Citrix Systems and Design Thinking (Design Individual Project) Dropbox

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Design

UCL
Management
Science

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Citrix Systems
In a modern, contemporary world engulfed by big data, analytics and multitudes of
technological conglomerates, players in the tech space really have to be able to
distinguish themselves from their competitors if they hope to stand out in their
respective markets. A strong example of a distinctive brand that has managed to
dominate its field by differentiating itself is Citrix Systems.
Citrix Systems, Inc., the American transnational software corporation, is a software
giant which generates over $3.2 billion annually, is utilised by more than 400,000
companies globally and is used by approximately 100 million individuals around the
world1
. Citrix went public in December 1995, having been founded in 19892
, and
specialises in cloud computing, Software-as-a-service (SaaS) and virtualisation. The
three core pillars at the heart of Citrix are: mobilize (your workforce), secure (your
enterprise) and optimize (your network)3
.
The three primary services offered by Citrix software as outlined on their homepage4
Innovation through ‘design thinking’
The challenge for many large companies, such as Citrix, was the concern of becoming
irrelevant. The story of a former telecommunications giant: Motorola, provides an
excellent example of how remaining too comfortable can result in a company
becoming outdated. Motorola once held over 20% of the global market share for
handheld devices, yet by the end of the first quarter of 2008 were only able to retain

1

‘About
Us’,
Citrix
Systems,
2016,
accessed
April
12,
2016,
https://www.citrix.com/about.html.

2

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,

http://www.managementexchange.com/story/reweaving-‐corporate-‐dna-‐building-‐culture-‐design-‐thinking-‐citrix.

3

‘US
Website
Citrix
Homepage’,
Citrix
Systems,
2016,
accessed
April
12,
2016,
https://www.citrix.com/content/citrix/en_us.html.

4

‘US
Website
Citrix
Homepage’,
Citrix
Systems,
2016,
accessed
April
12,
2016,

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9.3%5
. In October 2014, Motorola is acquired by Lenovo6
and by January 2016 Lenovo
has announced that Motorola, as a brand name and image, is to be phased out
completely7
. But how did this happen? Motorola is credited with the invention of the
first mobile phone in 19738
; they were pioneers of the digital revolution with a global
presence and dominated the market for years. How did it all go so wrong? Within a
paper entitled ‘The Design of Business’, Roger L. Martin, Management scholar and
author, interviews Co-CEO of Blackberry: Mike Lazaridis. Lazaridis explains that:
‘in a business…no matter how good the process is, no matter how much you’ve
got it down…you have to always go back and say ‘is there something
fundamentally wrong with the way we’re seeing the market?’9
– Mike Lazaridis
With regard to Motorola, he then goes on to say: ‘Motorola lost because it didn’t
embrace the future…it was too damn good at what it was doing’10
. The allure of
comfort, routine and reliability became the Achilles Heel of Motorola, ultimately leading
to their demise.
The market for digital software solutions (in particular big data analytics) has grown
significantly over the last few years. In future years the market is forecasted to carry
on growing by approximately $1 billion dollars each year:
Forecasted growth in the big data analytics software market over the next 4 years11

5

Olga
Kharif
and
Roger
O
Crockett,
‘Motorola’s
Market
Share
Mess’,
Bloomberg
(Bloomberg),
July
10,
2008,

http://www.bloomberg.com/news/articles/2008-‐07-‐10/motorolas-‐market-‐share-‐messbusinessweek-‐business-‐news-‐stock-‐market-‐and-‐financial-‐
advice.

6

‘Lenovo
to
Acquire
Motorola
Mobility
from
Google’,
Lenovo,
March
31,
2016,
http://news.lenovo.com/news-‐releases/lenovo-‐to-‐acquire-‐
motorola-‐mobility-‐from-‐google.htm.

7

‘“Motorola”
Is
Officially
Dead’,
Phandroid,
January
7,
2016,
accessed
April
12,
2016,
http://phandroid.com/2016/01/07/motorola-‐is-‐dead/.

8

‘The
History
of
Mobile
Phones
from
1973
to
2008:
The
Handsets
That
Made
It
ALL
Happen’,
Know
Your
Mobile,
April
16,
2015,
accessed
April
12,

2016,
http://www.knowyourmobile.com/nokia/nokia-‐3310/19848/history-‐mobile-‐phones-‐1973-‐2008-‐handsets-‐made-‐it-‐all-‐happen.

