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December 11, 2013 / Design Thinking / Creativity / Innovation / HR / Talent Management

2 Ways Empathy Can Help HR Drive Innovation

In most companies today, innovation is expected from all areas of an organization – including groups not traditionally known for driving innovation agendas, such as Human Resources. Success for HR and Talent Management leaders lies in opening up to new approaches for developing fresh ideas for difficult issues. Here are 2 ways that empathy – a key element of design thinking and one facet of our Breakthrough! model – can help HR & Talent Management leaders go from idea-to-innovation more quickly.

  • Empathy provides context for solutions. Too often, leaders of all types come up with an idea for a product, service or experience in isolation, then implement it. This approach fails to lead to innovation. Developing empathy through various methods of observation and interviewing puts HR leaders in their customer’s shoes, experiencing what they do and how they feel. Thus, HR leaders stand a better chance of developing solutions that work for the customer.
  • Empathy develops T-shaped HR leaders. HR leaders who develop an ability to empathize with their customers have both the vertical skills in human resources and are able to broaden their horizontal perspectives, leading to an ability to look at a problem from multiple dimensions.

For more information on empathy, download our Executive Guide to Design Thinking or join us at our NEW Using Design Thinking in HR & Talent Management workshop.

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October 24, 2013 / Articles We Like / Design Thinking / Creativity / Innovation

On: "Productivity Improvement: It's Not What You Think"

In this article, author Dorie Clark sets out to challenge the traditional mindset on what it means to improve one’s productivity. Many executives try to increase productivity using times of intense focus without interruptions. Dorie contends that this “head’s down” approach isn’t the only route to increased productivity, and may hinder creativity and innovation.

In the article, Productivity Improvement: It’s Not What You Think, published in the National Center for the Middle Market, Dorie redefines productivity. She draws on the expertise of Mariposa CEO, Sue Bethanis, for tips on behaviors executives can adopt right away to positively harness the energy in office interruptions. Read it now.

What is your definition of improving productivity? How do you go about making the most of office interruptions?

Comment below! Or pose a question via Ask Mariposa.

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October 2, 2013 / Design Thinking / Creativity / Innovation

3 Reasons Why Design Thinking Generates More Innovative Ideas

Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting different results.” This holds true in business today.

Leaders face intense pressure to innovate but can have difficulty generating breakthrough thinking that leads to innovation. Many generate and settle on ideas in isolation, without input, testing and feedback.  And they go nowhere.  To avoid the insanity trap, a different way of going from idea-to-innovation is needed:  leaders need to think like designers.

Here are 3 reasons a leader who becomes adept at design thinking generates more ideas that lead to innovation than those who don’t:

  • They develop empathy for the customer.  Empathy for the customer can be achieved through many methods, including interviewing and videotaping.  What it gives leaders is context for idea generation and decision making and a view into how to design something that will work for the customer.
  • They are willing to fail fast, and try again.  Prototyping is the gold standard for product design, and it works for designing services and experiences for customers as well.  Prototyping allows leaders to test an idea quickly and solicit feedback quickly in order to refine it quickly.
  • They hone their ability to influence others. Leaders who think like designers understand that an idea alone will not become a financed project until support for that idea can be generated.

Want more tips?  Read our Leader as Designer article.

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August 1, 2013 / Design Thinking / Creativity / Innovation / Mariposa Articles

Leader as Designer

Learn how to utilize Design Thinking in your role as a leader.  This essay, Leader as Designer, by Mariposa Leadership CEO Sue Bethanis, opens up Design Thinking to different applications and audiences that goes beyond product development. She offers a clear 4 step process to easily move from idea-to-innovation. The results: successful services,  new experiences, and novel solutions to old problems.

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“We are on the cusp of a design revolution in business. As a result, today’s business people don’t need to understand designers better, they need to become designers.”

—Roger Martin, Dean of University of Toronto’s Rotman School of Management

 

Roger Martin equates the role of “designer” with “leader.” I do, too. He and I are not talking about graphic design or interior design or designing the next Eames-like masterpiece. Instead, we are talking about Design Thinking—a movement, a model, and a philosophy that has caught on in business schools and business settings. Design Thinking taps into imagination and practicality, which taken together form the backbone of creative problem-solving and
innovation.

