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Fjord Design From Within

In an increasingly competitive market, we believe that businesses will no longer be able to rely on external partners alone to drive innovation. By bringing design capabilities in-house, brands will have the ability to respond rapidly to a world changing around them, adapting constantly to remain fresh and bring relevant innovation to market – becoming what we call a ‘Living Business’.

Our ‘Design from Within’ report describes three distinct approaches businesses can take in order to design and innovate internally. Each approach shares common goals - such as creating a culture which inspires creativity, and enabling the business to scale ideas from the drawing board to the marketplace –but the models differ according to the extent of a company’s involvement in them.

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Fjord Design From Within

  1. 1. Design and Innovation from Accenture Interactive © 2017 DESIGN FROM WITHIN How to build internal teams to design and innovate
  2. 2. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN © 20172 Executive Summary • Fjord’s three approaches to helping clients design Context • Striving to become a Living Business • Where it all began ◦ The rise of the designer ◦ It started with a Trend ◦ A brief note on terminology 01. Setting Up Shop • What does that mean? • How long does it take? • How we do it ◦ Big hairy audacious goal (BHAG) ◦ Self-organizing teams (SOTs) ◦ A stand-alone entity ◦ Service Design approach ◦ Sowing the cultural seeds • Benefits • Challenges • Dealmakers • Case study on cultural change:
 Banco Sabadell 02. Design Bootcamp • What does that mean? • How long does it take? • How we do it ◦ Focus on a single area ◦ Pursue design-led innovation ◦ Establish a start-up culture • Benefits • Challenges • Dealmakers 03. Taking Fjord Within • What does that mean? • How long does it take? • How we do it ◦ Define a clear purpose ◦ Establish an experienced team ◦ Educate the wider business • Benefits • Challenges • Dealmakers Conclusion WHAT CAN YOU LEARN HERE?
  3. 3. EXECUTIVE SUMMARY Design and Innovation from Accenture Interactive DESIGN FROM WITHIN © 2017
  4. 4. Design and Innovation from Accenture Interactive EXECUTIVE SUMMARY DESIGN FROM WITHIN As a people-centric approach becomes fundamental for success in an increasingly competitive space, organizations are realizing they need to move beyond relying on external partners for design capabilities that allow them to deliver innovation to market. We’ve helped multiple clients design and innovate internally, using three approaches: 1. SETTING UP SHOP 2. DESIGN BOOTCAMP 3. TAKING FJORD WITHIN Each is defined by the extent to which it enhances: • Cultural change • Development of design skills in-house • Client-led innovation. CULTURALCHANGE DEVELOPMENT OF DESIGN CAPABILITIES LEVEL OF CLIENT-LED INNOVATION TAKING FJORD WITHIN “Do it for me” DESIGN BOOTCAMP “Learn by doing” SETTING UP SHOP “Help me do it myself” © 20174
  5. 5. Design and Innovation from Accenture Interactive EXECUTIVE SUMMARY DESIGN FROM WITHIN Each has its own ways of achieving the GOALS they all share: • Create a culture that inspires creativity and is liberated to think differently. • Create a relationship with the parent company that allows them to deliver value and pull on resources from the wider business. • Scale the ideas that come from a design studio or innovation hub into market-ready experiences that will topple competitors. 
 And each follows these GOLDEN RULES for success: • Appoint a strong leader with clear autonomy. • Create a psychologically and physically ‘safe’ space for designers to work freely. • Assemble a diverse team and give them time to work out how they will work together. • If you’re setting up a new studio or hub, create a distinct brand for it. • Follow a Service Design approach to ensure
 you involve the user from the beginning, and throughout the process of coming up with any new products or services, while also considering the backstage changes necessary to make them work. • Define a clear purpose and vision of what the project will set out to achieve. • Focus on breaking down silos, rather than 
 allowing your stand-alone unit to exacerbate any disconnected ways of working. © 20175
  6. 6. EXECUTIVE SUMMARY Design and Innovation from Accenture Interactive DESIGN FROM WITHIN SETTING UP SHOP DESIGN BOOTCAMP TAKING FJORD WITHIN IN A NUTSHELL DESCRIPTION DURATION BENEFITS CHALLENGES “Help us to design ourselves” We work alongside the client to set up a design studio/innovation hub powered by their people, processes and technology. 1-3 years • Building capabilities in-house • Kicking off cultural change • Attracting the right talent • Sluggish culture adoption organization-wide “Help us learn by helping us do” We run a brief, intense and immersive engagement, working together with the client through a design process. 100 days + • Co-creating as one: Learning by doing • Cultural change • Shock-induced rebellion • Making formal changes to ways of working • Broadening cultural change “Design for us” We set up a Fjord-led design studio
 within the client’s organization, taking full responsibility for all the client’s design and digital requirements. 1-6 years • Driving digital transformation • Making an attractive business case • Foreign body syndrome • Developing the client’s own design 
 capabilities Choosing the optimal approach relies on factors unique to each organization: • What they want to achieve • What they can do already • What resources they have available © 20176
  7. 7. CONTEXT Design and Innovation from Accenture Interactive DESIGN FROM WITHIN © 2017
