design thinking 2017: new to design thinking
TRANSCRIPT
DESIGN THINKING CONFERENCE | 1UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
BRIGHTSPOT STRATEGY
New to Design ThinkingFostering Small Wins to Gain Momentum
Design Thinking ConferenceApril 25, 2017
DESIGN THINKING CONFERENCE | 2UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
Amanda KrossDirector
brightspot
Amanda WirthSenior Strategist
brightspot
Anders TseStrategistbrightspot
Emily Puckett RodgersSpace Design &
Assessment LibrarianUniversity of Michigan
welcome!
DESIGN THINKING CONFERENCE | 3UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
To introduce an approach to design thinking that fosters quick wins while building momentum for ongoing success.
our goal
DESIGN THINKING CONFERENCE | 4UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
To introduce an approach to design thinking that fosters quick wins while building momentum for ongoing success.
our goal1. Design thinking process
2. Practice exercise + toolkit
3. Case study
agenda
DESIGN THINKING CONFERENCE | 5UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we design engaging experiences that use learning to connect people to a purpose, a brand, information, and each other.
DESIGN THINKING CONFERENCE | 6UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we partner with leading corporations, universities, and cultural institutions.
DESIGN THINKING CONFERENCE | 7UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we help our clients better engage their people.
0% 100%
% engaged % NOT engaged
1 Gallup State of the American Workforce 2 Gallup Business Journal on Customer Engagement
3 National Survey of Student Engagement4 Morey Group Benchmark Survey
employees 1
customers 2
students 3
museumvisitors4 56%
40%
38%
32%
60%
62%
68%
44%
Companies in the top quartile of engagement have:
• 22% more profitability• 21% more productivity• 10% more satisfied
customers
DESIGN THINKING CONFERENCE | 8UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we guide practical transformation of your spaces, services, and organization.
research + insights
visioning + retreats
strategy + planning
communicationsservicesorganizations
implementation+ connecting
spaces
research + insights
visioning + retreats
strategy + planning
communicationsservicesorganizations
implementation+ connecting
spaces
research + insights
visioning + retreats
strategy + planning
spacesservicesorganizations
implementation+ connecting
communications
spaces
organization
servicesOur recent results include:• 253% increase in net promoter score• 89% employee engagement• 91% team effectiveness• 69% faster response times• 30% reduced space costs
DESIGN THINKING CONFERENCE | 9UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
NEW TO DESIGN THINKING?
DESIGN THINKING CONFERENCE | 10UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
divergent + convergent thinkingBRIGHTSPOT’S APPROACH
DIVERGECONVERGE
DESIGN THINKING CONFERENCE | 11UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phasesBRIGHTSPOT’S APPROACH
UNDERSTANDING EXPLORING TESTING
DESIGN THINKING CONFERENCE | 12UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phasesBRIGHTSPOT’S APPROACH
UNDERSTANDING EXPLORING TESTING
DESIGN THINKING CONFERENCE | 13UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phasesBRIGHTSPOT’S APPROACH
UNDERSTANDING EXPLORING TESTING
[Empathize, Define]
Process of gathering data about the organization, its users, and
the context it exists within. Summarizing research and articulating implications.
[Define, Ideate]
Process of defining a preferred direction and generating possible solutions that support the needs
of the user and organization.
[Prototype, Test]
Process of identifying priority solutions, ideas, or direction to implement, prototype, and test.
Iterate, Iterate, Iterate
DESIGN THINKING CONFERENCE | 14UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phasesBRIGHTSPOT’S APPROACH
UNDERSTAND EXPLORE TEST
TOOLS TO DIG
DEEPER
TOOLS TO IDENTIFY BRIGHT-SPOTS
DIVERGEDIVERGE
DIVERGECONVERGE
CONVERGE
CONVERGE
DESIGN THINKING CONFERENCE | 15UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phasesBRIGHTSPOT’S APPROACH
UNDERSTAND
INTERCEPT INTERVIEWS
PERSONAS
EXPERIENCE MAPPING
PRIORITIZING IDEAS
SERVICE DELIVERY CANVAS
PROTOTYPING + PILOTING
EXPLORE TEST
DESIGN THINKING CONFERENCE | 16UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
unique perspectiveBRIGHTSPOT’S APPROACH
» Connect the organizational goals and user needs
» Define your objective (what are you trying to solve for, what is your north star)
» Plan holistically across channels (space, digital), services, and organizational impact
» Provide both short-term and long-term application
» Offer hands-on practicing for your colleagues
» Embed touchpoints with users and stakeholders throughout the process: gain trust amidst change, communicate ideas
DESIGN THINKING CONFERENCE | 17UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase one: understanding
Process of gathering data about the organization, its users, and the context it exists within. Summarizing research and articulating implications.