There are a myriad of definitions of Design Thinking, many of which you can read about in the Executive Guide to Design Thinking. I see it as my role in coaching and writing to curate and translate various available theories and approaches, and my hope is that you use Design Thinking to help your teams think differently, solve problems, and come up with the next new things.

In describing Design Thinking, I have settled on the Breakthrough! model (detailed below) which emphasizes idea-to innovation. Since I was a college student, I have believed an idea is only as good as its usefulness and adding Design Thinking to my repertoire three years ago only deepened my belief in this mantra. Things, services, and experiences can be beautiful and interesting, and practicality is still the key to good design!

In my coaching, I observe leaders who are “popcorners”: They’re considered visionaries who come up with an idea a minute—often in isolation—many of which don’t go anywhere. Even more often, I see leaders who “put all their eggs in one basket” and settle on one idea too quickly—again in isolation from their internal or external customers—and implement it without much testing or gathering enough feedback. For “popcorners” and “eggs-in-one-basket”-type leaders, their ideas often don’t materialize into innovations. A Design Thinking approach offers a practical way to get from idea-to-innovation, and I hope the Breakthrough!  model of Design Thinking will serve you well.

When you apply the Design Thinking principles of the Breakthrough! model to leadership, it looks like the following: Ask lots of well thought out questions, brainstorm frenetically, prototype imperfect things and experiences, test out multiple prototypes, fail fast, and start all over again. This is what being a designer is, and this is what leaders who are design thinkers do to help solve some of the seemingly intractable issues faced in this rapidly changing business landscape.

Whether you are trying to make a new product, establish a new service, design a workshop, figure out a new operation or process, delineate a new sales strategy, or productize a service, the Breakthrough! model can be applied. Each facet of the model can be used as a stand-alone tool; however, the overall process provides the necessary arc to set and solve the most wicked problems in a team or organizational setting.

Empathy – Put yourself in your customers’ shoes through interviewing and observation.

We create products, services, and experiences in isolation too much of the time. We need to have intimate knowledge of the users/customers by seeing people in action. We need to ask lots of well-thought-out, imaginative questions; videotape people in action; and sit next to an internal or external customer to experience what they are experiencing and feeling. This gives us context, and gives us a better chance to design something that will work best for the customer, not just for us. Constant customer feedback is vital when we are creating a new product or service. The same is true when we are solving even a simple problem.

A leader who is a design thinker will automatically look at a problem from multiple viewpoints. Good designers and leaders are “T-shaped”: They have both horizontal perspectives and vertical skills. The vertical axis is typically the specialty in which you have been trained (in college and on-the-job) like accounting,  psychology, industrial engineering, mechanical engineering, graphic design, or marketing. The horizontal axis portrays your ability to both empathize with and master disciplines other than your primary one. Thus, an optimal T-shaper is one who has a strong discipline and also takes the time to empathize with and apply other disciplines. For example, a General Manager (GM) of a game studio may have a vertical background as a product manager and be trained in and terrific at getting product features out the door; by comparison, a highly successful GM of a game studio also understands and applies knowledge in business analytics, user/customer experience, and organizational development. In other words, he or she is part MBAer, part designer, part anthropologist, and part coach.

Two good tools that get at empathy are journey mapping and contextual interviewing.

  1. Journey mapping is plotting out each aspect of a customer’s experience. It is a good primer before you go into contextual interviewing. A couple of months ago, I did a customer journey map with a  7-person data storage marketing team made up of directors and managers. We actually did it over the phone, which I would not normally recommend. Even with that, I was amazed with the insights they were able to gain. This marketing team went through every touchpoint their external customer had in making decisions about buying their company’s most popular storage product. By going into minute detail and putting themselves in the customers’ shoes (their thinking and feelings), they were able to see some areas of opportunity that they had previously missed. When the team’s assumptions became clearer, they wanted to test them out. This required them to influence their sales counterparts to let them interview the customers and offer up a different set of questions than their sales partners had asked in the past.
  2. Contextual interviewing is conducting conversations to understand the customer’s experience in their world. Early last year I helped a big data startup come up with pinpoint questions designed to get as close to potential users’ context and experience as possible. I encouraged the two founders to do as many interviews fact-to-face at the potential customers’ job sites or workspaces instead of on the phone or at their local Starbucks. The founders got such rich data from their “contextual interviewing” that they changed the direction of their startup because they saw a stronger need for a different kind of product.