  8. 8. Design and Innovation from Accenture Interactive CONTEXT DESIGN FROM WITHIN Let’s take a look at how the three approaches within this report connect with some of our other thought leadership topics CULTURALCHANGE DEVELOPMENT OF DESIGN CAPABILITIES LEVEL OF CLIENT-LED INNOVATION TAKING FJORD WITHIN “Do it for me” DESIGN BOOTCAMP “Learn by doing” SETTING UP SHOP “Help me do it myself” LIVING BUSINESS “Help me rewire my entire organization” Striving to become a Living Business We believe the ultimate goal for any organization is to become a Living Business – a business that can respond quickly when the world around it changes, adapting to remain fresh and relevant. It’s almost impossible to transform into a Living Business in one leap. The more practical and robust way to do it is to test out the theory in a small area to see what works well for the organization, then roll it out from there. © 20178
  9. 9. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN “I truly believe it is essential to start by making a part of the business customer-centric, then spreading this across the rest of the organization.” MIKA LINDSTEDT, Fjord Business Design Lead
  10. 10. Design and Innovation from Accenture Interactive CONTEXT DESIGN FROM WITHIN Living Businesses are set up to thrive in the rapidly changing business landscape. They’re embedded with human characteristics, which we break down into four Vital Signs: PERSONALITY The behaviors, beliefs and values that shape the experience of interacting with your company – whether as a customer or a colleague. Much more than just brand, personality is everything you exhibit to the world. INSTINCT How your company responds to difficult situations. If you empower and trust your colleagues to make decisions without needing to feed up through higher management each time, change will happen more nimbly. RELATIONSHIPS Every relationship within the business’s ecosystem, including each colleague, customer, supplier and wider society. Great business has always been founded on great relationships – but more so now than ever. CRAFT The essence of what your business does, and what each person within the business contributes. It’s about the combination of skills that make its offering unique – and impossible for competitors to replicate. Becoming a Living Business requires a new way of thinking, acting and behaving, which we articulate through our Design Rule of Three. It describes how Design Thinking, Design Doing and Design Culture combine to deliver people-centric services to market. As we described in Fjord’s Shiny API People Trend this year, for an organization to truly embrace the Design Rule of Three, its transformation must saturate the entire business. A design studio or innovation lab is the perfect kick-start, acting as a stepping stone to organization-wide transformation. © 201710
  11. 11. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN CONTEXT Where it all began THE RISE OF THE DESIGNER Over the past five years, organizations have started to shift their recruitment ratios in favor of bringing in more designers. You can read more about the change in the developer-to- designer ratio in this article by Figma’s Dylan Field. IT STARTED WITH A TREND “Design from Within” was featured in our 2016 annual Trends report (slides 59-64). In an increasingly competitive market where it was harder than ever to sustain differentiation, we suggested that the answer lies in following a human-centric approach that delivers genuinely innovative products and services. Evidence supporting our prediction emerged from major corporations across the globe, with many approaches materializing. Banks invested
 in Fintech start-ups; CVS Health opened an innovation hub; and eBay brought in John Maeda as a chairman of its newly formed design advisory board — to name a few. In the Trends report, we stated that “ultimately, the success formula will lie in the execution...” and this report explores our answer to that challenge. A BRIEF NOTE ON TERMINOLOGY AND CLIENT REFERENCES It’s becoming common to use ‘design’ and ‘innovation’ interchangeably – which will be the case here. Although design and innovation are
 not the same, they are inextricably linked. Design is often used as a process to drive innovation. Innovation is, of course, possible without a design process – but made more probable with one. Please see the end of the report for a complete list of the anonymized clients’ sectors. © 201711
  12. 12. SETTING UP SHOP Design and Innovation from Accenture Interactive DESIGN FROM WITHIN 01 © 2017
  13. 13. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN SETTING UP SHOP What does that mean? Setting up shop involves working alongside the client to set up their in-house design studio or innovation hub, powered by their people, processes and technology. How long does it take? At least a year, to give time to establish a change, but the timescale could be several years, depending on the client’s circumstances and aims. © 201713
  14. 14. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | SETTING UP SHOP BIG HAIRY AUDACIOUS GOAL (BHAG) This is an ambitious vision of what the design studio or innovation lab will accomplish – the reason for its existence. It must excite and motivate, and — on a practical level — be a signpost toward a shared vision. SELF-ORGANIZING TEAMS (SOTs) The self-organizing teams (SOTs) you create will plan how to achieve your BHAG. They must have the autonomy to decide what to create, how to create it, and how to work together to realize their ideas. This autonomy must include the ability to bypass bureaucratic barriers, which empowers individuals to make decisions and make faster progress. © 201714
  15. 15. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | SETTING UP SHOP In addition to SOTs – whatever you call them – some companies also build clans and guilds: • CLANS are groups of people from the same discipline, who meet up weekly to talk about what’s happening across the range of work they’re all doing. • GUILDS are people from any discipline or project, who share an interest in a specific topic – AI, for example, or blockchain. Building these different groups reinforces their relationships, develops knowledge-sharing and collaboration, and boosts the quality of work your team produces. Much of this thinking has been well documented by Spotify. Client B call their SOTs “ninja groups” and Client A has “tribes”. Each ninja group or tribe has a name and identity that helps to establish a sense of belonging, camaraderie and trust. © 201715
