M A R T I N D O W S O N : T H E E M P A T H Y E C O N O M Y S E R I E S T H E B U S I N E S S C A S E F O R D E S I G N

Transcription

1 M A R T I N D O W S O N : T H E E M P A T H Y E C O N O M Y S E R I E S T H E B U S I N E S S C A S E F O R D E S I G N

2 T H E B U S I N E S S C A S E F O R D E S I G N W H A T I S D E S I G N

3 T H E B U S I N E S S C A S E F O R D E S I G N W H Y I S D E S I G N I M P O R T A N T

4 T H E B U S I N E S S C A S E F O R D E S I G N W H Y I S D E S I G N I M P O R T A N T

5 T H E B U S I N E S S C A S E F O R D E S I G N W H Y I S D E S I G N I M P O R T A N T

6 T H E B U S I N E S S C A S E F O R D E S I G N W H Y I S D E S I G N I M P O R T A N T

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8 T H E B U S I N E S S C A S E F O R D E S I G N F J O R D : L I Q U I D E X P E C T A T I O N S expectations transcend the traditional boundaries Direct Competitors Experiential Competitors Perceptual Competitors Products or services that directly compete with rbs Experiences that set expectations across industries Companies that change customer expectations everything competes with everything else

9 GREAT BUSINESSES ARE HUMAN- CENTRED, DESIGN-LED AND SUSTAINABLY DELIVERED. T H E E M P A T H Y E C O N O M Y / M D O W S O N

10 Customer (Human) Obsessed Operationally Excellent Financially Rigorous T H E E M P A T H Y E C O N O M Y / M D O W S O N

11 Customer (Human) Obsessed Operationally Excellent Financially Rigorous T H E E M P A T H Y E C O N O M Y / M D O W S O N

12 T H E B U S I N E S S C A S E F O R D E S I G N D M I : T H E D E S I G N V A L U E I N D E X D M I

13 Cumulutative Total Return T H E B U S I N E S S C A S E F O R D E S I G N T H E M A R K E T M A K E R S 100% 75% 78% 50% 52% 25% 0% -25% -3% CX Leaders S&P 500 CX Laggards S O U R C E : T H E C U S T O M E R E X P E R I E N C E R O I S T U D Y, W A T E R M A R K C O N S U L T I N G

14 T H E B U S I N E S S C A S E F O R D E S I G N D R I V I N G K E Y M E T R I C S 32.5 CX Leaders Outperformed Laggards by NPS Loyalty Trust S O U R C E : H T T P : / / E X P E R I E N C E M A T T E R S. W O R D P R E S S. C O M / / 1 1 / 2 6 / T E M K I N - E X P E R I E N C E - R A T I N G S - C O R R E L A T E - TO- L O Y A L T Y /

15 T H E B U S I N E S S C A S E F O R D E S I G N R O I O N C U L T U R E Avg Increase for 12 Firms with Performance-Enhancing Cultures Avg Increase for 20 Firms without Performance-Enhancing Cultures Revenue Growth 682% 166% Employment Growth 282% 36% Stock Price Growth 901% 74% Net Income Growth 756% 1% H T T P : / / W W W. F O R B E S. C O M / S I T E S / J O H N K O T T E R / / 0 2 / 1 0 / D O E S - C O R P O R A T E - C U L T U R E - D R I V E - F I N A N C I A L - P E R F O R M A N C E /

16 T H E B U S I N E S S C A S E F O R D E S I G N M A E D A : T H R E E T Y P E S O F D E S I G N S O U R C E / K P C B # D E S I G N I N T E C J O H N M A E D A

17 T H E B U S I N E S S C A S E F O R D E S I G N F R O G : 5 B E N E F I T S Y O U C A N M E A S U R E B U S I N E S S V A L U E O F D E S I G N F R O G D E S I G N. C O M