DESIGN THINKING CONFERENCE | 18UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
methods (how)PHASE 1: UNDERSTANDING
LISTENING
» Interviews
» Surveys
» Journaling
» Intercepts / Tabling
LOOKING
» Observations
» Tours
» Shadowing
ENGAGING
» Experience Workshops
» Thematic Workshops
» Visioning Workshops
READING
» RFI’s
» Trend Research
» Peer Benchmarking
DESIGN THINKING CONFERENCE | 19UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
LISTENING
LOOKING
ENGAGING
READING
tell user stories
mental models
emotions and moti-vations
experience it ourselves
patterns of use
thick de-scription
alignment and buy-in
group dynamics
externalize ideas and reflect
values (why)PHASE 1: UNDERSTANDING
provide context to client
understand priorities
explore how to differentiate
DESIGN THINKING CONFERENCE | 20UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
a model for understandingPHASE 1: UNDERSTANDING
interviews personas use cases
QUICK WINS
understand individual needs, expectations, and experience
identify patterns across individuals that represent customer segments
define the needs of each customer segment through narrative experience descriptions
The Non-Communicator
The Novice
The Protectionist
The Super User
Fortune 50 Financial Services CompanyUniversity of Michigan New York Public Library
DESIGN THINKING CONFERENCE | 21UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase two: exploring
Process of defining a preferred direction and generating possible solutions that support the needs of the user and organization.
DESIGN THINKING CONFERENCE | 22UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
methods (how)PHASE 2: EXPLORING
MAPPING .
» Experience Mapping
» Affinity Mapping
» Position Mapping
» Network Mapping
EXPLORING FUTURES
» Vision
» Goals
» Guiding Principles
» Operational Models
EXPLORING SPACES
» Space Needs
» Workstyles
» Space Analysis
EXPLORING SERVICES
» Partnership Models
» Service Location Planner
» Service Portfolios
DESIGN THINKING CONFERENCE | 23UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
urgency
WORKSHOP FINDINGS: PROGRAM PRIORITIZATION
a model for exploringPHASE 2: EXPLORING
context experience mapping prioritizing
QUICK WINS
define the context for the experience map (activity, space, person, etc.)
map ideal experiences for each persona (using the 5-e’s)
explore and prioritize concepts within the experience map
Fortune 500 CompanyUC Davis Albright-Knox Art Gallery
brightspot | UC Davis Library 7
UNDERGRADUATESsix themes define the undergraduate academic experience
MAKING THE TRANSITION
LACKING IN AWARENESS
INTIMIDATING EXPERIENCE
SEEKING CONVENIENCE
REQUIRING USE OF RESOURCES
LOOKING FOR ALL-INCLUSIVE
DESIGN THINKING CONFERENCE | 24UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase three: testing
Process of identifying priority solutions, ideas, or direction to implement, prototype, and test.
DESIGN THINKING CONFERENCE | 25UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase three: testing
Process of identifying priority solutions, ideas, or direction to implement, prototype, and test.
The conventional design process maximizes risk,
cost, and time while minimizing iterations and responsiveness...
DESIGN THINKING CONFERENCE | 26UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
go leanPHASE 3: TESTING
Instead of beginning with an idea you think people want, spending years to develop it, launching it, and failing… you conduct quick tests with increasing detail to get feedback, learn, and deliver something you know customers will use and value.
Why adopt a lean approach?• Minimize risk• Build support and loyalty• Change the pitch
DESIGN THINKING CONFERENCE | 27UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
methods (how)PHASE 3: TESTING
POP-UPTest need, without physical changes.
MOCK-UPTest form, look, and feel; capture data on functionality.
PROTOTYPELow fidelity test of function to inform
strategy.
TRIALShow-term,
medium-fidelity test.
PILOTHigh-fidelity test to confirm design and build momentum.
INCREASE IN FIDELITY
INCREASE IN COST
DESIGN THINKING CONFERENCE | 28UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
prototypingPHASE 3: TESTING
Testing strategies for spaces, technology, policies, and norms to improve ideas, mitigate risk, build momentum, and make the case.
research insight: The workplace was inhibiting
side-by-side work that is critical for the success of
developers, designers, and project managers.