  16. 16. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | SETTING UP SHOP A STAND-ALONE ENTITY To create cool and useful stuff, a design studio needs to be free from the shackles of its parent company and encouraged to embrace a type of thinking that differs from the rest of the organization. The studio should be free to bypass traditional processes and protocols that can slow progress and suppress creativity. Physically separating the hub helps to reduce the subconscious influence of a parent organization. Liberated from parent company rules, a design studio will need its own model that supports what it sets out to achieve. This is where the combined power of Fjord and Accenture is at its best. Visually differentiating your design and innovation department will send a strong, subliminal message that says you’re doing things differently. The Client A Hub was delivered in close collaboration with Accenture, who took control of shaping governance — including everything from structures and processes to defining delivery models and infrastructure requirements. We helped the Finnish Immigration System, a government agency that processes matters relating to immigration, create a distinct brand identity for the unit, clearly separating them from the wider ministry and accelerating them toward a culture of design and innovation. The move was a success, sending a strong message across the ministries, and throughout other government departments. © 201716 To encourage the team to think differently, Banco Sabadell launched InnoCells, its hub of new digital ventures, away from their HQ.
  17. 17. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN “You’re only as good as your people, so you must give them space to innovate.” TOBIAS KRUSE, Fjord Business Design Director EALA
  18. 18. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | SETTING UP SHOP SERVICE DESIGN APPROACH Service Design is about focusing on the needs of the people impacted by your product or service throughout the whole experience. The logical first step is to talk to them, to help you find pain points and opportunities for delight. They’re involved throughout the design journey, testing and offering feedback on iterations in a cycle that continues until they fall in love with a concept. The business’s objectives are of course considered throughout a Service Design approach, but equal focus is placed on the value that you’ll deliver to the customer — which ultimately benefits the business as well. A critical part of your approach must cover scaling solutions. Creating beautiful prototypes can be a fun and effective way of communicating ideas, but delivering robust, industry-ready products to market within budget is another kettle of fish. We favor multi- disciplinary teams. We engage individuals from design, technology, delivery, marketing and finance from the beginning of a process, which helps us to manage expectations and mitigate risks. Not forgetting, of course, that a multi-disciplinary team can pull together their diverse experiences and skills to build a more creative and comprehensive finished product. Every part of an experience the customer touches is called “Frontstage” — so it might be an app, a website, a customer service representative, a store, a hotel room. The stuff that happens unseen by the customer, that makes it feel like a magical experience — that’s the “Backstage”, and it’s vital. Behind every service is an infrastructure of enablers that make it happen. It could be everything from the CMS, servers and data analytics to staff training programmes, marketing plans and recruitment strategies. Without the backstage bit, all you have is a beautiful prototype. Our team at Client A works in waves lasting 15 weeks, providing a timeframe we can divide for each part of the process. We kick off each new wave by revisiting our BHAG and reflecting on how our activity over the past 15 weeks has contributed toward achieving it. The 15-week waves are short enough that we can avoid things running away with us and long enough to create a structured plan. © 201718
  19. 19. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | SETTING UP SHOP SOWING THE CULTURAL SEEDS By its nature, culture is amorphous and intangible, but it’s crucial to the success of a newly established design studio or innovation hub, so if you can’t design it, what can you do about it? Culture can’t be explicitly designed. Instead, it must grow organically from a set of principles that everyone is inspired to embrace and perpetuate – and leadership decisions and actions play an important role: • If you have a principle of being open, promotion and reward decisions need to 
 reflect this. • If you have a principle of being caring, leadership behavior must demonstrate it. • If you have a principle of being collaborative, your tools must support it. When every touchpoint your employees interact with is designed to bolster your cultural principles, their responses will begin to shape your culture. Creating a culture from scratch is difficult enough, but merging multiple cultures is even more challenging. Fjord’s design-driven culture, Accenture’s delivery-focused approach, and Client A’s focus on margins and revenue are the constituent parts of a powerful force, but merging them takes time and patience. At Neugelb, Commerzbank’s in-house design agency, we combined the task of defining cultural principles with the more familiar idea of shaping the brand principles to achieve their result. The work came to life in the onboarding experience we designed for new employees: when an employee arrives on their first day, they’re greeted with their own desk and a balloon to let everyone know they’re new. On their desk is a box, wrapped in branded paper, in which they’ll find their MacBook, a guide to the studio, a lunch guide and other thoughtfully curated bits. They’re also assigned a buddy to guide them through their first two weeks. It was so effective and well-received that we took what we’d learnt and implemented it at our own studio in Berlin. © 201719
