Design Thinking – Application
July 18, 2019
MBI – GP Strategies Company Confidential
AgendaOverview Recap
5 Phases Deep Dive
Empathy
Define
Ideate
Prototype
Test
1st Q&A
Design Thinking Use Case
2nd Q&A
What Is Design Thinking?
Leads to human-centered
products, services, and internal processes
Unlocks needs and problems, even when the
users don’t know what they are
Set of principles for creative problem-
solvingA FOCUS ON PEOPLE
5 Stages of Design Thinking
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Learn About the Audience
Define Problem Statements
Brainstorm & Create Solutions
Build Representations of One or More Ideas
Test Ideas and Gain User Feedback
-
Design Thinking Deep Dive5 Phases
EMPATHIZELearn About the Audience
Empathy
The Foundation of Design Thinking
Capacity to understand or feel what another person is experiencing
Uncovers Voice of the Customer
Removes Bias
Empathy3 Approaches
LOOKObservation
2TRY
Immersion
1ASK
Engagement
3
Immerse yourself in the experience of others
Figuratively wear many hats. Try to experience the same as your customer does. Uncover
hurdles, pains, inconveniences, etc.
Observe what people doFrom a distance, try to capture insights about your customer. Stay unobtrusive and almost invisible for the sake of spotting when the
problem occurs.
Capture what people say they do
Only one rule applies:Engagement should take place in the real
environment.
EmpathyGuiding Principles
Don’tJudge
QuestionEverything
Be TrulyCurious
FindPatterns
ReallyListen
Assume a beginner’s mindset
Mechanics of an Empathy Interview
• Not a focus group
• Consist of one end-user, one interviewer, and one note-taker
• Preferably in person to capture body language and nuances
• Open ended, non-leading, and probing questions
EmpathyPreparing for the Interview – Best Practices
Brainstorm Questions
Identify & Order Themes
Refine Questions
Create Interview Protocol
Pay Attention to Nonverbal Cues
Don’t Be Afraid of Silence
Ask Questions Neutrally and Don’t Suggest
Answers
Use Unpacking Questions
Take Copious Notes
Ask to Understand, Not Validate
Encourage Stories and
Follow Tangents
Avoid “Yes or No” Questions
EmpathyDuring the Interview - Best Practices
”Unpacking” Questions
• Why do you say that?
• Why? (even if you think you already know)
• Tell me more about that.
• What were you thinking when you did that?
• Can you walk me through what led you to that decision?
• How did you feel about that?
• What did you think about that?
• Could you tell me about why that is important to you?
• It sounds like there's a story to that response, can you tell me more about it?
DEFINEDefine Problem
Statements
DefineDefine a meaningful and actionable problem statement
Use Empathy Findings to Scope
a Meaningful Problem/Needs
Statement
Develop a Point of View for the User
Unpack Your Empathy Findings Into
Needs & Insights
DefineClarify your point of view
How Might We…
Record your insights and pinpoint the need.
Reframe it so it’s meaningful and actionable. (It’ll drive your design.)
FELT
DIDSAID
THOUGHT
Learner Persona: Customer Service Representative/Call Center
My team is overwhelmed by the large
volume of work.
I just don’t have time to learn new skills
at work
I need a more flexible schedule. My
children are my priority right now.
Focuses on tasks and keeping
performance statistics high
Enjoys rote tasks as its “easy” and helps
her productivity numbers
Cross trained on multiple products
Valued member of team
Registers for online classes, but rarely
finishes them
Overwhelmed by trying to keep up
with production quotas.
Frustrated by the training she has
gotten because she doesn’t
understand how it relates to her role
or future roles.
Discouraged by her lack of control in
her current role and her future with
the company.
I don’t know what opportunities there
are here how to find out what’s even
available.
I wish I there was some way to explore
development opportunities without
my supervisor thinking I’m slacking off.
SAID FELTDID THOUGHT
Sarah Burns
Location: Tulsa OK
Age: 42
Tenure with “Insurance Company”: 8 years
Education: Working on BA at Night
Career Goal: Team lead or management
Personal Info:
Single mother with elementary age children
Works to pay the bills – depends heavy on salary and benefits
Preferred learning methods: Short bite size information relevant
to current problems. Likes online nuggets, podcasts, and mobile
learning away from work pressures.