DESIGN THINKING CONFERENCE | 29UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
pilotingPHASE 3: TESTING
Testing a new workplace strategy—to be implemented across the University—with a champion group.
How can you pilot a mobile workplace within an industry resistant to
change?
before
after
New Ways of Working
Workplace Storage
Managing Flexible Teams
Workplace Technology
Workplace Norms & Protocols
DESIGN THINKING CONFERENCE | 30UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
We’ve saved 49 minutes per person each week.Many of the gains, like time spent looking for a room, waiting to hear from a manager, or unnecessary meetings appear to be likely by-products of having a wider variety of spaces from which to choose, and co-locating the entire office on one floor.
Conversely, issues like locating a colleague, distractions, and interruptions linger, and could likely be improved by further development and enforcement of behavioural norms that support areas of focus.
16 | Question Analysis
Reducing time lost in the work week
Time looking for meeting room
Unnecessary meetings
Technology issues
Waiting for feedback from manager
Waiting for feedback from colleague
Locating a colleague
Lost to distractions
Lost to interruptions
Estimated time lost to distractions per week (pre: 36 responses; post: 46 responses)
Worth noting is that both the pre- and post-move surveys didn’t permit fractions of hours, so many responses are likely inflated. This is why we are highlighting the minutes saved / lost rather than looking too closely at absolute times lost to distractions.
Time lost to distractions (acoustical, visual, etc)
Time spent locating a colleague
Time waiting to get feedback from a colleague
Time lost to interruptions
Time waiting to get feedback from a manager
Time lost to technology issues
Time spent looking for / booking a meeting room
Time spent in unnecessary meetings
0 0.5 1 HOUR 1.5 2
POST-MOVE (8.7 HOURS LOST PER WEEK)
23 MINUTES SAVED
18 SAVED
12 SAVED
10 SAVED
2 SAVED
8 LOST
8 LOST
PRE-MOVE (9.5 HOURS LOST PER WEEK)
a model for testingPHASE 3: TESTING
delivery canvas test measure
QUICK WINS
A visual framework to outline the pilot potential of a new service.
Test assumptions and refine your design through pilots, prototypes, etc.
Evaluate the success of your pilot to continue to improve.
Key Partners
service delivery canvas{ adapted from Business Model Canvas }
Required Infrastructure
Pilot Plan
Service Value Proposition
2.3.
Who are potential key partners? What are our motivations for these partnerships?What infrstructure does our service
value proposition require? (e.g. tools, technology, furniture, staffing)
How might we test this service value proposition in simple, user-centered, flexible, and measurable ways?
Direction of service delivery
For __________________ who ____________________ we offer with _________________that _____________________.
Staff + User RelationshipWhat type of relationship do our users expect us to establish and maintain? (e.g. personal assistance, self-service, community-building)
Location(physical + digital)
category: __________________ subcategory: __________________ service point: _________________________________
Where do we deliver our service value proposition to our users? What are its adjacencies?
User ProfileFor whom are we creating value? (e.g. undergrad, grad, faculty) What are their current problems? Biggest needs?
front of house [user-facing]
1.
back of house [staff ops]
Next StepsWhat do we need to understand in order to implement our service value proposition?
(user)
(motivation)
(list services here)
(unique characteristic)
(benefit)
undergraduates
need to study
• quiet spaces• group study rooms• course reserves• Ask a Librarian• coffee
a central location accessible to so many
inspires productivity
Passive - “We’re here when you need us.”
Shapiro Lobby + 4th floor retreat
Rearrange furniture• Seat occupancy
study to understand demand
• Identify furniture kit-of-parts
self-service + layered“I need to study.”Create
Bert’s Cafe
• Online platform to reserve a space or find a study space
• On room reservation panel
Undergraduate students
• Dorms are too loud• Cant’ find space• Need a place to meet
with project group
CanvasUniversity of Michigan Reward Gateway
DESIGN THINKING CONFERENCE | 31UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
practice design thinking
DESIGN THINKING CONFERENCE | 32UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
activity: storyboardingPRACTICE DESIGN THINKING
UNDERSTANDING EXPLORING TESTING
DESIGN THINKING CONFERENCE | 33UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
THINK VISUALSketch your thinking! Map relationships
between people, groups, spaces, services, needs, and ideas.