9

‘Design
Thinking:
How
Thinking
Like
a
Designer
Can
Create
Sustainable
Advantage’,
in
The
design
of
business:
Why
design
thinking
is
the
next

competitive
advantage,
by
Roger
L.
Martin
(Boston,
MA:
Harvard
Business
Review
Press,
2009).

10

‘Design
Thinking:
How
Thinking
Like
a
Designer
Can
Create
Sustainable
Advantage’,
in
The
design
of
business:
Why
design
thinking
is
the
next

competitive
advantage,
by
Roger
L.
Martin
(Boston,
MA:
Harvard
Business
Review
Press,
2009).

11

Louis
Columbus,
‘Roundup
of
Analytics,
Big
Data
&
Business
Intelligence
Forecasts
and
Market
Estimates,
2014’,
Forbes
(Forbes),
June
24,
2014,

http://www.forbes.com/sites/louiscolumbus/2014/06/24/roundup-‐of-‐analytics-‐big-‐data-‐business-‐intelligence-‐forecasts-‐and-‐market-‐estimates-‐
2014/#46f3ba865466.

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As market size and value increase so does competition for market share. As Motorola
was, Citrix is a massive global player in their market. In order to remain relevant and
distinguish itself from major competitors such as SAP SE, Citrix needed to adapt. In
the past Citrix software solutions have been described as ‘difficult to use, clunky, and
not very well designed’12
. The consumerisation of technology has resulted in
companies’ expectations of software being raised and customers were no longer
willing to accept Citrix software products as standard. In 2008, the executive team at
Citrix had a meeting to discuss how they could best differentiate their IT products13
. In
an attempt to challenge the status quo, it was suggested that Citrix revamp their
products with a focus on understanding their customers’ needs and experiences with
their products. This resulted in the creation of a role VP of Product Design, which
Catherine Courage was appointed to. In 2009 Mark Templeton (CEO of Citrix)
announced his bid to ‘make Citrix a leader of design excellence’14
. Since then Citrix
have demonstrated very strong advocacy of ‘design thinking’ and have found
tremendous success by integrating its’ philosophies into the very core of the
company’s DNA.
Developing a culture of design thinking15
Citrix’s journey with design thinking begins with the ‘Stanford d.school’. In 2009
Catherine Courage, now Senior Vice President of Customer Experience, completed
their ‘Customer-Focused Innovation program’ and bought back with her the philosophy
of design thinking. From here Courage outlined five core design principles for which
Citrix employees could base their definition and comprehension of design thinking
upon. In 2010 employees were exposed to posters, a handbook, a website and videos
outlining these principles:
1) Focus on users: Who is your customer?
2.) Make it simple: Do the hard work, so your users don’t have to.
3.) Inspire delight: Exceed your user’s expectations.
4.) Exhibit craftsmanship: Attend to fit and finish, and take pride in the quality of
your work.
5.) Deliver unique value: We can all be innovators. We want to do things in new
and better ways.16
In addition, Citrix executives were asked to encourage projects and individuals who
were demonstrating a design thinking approach17
. Establishing this working definition
and criteria for design thinking was paramount to developing a culture of design.

12

Julie
Baher,
Design
Thinking
at
Citrix
–
an
Interview
with
Julie
Baher,
This
is
Design
Thinking!,
February
27,
2015,
April
12,
2016,

http://thisisdesignthinking.net/2015/02/julie-‐baher-‐on-‐design-‐thinking-‐at-‐citrix/.

13

Julie
Baher,
Design
Thinking
at
Citrix
–
an
Interview
with
Julie
Baher,
This
is
Design
Thinking!,
February
27,
2015,
April
12,
2016,


14

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


15

Refer
to
appendices
for
an
explanation
of
what
design
thinking
is
and
its
teachings.

16

Citrix,
‘Why
Design
Matters
to
Me
-‐
Using
Design
to
Make
a
Difference’,
YouTube,
September
27,
2011,
posted
April
12,
2016,

https://www.youtube.com/watch?v=CJT340fooKA.

