The client’s problem
A design company had grown significantly over the last few years and the organisation had consequently been set up for delivering large scale operations. However, some customers felt that the tailored novel design and high responsiveness they received in the past was slowly fading away. The design company, therefore, wanted to revitalise design innovation in the future to regain its competitive edge.
The approach pursued in the problem was the following: First, understanding of the issues, including a definition of key objectives and ambition levels, gathering and prioritisation of key issues, documentation of workflows for real client experiences and estimation of the value at stake. A key insight during this phase was that the client’s problem was only really significant for a particular kind of customer order, this insight then enabled the team to focus their problem-solving energy even more. Second, designing the change needed including identification and prioritisation of root causes and barriers to change and definition of organisational changes, e.g., alternative workflows throughout organisational functions. During this phase, it was also evaluated if the step-up in design innovation could be handled in the existing organisational structure or a new separate structure was needed for this. Third, the crafting of the implementation plan, including shaping the implementation initiatives, defining the overall business case and assigning responsible people for execution.
A clear strategy for the retention of 20% of the revenue and more efficient use of the organisation’s time.