GET PHYSICALStep away from the computer! Get
together with your team to post-it ideas, make mock-ups, or role-play pilots.
WRITE IT OUTDraft, draft, draft! Write out your
assumptions, objectives, and conclusions to guide your process and thinking.
STAY FLEXIBLEChange is the only given! Anticipate
the unexpected and adapt to the situation through iteration.
philosophyPRACTICE DESIGN THINKING
DESIGN THINKING CONFERENCE | 34UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
grab your materials!PRACTICE DESIGN THINKING
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a
heavily saturated market and looking to overcome a number of challenges
to innovate and differentiate from the crowd. Users are unsatisfied with the
experience of troubleshooting issues with your product. Staff feel isolated
and are unable to collaborate across departments to problem solve and
meet user needs.
How might we design an engaging experience for both users and staff to
build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing
department
• Innovator by nature
• Enjoys connecting people across
the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at
her desk
• Prefers to work solo than
collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service
but is hesitant to return because of
difficulty contacting your customer
support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all
forms, from cocktail parties to VR
• Lacks brand loyalty — will buy
anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personasPR ACTICING DESIGN THINKING
EXPERIENCE DESIGN & STRATEGY
BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza?What else do we know about Sam?
What else do we know about Tammy?What else do we know about Tom?
12 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is looking to innovate and stand out from the market, but is currently dealing with a number of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECTFRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVEWho we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users), public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or most challenging experience you’ve had using our product and service (users). Tell us a story about a time when you had to collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUALSketch your thinking! Map relationships between people, groups, spaces, services, needs, and ideas.
GET PHYSICALStep away from the computer! Get together with your team to post-it ideas, make mock-ups, or role-play pilots.
WRITE IT OUTDraft, draft, draft! Write out your assumptions, objectives, and conclusions to guide your process and thinking.
STAY FLEXIBLEChange is the only given! Anticipate the unexpected and adapt to the situation through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to(goal)
because(insight/motivation)
What are we testing for?tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):Prototype (a rough mock-up built to test out a new concept)
Pilot (a replica of the final concept tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND the first
impressionthe
interaction the final impression
inviting the user back
TIME
what draws the user in
an exciting social
media adthe first
meet and greet
gathering personal
info a follow-
up incentive
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
DESIGN THINKING CONFERENCE | 35UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a heavily saturated market and looking to overcome a number of challenges to innovate and differentiate from the crowd. Users are unsatisfied with the experience of troubleshooting issues with your product. Staff feel isolated and are unable to collaborate across departments to problem solve and meet user needs.
How might we design an engaging experience for both users and staff to build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing department
• Innovator by nature
• Enjoys connecting people across the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at her desk
• Prefers to work solo than collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service but is hesitant to return because of difficulty contacting your customer support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all forms, from cocktail parties to VR
• Lacks brand loyalty — will buy anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personasPR ACTICING DESIGN THINKING
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
12 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is looking to innovate and stand out from the market, but is currently dealing with a number of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECTFRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVEWho we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users), public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or most challenging experience you’ve had using our product and service (users). Tell us a story about a time when you had to collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUALSketch your thinking! Map relationships between people, groups, spaces, services, needs, and ideas.
GET PHYSICALStep away from the computer! Get together with your team to post-it ideas, make mock-ups, or role-play pilots.
WRITE IT OUTDraft, draft, draft! Write out your assumptions, objectives, and conclusions to guide your process and thinking.
STAY FLEXIBLEChange is the only given! Anticipate the unexpected and adapt to the situation through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to(goal)
because(insight/motivation)
What are we testing for?tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):Prototype (a rough mock-up built to test out a new concept)
Pilot (a replica of the final concept tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND the first
impressionthe
interaction the final impression
inviting the user back
TIME
what draws the user in
an exciting social
media adthe first
meet and greet
gathering personal
info a follow-
up incentive
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 1: familiarize yourself with the contextPRACTICE DESIGN THINKING
1
DESIGN THINKING CONFERENCE | 36UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a heavily saturated market and looking to overcome a number of challenges to innovate and differentiate from the crowd. Users are unsatisfied with the experience of troubleshooting issues with your product. Staff feel isolated and are unable to collaborate across departments to problem solve and meet user needs.