17

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


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Development of design thinking at Citrix18
The next step for Citrix involved creating a cool, creative space where employees
could collaborate, be inspired and think outside the box. In 2011 Citrix constructed a
design studio (similar to at the d.school) within the heart of their Headquarters in
Silicon Valley. Full of comfy chairs, whiteboards and tables, Citrix found rather than
having to preach design thinking and innovation, it just began to happen. Teams from
different departments would simply engage with one another and begin ideating
without instruction simply because the environment fostered such behaviour19
.
Departmental collaboration is heavily advocated by Tim Brown of IDEO. He
recognises such collaboration as one of five key personality traits of design thinkers20
.
This process is also an example of ‘fostering a discourse’, which is one of the five
lessons from design as outlined by industrial designer Kees Dorst. Citrix was creating
a ‘physical and intellectual environment that nourishes inspiration and reflection.’21

18

Catherine
Courage,
Inspiring
Design
Thinking
in
Corporate
Culture,
(FLOWCON
2013:
Citrix,
2013),
http://flowcon.org/dl/flowcon-‐sanfran-‐
2013/slides/CatherineCourage_InspiringDesignThinkingInACorporateCulture.pdf.

19

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


20

Tim
Brown,
‘Design
Thinking’,
Harvard
Business
Review
June
2008
(2008).

21
Kees
Dorst,
‘Lessons
from
Design’,
in
Frame
innovation:
Create
new
thinking
by
design,
by
Kees
Dorst
(United
States:
MIT
Press,
2015).

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One of Citrix’s creative design spaces22
Citrix then went on to further nurture a culture of design thinking by focusing heavily
on user journeys. Demonstrating empathy - understanding customer experiences and
feelings, is a core principle of design thinking as outlined in a paper by Christian
Madsbjerg of ‘Red Associates’. In the case study, Madsbjerg describes how fifty
design experts came together to try and tackle the worlds biggest problems. One of
the themes that emerged was child healthcare. The group was taken to a hospital to
observe and understand the patient experience23
. This allowed the team to generate
real insights into the patients’ journeys and how they engaged with healthcare. Citrix
initially began to mirror this approach by sending out a team of design professionals
and researchers specifically in order to understand what was on consumers’ minds24
.
Courage describes the main purpose of her design team as being to:
‘ensure that we’re delivering a great experience across all customer touchpoints
— from the website to trying our products, using them, and all the way through
to support and renewal of contracts.’25
– Catherine Courage
An example of this mind-set in action is the Citrix IT team who have completely
revamped the way in which they do project retrospectives. The design process now
uses a framework in which questions are worded in order to try and provoke a higher
degree of customer empathy from employees.
It is also important to note that the design thinking movement had massive implications
not just for Citrix customers, but for employees also. By maintaining that every
individual is innately creative26
employees are given the chance to lead, to take
charge. The mantra that innovation can come from anyone is a powerful tool; it makes
people feel valued; high employee morale is beneficial to any company27
.
Key resources
A key resource within Citrix’s design thinking movement is the Stanford d.school28
.
The school is the birthplace of Citrix’s design thinking revolution. Citrix made use of
the school by sending a ‘wave of employees…[to attend] the Stanford bootcamps’29
.
Combining the teachings of the d.school with Courage and her teams’ foresight and
leadership was one of the key defining movements in the Citrix’s design movement.
Citrix employees became fully engaged - they wanted to understand more about
design thinking. Julie Baher is part of the Citrix Customer Experience team and said:

22

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


23

Christian
Madsbjerg
and
Mikkel
B
Rasmussen,
‘Getting
Creative!’,
in
The
moment
of
clarity:
Using
the
human
sciences
to
solve
your
toughest

business
problems,
by
Christian
Madsbjerg
and
Mikkel
B
Rasmussen
(Boston,
MA:
Harvard
Business
Review
Press,
2014).

24

Catherine
Courage,
Applying
Design
Thinking
across
the
Business:
An
Interview
with
Citrix’s
Catherine
Courage,
McKinsey
&
Company,
February

2015,
April
12,
2016,
http://www.mckinsey.com/business-‐functions/business-‐technology/our-‐insights/an-‐interview-‐with-‐citrixs-‐catherine-‐courage.