  20. 20. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | SETTING UP SHOP BENEFITS BUILDING CAPABILITIES IN-HOUSE People trained in design craft and design methodologies are the people organizations need to create products and services that are both physically beautiful and emotionally compelling. As market challenges continue to evolve
 and increase, any organization serious about protecting their market position must consider developing design capabilities in-house. KICKING OFF ORGANIC CULTURAL CHANGE When you get the culture right and amazing work starts flowing out of the studio, it’ll capture the attention of employees from elsewhere. They’ll naturally start to recognize the importance of design and digital innovation, and want a piece of the action. © 201720
  21. 21. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | SETTING UP SHOP CHALLENGES ATTRACTING THE RIGHT TALENT Bringing design and innovation talent to a studio can be tough for large organizations who haven’t historically been associated with those fields. Clients often rely on Fjord’s design capabilities for a long time while they strive to attract designers of their own. SLUGGISH CULTURE ADOPTION ORGANIZATION-WIDE Even with the benefit of a natural grapevine effect and the active involvement of external stakeholders, transforming culture beyond the design studio will be a slow and challenging process. © 201721
  22. 22. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN “The client’s digital hub has the potential to be an alloy, stronger than the three metal components that it’s created from. However, the melding of these metals is not easy.” ALEX JONES, Fjord Business Design Director
  23. 23. Design and Innovation from Accenture Interactive DEALMAKERS DESIGN FROM WITHIN | SETTING UP SHOP CREATE VALUE STRAIGHTAWAY Setting up a design studio from scratch requires time and investment, so it’s vital to demonstrate value from day one to make an attractive business case. FOCUS ON THE ‘DARK MATTER’ By ‘dark matter’, we mean the governance and structural elements that will support the studio. The close collaboration between Fjord and Accenture teams has proven invaluable in helping to tackle incredibly complex challenges. They have unrivalled ability to diagnose and resolve issues by developing new operating models, organizational structures, metrics and incentives, which sets up a design studio or innovation hub for success. BUY-IN FROM THE BOARD To achieve freedom to innovate, you need the board to appreciate the long-term business benefit of what you’re setting out to achieve, and to sign off on the dispensations you need to do it. Within the first 12 weeks of a project with Farmers Insurance, an American insurance group, we created a VR car insurance demo. It was a tangible vision of what their Innovation Lab would deliver, and educated people within the hub on the design methodologies we’d defined for them. © 201723
  24. 24. Design and Innovation from Accenture Interactive CASE STUDY ON CULTURAL CHANGE DESIGN FROM WITHIN | SETTING UP SHOP BANCO SABADELL Over the past two years, Banco Sabadell has been working to create a more design-driven culture throughout the organization. Recognizing that “the bank can’t afford to just look forward”, they started by splitting the transformation into two distinct but overlapping initiatives: • Establishing a design studio focused on digitally transforming the current banking experience. • Setting up InnoCells, Banco Sabadell’s hub of new digital ventures, to explore where they should direct their effort moving forward. the two new teams started to work with BUs from day one of the design process — and the relationship started to flourish. When asked about how to start off on the right foot with BUs, the Head of the Design Office told us: “You’re asking people to take a leap of faith, so this can’t come from the theory. It has to come from experience.” © 201724 The design studio started asking BUs for a backlog of forthcoming opportunities, so the designers could then find and tailor tools and materials to help explore them. By bringing insights from across the business and market, the design studio helps Banco Sabadell’s traditionally siloed BUs approach problems differently, and “by using the Design Office from the beginning, BUs can consider the bigger picture from the start.” In the beginning, their focus was at the delivery end of creating a new product or service, and both new teams found it difficult to engage with the business units (BUs). They recognized that design offered greatest value if applied right from the outset when exploring a new area of opportunity. To that end,
  25. 25. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | SETTING UP SHOP © 201725 CASE STUDY ON CULTURAL CHANGE Banco Sabadell found it challenging to manage the execution-driven approach that BUs are used
 to following, compared to the design studio’s preference for spending time to think through the problem. After proving how successful this approach had been, the teams eventually started to work in harmony, and the BUs are gradually changing their approach to problems in favor of something more people-centric. The Design Office at Banco Sabadell recently designed the new digital onboarding for the bank. The team could have designed the solution independently within the department, then handed the design over to the other departments for building and approvals in a waterfall approach. Instead, the team co-created with BUs from across the bank from the beginning of the design process, all the way through to implementation. This approach empowered people who usually didn’t have the opportunity to give their opinion on how a new service should be designed. And it meant, after the initial six- week design phase, they had internal buy-in from all departments thanks to their involvement from the start.