The kind of data that you can get from journey mapping and contextual interviewing gives you the information you need to “set” the problem you will try to solve with brainstorming and prototyping. And having different perspectives in the room also helps “set” the problem.

Brainstorm – Do frenetic brainstorming that produces 100-200 new ideas; cull those ideas and determine which ones could be breakthroughs.

Remember the last time your team did a “brainstorming session”: You sat around a flip chart, blurted out a few things, and tried really hard not to judge someone else’s ideas as someone tried to write on the flip chart the ideas that he/she heard. Throw that method out and try this one instead. I learned a variation of this at the Stanford Design School:

  1. As the leader, come to your team with a specific question you want answered. This can be a question distilled from journey mapping or contextual interviewing. Or a question related to an internal team matter.
  2. Encourage your team to be fearless, have fun, think differently and imaginatively.
  3. Create 3-4 groups and give each team member a pack of sticky notes; ask each team member to write one idea on one sticky note, and say the idea out loud as he/she puts each sticky up on the wall.
  4. After 10 minutes ask each team to count their stickies; then ask each group to double the amount of their stickies in the next 10 minutes. Remind them to merely put their ideas up on the wall and not comment on others’ ideas.
  5. Let another 10 minutes pass…then see how many ideas were generated.
  6. Take another 10-15 minutes for each group to look at the ideas as a whole.

If you employ this type of brainstorming, you will generate more and more varied ideas. It also nicely balances the individual and the group. People need to have time and space to do imaginative thinking on their own while also getting support from the group. Brainstorming the ideas is the easy part; culling and curating the ideas is harder. Use all or a few of the following questions to help you sort the data:

  1. What are the patterns and/or themes you see in the data?
  2. What are the outlying ideas?
  3. What idea is your favorite?
  4. Based on the problem, what idea(s) carry the most energy for a breakthrough?
  5. Does it make sense for each person to develop one prototype? Or should small groups of 2 or 3 form to build a prototype together (or both)?

I have worked with many groups using this brainstorming protocol, and the key to success is casting a wide net. That little gem in the rough appears when you least expect it.

Prototype – Build prototypes rapidly, get feedback from users, refine product and relationships.

Prototyping is the “design doing” of Design Thinking, and it is the bridge between ideas and innovation. Once you have built an initial prototype, this is your vehicle to collect feedback from users and potential customers. This back and forth process is typically called iteration.

Prototyping takes on many hues depending on whether you are engaging in product or service design or creating an experience.