25

Catherine
Courage,
Applying
Design
Thinking
across
the
Business:
An
Interview
with
Citrix’s
Catherine
Courage,
McKinsey
&
Company,
February

2015,
April
12,
2016,

26

TEDx
Talks,
‘Igniting
Creativity
to
Transform
Corporate
Culture:
Catherine
Courage
at
TEDxKyoto
2012’,
YouTube,
October
17,
2012,
posted
April

12,
2016,
https://www.youtube.com/watch?v=01Y7qlPFpqw.

27

‘Positive
Employee
Morale
Benefits
Your
Business’,
go2HR,
2016,
accessed
April
12,
2016,
https://www.go2hr.ca/articles/positive-‐employee-‐
morale-‐benefits-‐your-‐business.

28

‘Home’,
d.school
(Stanford
University),
2016,
accessed
April
12,
2016,
http://dschool.stanford.edu/.

29

Julie
Baher,
Design
Thinking
at
Citrix
–
an
Interview
with
Julie
Baher,
This
is
Design
Thinking!,
February
27,
2015,
April
12,
2016,


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‘[some of us] developed an expertise in leading…colleagues [would] call us all the time
and ask for tips how to organise more interactive meetings.’30
Another factor to
consider is how Citrix was ability to develop their brand image. By affiliating
themselves so strongly with Stanford university31
the Citrix brand became
synonymous with excellence, innovation and the core value of Stanford. Stanford is
consistently ranked in the top four of universities globally32
and d.school is recognised
a world-class design school33
. This ploy worked very much to Citrix’s advantage.
Another fundamental resource to consider is Citrix’s highly-skilled workforce,
especially their Citrix Design Catalysts. The group is a growing culmination of over
100 employees who have attended a rigorous and intensive three-day internal Citrix
design thinking training scheme34
. These catalysts are distributed across all areas of
the organisation and they preach design thinking by demonstrating leadership and
expertise to their colleagues. Catalysts receive ongoing hands-on assistance from the
Citrix Business Design team and are used to help spread the philosophy of design
thinking throughout the organisation.
What was the outcome?
When Citrix initially started encouraging design thinking, they found employees had
concerns about the approach. These worries were acting as barriers of engagement
for design thinking. Courage and her team took this feedback on-board and created a
set of ‘busted myths’ to emphasise some of the misconceptions about design thinking:
‘Myth 1 – Design thinking is only for “design” projects
Everyone at Citrix has a customer, whether another employee, a Citrix partner,
an external customer, or an end-user. For any project, starting with empathy
[for the customer] is the key.
Myth 2 – Design thinking is someone else’s job
Creating thoughtful experiences for customers is everyone’s job. Design
thinking provides [the] tools and mindsets to embrace customer-centric
products or service-development.
Myth 3 – Design thinking takes too long
Design thinking brings a focus on the end-customer…collaboration, iteration,
and experimentation. [Having] shorter cycles and quick
feedback…ultimately…helps you build the right solution.

30

Julie
Baher,
Design
Thinking
at
Citrix
–
an
Interview
with
Julie
Baher,
This
is
Design
Thinking!,
February
27,
2015,
April
12,
2016,


31

‘D.school
Launches
2
New
Lines
of
D.search’,
d.school
(Stanford
University),
September
17,
2010,
accessed
April
12,
2016,

http://dschool.stanford.edu/blog/2010/09/17/dschool-‐launches-‐2-‐new-‐lines-‐of-‐dsearch/.

32
‘QS
World
University
Rankings®
2015/16’,
Top
Universities,
February
24,
2016,
accessed
April
12,
2016,

http://www.topuniversities.com/university-‐rankings/world-‐university-‐

rankings/2015#sorting=rank+region=+country=+faculty=+stars=false+search=.

33

‘World’s
Best
Design
Schools’,
Bloomberg
(Businessweek.com),
2016,

http://www.bloomberg.com/ss/09/09/0930_worlds_best_design_schools/25.htm.