What Sarah feels about emotional intelligence:
I don’t mind being busy, but I feel constantly under water. When big changes are announced, I can’t even deal with them. I just put my nose
down and try to do my best. I wish I felt I had more influence or control over what’s going on.
Name: Cheng Wang
Age: 28
Role: Production Supervisor
Tenure at Cargill: 8 years
Education: Bachelor
Literacy: Proficient
BACKGROUND
I’ve been with Cargill for 8 years.
I grew up in a farming
community just outside of
Chuzhou, China and after
studying engineering at
university
I began a career with Cargill.
WORK ENVIRONMENT
I’m either on the floor investigating line
issues, optimizing the equipment, or
planning for upcoming production line
improvements. I do some of my day in
meetings.
“I want to ensure a safe
and productive team
environment.”
DEVICE USAGENew to Managing
Team Average time spent for
learning every week90 mins
ACCESS TO TECHNOLOGY
I have access to a laptop, work computer or Kiosk on
a daily basis. I also own personal tablet, computer,
and mobile phone. I use NourishingU, Intrepid and
Yammer for my trainings and the SharePoint Site.
WHAT DO I NEED TO LEARN?Safety is critical in our work. I want to make sure I know
the latest on our production best practices—including
process safety, risk management, and safety
leadership—across our plants.
I want to learn fundamental management skills and
business acumen as I lead my production team on the
ground.
I find most of these learning content available in the
external sources like LinkedIn, Wikipedia, TED,Youtube,
MOOCs and through Google search.
HOW DO I WANT TO LEARN?I prefer learning mostly through collaborating with others
through Skype, Yammer, Jam and Microsoft teams by
sharing best practices and learning by doing. For soft skills
and business acumen, talking to my mentor/Coach would
help me be successful in my new manager role. Some of the
trainings are long and consume a lot of time.
I best learn by watching videos, interactive classrooms,
reading articles, online eLearning, audio/podcasts, playing
games and through coaching sessions. Therefore short
snippets that can be accessed at anytime will really make it
easy to understand new concepts quickly.
PREFERRED LEARNING
MODALITIES
FRUSTRATIONSGiven that I am constantly multi-tasking, it’s hard to get
dedicated time for any learning. Because we have
shared spaces, I typically have to isolate myself in a
meeting room or go off-site for training. It takes long
hours to complete the training. Most of the trainings
are not targeted to meet my day to day activities and
the content is very basic. Difficulty in locating the
relevant learning content. Most of the external learning
sites are blocked. The network is not stable to access
both internal/external trainings.
Coaching Peer NetworkInteractive
Classrooms
On-the-job VideosCollaboration
New to
Managing
Team
DefineProblem Statement Guiding Principles
Human-CentredBroad Enough
for Creative Freedom
Narrow Enough to Make it
Manageable
needs a way to
because
(Verb)
(Surprising insight)
A call center agent
Rote tasks are getting automated and the calls she will be
taking are more complex, more ambiguous, and more difficult.
Sample Problem Statement
(User name/description)
use emotional intelligence
with customers
…help call center agents handle calls that are highly emotive, complex,
ambiguous and difficult?