  26. 26. DESIGN BOOTCAMP Design and Innovation from Accenture Interactive DESIGN FROM WITHIN 02 © 2017
  27. 27. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN DESIGN BOOTCAMP What does that mean? A design bootcamp is a brief, intense and immersive engagement where Fjord and the client work together through a design process. Moving at nimble start-up pace, they collaboratively search for problems and solutions, stimulating cultural change along the way. How long does it take? Our experience shows that 100 days is ideal. 100 days is the standard for measuring change when a new CEO arrives or a politician takes office – if it’s good enough for them, it’s good enough for measuring meaningful innovation. © 201727
  28. 28. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | DESIGN BOOTCAMP FOCUS ON A SINGLE AREA The beauty of the bootcamp is that it has the flexibility to solve pretty much any customer or business problem that you throw at it. But, when you’re short on time, you must focus on a single area to explore. PURSUE DESIGN-LED INNOVATION Following a design methodology is essential
 in providing structure for the bootcamp, and ensuring you arrive at innovative solutions that deliver real value to the customer. This means working through a prioritized product backlog in two-week sprints. 1. Discover the problem the team will solve. During this phase, it’s crucial to let your team off the leash — no idea is dismissed. Carte blanche. 2. Describe different ideas, technical possibilities and key indicators for success. At this point the team must prioritize their ideas. 3. Define the design direction, detail the scope and understand the interactions across the whole product or service ecosystem, including the operational rewiring implications to support it. Deeply understand, describe and prioritize the factors that will enable your service to work — e.g. processes, technical capabilities, partnerships. 4. Deliver what you’ve achieved. Spend focused time on the brand and the story you will tell. Stories are the key to continuing the culture beyond the bootcamp. © 201728
  29. 29. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | DESIGN BOOTCAMP WITH THE PHYSICAL SPACE Start-up culture thrives when people are liberated from the status quo of business-as- usual environments, and from daily responsibilities. To get the best out of your bootcampers, you need a physically separated and visually different studio, lab or hub. Ideally it should be light, open and comfortable, with walls people can write on, and music playing. It works really well to run Design Bootcamps within Fjord studios, so that bootcampers are immersed in our culture and see how it works first-hand. The psychological separation stimulates creative thought, but the physical separation from the rest of the organization has the bonus feature of preventing bootcamp members being pulled into ‘important’ meetings. WITH THE TIMEFRAME 100 days provides the pressure and urgency that often comes with working in a start-up. It puts the emphasis on agility, speed and flexibility — perfect attributes for a design bootcamp. It’s a big step away from a typical big corporate environment where bureaucratic process saps time. The timeframe generates a sense of excitement at what you’re achieving in a comparatively short time, but it’s important to create a backlog of new types of work, and of new types of working that the client can work on after the 100 days are up. This sustains the culture and sets them up to continue utilizing what they’ve learned. Establish a start-up culture A word to the wise: sometimes even a different location can’t quash distractions. At Client H, attendees’ colleagues challenged the process and the solutions they were designing — but kudos to the bootcampers. They knew they were doing great work, stuck to their guns and won over their colleagues in the end. © 201729
  30. 30. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | DESIGN BOOTCAMP WITH YOUR TOOLS At the beginning of the process, you only need whiteboards, blank paper, Post-it® Notes and pens. The faster team members can get their thoughts on paper and share with the rest of the team, the better. Cool technology has its own role in bringing ideas to life, but not necessarily at the start. Later, you’ll use agile and collaborative tools that allow team members to work faster, together. They might include JIRA, Confluence, HipChat and GitHub for managing work and communicating, and Sketch and InVision to prototype and test. WITH YOUR ATMOSPHERE A big part of cultivating an exciting start-up culture is by having fun. You don’t need complex or expensive activities — it’s the little things that have the biggest impact. Establish a start-up culture The Fjord/Client H team worked offline for much of their bootcamp — no phones or laptops were allowed, freeing the team from the daily distractions that technology pushes on us all. The Fjord/Client H team had daily stand-up with Bingo Flamingo — “It’s amazing how talking to your colleagues with a pink toy Flamingo in your hands makes for a more fun and relaxed atmosphere, shifting participants’ minds away from their daily worries.” © 201730
  31. 31. Design and Innovation from Accenture Interactive BENEFITS DESIGN FROM WITHIN | DESIGN BOOTCAMP LEARNING BY DOING Intense immersion in the design process for
 100 days is by far the most effective method
 for learning something new. Design bootcamp develops a customer-centric mindset and teaches how to implement design methodology — fast. Bootcampers get a set of skills they can take away and apply to their jobs immediately. For those bootcampers who are already skilled
