
Barrier
Current State
Future State
Strength
Barrier
Strength
Strength
Visualize your journey!
Project BriefSAP DCC team worked for a State Government to deliver a Design Thinking workshop to create the following design challenge that was co-developed by the State and DCC teams: “ How might we make the State government more innovative and serve the needs of citizens better?”
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Design-Led Innovation at Work 3 Tips to be a Successful Agent of Change
• Articulate Value • Customize your Innovation Program • Prepare for a journey
fosterinnovationculture.com
Janaki Kumar VP, Head of Design and Co-Innovation Center, America @janakikumar