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DESIGN THINKING CONFERENCE | 1 UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY BRIGHTSPOT STRATEGY New to Design Thinking Fostering Small Wins to Gain Momentum Design Thinking Conference April 25, 2017

Design Thinking 2017: New to Design Thinking

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Page 1: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 1UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

BRIGHTSPOT STRATEGY

New to Design ThinkingFostering Small Wins to Gain Momentum

Design Thinking ConferenceApril 25, 2017

Page 2: Design Thinking 2017: New to Design Thinking

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!

Page 3: Design Thinking 2017: New to Design Thinking

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

Page 4: Design Thinking 2017: New to Design Thinking

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

Page 5: Design Thinking 2017: New to Design Thinking

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.

Page 6: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 6UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

we partner with leading corporations, universities, and cultural institutions.

Page 7: Design Thinking 2017: New to Design Thinking

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

Page 8: Design Thinking 2017: New to Design Thinking

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

Page 9: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 9UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

NEW TO DESIGN THINKING?

Page 10: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 10UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

divergent + convergent thinkingBRIGHTSPOT’S APPROACH

DIVERGECONVERGE

Page 11: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 11UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

design thinking phasesBRIGHTSPOT’S APPROACH

UNDERSTANDING EXPLORING TESTING

Page 12: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 12UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

design thinking phasesBRIGHTSPOT’S APPROACH

UNDERSTANDING EXPLORING TESTING

Page 13: Design Thinking 2017: New to Design Thinking

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

Page 14: Design Thinking 2017: New to Design Thinking

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

Page 15: Design Thinking 2017: New to Design Thinking

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

Page 16: Design Thinking 2017: New to Design Thinking

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

Page 17: Design Thinking 2017: New to Design Thinking

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.

Page 18: Design Thinking 2017: New to Design Thinking

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

Page 19: Design Thinking 2017: New to Design Thinking

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

Page 20: Design Thinking 2017: New to Design Thinking

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

Page 21: Design Thinking 2017: New to Design Thinking

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.

Page 22: Design Thinking 2017: New to Design Thinking

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

Page 23: Design Thinking 2017: New to Design Thinking

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

Page 24: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 24UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

phase three: testing

Process of identifying priority solutions, ideas, or direction to implement, prototype, and test.

Page 25: Design Thinking 2017: New to Design Thinking

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...

Page 26: Design Thinking 2017: New to Design Thinking

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

Page 27: Design Thinking 2017: New to Design Thinking

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

Page 28: Design Thinking 2017: New to Design Thinking

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.

Page 29: Design Thinking 2017: New to Design Thinking

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

Page 30: Design Thinking 2017: New to Design Thinking

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

Page 31: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 31UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

practice design thinking

Page 32: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 32UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

activity: storyboardingPRACTICE DESIGN THINKING

UNDERSTANDING EXPLORING TESTING

Page 33: Design Thinking 2017: New to Design Thinking

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

Page 34: Design Thinking 2017: New to 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?

Page 35: Design Thinking 2017: New to Design Thinking

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

Page 36: Design Thinking 2017: New to Design Thinking

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

Page 37: Design Thinking 2017: New to Design Thinking

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

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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

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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

Page 40: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 40UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

university of michigan library

Page 41: Design Thinking 2017: New to Design Thinking

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.

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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.

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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.

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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

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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

Page 46: Design Thinking 2017: New to Design Thinking

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

Page 47: Design Thinking 2017: New to Design Thinking

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

Page 48: Design Thinking 2017: New to Design Thinking

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

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experience mappingPHASE 2: EXPLORING

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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

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DESIGN THINKING CONFERENCE | 51UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

service frameworkPHASE 2: EXPLORING

Page 52: Design Thinking 2017: New to Design Thinking

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

Page 53: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 53UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

approach to pilotsPHASE 3: TESTING

ONGOING ASSESSMENT

DEEP DIVES

PILOTS / PROTOTYPES

Page 54: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 54UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

approach to implementationPHASE 3: TESTING

Page 55: Design Thinking 2017: New to Design Thinking

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

Page 56: Design Thinking 2017: New to Design Thinking

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

Page 57: Design Thinking 2017: New to Design Thinking

DESIGN THINKING CONFERENCE | 57UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY

thanks! Emily Puckett [email protected]

Anders [email protected]

Amanda [email protected]

Amanda [email protected]