 in a discipline like product design or non-digital design, we’ll show them the methods and benefits of Service Design, and a focus on blending the human, the digital, and the physical. PROMPTING CULTURAL CHANGE When client bootcampers influence the rest of the organization with their newly developed mindset and skills, cultural change starts to happen organically. This relies on the participants actively evangelizing design. When they talk about what they’ve learned, they deliver a powerful message to their colleagues — a lot more powerful coming from them than an external party banging on about it. The major benefit of this approach is co-creating as one, which can be split into two parts: Someone from Client H’s purchasing department was overheard discussing how his bootcamp experience impacts his daily work. He empathized with smaller suppliers who were struggling to get to grips with the complex procurement policies that giants like Client H sometimes implement. He then identified the processes that needed to change to achieve a quicker and more efficient procurement process both for the supplier and for Client H. © 201731
  32. 32. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | DESIGN BOOTCAMP CHALLENGES SHOCK-INDUCED REBELLION The design bootcamp will present such radically different ways of working that people might initially respond with resistance. It passes quickly, but it can make the beginning of the bootcamp a bit bumpy. MAKING FORMAL CHANGES TO WAYS OF WORKING Bootcampers may change their mindset and approach to their work because of the bootcamp but, if they don’t have a governance model to support them, it can be hard to put everything they learn into practice after the bootcamp. For example, if an employee’s performance isn’t measured on the customer value they deliver, it's unlikely they'll invest the effort needed to improve it. BROADENING CULTURAL IMPACT The impact of the bootcamp beyond the bootcamp rests on the determination of the attendees to talk widely about the benefits of a customer-centric approach and a design-led decision-making model throughout their organization. If only a handful of individuals from the client side get involved, achieving broad cultural change will be challenging. It’d improve the chances of success if those selected for a design bootcamp were the company’s most vocal game-changers. © 201732
  33. 33. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | DESIGN BOOTCAMP DEALMAKERS FOLLOW A PROVEN METHODOLOGY An established design methodology is key to meaningful outcomes. The structure of the 100 days is also vital – with limited time, every minute matters. The key is in taking established and proven methodologies, and being emboldened to tweak them based on your own learnings and the problem you’re tackling. In fact, we believe that pivots are essential to the process, so find opportunities to shift direction, confident that it’s okay to deviate from the path you chose at the outset. PLEDGE 100% COMMITMENT AND TAKE RESPONSIBILITY FOR DRIVING SUCCESS Productive engagement can only happen if participants in the bootcamp switch off from business-as-usual and immerse themselves fully in the process. With genuine commitment, they come up with the solution themselves, which means they’re more motivated to buy into the results. Client H’s participants were so convinced by what they’d learned, they presented their idea to the board following the bootcamp, and received funding to develop it further. Daljit Singh, Fjord Design Lead on the Client H project, told us that taking time for “reflection is important to justify how you begin to take what you’ve learnt, and what’s been created, and apply it back into the company.” © 201733
  34. 34. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | DESIGN BOOTCAMP DEALMAKERS BE RUTHLESS You will have far too many brilliant ideas to cover in 100 days. It’s crucial to ruthlessly take things off the table many times throughout the process. It’s a process of divergence and convergence, where you start with all the crazy ideas you can dream up together — where no idea is too “out there” to suggest, then you converge by filtering out the ones you’ll take off the table. Continue to diverge and converge until you get to the idea you’ll work on, and draw up a backlog of work that will continue beyond the bootcamp. DON’T STOP AT ONE A design bootcamp is the first step in achieving customer-centricity. The best result comes when a business runs three or four bootcamps throughout the year, exploring new opportunities with new teams each time. Innovation isn’t a one-off activity, and shouldn’t be treated as such. © 201734
  35. 35. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN “This innovation framework should become as important as the air conditioning, heating and lighting. It should become part
 of the organization.” DALJIT SINGH, Fjord Principal Director - Design Strategy Group EALA
  36. 36. TAKING FJORD WITHIN Design and Innovation from Accenture Interactive DESIGN FROM WITHIN 03 © 2017
  37. 37. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN TAKING FJORD WITHIN What does that mean? Taking Fjord within is when we set up a Fjord- led design studio within the client’s organization. The client experiences the benefits of having a high-quality in-house design team without the cost of recruiting their own designers. The Fjord-led studio takes full responsibility for all the client’s design and digital requirements, from branding and communication design to service design and digital product development. How long does it take? To give enough time for the team to establish themselves, engagements last at least 12 months. They can then prosper for a further three to five years, though the long-term ambition is to shift to a position where Fjord takes a supporting role, helping the client develop their own design capabilities. © 201737
  38. 38. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | TAKING FJORD WITHIN DEFINE A CLEAR PURPOSE The ideal design team boasts diverse experiences and skills, so we keep everyone aligned by clearly communicating a shared goal. This clarity is also useful for the working relationship between Fjord and the client: a mutually agreed purpose avoids unwelcome surprises a few months down the line. Client J is a multinational telecommunications services provider.