34

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


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Myth 4 – Design thinking is easier said than done
Design Thinking has been applied to real-world problems…at Citrix. Projects in
areas such as legal sales onboarding and HR recruiting are [currently]
underway.
Myth 5 – Design thinking is just a process’35
Yes, Design thinking is a process. But more importantly, it is a mindset.
Citrix found that highlighting and dispelling these myths made many employees and
design leaders realise that they could use design thinking, that they wanted to involve
themselves in the design process and that they wanted to lead36
.
In order to assess the scope and effect of the implementation of design thinking, Citrix
considered multiple features. First of all is the integration of design thinking. Citrix
discovered that design thinking has become a viral movement within the organisation.
Their employees are interested and actively want to participate. Internal design and
seminar classes fill immediately and at the end of each year, employees describe how
they have contributed to enhancing the Citrix customer experience37
. It is also evident
that design thinking has become widespread through the range of products being
developed. Post 2010, Citrix have been releasing products of a much higher quality
and far more frequently. Customers are much happier with the products and are
feeling more acknowledged as a part of a user-centric focus38
. Evidence for this is in
the number of design awards Citrix has won over recent years39
and improvements in
customer feedback40
.
One of the ways in which Citrix was able to quantify the effectiveness of design
thinking is through return-on-investment at project level. An example of this is a Citrix
compliance training project:
Citrix estimate a saving of 3600 work hours in 2013 and more than 9000 in 2014.41
Equating this to a monetary value works out as a saving of approximately $3 million
in the first four years of the initiative having been rolled out42
. Citrix now have almost
4000 employees (almost half their workforce) trained to some level of design

35

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


36

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


37

Catherine
Courage,
Applying
Design
Thinking
across
the
Business:
An
Interview
with
Citrix’s
Catherine
Courage,
McKinsey
&
Company,
February

2015,
April
12,
2016,

38

Catherine
Courage,
Applying
Design
Thinking
across
the
Business:
An
Interview
with
Citrix’s
Catherine
Courage,
McKinsey
&
Company,
February

2015,
April
12,
2016,

39

‘Awards
and
Reviews’,
Citrix
Systems,
1999,
accessed
April
12,
2016,
https://www.citrix.com/news/awards-‐and-‐reviews.c_44.html.

40

‘Citrix
Customer
Experience’,
Facebook,
2016,
accessed
April
12,
2016,
https://www.facebook.com/CitrixCustomerExperience/?fref=ts.

41

Julie
Baher,
Design
Thinking
at
Citrix
–
an
Interview
with
Julie
Baher,
This
is
Design
Thinking!,
February
27,
2015,
April
12,
2016,


42

Julie
Baher,
Design
Thinking
at
Citrix
–
an
Interview
with
Julie
Baher,
This
is
Design
Thinking!,
February
27,
2015,
April
12,
2016,


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thinking43
, the Business Design team has been involved in over 50 projects44
and Citrix
is experiencing higher levels of customer retention and satisfaction45
.
Some of the key things to consider relating to user centricity as outlined by Citrix46
Nowadays Citrix continues to invest in design thinking and championing its’ principles.
Inline with Citrix’s slogan: ‘Work better. Live better’47
, both employees and customers
are experiencing better quality experiences with Citrix. The culture of design at Citrix
grows organically day by day.
----------------------------------------------------------------------------------------------------------------
Report word count (excluding image text): 1999 words
Referencing style: Chicago (Chicago Manual of Style 16th edition)

43

Julie
Baher,
Design
Thinking
at
Citrix
–
an
Interview
with
Julie
Baher,
This
is
Design
Thinking!,
February
27,
2015,
April
12,
2016,


44

‘Reweaving
Corporate
DNA:
Building
a
Culture
of
Design
Thinking
at
Citrix’,
Management
Exchange,
July
14,
2013,
accessed
April
12,
2016,


45

Learn
How
Listening
to
Customers
Leads
to
Market
Leadership
White
Paper,
(GoToMyPC,
2013),

https://www.citrix.com/cms/os/files/1213/7167/8098/BriefGoToMyPC-‐Customer_Satsfaction_Secrets.pdf.

46

Catherine
Courage,
Inspiring
Design
Thinking
in
Corporate
Culture,
(FLOWCON
2013:
Citrix,
2013),
http://flowcon.org/dl/flowcon-‐sanfran-‐

47

‘About
Us’,
Citrix
Systems,
2016,
accessed
April
12,
2016,
https://www.citrix.com/about.html.

