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This was Intuit’s Logo at the time. Intuit wasn’t a bad culture in 2007, especially for a UX person…
We had solid products with a long history
And, In 2007, we had a lot of corporate commitment to customer research, particularly focused on making our products as EASY as possible. We had state of the art Usability Labs and most of our business units had UX researchers who conducted a lot of usability tests. We also went on a lot of site visits to see and talk with people using our products in action.
But, it was a culture that focused on small improvements, rather than innovation. It wasn’t a culture that encouraged designers and researchers to take big risks. It wasn’t a culture of innovation.
And what we found over time was although we were investing heavily in EASE, our net promoter scores were flat or even falling. Ease was no longer enough. We needed to do more than design for ease, we needed to design for delight.
So, in 2007, we introduced Design for Delight to the company. We came up with a definition, which you can see here. We wanted people to think differently and design differently. We wanted to become a culture of innovation, rather than a culture of incremental improvements.
So, We came up with some principles based on Design Thinking that helped to explain how to design for Delight.
Our goal is that D4D is in our cultural DNA by 2015. We’re well on our way…
The culture change is apparent in the work we do and the way we work. Where we used to focus on improving the old, now we are focused on creating the new. Where we used to have the burden of most research and design in the hands of the few UX employees we have, entire teams are now engaging. Where we used to take few risks, we now take lots of risks.
These cultural changes happen to correlate with an increase in stock price. We don’t think that it’s a coincidence. People are starting to realize that Intuit is becoming an innovative company.
We’re #84 on Forbes world’s most innovative companies list
Think of something I said or did today that was provocative or intriguing.Write that on a sticky note.With a partner, Draw the Empathy Map (Say-Do-Think-Feel)Place your sticky notes. See if you can get to what I might be thinking (or believing) and feeling. See if you can figure out what motivated me to do or say what you thought was interesting…(Then, let’s debrief in the room – how do you think this tool might help you innovate?)
INNOVATION CATALYSTS FY ‘13 FY ‘12 FY ‘11 FY ‘10FY ‘09 10 75 Catalysts 120 Catalysts 170 Catalysts 200 CatalystsCatalysts Cross functional group of D4D experts, working across the company to apply D4D in the day-to-day to achieve Delight
Our Vision D4D in the DNA Profoundly delighting ourcustomers is why we existand D4D is instinctively the way we do it.
Culture Change Thus Far…• Solid Products • Solid Products with (QuickBooks, TurboTax, etc) Innovative New Features• NO mobile apps and Platforms• Few New Offerings • Lots of mobile apps• Focus on Ease • Lots of New Offerings• Usability Testing in our UX • Focus on Innovation and Labs with UX Researchers Delighting Customers• Incremental Improvements • Lots of• Few Risks Experimentation, everywher e with full team engagement • Lots of Risks