 Their team purpose was defined in three components: 
 Fully modernize services to be responsive to both customer needs and business conditions, from the inside out.
 Shift focus from operational silos to gapless integration from one customer experience to the next. 
 Design elegant services and experiences that grow the business, and that customers fall in love with. © 201738
  39. 39. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | TAKING FJORD WITHIN ESTABLISH AN EXPERIENCED TEAM The beauty of taking Fjord within is in gathering an experienced team of designers who have all worked together before, and have established a culture capable of driving the studio’s success. While it isn’t a perfect long- term solution, the short-term benefits of this off-the-shelf package are irrefutable. Fjord designers come with a global network of nearly 1000 other designers, developers and data nerds across different disciplines, each with their own points of view, skills and experience.
 A Fjordian lives and breathes the Fjord culture, nurtured by global gatherings, frequent worldwide communication, and a network of knowledge. © 201739
  40. 40. Design and Innovation from Accenture Interactive HOW WE DO IT DESIGN FROM WITHIN | TAKING FJORD WITHIN EDUCATE THE WIDER BUSINESS To start the necessary mindset shift, the team must work together with as many business units as possible, as soon as possible, to solve the biggest problems and explore the most attractive opportunities on the horizon. The design team’s human-centric approach can begin changing the way the business units think about their work. In addition to planting the seeds for cultural change, this also demonstrates the studio’s value to the wider business. As well as extolling the value of a Service Design approach, the team must push their client to change their governance model to support this shift in thinking. Governance change is not a simple task, but one that should be pursued to realize the true benefits of a customer-centric approach. “It’s a difficult environment
 to change but we’re slowly changing the mindset and behaviors of individuals within the organization.” KENNETH LINDFORS, Fjord Engagement Lead
  41. 41. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | TAKING FJORD WITHIN BENEFITS DRIVING DIGITAL TRANSFORMATION Transforming your business operations in response to the changing digital landscape requires big commitment if you’re to come out the other side thriving. Establishing an in-house design studio with the primary focus of achieving this digital transformation is a huge step in the right direction. By taking Fjord within, clients can bring products to market a lot faster, as well as create much higher quality experiences for colleagues and customers alike. DELIVERING AN ATTRACTIVE
 BUSINESS CASE The headache caused by design inconsistencies, quality issues and painful communications all point to the suggestion that the client would be better off investing in one team, dedicated to tackling such problems. Before Client J set up the design studio, they hadn’t launched a product in two years. With the autonomy to handle the design and development of new services, the studio overcame many of the their pain points and, now, everything happens faster. Two applications launched to market in the studio’s first twelve months. © 201741
  42. 42. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN “Different vendors are producing different services, with no common design language. And there is no single team communicating in the same way.” GEORGINA MONJARAZ, Fjord Design Lead CLIENT J (MULTINATIONAL TELECOMMUNICATIONS SERVICES PROVIDER) © 201742
  43. 43. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | TAKING FJORD WITHIN CHALLENGES FOREIGN BODY SYNDROME This describes the notion that a new initiative of any kind would be more actively embraced if driven by an internal team as opposed to an external group. We’ve found this challenge can be tackled early
 in the studio’s existence, and can be done in a non- confrontational way that feels organic. As stakeholders within the organization see evidence of the value that the studio can bring, and the new ways of working they stand for, more permission tends to be granted and opposition reduces. Investing in a new, stand-alone design studio staffed by dozens of new designers makes a bold statement to the wider organization. These designers mingle with other employees, sharing the meaning and impact of their work. The benefits become particularly profound when considering cultural change. DEVELOPING THE CLIENT’S DESIGN CAPABILITIES Although the client’s employees will be infused with a people-centric mindset, they don’t develop the hands-on craft. The organization remains reliant on an external partner for design and innovation, and they miss the opportunity to strengthen their workforce with these vital skills. The goal is to drive innovation and change the organization’s culture, so that it becomes more appealing to design-minded candidates. At Client J, twelve months on from the small, empty room they were originally allocated, the team enjoys a bigger space with work plastered over the walls and plants to bring some life. Now, when their employees walk into the studio, they realize this place is a bit different, and must be proving its value if it’s receiving such interest and investment. © 201743
