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You know that good design leads to better team performance, enhanced creativity and a closer connection to your customer, but what is the best way for your team to learn its practises? There are a number of providers offering a range of design disciplines, including Human-Centred Design, UX Design, Design Thinking, Service Design, Customer Experience Design… Where is best to start?
We’ve pulled together a list of goals that we think a manager might be looking toward in order to help their team achieve and mapped these goals against our various learning experiences. Hopefully this will help you navigate some of the most effective digital design options currently available.
For raising design awareness and building lasting confidence
Good design principles can be applied in any team – but first we have to demystify them. Unfortunately, design often lives in a ‘black box’. Insider jargon and complex methodologies can make it seem inaccessible. High functioning design doesn’t need to be complicated. In fact, it works best when it is uncomplicated. If we strip it back, design is a vehicle through which creativity and innovation can be systematically nurtured. We know that when this is properly implemented, it will inevitably impact the bottom-line. According to a study conducted by Adobe, companies that foster creativity enjoy 1.5 times greater market share (2016, Adobe, ‘Design-Led Firms Win the Business Advantage’ report). Short introductory experiences can illustrate how good design can remedy static BAU thinking. With this in mind, we’ve developed a suite of intro courses and upskilling workshops designed to build lasting competence and confidence in foundational skills.
Matched learning experiences:
For tackling real business challenges and building technical capability
In pre-pandemic times Australia was already in the early stages of a digital skills crisis. The sudden halt imposed on skilled migration has led to shortages in certain roles (product managers, software developers, UXers and other digital specialists), particularly at a senior level. If and when you do manage to find people with the right talent, they often demand very high salaries and can be poached by other companies trying to solve exactly the same problem.
Businesses undoubtedly need these kinds of digital experts to carry their growth strategies forward. When struggling to access the talent they need, they are often forced to be creative, cultivating their technical capabilities in-house.
Matched learning experiences:
For scaling and embedding organisational change
Many of the biggest challenges facing businesses are essentially design problems. Design maturity and digital maturity come when innovative ways of working take root and are used reflexively across an organisation. Every modern business has this forefront of mind. When done well, this looks like obsessive customer focus, creativity across business functions and a collaborative ability to respond appropriately to rapidly evolving competitive environments. The impact of these kinds of agile organisational behaviours are consistently felt at the bottom-line level too. According to a recent McKinsey report, design-driven organisations outperform their competitors by 2:1 (2018, McKinsey & Co., ‘The Business Value of Design’ report). Having supported major corporates and government departments with their transformation programs, we’ve learned that the most successful approaches will incorporate everyone, from front-line staff through to executive teams. You want your people to excel instead of being left behind.
Matched learning experiences:
For addressing changing talent needs
Sometimes training your people in new design practices comes off the back of shifting priorities. These changes can impact hiring practices, development programs and talent management. Maybe Design Thinking is fast becoming an organisation-wide priority and you’d like every new-starter to receive foundational training so they are immediately brought up to speed. Perhaps a group needs to be deployed and their focus trained on digital design initiatives. Read our digital workforce transformation piece on how we developed the Australian Department of Health’s new team of digital leaders.
Interviewed by the Harvard Business Review, former PepsiCO CEO Indra Nooyi claimed that design had a voice in nearly every crucial decision the company made while she was at the helm. The impact was enormous, as sales increased by 80% throughout her time in the role. With these kinds of results, design in its various forms is here to stay. The question is, where is your organisation going to start?
Matched learning experiences:
Interested in learning more about how your team can harness good design and make great decisions? Get in touch to discuss how we can help you achieve your innovation goals.
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