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Design Thinking – The Art of Possible
March 7, 2019MBI – GP Strategies Company Confidential
3
Keith Keating20 years in Learning & DevelopmentGlobal Learning Strategies
- Problem SolverDesign Thinking PractitionerLived in 7 countriesCurrently lives between Toronto & Detroit, MI
AgendaOverviewValue of Design ThinkingDesign Thinking in PracticeDesign Thinking Case StudyQ&A
How does one company go from controlling 50% of the world’s smartphone market to less than 1%?
“We believed we knew better what customers needed than they did.“
- Blackberry Executive
“We focus on People’s needs and desires, rather than onlythe needs of the business.“
- Steve Jobs
What Is Design Thinking?
Leads to human-centered
products, services, and internal processes
Unlocks needs and problems, even when the
users don’t know what they are
Set of principles for creative problem-
solvingA FOCUS ON PEOPLE
5 Stages of Design Thinking
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Learn About the Audience
Define Problem Statements
Brainstorm & Create Solutions
Build Representations of One or More Ideas
Test Ideas and Gain User Feedback
A Nonlinear ProcessDesign Thinking
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
The Whole Is Greater Than the Sum of Its Parts
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EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Problem-Solving vs. Problem-Finding
DESIGN THINKING
LEAN START-UP
AGILE PDCA (plan, do, check, act)
Problem-Findingdoing the right thing
Problem-Solvingdoing the thing right
Who Can Use Design Thinking?
Anyone and
EveryoneAny
IndustryAny
Line of Business
• Airbnb founders attribute their initial success to Design Thinking, enabling them to uncover what customers actually want on the site.
• Airbnb has changed the Chief HR Officer function into the Chief Employee Experience Officer function, recognizing that "experience" is the essence of a workplace, especially among millennials.
• LinkedIn organized a 6-week program with 1,000 participants from LinkedIn, Facebook, Google, and other Silicon Valley companies.
• Purpose: Find solutions for specific issues around low employee engagement.
• Telstra applied Design Thinking to significantly enhance their new employee onboarding experience.
• Approach: Adopt a design-based approach to simplify and minimize information complexity and improve the efficacy of its onboarding experience.
Design Thinking in Practice
CHALLENGEReduce C-Sales Module
formal classroom training, currently at 26.75 hours of
content
SOLUTIONCreate a multi-modality
solution including a digitalized approach,
offering more performance support/digital resources for the salesperson before and
after the class
VALUESignificant cost savings
38% reduction in class time:- 700 hotel nights- 700 days away from
selling
How Might We Reduce Formal Classroom Training Time
Global Automotive Company
CHALLENGERegulator education is complex and political;
basic 1-day workshops are not meeting needs and
education is hard to measure and are very
expensive
SOLUTIONRethink the future of
government education by designing and offering scalable, topic-driven solutions that can be
more easily customized by countries
VALUELearning partners are
now proactive partners that are embedded as a
part of overall government engagement
strategies instead of workshops that need to
be filled
How Might We Rethink Our Learning Strategy
Global Financial Company
General ElectricBuilding a Better MR Scanner
General ElectricBuilding a Better MR Scanner
80% Child Sedation
Rate
General ElectricBuilding a Better MR Scanner
<8% Child Sedation
Rate
Value of Design Thinking
Transforms us from “order takers” to business partners
Reframes business problems
Drives innovation and creative problem-solving
Anyone can adopt
Puts people first
Why Aren’t We Using It More?
The name
One-time event vs. culture change
Stops at theory (I get it. I read an article.)
Takes practice
Risky, disruptive to process, many unknowns
-
5 L&D Design Thinking ApplicationsHow Might We…
Create a culture to empower creativity, collaboration, and innovation
Improve the employee experience and engagement
Redesign the employee reward system in a way that is meaningful to employees
Attract and retain new talent
Improve the learner experience
3 Skill-Building Ideas
Reimagine your favorite product
Reimagine team collaboration
Reimagine a wallet
GM CoL Design Thinking Project Improve Learner Experience
EMPATHIZELearn About the Audience
Empathy
The Foundation of Design Thinking
Capacity to understand or feel what another person is experiencing
Uncovers Voice of the Customer
Removes Bias
Empathy3 Approaches
LOOKObservation
2TRY
Immersion
1ASK
Engagement
3
Immerse yourself in the experience of others
Figuratively wear many hats. Try to experience the same as your customer does. Uncover
hurdles, pains, inconveniences, etc.
Observe what people doFrom a distance, try to capture insights about your customer. Stay unobtrusive and almost invisible for the sake of spotting when the
problem occurs.
Capture what people say they do
Only one rule applies:Engagement should take place in the real
environment.
Design Thinking Initiative
75Interviews- BDC- Service Advisor- Sales Consultant - Sales Manager
DEFINEDefine Problem
Statements
DefineClarify your point of view.
How Might We…
Record your insights and pinpoint the need.
Reframe it so it’s meaningful and actionable. (It’ll drive your design.)
