UX STRAT Europe 2018 presentation slides by Dr. Giulia Calabretta of the Delft University of Technology, "Strategic Design Practices for Enterprise Innovation"

1. Strategic Design Practices for
Enterprise Innovation
Amsterdam, 12th June
Giulia Calabretta
Associate Professor
Delft University of Technology
g.calabretta@tudelft.nl

3. What is Strategic Design?
The use of design principles and
practices to guide the co-formulation and
co-implementation of an innovation
strategy toward outcomes
that benefit people and organizations
alike.
Calabretta, Gemser and Karpen, 2016

4. Strategic
design
Eight essential practices every strategic
designer must master
Giulia Calabretta,
Gerda Gemser &
Ingo Karpen

5. STRATEGIC HUMAN
CENTEREDNESS

6. EXPERIENCE AS
DRIVER OF
INNOVATION
STRATEGY

9. HUMANIZING
TECHNOLOGY

11. EMPLOYEE-
CENTRICITY

12. The future of education

13. Who are the main innovation partners
in your company?
Soft skills like these are clearly valued by the executives we surveyed,
who say their employees are their most important partners in innovation,
ranking them above technology partners. Eddie Copeland, director of
Q: Who are the most important external and internal partners for innovation at your organization?
Percentages denote the number of companies citing each innovation partner as among their most important ones.
Internal employees
Technology partners
Channel and business
model partners
Customers via focus groups,
data mining, feedback
Supply chain partners /
vendors / suppliers
Entrepreneurs, startups
60%
50%
44%
35%
29%
16%
Similar organizations
outside regional market
23%
Academics and research
organizations
22%
People-powered innovation starts with employees
Source: PwC’s Innovation Benchmark, 2017

14. Strategic design and employees’ well-being

15. STAKEHOLDERS’
ENGAGEMENT AND
SATISFACTION

16. renovated and upgraded these approacheson design thinking as developed by a
-
Figure 2.4: Philips’ Rapid Co-Creation approach
Reflect Frame
Prototype
design build test
Idea
3 hours
3 days
3 week
s
3 m
ont
hs
Proposition
Reframe
Technology & science
Company
Business
Society & culture
Experience context
People
Validity
Relevance
Feasibility
Rapid co-creation at Philips

17. Business case
discover define develop deliver
High-level
business
objective
Assumptions key 3-5
assumptions
Figure 7.5: Reducing uncertainty of underlying assumptions during the design process

18. Strategic human centeredness
• Experience as the driver of innovation
strategy
• Humanizing technology
• Employee-centricity
• Stakeholders engagement and satisfaction

20. ‘Sell’ narrative
Brand equity
Brand loyalty
Speed to market
Profits
ROI Employee engagement
Market growth
Cost reduction
NPR

21. 1. NARRATIVE
2. PLANNING

22. ‘Sell’ narrative: Impact on stock value

23. Business case
discover define develop deliver
High-level
business
objective
Assumptions key 3-5
assumptions
Figure 7.5: Reducing uncertainty of underlying assumptions during the design process

24. ‘Teach’ narrative

25. ‘Problem solving’ narrative

28. Combine the narratives to scale
strategic design1

29. Plan for scaling strategic design
2
Awareness and trust in intuitive
ways of working
Adoption and business buy-in

30. Adopting Strategic Design at KLM

31. The case
Our 3-step plan

32. Preparing the ground: tasting

33. • Don’t be in a rush!
• Invest time and resources in
preparing the ground
• Invest in internal/external
PR and publicity
• ‘Design flash mobs and
guerrilla marketing’
• Visual spam
• Human spam

34. Co-creating

35. • Focus on core KPIs
• Sharing responsibilities
• Continuous learning
• Structuring
• Adapting your
leadership style
• Creating a governance

36. Embedding
Codifying the
X-way of working

37. Embedding: Training

38. Scaling strategic design

39. Strategicdesign
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Eight essential practices every strategic
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Giulia Calabretta,
Gerda Gemser &
Ingo Karpen
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www.strategicdesignbook.com
g.calabretta@tudelft.nl