  1. If your goal is to design a new product, here are some points to keep in mind:
    • “Rapid prototyping” is a term IDEO and Stanford d.school adhere to; they mean build your model fast and cheap, and sacrifice beauty for speed so you can get feedback sooner rather than later.
    • “Fail fast” is another important guideline that goes against the grain of traditional product development. The quicker you know your prototype doesn’t work, the better, so you can try something else.
    • Refine your product by getting customer feedback through interviews and observation. Watch your potential customers use your product in their environment and videotape their experiences. It is great at this stage if you can have an attitude of detachment so you’re more open to feedback and change.
    • Hopefully, you started to build a relationship with current users and potential customers in the empathy stage, and now in the prototype stage, here’s where you want not only to refine your product, you also want to refine your relationships. Your goal is to have a long-standing sustainable relationship so you can continue to go back to them for feedback, testimonials, and eventually, referrals.
  2. If your goal is to design a new service, all of the above points apply as well as the following:
    • Oftentimes when we design something non-tangible (think Virgin America’s kick-ass flying experience or an experiential workshop on influencing skills or ease of use at the ATM), we describe the experience in 2-D. We put it on PowerPoint and/or we tell a story with a lot of words. Tim Brown of IDEO often refers to prototyping as “building to think.” So even if you are designing a service or experience that seems non-tangible, make it tangible. Draw a storyboard of the step-by-step process of what the user will experience. Better yet, use raw materials with your hands to make a 3-D version of the service or experience.
  3. If your goal is to solve a team problem and design a new experience, I want to strongly encourage you to make 3-D models of the potential solutions that you and your team have brainstormed.
    • Here are 3 recent “problems” I have facilitated with teams:
      • Networking Marketing VP/Directors: What is our 3-year vision?
      • City Government Managers: How do we best engage our employees to prevent burnout?
      • Social Media HR VP/Directors: How do we best productize our services?
    • There is no question that in coming up with the solutions to these problems, the teams could have used PowerPoint and even added a few nice photos or graphics to their presentations to capture the emotions of the users and/or employees. However, when you add the element of 3-D, it certainly livens up the solutions, and it allows you to use your right brain while you’re building. The 3-D versions act as lasting symbols that you can proudly show to your colleagues, use to decorate your desk, and of course, test with your employees. In the Breakthrough! workshops, I bring in a big backpack filled with raw materials—construction paper, PVC tubing, hot glue guns, straws, tons of markers, pipe cleaners, foam board, rubber bands, LED lights—so participants can turn concepts into breakthroughs. Remember, this process is less about drawing (2-D) and more about making (3-D), like the two examples here.

Last, whether you’re building prototypes for products, services, or experiences, it’s important to put attention into the space you’re using. Be sure you allow ample room for people to spread out, be
messy, and be in their own worlds. Unless you are trained as an artist or product designer, the process of “making” things may cause some anxiety and resistance in people. Ensure that the  environment is comfortable and fun and has some natural light.

Implement – Determine what works through testing and influence.

Implementing starts as a very soft launch. In this stage, you will test your product, service, or solution for an extended period of time, continue to refine it, and determine who you have to influence to get your product, service, or solution approved or blessed. Here are some essential elements of this stage:

  1. You will want to test a more refined version of your prototype, and if you are a product developer, perhaps you have now transferred your prototype from handmade to computer-made. Inexpensive technology now available allows you to print prototypes on a desktop 3-D printer. It’s pretty amazing, actually, and if you haven’t seen or used this technology, I highly recommend it. I believe these devices alone will shift the way we design products.
  2. You will determine what users will test your refined product, service, or solution. Perhaps it is the same internal or external customer you partnered with on the prototype, or perhaps you have referrals from these customers. With these users, you can pilot a workshop or ask a customer to use your refined product for a couple of weeks; all the while you will be collecting more data.
    • Depending on how refined your product, service, or solution is, at this time, you will need to start planning one or all the following:
    • develop your go-to-market strategy
    • choose your internal partners to form a team
    • gather success data in order to make your business plan
    • determine who you have to influence to get budget to manufacture your product, or roll out your service or solution.
  3. Whether you are attempting to implement a product, service, or solution, please keep in mind: No matter how neat your prototype is, implementing requires more than just a happy user or customer; influencing the internal decision-makers is just as essential in order for your idea to become a true innovation. Your idea cannot stand alone on its beauty, coolness, performance, or even its usefulness. So much of what determines whether your idea turns into an innovation depends on your ability to influence your boss, your colleagues, the finance department, etc. More than any other single dilemma I hear from my clients is: How do I convince the so-and-so department to adopt my (you name it)? Influencing skills have always been an essential aspect of leadership (see Leadership Chronicles of a Corporate Sage), and influencing skills are central to Leader as Designer. There are many resources on influencing skills; please consider two of my favorite authors, Dan Pink and Robert Cialdini.

