DESIGN THINKING PROCESS

DESIGN THINKING PROCESS

FLARE FOCUS FLARE FOCUS

THIS PROCESS

IS NOT

LINEAR

INNOVATION MINDSETS

NORDSTROM CASE STUDY

POCKET STYLE

NORDSTROM BEAUTY BAR

How might we redesign our leadership development program?

We are in the midst of 3 strategic inflection points that impact our work:

WORKFORCE Multiple generations

Culture of entrepreneurship / startups

Purpose economy

Employees’ market

TECH Rise of mobile

Cloud technology

Open source

Machine learning

Automation

RETAIL Shifting channels

Changing consumer expectations

Technology driving new experiences

Our industry

40 COMPANY VISITS &INTERNAL ETHNOGRAPHY

Silicon Valley 2.0

The competition for technology talent is more fierce than ever

Silicon Valley 2.0

The competition for technology talent is more fierce than ever

Employees care more and more about company culture and values

Research shows company culture impacts performance

2x Fortune 100 Best Companies to Work For perform nearly 2x better than the general market

Gallup found that companies with engaged employees had 22% higher profitability and 10% higher customer ratings -New York Times, Why We Hate Work, May 2014 $

People are precious, not ideas

How do we lead culture change?

Hint: Not in 2 hour weekly meetings

The best of both worlds

RESEARCH DESIGNWe conduct research and design employee programs and experiences to continuously improve our culture, leadership, and work environment.

RESEARCH DESIGNSurveys/Adv. Analytics Program Measurement Experimentation

Programs Events Experiences

25

NorDNA value scores increased

CULTURE

We’ve defined our benchmark Employee Engagement score

ENGAGEMENT

Average Team NPS scores increased, and we defined an All Tech NPS score

SATISFACTION

Circle size indicates % of respondents who chose the respective NorDNA as the most impactful to their employee experience

MOST IMPACTFUL NorDNA VALUES

Our flagship programs

INNOVATION BOOTCAMP A fast-paced, immersive two-day experience that teaches cutting-edge innovation methodologies and creative problem solving in a real world environment.

TRAILBLAZERS Providing a support network and tools for employees to become change agents for themselves, their teams, and our organization.

21ST CENTURY LEADERSHIP Providing leaders with a shared approach and cross-company network to help them build and lead high performing teams through rapid industry changes.

INNOVATION MINDSETS

The 4 C’S

COMMUNICATIONCONFIDENCE IN: ACTIVE LISTENING, BEING CURIOUS, STORYTELLING

COLLABORATIONDEFER JUDGMENT • WORK W/ DIVERSE TEAMS • BUILD ON IDEAS OF OTHERS

CRITICAL THINKINGREASONING • SYSTEMS THINKING • PROBLEM-SOLVING

CREATIVITYNEW APPROACHES • CREATIVE THINKING • INNOVATION

INNOVATION

% of

Alu

mni

usi

ng m

inds

et

0

0.25

0.5

0.75

1

Yes, and Flare/Focus HMW Show don't Tell Bias to Action

74%70%65%65%

74%

28%28%

16%20%

32%

DT MINDSET USAGE

“Big D” DESIGN

We are all design thinkers!

HR Strategy Finance

UX IT

Sales

Product Management Marketing

Audit

If you love it, give it away

From Deloitte 2016 HR Trends Report“Respondents at companies where HR delivers the highest levels of value are almost five times more likely to be using design thinking in their programs than their peers.”

4C’s IN ACTION

“Even with company tests that are underway in the buying office, having this mentality makes me more open to learning

and working hard to make sure the test can be successful. And if the test is not, I gather my learnings and move on to

the next. Overall this has been a rewarding approach!”

“I set up a brief exercise for the teams to walk through. I handed out blank paper to all of them to use as prototypes,

gave the feature a name, and asked them to create what they imagined it to look like and what information would be

displayed. As we made our prototypes of the feature, it became very obvious that there were multiple perspectives

and use cases that needed more investigation- all the prototypes were dramatically different and revealed that every

individual on the team envisioned the feature as providing a different experience and value.”

FAIL FORWARD FAST

SHOW DON’T TELL/BIAS TOWARDS ACTION/BUILD TO THINK

NORDSTROM CASE STUDIES

“After completing Innovation Bootcamp I became more cognizant of the words I used and how they affected the people and results around me. No longer did I say, "What should we do?", BUT instead I started saying, "What COULD we do?" I also began promoting the, "Yes, and..." mentality, which helped promote dialogue in meetings and thus increased the shared pool of knowledge everyone was operating on.”

YES, AND/HOW MIGHT WE?

WALK UP SERVICE DESK

catalyz

Don’t tell me what you did, tell me what you changed

RUBE GOLDBERG KID