What makes some organisations better than the rest at getting more of the right services to market, faster?
Working with plus $1 billion revenue businesses for over 15 years we’ve learnt a lot about how to design and make things happen in complex organisations - and why things fail too. Many of these organisations had gained commercial advantage through a combination of increased marketing spend, operational efficiency and digital transformation, but now they’re recognising the limits of pursuing efficiency and technology alone.
As more becomes possible the age old questions become more crucial: what will our customers value most, what will make them buy from us, and how do we get more of the right things to market, faster? Organisations are discovering these challenges require a different mind-set and approach, not just to design and development, but to the business change required to deliver new products and services to market.
On the ground this means moving from a management approach that’s technology, marketing or resource optimisation-led, to one that’s customer-inspired and vision-led with a more experimental and faster pace; one that engages and excites teams; one in which insights inform service propositions, propositions inform experience design and experience design informs capability development, in that order.
We call this Design-led change, an approach that recognises that putting something new and of value in customers’ hands isn’t just about completing a product development cycle. It’s also about inspiring and supporting an organisation to invest in it, implement it well, and sell and support it brilliantly.
Our experience points to seven design-led competencies that help organisations get the right services to market faster.
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