How might we design an engaging experience for both users and staff to build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing department
• Innovator by nature
• Enjoys connecting people across the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at her desk
• Prefers to work solo than collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service but is hesitant to return because of difficulty contacting your customer support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all forms, from cocktail parties to VR
• Lacks brand loyalty — will buy anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personasPR ACTICING DESIGN THINKING
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
12 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is looking to innovate and stand out from the market, but is currently dealing with a number of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECTFRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVEWho we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users), public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or most challenging experience you’ve had using our product and service (users). Tell us a story about a time when you had to collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUALSketch your thinking! Map relationships between people, groups, spaces, services, needs, and ideas.
GET PHYSICALStep away from the computer! Get together with your team to post-it ideas, make mock-ups, or role-play pilots.
WRITE IT OUTDraft, draft, draft! Write out your assumptions, objectives, and conclusions to guide your process and thinking.
STAY FLEXIBLEChange is the only given! Anticipate the unexpected and adapt to the situation through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to(goal)
because(insight/motivation)
What are we testing for?tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):Prototype (a rough mock-up built to test out a new concept)
Pilot (a replica of the final concept tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND the first
impressionthe
interaction the final impression
inviting the user back
TIME
what draws the user in
an exciting social
media adthe first
meet and greet
gathering personal
info a follow-
up incentive
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 2: understand the user personasPRACTICE DESIGN THINKING
2
DESIGN THINKING CONFERENCE | 37UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a heavily saturated market and looking to overcome a number of challenges to innovate and differentiate from the crowd. Users are unsatisfied with the experience of troubleshooting issues with your product. Staff feel isolated and are unable to collaborate across departments to problem solve and meet user needs.
How might we design an engaging experience for both users and staff to build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing department
• Innovator by nature
• Enjoys connecting people across the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at her desk
• Prefers to work solo than collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service but is hesitant to return because of difficulty contacting your customer support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all forms, from cocktail parties to VR
• Lacks brand loyalty — will buy anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personasPR ACTICING DESIGN THINKING
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
12 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is looking to innovate and stand out from the market, but is currently dealing with a number of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECTFRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVEWho we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users), public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or most challenging experience you’ve had using our product and service (users). Tell us a story about a time when you had to collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUALSketch your thinking! Map relationships between people, groups, spaces, services, needs, and ideas.
GET PHYSICALStep away from the computer! Get together with your team to post-it ideas, make mock-ups, or role-play pilots.
WRITE IT OUTDraft, draft, draft! Write out your assumptions, objectives, and conclusions to guide your process and thinking.
STAY FLEXIBLEChange is the only given! Anticipate the unexpected and adapt to the situation through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to(goal)
because(insight/motivation)
What are we testing for?tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):Prototype (a rough mock-up built to test out a new concept)
Pilot (a replica of the final concept tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND the first
impressionthe
interaction the final impression
inviting the user back
TIME
what draws the user in
an exciting social
media adthe first
meet and greet
gathering personal
info a follow-
up incentive
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 3: explore with experience mapsPRACTICE DESIGN THINKING
3
DESIGN THINKING CONFERENCE | 38UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a heavily saturated market and looking to overcome a number of challenges to innovate and differentiate from the crowd. Users are unsatisfied with the experience of troubleshooting issues with your product. Staff feel isolated and are unable to collaborate across departments to problem solve and meet user needs.
How might we design an engaging experience for both users and staff to build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing department
• Innovator by nature
• Enjoys connecting people across the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at her desk
• Prefers to work solo than collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service but is hesitant to return because of difficulty contacting your customer support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all forms, from cocktail parties to VR
• Lacks brand loyalty — will buy anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personasPR ACTICING DESIGN THINKING
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
12 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is looking to innovate and stand out from the market, but is currently dealing with a number of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECTFRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVEWho we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users), public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or most challenging experience you’ve had using our product and service (users). Tell us a story about a time when you had to collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUALSketch your thinking! Map relationships between people, groups, spaces, services, needs, and ideas.
GET PHYSICALStep away from the computer! Get together with your team to post-it ideas, make mock-ups, or role-play pilots.
WRITE IT OUTDraft, draft, draft! Write out your assumptions, objectives, and conclusions to guide your process and thinking.