  44. 44. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN | TAKING FJORD WITHIN DEALMAKERS STRENGTHEN YOUR RELATIONSHIP WITH YOUR PRIMARY STAKEHOLDER Your first task is to find out which client stake- holders you’ll be working with daily, and work to understand their aspirations and goals for the studio. Get this relationship right, and they will be your biggest supporters. EMBED FJORDIAN CULTURE An experienced Fjordian team brings a culture and global network that has been key to Fjord's success, as we’ve grown from eight to twenty-five studios in the past three years. A Fjord team can overcome any initial resistance by replicating our culture within a client’s physical environment, which is key to building a firm foundation for the new studio. BE REALISTIC ABOUT STAFFING The average Fjord studio has between twenty and eighty designers. So, finding a significant number of Fjordian designers to be based within a client’s design studio for a year or more is no mean feat. What’s more, with the value that experienced Fjordians bring, as was proven with Client J, it’s no good simply to recruit new Fjordians. © 201744
  45. 45. CONCLUSION Design and Innovation from Accenture Interactive DESIGN FROM WITHIN © 2017
  46. 46. Design and Innovation from Accenture Interactive GOLDEN RULES DESIGN FROM WITHIN | CONCLUSION Whichever approach you use, remember: Each of our three approaches has different virtues and challenges but, with the similarity in their goals, there’s inevitable overlap when it comes to what will allow the project to make a tangible difference to the organization. NOMINATE YOUR YODA To drive the success of the studio and battle through the barriers that the larger organization will present, you need to appoint a strong, stand-up leader. SHED THE SHACKLES Create a psychologically and physically “safe” space. This will liberate the studio from any restrictive bureaucracy of the parent organization, so designers are free to think and work differently. BE A MIXED BAG The key to creating differentiated and delightful solutions is to assemble a diverse team of people with a mix of personalities, skills and backgrounds. Give them time to gel — forming such a team will come with challenges in the early days, but take the time to work through the issues, and it’ll pay off. STAND OUT If you’re setting up a studio or hub, create a distinct brand. This makes it clear that it’s a separate unit, operating differently from the rest of the organization. This accelerates the move toward a culture of design and innovation. WRITE YOUR LOVE STORY Follow a Service Design approach to ensure you involve the user throughout, resulting in something end-users love, and benefitting the business as a result. WHAT’S YOUR POINT? Define a clear vision of what you’re setting out to achieve, to provide something for the designers to work toward together. SILO? SI-NO. Concentrate on breaking down silos. By setting up a stand-alone unit, you’re at risk of contributing to the siloed nature of many firms. The team must actively engage with business units from across the organization. © 201746
  47. 47. Design and Innovation from Accenture Interactive KEY: ANONYMIZED CLIENTS DESIGN FROM WITHIN | CONCLUSION CLIENT A: A retail giant in the home improvement sector.
 CLIENT B: A global provider of asset management and retail financial services.
 CLIENT C: Neugelb, Commerzbank’s in-house design agency.
 CLIENT D: Banco Sabadell.
 CLIENT E: Finnish Immigration System.
 CLIENT F: Farmers Insurance.
 CLIENT G: An international healthcare group.
 CLIENT H: A global automobile manufacturer.
 CLIENT J: A multinational telecommunications services provider.
 CLIENT K: A global energy company. © 201747
  48. 48. Design and Innovation from Accenture Interactive DESIGN FROM WITHIN © 201748 Fjord, part of Accenture Interactive, is a design and innovation consultancy that reimagines people’s relationships with the digital and physical world around them. We use the power of design to create services people love. By combining a human-centred approach with robust methodology, we work with some of the world’s leading businesses to make complex systems simple and elegant. Founded in 2001, Fjord has a diverse team of 900+ design and innovation experts in 25 studios, including Atlanta, Austin, Berlin, Chicago, Copenhagen, Dubai, Dublin, Helsinki, Hong Kong, Istanbul, London, Los Angeles, Madrid, Melbourne, Milan, New York, Paris, San Francisco, São Paulo, Seattle, Stockholm, Sydney, Toronto, Washington, D.C., and Zurich. For more information visit fjordnet.com or follow us on Twitter @fjord This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks.  This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Accenture representative. Copyright © 2017 Accenture. All rights reserved. Accenture, its logo, High Performance Delivered and Fjord are trademarks of Accenture. 
  49. 49. Design and Innovation from Accenture Interactive © 2017 DESIGN FROM WITHIN