Centric Digital is a global digital transformation company with 300+ employees across 5 offices and 17 cities. They help traditional businesses transform their business models, customer experiences, and operational processes for the digital age. Centric Digital uses a proprietary 6-step methodology including assessing opportunities, envisioning experiences, planning capabilities, architecting technical solutions, implementing experiences, and embedding changes. They presented three case studies of transforming enterprise clients through rapid prototyping, co-creation workshops, and code-a-thons to encourage collaboration, educate stakeholders, and promote agility.

2. Design for Enterprise Clients
Jean-Marcel Nicolai, Chief Product Officer
November 2015
We transform traditional businesses into digital leaders.

3. Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital.
Global team, infrastructure & process enables unparalleled efficiency, scalability and “follow the sun” speed
NEW YORK CITY (63)
Global Headquarters
Mendoza, Argentina (10)
Experience Design & Development
Budapest, Hungary (44)
Mobile & Emerging Technologies
Hyderabad, India (83)
Development & Platforms
Perth, Australia (1)
International Business Development
TEAM
300+WORLDWIDE TEAM MEMBERS
5OFFICES
17CITIES
San Francisco (54)
3
Louisville (30)
Chicago (9)
Los Angeles (6)
Other US (10)
Operations Strategy Product Technology

4. Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital.
SERVICES
We help traditional businesses transform business models, user experiences & operational processes for the digital age
4
BUSINESS MODELS CUSTOMER EXPERIENCES OPERATIONAL PROCESSES
New Digital Business Models
Digitally Enhanced Businesses
Enterprise Digital Strategies
Monetization Strategies
Data Strategies
Omni-channel Experiences
Physical Digital
Mobile Apps
Responsive Websites
Emerging Technology
Big Data Visualization
Internet of Things
Digital Organization Design
Business Process Automation
Team-on-Demand
D I G I T A L T R A N S F O R M A T I O N

5. Unpublished work © 2015 Centric Digital LLC - Confidential and Proprietary. May not be reproduced, published or disclosed to others without written authorization of Centric Digital.
METHODOLOGY
Our proprietary approach includes 6 agile work-streams that iteratively conceive and deliver transformative initiatives
5
ASSESS /1
Digital Trends
Capabilities Benchmark
Strategic Opportunities
ENVISION /2
Audience Profiles
Experience Maps
Experience Prototypes
PLAN /3
Deconstruct Capabilities
Prioritized Roadmap
Execution Plan
ARCHITECT /4
Content & Feature Backlog
User Experience
Technical Architecture
IMPLEMENT /5
Experience Development
Application Development
API & System Integration
EMBED /6
User Acceptance Testing
Deployment
Optimization

6. OUR CLIENTS
We transform traditional businesses
into digital leaders
Our clients are interested in
innovation and transformation
But are also sometimes not “ready” for
innovation and transformation

7. GLOBAL CHALLENGES
Organization
Culture
Processes

8. CHALLENGES – ORGANIZATION
Siloed
Dispersed
Expertise
Difficulty bringing
stakeholders
together
Hard to achieve
consensus in a
timely fashion
Large

9. CHALLENGES – CULTURE
Sometimes lack
of
Product culture
Sometimes lack
of
Design culture
IT Led
Technology 1st
approach
More about what
it does and
how it works
Lack of User
Centric approach

10. CHALLENGES – PROCESS
Lack of
agility
Lack of
Requirements
Disparaging
Requirements
Slow moving but
short and hard
timelines
Complicated approval
and documentation

11. TYPICAL DESIGN CHALLENGES – NO TOOL TO SUPPORT THE PROCESS
Designs shared
back and forth
over emails
Files stored in
multiple locations
Comments
distributed across
emails, chats,
meetings
Design, test,
prototype took
a lot of time
Prone to delays
and
miscommunication

12. TYPICAL DESIGN SOLUTIONS: TOOL TO SUPPORT THE PROCESS
Unified
workspace
and storage
Streamlined,
organized
commenting
Rapid design iterations,
testing and prototyping
Increased
collaboration
with distributed
teams
Achieve desired results
faster

13. Case Study 1
“How can we build a native mobile
experience that revolutionizes the
way patients receive care?”
-- Fortune 500 Healthcare client

14. Case Study 1: Constraints and Challenges
o Client was interested in growing
direct-to-consumer product suite,
but had few existing capabilities
and little experience
o Collaborative feature generation
lead to large, inconsistent product
roadmap with no unifying user
experience
o Following creation of the roadmap,
participants were unclear on roles
and next steps
o Executive presentation approaching
on short timeline
o Needed to gain executive support
to move forward with the product