STAY FLEXIBLEChange is the only given! Anticipate the unexpected and adapt to the situation through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to(goal)
because(insight/motivation)
What are we testing for?tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):Prototype (a rough mock-up built to test out a new concept)
Pilot (a replica of the final concept tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND the first
impressionthe
interaction the final impression
inviting the user back
TIME
what draws the user in
an exciting social
media adthe first
meet and greet
gathering personal
info a follow-
up incentive
EXPERIENCE DESIGN & STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 4: test with a pilot / prototypePRACTICE DESIGN THINKING
4
DESIGN THINKING CONFERENCE | 39UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
practice with your neighbor!PRACTICE DESIGN THINKING
1
2
3
4
familiarize yourself with the context
understand the user personas
explore with experience maps
test with a pilot / prototype
DESIGN THINKING CONFERENCE | 40UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
university of michigan library
DESIGN THINKING CONFERENCE | 41UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
university of michigan
• Large research institution with primarily residential programs
• Over 44,000 students • #4 public university (U.S. News and World
Report; 2016)• 10 graduate programs ranked in the top
15 of the country, including Social Work (#1), Medical School (#4) Law School (#8)
The mission of the University of Michigan is to serve the people
of Michigan and the world through preeminence in creating,
communicating, preserving and applying knowledge, art, and academic values, and in
developing leaders and citizens who will challenge the present and
enrich the future.
DESIGN THINKING CONFERENCE | 42UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project overviewUNIVERSITY OF MICHIGAN
The University of Michigan Library wants to transform our graduate and undergraduate libraries to better meet the needs of a 21st century learning, teaching and research environment.
DESIGN THINKING CONFERENCE | 43UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project objectiveUNIVERSITY OF MICHIGAN
Provide beginning-stage visioning and planning to holistically reimagine our library’s physical spaces and service delivery, starting with Hatcher and Shapiro, to better meet the changes and demands we face.
DESIGN THINKING CONFERENCE | 44UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project structureUNIVERSITY OF MICHIGAN
Setting ourselves up for success• Leadership sponsor• Alignment with organizational goals (foster
innovation, operating as One Library)• Staff lead in a role that aligns with the project
output makes it more effective to realize
DESIGN THINKING CONFERENCE | 45UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project structureUNIVERSITY OF MICHIGAN
Designing an engaging process• Developed committees representing staff
across disciplines • Service Design Task Force• Working Committee
• Leveraged existing decision making processes
• Leveraged existing channels for user input
DESIGN THINKING CONFERENCE | 46UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project structureUNIVERSITY OF MICHIGAN
Translating into every day practice• Developed a “place” for service
innovation• Identified priorities for prototypes
and pilots• Maintain leadership and staff
overseeing the next phase• Mapped back to our mission
DESIGN THINKING CONFERENCE | 47UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
Groundwork and Research Visioning and Strategy DevelopmentSTAGE 2STAGE 1
1PROJECT ON-SITE 2 3 4 5 6
AdvisingGroundwork
Kickoff Synthesis Service #1 Strategy Service / Space
USER ENGAGEMENT
Tours Interviews UX Workshops Town Halls
WORKING COMMITTEE
EXECUTIVE COUNCIL
DELIVERABLES
Kickoff Draft Findings Visioning Draft Plan Final Presentation
Draft Future
Study Plan Research Report Library Vision Strategy Playbook Final Report
RESEARCH ACTIVITIES: Looking CollaboratingListening SharingENGAGEMENT ACTIVITIES:
Survey Town Halls
External Research Internal Research Internal Research Visioning and UX Strategy Development Reporting
DESIGN THINKING CONFERENCE | 48UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
tours external research
tabling + interviews
survey insight exchanges
72 Hatcher-Shapiro Research Report
Current experience at the library
FREQUENCY OF VISITS
Overall, there is very little distinction between how often students visit Shapiro versus Hatcher—students visit both libraries more than once per week. Faculty visit Hatcher more often than Shapiro and prefer the building compared to the other Library facilities on campus (86% of faculty prefer Hatcher to other libraries).
