The purpose is to explore the opportunity to embed the Human‐Centred Design in business models culture. It aims to embody nimble business mind-­‐sets to equip the organizations with the understanding of customer needs as a real competitive advantage. Design Thinking creates a high quality bond of engagement and loyalty between the company and employees. The open‐minded discovery process in the Design Thinking can be a strategic landscape where learning environment and innovation thrive. Understanding the customer through the use of empathy and to nourish the co‐creation process are the lenses to create a design-‐driven culture. This also implies a learning driven culture with the ability to reframe business challenges to solve customers’ problems.

1. 1
Rethinking the organizational change canvas through
empathy and insights
The
current
political,
economic
and
social
scenario
strengthens
the
need
to
unlearn
and
learn
new
ways
to
rethink
lenses
and
tools
for
the
problem
solving.
The
journey
of
the
document
starts
with
management
consultancy
landscapes
through
the
following
business
models
insights:
organizational
design
(Deloitte),
employee
experience
design
(Fjord
Accenture),
braided
design
model
(McKinsey)
and
hybrid
insights
(IDEO).
Then
the
document
turns
to
my
past
experiences
linked
to
my
purpose
to
work
within
Business
Design.
Finally,
I
conducted
a
survey
and
created
a
canvas
which
depicts
my
proposal
for
exploring
a
new
toolkit
for
the
team
I
would
work
with.
Applying
agile
thinking
into
problem
solving
it
is
to
reframe
the
leadership
challenges:
empower
employees
with
trust
and
empathy
through
meaningful
tasks,
encourage
honest
and
transparent
communication
to
underpin
innovative
business
model
canvas.
In
my
University
Business
Design
Project
our
team
applied
the
‘Design
for
growth’
model
(see
below)
through
four
basic
questions
and
ten
tools
to
address
them:
What
is
investigates
the
present;
What
if
envisions
a
potential
future;
What
vows
makes
some
choices;
What
works
is
guide
into
the
actual
marketplace.
Deloi&e! released! the! 2016!
Global! Human! Capital! Trends!
report!“The!new!organiza=on:!
Different! by! design”.! The! 92!
percent!of!survey!par=cipants!
says!‘the!need!to!redesign!the!
organiza=on!itself!is!a!cri=cal!
priority’.!
Fjord! 2016! trends! suggest!
empowering! the! employees,!
as! they! want! to! feel! inspired!
to! work! and! focus! on! what!
maLers!to!them,!be!essen=al!
to!the!success!of!the!company!
and! gain! trust! through!
autonomy.!
IDEO! ques=ons! why$ companies$
disconnect$ the$ human$ stories$ from$ the$
data?$ Conduc=ng! qualita=ve! research!
into! people’s! exis=ng! needs! and!
behaviour! helps! strategists! to! create!
innova=ve! solu=on! that! are! desirable,!
feasible,!and!viable!for!all!involved!
!
McKinsey! propose! a!
‘braided’! design! model,!
which!is!grounded!in!a!coO
crea=on! approach! to!
develop! any! customer!
journey.!This!collabora=ve!
culture!enables!the!design!
journey! alignment! with!
the!business!strategy.!
!

2. 2
As
a
result
of
the
Design
Thinking
approach
we
came
up
with
educational
product
for
children:
an
interactive
round-­‐shape
colouring
book
(see
the
social
story
below).
Interviewing
teachers,
doctors,
and
users
to
discover
unmet
needs
I
engaged
with
the
team
to
nourish
the
co-­‐creation
process
in
the
prototype
model,
storytelling
and
the
user
experience
journey.
After
we
chose
and
explored
the
target
group
environment,
we
focused
on
empowering
our
users
in
their
creativity
to
gain
pains
and
gains
for
the
prototyping
phase.
Similarly
the
brand
persona
helped
us
to
communicate
a
compelling
story
that
connects
the
customers
on
an
emotional
level.