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Appendices
What is design thinking?
But what exactly is meant by the term design thinking? The origin and who first coined
the term specifically are not explicitly stated. The concept of design as a means of
thinking is evident in literature dating back to Herbert A. Simon’s ‘The Sciences of the
Artificial’ first published in 196948
. A key thing to understand about design thinking is
that it can not be considered as the brainchild of any single individual. It is the
amalgamation, adaption and evolution of decades of ongoing research and
innovations regarding how one can view, engage with and design services and
products. Design thinking draws upon ideas from many stages in the evolution of
design theory dating back to the 1960s:
Shifts in design theory & the stages involved the conceptualisation of design thinking49

48

‘The
Sciences
of
the
Artificial’,
The
MIT
Press,
2016,
accessed
April
12,
2016,
https://mitpress.mit.edu/books/sciences-‐artificial.

49

’stefdr',
‘A
Brief
History
of
Design
Thinking:
How
Design
Thinking
Came
to
“Be”’,
i
think.
i
design,
June
8,
2012,

https://ithinkidesign.wordpress.com/2012/06/08/a-‐brief-‐history-‐of-‐design-‐thinking-‐how-‐design-‐thinking-‐came-‐to-‐be/.

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But what does design thinking specifically entail? The main defining feature of design
thinking is user-centricity. Tim Brown, renowned Innovator and CEO of IDEO,
proposes that design thinking facilitates innovation through ‘a thorough understanding
of what people want and need in their lives’50
. Whilst scientific thinking begins by
looking at all the possible problems51
, design thinking simultaneously considers both
the problems and solutions. Rather than focusing on a single final outcome, design
thinking recognises that the needs and wants of customers are continually changing
and vary from person to person.
The Double Diamond
A popular representation of design thinking as a design process is the ‘Double
Diamond’ model, which was devised by the ‘Design Council’ in 2005:
The ‘Double Diamond’ design process model and its four phases52
The ‘Double Diamond’ represents the four phases of the design process and visualises
whether a phase involves divergent or convergent thinking. When the diamond is
opening in the discover and develop phases, designers are required to thinking
divergently. Vice versa when the diamond is close to a point in the define and deliver
phases, convergent thinking is required. Convergent thinking involves bringing
together lots of information and multiple sources to bear down on a solution with
increased specificity. Contrarily divergent thinking involves reviewing lots of

50

Tim
Brown,
‘Design
Thinking’,
Harvard
Business
Review
86,
no.
6
(June
2008):
84-‐92.

51

Kim
Brousseau,
‘What
Is
Design
Thinking
and
Who
Thought
of
It?’,
Product
Strategy
101,
April
2,
2014,
https://blog.triode.ca/2014/04/02/what-‐
is-‐design-‐thinking-‐and-‐who-‐thought-‐of-‐it/.

52

Eleven
Lessons:
Managing
Design
in
Eleven
Global
Brands,
(n.p.:
Design
Council,
2007),

http://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf.

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information and sources to broaden ones understanding, generate ideas and explore
as many solutions as possible.
Let’s consider becoming a leader of design excellence as being an end goal in a
design process for Citrix. Attending the d.school as well as discovering and
understanding design thinking is example of stage 1: discover, of the double diamond
design approach. Courage and Citrix were only able to discover design thinking by
exploring a variety of design concepts. The establishment of a design criteria and
Citrix’s five core design thinking principles is synonymous with the define phase of the
double diamond model. Before Citrix could progress on their design journey they first
had to interpret what design thinking meant for the company. The design process is
not purely linear, but also cyclical. Much like agile product development, the design
process involves continuous reiteration and prototyping ‘sprints’53
. The develop phase
refers to the many approaches Citrix trialled and implemented internally and externally
to try and promote design thinking to employees and customers. The deliver phase is
when these initiatives are resulting in more satisfied customers and employees by
focusing on user centricity and design thinking. Citrix are continually fluctuating
between the phases of the double diamond model, in particular develop and deliver.
This continuous commitment to ever improving the experiences of the individuals
engaging with Citrix is one of the key value propositions which make design thinking
unique.

53

‘Agile
Project
Management
for
Dummies’,
For
Dummies,
2016,
accessed
April
12,
2016,
http://www.dummies.com/how-‐to/content/agile-‐
project-‐management-‐for-‐dummies-‐cheat-‐sheet.html.

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