Conclusion

My goal in this essay is to open up Design Thinking to different applications and audiences, and to offer up a clear process to go from idea-to-innovation. The Breakthrough! model is not just a way to design cool products (it is that!); it is also an engagement method that leaders can use to solve problems. If your tendency is to be impetuous, then be sure to interview your users/customers/employees before you try to sell them your product. If your tendency is to sink into scads of data so that you can perfect the ultimate product or experience, then stop, make a prototype of your concept and get it out to users ASAP to see what people think and feel. If you’re already using the Breakthrough! model or some semblance of it with success, fantastic! Then get out there and coach someone else to be a Leader as Designer!

Finally, I welcome your comments and questions! This essay is merely a prototype; there will surely be more iterations!

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May 16, 2013 / Design Thinking / Creativity / Innovation

Get the Most Out of Brainstorming as Part of the Design Thinking Process

breakthrough model copyFaced with a challenging business problem to solve?  You need an idea.  Not just one idea, but many useful ideas.  In our experience, leaders who think like designers by using a design thinking process for solving business problems generate more potential useful ideas than those who do not.

In our work, we take our clients through a design thinking process using our Breakthrough! model. This 4-step process helps leaders generate and execute innovative ideas because it blends practicality with imagination. Through the brainstorming step, it is possible to generate a vast number of ideas – if the session is set up properly.  To get the most out of your brainstorming session, consider these critical success factors:

  • Be clear about the specific problem upfront.  Clarity on the problem guides the brainstorming process.
  • Encourage imagination.  Unconstrained thinking is the backbone of innovation!
  • Break the large group into smaller groups. A large group format limits idea generation as well as lends itself to groupthink and creates a potential scenario in which one person might dominate while others remain silent.
  • Each small group member produces an idea…and another…with limited time.  First individuals generate ideas alone on sticky notes. Then, in a small group format, the ideas are shared/posted aloud quickly without commentary.  Members are then challenged to add a large number of ideas in a limited period of time. With several small groups, the net is cast wide for maximum idea generation potential.

For additional tips on frenetic brainstorming as part of a design thinking process, culling the list of ideas, and other steps in the Breakthrough! model, download our Free Executive Guide to Design Thinking.

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May 8, 2013 / Ask Mariposa / Design Thinking / Creativity / Innovation

Ask Mariposa: A Design Thinking Approach Can Help Solve Problems

Michael asks:  We could use more creative thinking to solve a problem we’ve been working on. Could a design thinking approach help?

Sue Bethanis, CEO responds:

Thinking differently and coming up with new ideas for tough problems is at the core of design thinking.  Design thinking taps into imagination and practicality, which taken together form the backbone of creative problem-solving and innovation.

Our design thinking workshop is a working session for teams tasked with solving any product, service, or experience challenge.  The team is led through a clear design thinking process, which starts with empathy (something most groups skip) and includes brainstorming to generate and cull as many ideas as possible.  The ideas most likely to produce breakthrough solutions are prototyped using creative, 3-D methods utilizing right brain thinking.  Getting messy and creative cultivates new thinking!  The models can be used to test the ideas with others and refine with a more sophisticated prototype from there.

Once you grasp the principles of design thinking, you’ll see that they can be applied to any business problem.  To learn more, check out these resources:

 

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April 17, 2013 / Blog / Design Thinking / Creativity / Innovation

Products Are Hard Conference Recap: Design Thinking Process and More!

IMG_1414b IMG_0292b

 

 

 

 

The 2013 Products are Hard Conference on April 1st proved to be rich with insights and fresh thinking on the product development process.  More than 200 product designers, developers, marketers, entrepreneurs and executives were treated to stimulating talks throughout the day by various thought leaders, including Mariposa Leadership CEO Sue Bethanis.  Sue presented a design thinking model that leads to breakthrough thinking and therefore has value for leaders beyond product creation.  Attendees participated in a rapid prototyping exercise to get a taste of how a design thinking process can be applied to solve wicked customer or team problems, as our clients have done in our Design Thinking workshop.