15. Case Study 1: Mobile Prototyping
o Prototyping approach to design a
mobile prototype to bring the
experience to life
o The prototype made the product
tangible for stakeholders, helping
them understand the customer
journey and the features we could
build
o With the help of the prototype, the
team secured the funding internally
to make the product a reality

16. Case Study 1: Takeaways
Rapid, lightweight prototyping is a new type of deliverable, changing the way
enterprise clients understand products and make optimal business decisions
o Going beyond flat comps and
quickly illustrate user interactions
o Build empathy with target
customers
o Quickly test different design
options and then iterate based on
learning
o Clearly communicate the value of
the product
o Build support, consensus (and
helps acquiring funding)

17. Case Study 2
“How can we bring our teams
together to understand our
customers and build valuable
digital experiences? ”
-- (a different) Fortune 500 Healthcare client

18. Case Study 2: Constraints and Challenges
o When shaping the product roadmap,
client with a culture centered on
collaboration, wanted more
stakeholder involvement, both for
feature generation / prioritization
and requirement gathering
o Stakeholders wanted to be involved,
but weren’t sure how
o Organizational structure aligns
resources to features, not
experiences
o Collaborative feature generation lead
to large, inconsistent backlog
o Necessary focus on design
collaboration – Organization coming
from a technology centric culture

19. Case Study 2: Co-Creation
o The “Co-Creation” process brings
stakeholders together for fast-
paced, collaborative workshops
that define experiences and
product design iterations
o With collaboration tools we can
redefine the product design and
development process
o We can introduce the value of
customer personas, user journeys
rapid prototyping and product
backlog
o We move from “building features”
to “building experiences”

20. Case Study 2: Takeaways
o Shift our enterprise clients from
technology-first approach to a
user-centric approach
o Drive positive culture change through
thoughtful process change
o Introduce new engagement strategies
to bring stakeholders together in
meaningful, exciting ways that move
the product forward quickly and
successfully
o Leverage personas, user journeys,
and prototyping to visualize solutions
to various challenges at hand
o Create easy progress-sharing sessions
with stakeholder and quickly re-
iterate and test different scenarios
Introducing and rolling out new tools with clearly defined objectives to drive better
team/client collaborations to achieve excellent product and business results.

21. Case Study 3
“How do we change our culture
overnight? ”
-- Fortune 500 Financial Services client

22. Case Study 3: Constraints and Challenges
o Client new to the organization
needed to make a big bang and
raise the profile of IT within the
organization
o Company has an ambitious culture
with subject matter expertise
spread widely across many
individuals in all roles and teams
o Lack of product culture or design
culture
o Necessary focus on design process
o Short timeline – How to
brainstorm, design, and deliver
coded prototype

23. Case Study 3: Code-a-thons
o Client looking to inspire innovation at
a “business as usual” corporation
o In a 36-hour Code-a-thon,
brainstorm, sketch, design, code, and
deploy prototypes solving problems
for business teams in different
countries
o Following the Code-a-thon, dive into
intensive co-creation product
requirements workshops
o Build these products with the client
and dream up new ones

24. Case Study 3: Takeaways
o Influence decisions and
consensus via very rapid
design visualizations and
code creation
o Create and leverage smart
structure, process, and tools
to inspire and generate
momentum with enterprise
clients
o Facilitates tight team, client
collaboration even under
extreme working
circumstances
Incorporating into intense 36-hour Code-a-thons allowed fast product idea
generation, visualization and presentation and changed the client’s product development
culture.

25. WRAP UP
Encourage Collaboration
Educate
Promote Agility
Innovate on Processes and Methods
 Chatter between stakeholders and teams while in design and in frequent reviews
 Implement collaboration tools to reduce team distribution friction / points of failure
 Moves uninitiated stakeholders through the experience in a step wise manner
 Allow better POV of users and journeys, when the experience can be viewed as an
unfolding design story
 Better enable stakeholders to play the role of the user as part of design
 Define journeys, organically and iteratively - Reactive to change - Promotes curiosity
 Fidelity built through design, from drawings to full comp build out of tangible product
 Workflow & Status (boards), resolving issues and completion tracked at task / change /
modification level
 Each process has a place in the Time / Collaboration quadrant
 Prototypes - build out user journey frameworks before committing to POC or MVP
 Co-creations - fundamentally educate internal client teams with higher collaboration
 Code-A-Thons - kick starting projects and immediately getting alignment

26. THANK YOU
We transform traditional businesses into digital leaders.