International Centre forPension Management

Redesigning the Investment Function

June 6 & 7, 2006

pension management - transformation

dynamics challenging the status quo

design - a hot topic

“Business people don’t just need to understand designers better;they need to become designers.” - Roger Martin

a need to rethink

globalization:an open market

commerce:proliferation &

competition

status quo: needs reinventing

a need to reconnect

technology needs values

to create more economic and human value

new ways

design as an output

design as a set of principles & practices

vs

design as an output

design

branding

packaging

products

experience

s

architectu

re

fashion

outputs

design as an output

design as an output

design creates value

identity, desire, connection, experiences

design as an output

design as a practice & mindset

vs

design goes beyond the product

design

services

communicatio

ns

workplace

culture

processes

organization

applications

design - sources of inspiration

intellectual capital

design practices success stories

design as a practice

the design METHOD

design as a practice

the 3 gears of design

design as a practice

Step 1:

empathy & deep user understanding

design as a practice

empathy & deep user understanding

hawaiian healing

design as a practice

empathy & deep user understanding

ING

design as a practice

empathy & deep user understanding

opens up opportunities

for meeting new needs

and creating greater value

design as a practice

Step 2:

multiple prototyping and iteration

design as a practice

multiple prototyping and iteration

gehry

design as a practice

multiple prototyping and iteration

swiffer carpet flick

design as a practice

multiple prototyping & iteration a thinking

tool

design as a practice

Step 3:business design™

(building an activity system©)

© michael porter

design as a practice

business design

customer (always)

core offering &

added value

partnerships &

alliances

outsourcing

considerations

design as a practice

clarify drivers

identify

relationships

enhance value

(hubs)

resolve trade-

off’s

set priorities

design as a practice

jetblue

business design

design as a practice

jetblue

business design

design as a practice

In thinking about how to create

the most value for your stakeholders

and how to organize yourselves best

or the future…

what should be your strategic hubs?

what activities would you put

in placeto fortify those strategic

hubs?

what activities would remove?

business design

design as a mindset

the design philosophy

design as a mindset

multi-disciplinary collaboration

maximize bright minds &

perspectives

design as a mindset

multi-disciplinary collaboration

enigma code cracking

design as a mindset

multi-disciplinary collaboration

seaside charrettes

design as a mindset

multi-disciplinary collaboration

boeing: design for democracy

design as a mindset

multidisciplinary collaborationricher, more breakthrough

solutions

design as a mindset

If you could inviteall your stakeholders to a

charrette,who would you bring to the

table?

If you rallied everyonearound one person or

thing,who or what would be at

the centreof your pension fund

plant?

multi-disciplinary collaboration

design as a mindset

exploration & abductive thinking

suspending reality

design as a mindset

exploration & abductive thinking

ferris wheel: “he’s nuts!”

design as a mindset

exploration & abductive thinking

pacemaker: “he’s a dreamer.”

design as a mindset

exploration & abductive thinking believing in the

possibilities

design as a mindset

If you could suspend reality, what would be

your biggest fantasy concept for making

pension management the best it can be?

What stops you from believing in

the possibility?

exploration & abductive thinking

design as a mindset

no trade-off’s

don’t take can’t for an answer

design as a mindset

no trade off’s

fedex: “can’t be done.”

design as a mindset

In thinking about your extended

pension management organization,

what causes the greatest tension

or trade-off conflict?

If you could resolve that tension

without compromise on any front,

how much value could you create?

no trade-off’s

practicing design

What’s in the way?

demand: instant solutions and

short term results

constraints: operating

rules

code: organizational

culture

limitations: attitude

practicing design

attitude

open mind

empathy

courage

conviction

design pays off

benefit:

broader opportunities

acceleration & ownership

fresher, bigger ideas

think faster & communicate

better

better use of brain power

opens up new possibilities

design approach:

deeper user understanding

collaboration from the start

explore more possibilities

prototyping & iteration

early expert / management

involvement

thinking outside your activity

system

design as a practice

the 3 gears of design

designthe future