We captured brilliant tidbits from the presenters. Here are a few of our favorites:

  •  “LEAN Startups: Learn. Measure. Build.” Janice Fraser, Founder/CEO, LUXr @clevergirl
  • “Hardest part of product management is creating order from chaos. Listen. Learn. Think (dream). Test.” Sarah Rose, VP Product, ModCloth @sarahfrose
  •   “Understand all your customers. Your product must produce value for all of them.” David Charron, Senior Fellow and Lecturer in Entrepreneurship, Haas School of Business @d_charron
  •   “Few things lose investor confidence more than an inability to launch. Better to launch and learn.” Charles Hudson, Venture Partner, SoftTech VC @chudson
  •   “Product building challenge: knowing when working with opinion vs. fact. Turn opinion to hypothesis and test.” Hiten Shah, Co-Founder, KISSmetrics @hnshah
  •   “Using design thinking for services is equally important as using it for products.” Susan Bethanis, Ed.D., CEO and Founder, Mariposa Leadership @suebethanis
  • “If trying to design products for global users, think about similarities in shared social and psychological rewards.” Judd Antin, User Experience Researcher, Facebook @juddantin
  • “Empathy interviewing requires beginner’s mind, getting off your own agenda!” Indi Young, Consultant @indiyoung
  •   “The people who make the product need to fall in love with it first.” Chris Lindland, CEO & Founder, Betabrand @Betabrand

Products are Hard presentation slides are available for viewing.

 

 

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December 13, 2012 / Articles We Like / Blog / Design Thinking / Creativity / Innovation / HR / Talent Management / Wise Talk

What is the future of organizational leadership? Join the experiment.

hierarchies have got to go

Organizational practices are changing – an always evolving business environment and constant innovation have become the new norm.

Communication between people is changing – we are acknowledging the necessary balance between choice and overload from the non-stop flow of information coming toward us.

The way people relate within organizations is changing – linear thinking is out and interdisciplinary collaboration is encouraged; more often becoming required to stay ahead of the curve.

So, what’s next?
As these different facets work with these changes, organizational structures must be called into question. We are presented with an opportunity to transition from hierarchy into a networked leadership model. As we welcome the advantages of collaboration and social technologies, we focus on the attributes needed to deliver results across organizational boundaries. Theories become facts as we discover ourselves in the future of leadership development and business management practices that really work.

In A Field Guide to Creating Cultures of Innovation by Causeit.org, we are given a web of concepts and tools so that we may better embrace this new norm of leadership and productivity.

We are provided with concepts, practices, videos, examples, and even a handy glossary to help us navigate the new ideas being presented and inspire collaboration.

This is a leadership experiment in the making and we hope you will join us for our next Wise Talk on Tuesday, December 18th from 2-3pm pacific time as Mariposa Leadership CEO, Sue Bethanis discusses the transition from hierarchy to networked organizational structures with innovation team consultant, cyborg anthropologist, and founder of Causeit.org, MJ Petroni.

Topics for the interactive discussion will include:
• How do you define this new normal of networked structures?
• How can creative thinkers, be they introverted or extroverted, leaders or technicians, be supported in this new model?
• How can structural and cultural components you and your clients put in place create more innovative and effective organization?
• What practical first steps will make a more creative, hospitable workplace?

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December 6, 2012 / Design Thinking / Creativity / Innovation / Wise Talk

11/29 Wise Talk audio snippets on Designing For Growth with Jeanne Liedtka

Design Thinking for Managers

Last week’s Wise Talk with Jeanne Liedtka was a rich and harmonious conversation. Mariposa CEO Sue Bethanis described it as “awesome”.

Check out these audio snippets where guest Jeanne Liedtka expands on her book co-authored by Tim Ogilvie, Designing for Growth: A Design Thinking Tool Kit for Managers.

In this first snippet, Sue introduces Jeanne, giving us a little background:

Listen to Jeanne’s definition of design thinking:

The 4 distinctions that Jeanne has identified for managers are:

  • What Is
  • What If
  • What Wows
  • What Works

In this audio snip, Jeanne talks about “What Works”:

Click here to access Mariposa Leadership’s Wise Talk archives, and click on “Designing For Growth” for the full audio of this session.

For more information and to buy Designing For Growth, please visit http://designingforgrowthbook.com

We welcome your thoughts in the comments section below.

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