How Might We…
IDEATEBrainstorm &
Create Solutions
IdeateThe Art of Possible
“It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.”*
FocusFocus
Flair
*Stanford d.School
Include People Outside the Team
and Initiative
Build on Each Others’ Ideas
Be VisualOne
Conversation at a Time
Set a Time Limit Stay on TopicDefer
Judgement or Criticism
Encourage Weird, Wacky & Wild Ideas
IdeateBest Practices
Impact/Feasibility Prioritization Matrix
Vote
Sketch/Storyboard
Idea Share
IdeateIdeation Process
PROTOTYPE
Build Representations of One or More Ideas
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Concept of a Minimum Viable Product
Just enough features / functionality to provide feedback
PrototypeGuiding Principles
Just start building
Don’t spend too much time
or money
Remember what you’re testing for
Build with the user in mind
PrototypeBuild Representation of Your Ideas
Low-Fidelity Prototypes
High-Fidelity
Prototypes
PrototypeLow-Fidelity
PrototypeHigh-Fidelity
From a Map & PowerPoint Sketch To a Functional Prototype To a Live App
TEST
Test Ideas and Gain User Feedback
TestPrototype as if you know you’re right, but test as if you’re wrong
Refine Your Prototypes and
Solutions
Test and Refine Your
Point of View
Create Authentic Experiences for
Users to Test Your Prototypes
TestTest with Users
Don’t Immediately
“Correct” Your User
Watch How They Use (and Misuse) Your Prototype
Follow Up With Questions
Let Your User Experience
the Prototype
Have Them Talk Through Their
Experience
Actively Observe
1st Q&A
Design Thinking Initiative Improve Learner Experience
EMPATHIZELearn About the Audience
Design Thinking Initiative
75Interviews
- BDC
- Service Advisor
- Sales Consultant
- Sales Manager
Questions Used During Interviews
• What is the best learning experience you’ve ever had?
o How about a not so good learning experience?
• What is the last skill you learned? (could be in or outside of work)
o How did you learn it?
• How do you typically learn new things?
o For example, how would you learn about a new appliance you need for your house?
o How about in the dealership?
• Tell me about the last time a customer asked you a question you didn’t know the answer to.
o How did you handle the situation?
o How did it make you feel?
o What do you think would have helped you be more prepared?
o Talk to me about how you find answers to questions.
• What motivates you to learn and complete training?
o How relevant or helpful is the training you’ve received to you?
o What information from training have you used?
o What do you wish you were trained on?
o How would you train someone to do your job?
• How would you describe the learning culture here?
o Tell me how supportive or not supportive the environment here is for learning.
• What devices do you use to learn?
o Is there anything missing that you wish you had?
• What 3 words would you use to describe learning and training opportunities at the dealership?
• Can you show me how you’d learn more about the latest vehicle launch?
• What is the most difficult thing you’ve had to learn at your job? Why?
o Describe why it was so difficult.
DEFINEDefine Problem
Statements
User Personas
BDC Insight
Sales Consultant
Insights
Sales Manager Insights
Service Advisor Insights
• Focuses on being an effective coach
• Prefers interactive and hands-on training for the team
• Lacks time to do everything they “should” do
• Feels the younger generation lacks etiquette and soft skills
• Wants additional training on incentives
• Frustrated by high turnover within dealership
• Prefers training that is personalized to needs: tiered, realistic, & hands-on
• Needs to mollify and build relationships with disgruntled customers who arrive angry and are in bad moods
• Feels strongly that there is not enough live, instructor-led training
• Requests training on how to sell new products and services to the customer using language the customer will understand
• Struggles to find time to complete training with back-to-back appointments and a commissioned pay structure
• Requests training customized to their learning needs and interaction style
• Appreciates explicitly stated and tracked goals
• Enjoys a team environment with coaching and peer-to-peer learning
• Needs knowledge of products, service functionality, and warranty
• Prefers in-person, hands-on learning, role-playing, and real-life scenarios in training
• Needs help with time management, how to structure their day, and handling rejection (New SC)
• Uses technology less frequently to support their business (Veteran SC)
Problem #1“I need to learn from experience, so I can apply as I learn.”
…give learners experiential ways to learn on their own?
…enable people to learn from others
on the job?
How Might We…
…change the perception of what “training” means?
…provide training that doesn’t take them away from the job?
How Might We…
Problem #2“Time training is time away from selling.”