3. 3
During
my
action
research
at
Croydon
Council
I
employed
qualitative
and
observational
tools
to
unlock
new
insights.
Eventually
it
helped
the
organization
to
reframe
the
problem
in
its
cultural
change
journey:
engaging
the
employees
with
a
variety
of
approaches.
In
the
discovery
phase,
using
empathy
and
listening,
service
design
tools
act
as
facilitator
to
unearth
unmet
feelings
in
the
leadership
challenges.
The
Blue
Ocean
Strategies
can
be
used
to
integrate
service
design
into
management
models.
Below
I
have
outlined
how
the
design-­‐driven
tools
perform
to
gain
a
clear
understanding
of
the
situation
in
the
organizational
design
context.
Value
Innovation
builds
on
the
deep
insights
discovered
about
how
leaders
really
want
to
solve
their
challenges.
As
part
of
this
report
I
created
a
survey
to
investigate
how
company
leaders
look
at
engagement
and
purpose
as
drivers
to
unleash
new
insights.
Ten
open
questions
were
circulated
through
LinkedIn
and
the
Creative
Industries
Federation
network
in
London
to
detect
what
are
the
needs
in
the
organizational
culture.
(https://surveyplanet.com/579e5a6f11d4697b5e9bba70)
The
survey
was
grounded
on
the
following
question:
‘How
can
Design
Thinking
create
insights
to
instil
creative
confidence
in
organizations?’
and
provided
a
view
of
the
15
participants
about
the
research
problem.
The
key
finding
to
highlight
was
that
setting
a
designed-­‐driven
culture
requires
empathy
and
listening
from
business
leaders
as
well
as
across
the
entire
organization.
The
creativity
and
innovation
in
organization
rests
on
nimble
mindsets
linked
with
collaborative
tasks,
learning
how
to
wrestle
them
into
shape,
and
know
how
to
see
them
through.
Organiza(onal+design+
+context+
Design3driven+
cultural+tools++++++
Adaptability+
+
Employee+
Experience+
Design+
Reliability+
Measurement+
Customer3centric+
service+
Alignment+
Crea(ng++a+persona+
Visualizing+drivers+for+
change+
Hybrid+insights+
Mapping+innova(on+
ecosystem+
Planning+prototyping+
and+design+games+
Self3management+
team++
Collabora(ve+
Leadership+

4. 4
Business
Design
Hackspace
-­‐
A
catalyst
for
a
blue
ocean
market
creation?
The
canvas
below
suggests
how
I
would
engage
with
a
Business
Development
team
to
figure
out
the
internal
toolkit
based
on
three
anchors:
hackspace,
workshop
and
showcase.
In
a
structured
collaborative
way,
the
research
methodologies
(deductive,
inductive
and
abductive)
could
help
shape
future
exploratory
prototyping
with
the
clients.
The
co-­‐creation
process
will
activate
storytelling
to
connect
the
Business
Development
team
drivers
to
the
organization’s
purpose.
The
workshop
activities
can
nurture
setting
concepts
and
knowledge
through
an
agile
thinking.
For
example,
one
can
be
to
conduct
user
research
experience
to
explore
if
the
current
Value
Proposition
Design
offer
or
interface
creates
any
hindrance
to
using
the
service.
This
canvas
is
aimed
to
refresh
lenses
to
equip
the
organizations
ecosystem
with
teamwork
practices
to
nurture
creativity
and
innovation.
Ultimately
empathy
and
insights
create
engagement
and
collaborative
leadership
to
foster
a
learning
community.
Change
behavioural
pattern
is
what
our
political,
economic
and
social
context
needs
to
flush
out
uncertainty,
fear
and
risk.
Workshop(
A"place"to"co*create"with"
clients,"using"the"idea"
framework.""
Hackspace(
A"place"to"experiment,"prototype,"
make,"test"and"learn"
Showcase(
A"place"to"show"exis;ng"
work"and"latest"projects"
and"prototype"
P r o t o t y p e" u s e d" f o r"
s;mulus" for" workshop" or"
co*crea;on"session"
Prototype" from" innova;on"
programme" feature" in" the"
showcase"
Showcase"as"the"basis"for"a"
workshop"

5. 5
References
https://hbr.org/2015/11/use-­‐storytelling-­‐to-­‐explain-­‐your-­‐companys-­‐purpose
https://hbr.org/2016/07/beyond-­‐the-­‐holacracy-­‐hype
http://www2.deloitte.com/us/en/pages/human-­‐capital/articles/introduction-­‐human-­‐capital-­‐
trends.html
http://dupress.com/articles/employee-­‐experience-­‐management-­‐design-­‐
thinking/?id=us:2el:3dc:dup3021:awa:cons:hct16
https://www.accenture.com/us-­‐en/insight-­‐fjord-­‐trends-­‐2016
https://hbr.org/2016/07/midsize-­‐companies-­‐shouldnt-­‐confuse-­‐growth-­‐with-­‐scaling
https://hbr.org/2014/01/the-­‐new-­‐patterns-­‐of-­‐innovation&cm_sp=Article-­‐_-­‐Links-­‐_-­‐
End%20of%20Page%20Recirculation
https://hbr.org/2015/09/design-­‐for-­‐action
http://www.mckinsey.com/business-­‐functions/marketing-­‐and-­‐sales/our-­‐insights/building-­‐a-­‐
design-­‐driven-­‐culture