FELT
DIDSAID
THOUGHT
User Personas
BDC Insight
Sales Consultant
Insights
Sales Manager Insights
Service Advisor Insights
• Focuses on being an effective coach• Prefers interactive and hands-on training for the team• Lacks time to do everything they “should” do• Feels the younger generation lacks etiquette and soft skills• Wants additional training on incentives• Frustrated by high turnover within dealership
• Prefers training that is personalized to needs: tiered, realistic, & hands-on
• Needs to mollify and build relationships withdisgruntled customers who arrive angry and are in bad moods
• Feels strongly that there is not enough live, instructor-led training
• Requests training on how to sell new products and services to the customer using language the customer will understand
• Struggles to find time to complete training with back-to-back appointments and a commissioned pay structure
• Requests training customized to their learning needs and interaction style
• Appreciates explicitly stated and tracked goals• Enjoys a team environment with coaching
and peer-to-peer learning• Needs knowledge of products, service functionality,
and warranty
• Prefers in-person, hands-on learning, role-playing, and real-life scenarios in training
• Needs help with time management, how to structure their day, and handling rejection (New SC)
• Uses technology less frequently to support their business (Veteran SC)
6 Key Themes Emerged Across All Locations
Understanding people is critical to success, so learners want soft skills training: listening, reading people, cultural training, relationship building.
Learners need inspiration and support to stay motivated and gain confidence and competency.
Learners desire training that is personalized to their learning needs and covers topics that they want to build on based on their experience and interests.
Learners want the flexibility to learn what they want or need, but with enough structure to understand goals, expectations, and what they should do next.
Learners prefer hands-on and interactive learning so that they can learn and apply the information at the same time.
Learners recognize the need for learning, but time spent training is time away from selling.
5
6
4
3
2
1
Learners prefer hands-on and interactive learning so that they can learn and apply the information at the same time.
Learners recognize the need for learning, but time spent training is time away from selling.
5
6
Problem #1“I need to learn from experience, so I can apply as I learn.”
…give learners experiential ways to learn on their own?
…enable people to learn from others
on the job?
How Might We…
…change the perception of what “training” means?
…provide training that doesn’t take them away from the job?
How Might We…
Problem #2“Time training is time away from selling.”
IDEATEBrainstorm &
Create Solutions
IdeateThe Art of Possible
“It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.”*
FocusFocus
Flair
*Stanford d.School
Impact/Feasibility Prioritization Matrix
Vote
Sketch/Storyboard
Idea Share
IdeateIdeation Process
IdeateStory ShareIdea Share
IdeateSketch / StoryboardSketch/Storyboard
IdeateVoteVote
DisruptiveWild CardDoable
FEASIBILITY
High
Low High
IMPA
CT
Lower Priority
Stars
Quick Hits
Big Bets
Ideate
Secret ShopperPlayback
Center ofMy Learning Video Vince +
Role-Based MissionsMobile Molly
AI / Passive Listening,Feedback, Reminders
Sell LikeWe Do
PersonalizedDaily Brief
Mobile Flash Cards
Aspirational Education
Dealer IQ
The UnpreparedInstructor
Prioritization Matrix
PROTOTYPEBuild Representations of One or More Ideas
PrototypeBuild Representation of Your Ideas
Low-Fidelity Prototypes
High-FidelityPrototypes
PrototypeLow-Fidelity
PrototypeHigh-Fidelity
From a Map & PowerPoint Sketch To a Functional Prototype To a Live App
Sell Like We Do(Social)
Mobile Molly(Chatbot)
Video Vince(Virtual Feedback & Coaching Tool)
TESTTest Ideas and Gain
User Feedback
Test
Watch How They Use
(and Misuse or Don’t Use)Your Prototype
Chatbot Prototype - Engagement
UP TO
74% of participants stayed active through 75% of the chats (nine chats)
High engagement for
9 days
157 RESPONSES (45%)
Chatbot Prototype - Overall ExperienceNet Promoter Score (NPS)
We’ve shared a great journey! On a 1–10 scale, how likely would you be to recommend this texting service for future trainings?
1 = Not likely, 10 = Definitely
69 NPSwith the shorter duration track!
NOSunday Texts!
An NPS of 50
is GREAT!
Chatbot Prototype - Observations
Sales consultants engage with a “mobile coach”
…Those who like it, really like it
Product Trainers greatly influence
participation rates
A more intense, short cycle was
preferred
“Chat” during working hours …
and never on weekends
Chatbots can help reinforce and
refresh knowledge, increasing retention
1 2 3 54
Q&A
gpstrategies.com
© 2018 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, Academy of Training, Asentus, B2B Engage, Bath Consultancy Group, Beneast Training, BlessingWhite, CLS Performance Solutions, Clutterbuck Associates,Communication Consulting, Effective-People, Emantras, Future Perfect, GP Sandy, Hula Partners, IC Axon, Information Horizons, Jencal Training, Lorien Engineering Solutions, Marton House, Maverick Solutions, McKinney Rogers, Milsom, Option Six, PCS,PerformTech, PMC, Prospero Learning Solutions, Rovsing Dynamics, RWD, Smallpeice Enterprises, Ultra Training, Via Training, YouTrain, EtaPRO, GPCALCS, GPiLEARN, GPiLEARN+, GPSteam, and VirtualPlant are trademarks or registered trademarks of GPStrategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation
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We’re at our best when helping our clients achieve their best.
Making a meaningful impact on the world together.
Keith KeatingSenior Director, Global Learning [email protected]
59
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