FAVORITE LIBRARY
53%of all respondents selected
Hatcher as their favorite library
People who prefer Hatcher do so because:• it’s convenient• the study space is
comfortable, quiet, and beautiful
• extensive collection• access to librarians
24%of all respondents selected
Shapiro is their favorite library
People who prefer Shapiro do so because:• it’s convenient• 24-hour access• variety of work space• access to food• “because i fit in”, “it’s
less intimidating”
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
University Sta�StudentFacultyFACULTY
Never
Once per week
Once per month
Multiple times per week
Once per day
STUDENTS UNIVERSITYSTAFF
Q: How frequently do you visit the following library locations? (Choices: multiple times per day, once per day, multiple times per week, once a week, once a month, never)
Q: What is your favorite library and why? (Choices: all libraries on campus)
HATCHER
SHAPIRO
research activitiesPHASE 1: UNDERSTANDING
DESIGN THINKING CONFERENCE | 49UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
experience mappingPHASE 2: EXPLORING
DESIGN THINKING CONFERENCE | 50UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
service philosophyPHASE 2: EXPLORING
collect and curate
In order to provide the desired experience, a service philosophy provides a foundation for library staff to share and deliver services:
We provide our community of scholars with a platform for exploration and serve as their valued partner through knowledge creation, application, and communication.The philosophy is supplemented by four principles for good service:
1. Make the experience seamless
2. Create community
3. Aim to delight
4. Empower staff
entice
discover
expl
ore
create
share
DESIGN THINKING CONFERENCE | 51UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
service frameworkPHASE 2: EXPLORING
DESIGN THINKING CONFERENCE | 52UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
service delivery canvasPHASE 3: TESTING
Key Partners
service delivery canvas{ adapted from Business Model Canvas }
Required Infrastructure
Pilot Plan
Service Value Proposition
2.3.
Who are potential key partners? What are our motivations for these partnerships?What infrstructure does our service
value proposition require? (e.g. tools, technology, furniture, staffing)
How might we test this service value proposition in simple, user-centered, flexible, and measurable ways?
Direction of service delivery
For __________________ who ____________________ we offer with _________________that _____________________.
Staff + User RelationshipWhat type of relationship do our users expect us to establish and maintain? (e.g. personal assistance, self-service, community-building)
Location(physical + digital)
category: __________________ subcategory: __________________ service point: _________________________________
Where do we deliver our service value proposition to our users? What are its adjacencies?
User ProfileFor whom are we creating value? (e.g. undergrad, grad, faculty) What are their current problems? Biggest needs?
front of house [user-facing]
1.
back of house [staff ops]
Next StepsWhat do we need to understand in order to implement our service value proposition?
(user)
(motivation)
(list services here)
(unique characteristic)
(benefit)
undergraduates
need to study
• quiet spaces• group study rooms• course reserves• Ask a Librarian• coffee
a central location accessible to so many
inspires productivity
Passive - “We’re here when you need us.”
Shapiro Lobby + 4th floor retreat
Rearrange furniture• Seat occupancy
study to understand demand
• Identify furniture kit-of-parts
self-service + layered“I need to study.”Create
Bert’s Cafe
• Online platform to reserve a space or find a study space
• On room reservation panel
Undergraduate students
• Dorms are too loud• Cant’ find space• Need a place to meet
with project group
DESIGN THINKING CONFERENCE | 53UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
approach to pilotsPHASE 3: TESTING
ONGOING ASSESSMENT
DEEP DIVES
PILOTS / PROTOTYPES
DESIGN THINKING CONFERENCE | 54UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
approach to implementationPHASE 3: TESTING
DESIGN THINKING CONFERENCE | 55UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project outcomeCreated a space and service vision and guiding principles, service framework, and recommendations to define space functions and outline a set of flexible scenarios that will optimize campus use of library services, collections, tools, and expertise.
UNIVERSITY OF MICHIGAN
colle
ct and curatediscoverex
pl
ore create en
tice
DESIGN THINKING CONFERENCE | 56UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
» Opportunity for self reflection for our team
» Created meaningful interaction with our users
» Presenting current state back to staff helped us look at the current experience in a new way
» We are maintaining research efforts (intercepts) across projects
» Challenge to communicate purpose of project while things are still open ended
reflectionsUNIVERSITY OF MICHIGAN
understanding exploring testing
» Redesigning services has been an aspirational goal for years
» Toolkit (like the 5 e’s framework) give us tangible ways to kick start this effort
» Gave us the chance to think about our service model in new and more intentional ways
» We’ve since used this in a few other projects—both to design new services and to re-evaluate existing ones.
» Anyone across our organization can use these as well—for small or large projects
» This is shifting our culture toward being more risk-tolerant and accepting of change
» Distributing participation and involvement built buy-in
» Challenge will be to embrace the roadmap in ways that facilitate true organizational change
DESIGN THINKING CONFERENCE | 57UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
thanks! Emily Puckett [email protected]
Anders [email protected]
Amanda [email protected]
Amanda [email protected]