IDEATEBrainstorm &
Create Solutions
IdeateStory ShareIdea Share
IdeateSketch / StoryboardSketch/Storyboard
IdeateVoteVote
Disruptive
Wild Card
Doable
Page 51
Dotmocracy Voting ResultsProblem #1 “I need to learn from experience, so I can apply as I learn”
Storyboard
Disruptive
Y
Wild Card
B
Doable
G
Overall
Comments
Sell Like We Do 10 7 1 18
Most Wild Card votes appear to be for overall concept
Most Disruptive votes appear to be for "opt-in training programs: secret shopper, nentor
match, and become an expert"
Shoeless Joe 3 4 3 10-Doable and Wild Card votes appear to be for overall concept
-Disruptive votes split across "the unprepared instructor" and "virtual UGC video"
Mobile Molly 0 0 8 8 -Doable votes appear to be for "intro Mobile Molly chat screen"
Video Vince 0 1 3 4 -Doable votes appear to be for "video feedback portal"
Reality Blasters LX 2 2 0 4 -TBD…
Problem #2 “Time training is time away from selling”
Storyboard
Disruptive
Y
Wild Card
B
Doable
G
Overall
Comments
Columbus' Journey 8 2 6 16
Disruptive votes appear to be for the "AI listening, provide feedback and reminders"
Doable votes are spread across "mobile flash cards", "aspirational education" and "curated
UGC for areas of interest"
Dealer IQ 0 8 4 12Both Doable and Wild Card votes appear to be split between overall concept, personalized
daily brief, and leaderboard / dealer IQ
Center of My Learning 5 3 3 11 Most Disruptive votes appear to be for overall concept.
Mission Possible (Beyond Learning) 2 4 3 9Wild Card votes spread across "podcast", "new mission (role based)", and "how I did it /
role play"
FEASIBILITY
High
Low High
IMP
AC
T
Lower Priority
Stars
Quick Hits
Big Bets
Ideate
Center ofMy Learning
Video Vince +Role-Based MissionsMobile
MollyAI / Passive Listening,Feedback, Reminders
Sell LikeWe Do
PersonalizedDaily Brief
Mobile Flash Cards
Aspirational Education
Dealer IQ
The UnpreparedInstructor
Prioritization Matrix
PROTOTYPE
Build Representations of One or More Ideas
Mobile Molly(Chatbot)
Video Vince(Virtual Feedback & Coaching Tool)
TEST
Test Ideas and Gain User Feedback
Chatbot Prototype - Engagement
UP TO
74% of participants stayed active through 75% of the chats (nine chats)
High engagement for
9 days
157 RESPONSES (45%)
Chatbot Prototype - Overall ExperienceNet Promoter Score (NPS)
We’ve shared a great journey!
On a 1–10 scale, how likely would you be to recommend this texting service for future trainings?
1 = Not likely, 10 = Definitely
69 NPSwith the shorter duration track!
NOSunday Texts!
An NPS of 50
is GREAT!
Chatbot Prototype - Observations
Sales consultants engage with a “mobile coach”
…Those who like it, really like it
Product Trainers greatly influence
participation rates
A more intense, short cycle was
preferred
“Chat” during working hours …
and never on weekends
Chatbots can help reinforce and
refresh knowledge, increasing retention
1 2 3 54
2021 Future Learning Journey
• Talent
• Technology
• Process
• Personalization
• Modalities and Access
• Social
• Recognition
• Manager Supported
• Feedback
HILO
Strategy
Culture
Design Thinking –
Voice of the Customer2018
2017
2019
2020
2021
60
Lessons LearnedLessons Learned
Avoid Yes/No Questions
Bias/Negative Voice
Design Thinking Initiatives are
Quick!
Take Notes on the Experience of the Interviews
Design Thinking is not a Solution for
Every Problem
Empathy/Customer Interviews
Takes Significant Planning
Dedicated Resources
Create a Place to Continue Fostering
Design Thinking
5 L&D Design Thinking ApplicationsHow Might We…
Create a culture to empower creativity, collaboration, and innovation
Improve the employee experience and engagement
Redesign the employee reward system in a way that is meaningful to employees
Attract and retain new talent
Improve the learner experience
Additional Resources
Design Thinking Success Storieshttps://theaccidentaldesignthinker.com/2017/09/16/40-design-thinking-success-stories/
Solving Problems w/Design Thinking – 10 Stories: Jeanne Liedtkahttps://www.amazon.com/Solving-Problems-Design-Thinking-
Publishing/dp/0231163568/ref=sr_1_3?keywords=10+design+thinking+stories&qid=1556314810&s=gateway&sr=8-3
GP Strategies Free Resource Pagehttps://www.gpstrategies.com/design-thinking-process/
IBM’s Online MOOChttps://www.ibm.com/design/thinking /
2nd Q&A
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