18 T H E B U S I N E S S C A S E F O R D E S I G N F R O G : 5 B E N E F I T S Y O U C A N M E A S U R E S P E E D T O M A R K E T M A R K E T R E A C H I N T E R N A L C A P A B I L I T Y D E V E L O P M E N T E N G A G E M E N T & L O Y A L T Y V I S I O N A R Y T R A N S F O R M A T I O N R E D U C E D E V E L O P M E N T C O S T S A N D T I M E L I N E M A R K E T S H A R E I N C R E A S E D C O L L A B O R A T I O N A N D K N O W L E D G E S H A R I N G C U S T O M E R A C Q U I S I T I O N N E W P R O D U C T R E V E N U E M E E T O R E X C E E D R E V E N U E T A R G E T I N C R E A S E I N S H A R E O F W A L L E T I M P R O V E D E M P L O Y E E E N G A G E M E N T C U S T O M E R R E T E N T I O N A B I L I T Y T O A T T R A C T T A L E N T G E N E R A T E M V P - F O C U S E D C U S T O M E R F E E D B A C K P E R C E N T A G E O F R E V E N U E F R O M N E W P R O D U C T S R E D U C E D R E L I A N C E O N O U T S I D E E X P E R T S R E V E N U E I M P R O V E D C U L T U R A L M E T R I C S S H O R T E N B R E A K E V E N T A N D C Y C L E T I M E S T A L E N T R E T E N T I O N A N D L E A R N I N G A G I L I T Y M A R K E T S H A R E M A R K E T R E P U T A T I O N E X E C U T I V E A L I G N M E N T B R A N D E Q U I T Y B R A N D V A L U E B U S I N E S S V A L U E O F D E S I G N F R O G D E S I G N. C O M

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20 THE DESIGN OF GOOD HOUSES REQUIRES AN UNDERSTANDING OF BOTH THE CONSTRUCTION MATERIALS AND THE BEHAVIOUR Peter Morville, 2002

21 Human Business H T T P S : / / W W W. H Y P E R I S L A N D. C O M / C O M M U N I T Y / N E W S / H O W - TO- A P P L Y - A - D E S I G N - T H I N K I N G - H C D - UX- OR- A N Y - C R E A T I V E - P R O C E S S - F R O M - S C R A T C H T H E B U S I N E S S C A S E F O R D E S I G N S T I C K T O T H E B A S I C S

22 T H E E M P A T H Y E C O N O M Y / M D O W S O N T H E B U S I N E S S C A S E F O R D E S I G N D E S I G N I N L A R G E O R G S DESIGN OUTPUTS DESIGN FOCUS DESIGN BENEFITS PORTFOLIO - conceptual, large scale and complex DISCOVER / DEFINE DEVELOP/ DELIVER STRATEGY VISION CONCEPTS Focus on understanding customer need / business benefit Visionary Transformation Market Reach PROGRAMME - visualised, detailed and planned DISCOVER / DEFINE DEVELOP/ DELIVER DETAILED VISION ALIGNED & REALISTIC CONCEPTS PRIORITISED ROADMAP Focus on understanding how and building an achievable roadmap Internal Capability Development PROJECT - tangible and deliverable DISCOVER / DEFINE DEVELOP/ DELIVER DEVELOP/ DELIVER DEVELOP/ DELIVER DEVELOP/ DELIVER SERVICE SPECIFICATIONS SERVICE GUIDELINES PROTOTYPES & PILOTS Focus on delivery Speed to Market Engagement & Loyalty LIVE SERVICES

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24 He will sense he won t be able to articulate it, but we hope that he will sense the care that went into it, and i do believe that we are capable of discerning far more than we are capable of articulating Jony Ive, talking about JJ Abrams using Apple products J U S T I N S U L L I V A N / G E T T Y I M A G E S

25 D E S I G N C O U N C I L R E C O M M E N D A T I O N S 1. Dont limit the context in which design can operate 2. Use design to differentiate 3. Integrate design and branding 4. Introduce a design process 5. Trust and support your design talent 6. Embed design in your organisational culture 7. Design your work environment 8. Don t let the designers role be a straightjacket D E S I G N C O U N C I L / / L E A D I N G B U S I N E S S B Y D E S I G N

26 M Y R E C O M M E N D A T I O N S 1. Choose the level of design you most want to impact at 2. Let your design and development teams choose the metrics they feel they can most impact and then measure it 3. Build a measurement framework even if you can t measure everything in it - the gaps will fill themselves in 4. Educate Executive and BAU teams at the same time where you can 5. In the absence of a nuclear umbrella go for the guerrilla warfare and infect the organisation D E S I G N C O U N C I L / / L E A D I N G B U S I N E S S B Y D E S I G N