Fjord Design From Within

Design and Innovation from Accenture Interactive © 2017

DESIGN FROM WITHIN

How to build internal teams to design and innovate

Design and Innovation from Accenture Interactive

DESIGN FROM WITHIN

© 2017 2

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 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 we do it

◦ Define a clear purpose

◦ Establish an experienced team

◦ Educate the wider business

• Benefits

• Challenges

• Dealmakers

Conclusion

WHAT CAN YOU LEARN HERE?

EXECUTIVE SUMMARY


DESIGN FROM WITHIN

© 2017


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.

CU

LTU

RA

L C

HA

NG

E

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”

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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 ensureyou 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.

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EXECUTIVE SUMMARY


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 studiowithin 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

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CONTEXT


DESIGN FROM WITHIN

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CONTEXTDESIGN FROM WITHIN

Let’s take a look at how the three approaches within this report connect with some of our other thought leadership topics

CU

LTU

RA

L C

HA

NG

E

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.

© 2017 8


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 LeadCLIENT K (GLOBAL ENERGY COMPANY)

© 2017 9


CONTEXTDESIGN 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.

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https://www.fjordnet.com/conversations/time-to-re-think-design-thinking/

https://trends.fjordnet.com/trends/shiny-api-people

https://trends.fjordnet.com/trends/shiny-api-people


DESIGN FROM WITHIN

CONTEXTWhere 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 investedin 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 arenot 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.

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https://www.linkedin.com/pulse/6-surprising-stats-behind-techs-design-shortage-dylan-field

https://www.linkedin.com/pulse/6-surprising-stats-behind-techs-design-shortage-dylan-field

https://www.slideshare.net/fjordnet/fjord-2016-trends

https://www.slideshare.net/fjordnet/fjord-2016-trends

SETTING UP SHOP


DESIGN FROM WITHIN

01

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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.

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HOW WE DO ITDESIGN 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.

© 2017 14



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.

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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.

© 2017 16

To encourage the team to think differently, Banco

Sabadell launched InnoCells, its hub of new digital

ventures, away from their HQ.


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 EALANEUGELB, COMMERZBANK’S IN-HOUSE DESIGN AGENCY

© 2017 17



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.

© 2017 18



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.

© 2017 19


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 evolveand 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.

© 2017 20



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.

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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 DirectorCLIENT A (HOME IMPROVEMENT RETAIL GIANT)

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DEALMAKERSDESIGN 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.

© 2017 23


CASE STUDY ON CULTURAL CHANGEDESIGN 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.”

© 2017 24

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,



© 2017 25

CASE STUDY ON CULTURAL CHANGE

Banco Sabadell found it challenging to manage the

execution-driven approach that BUs are usedto 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.

DESIGN BOOTCAMP


DESIGN FROM WITHIN

02

© 2017


DESIGN FROM WITHIN

DESIGN BOOTCAMP


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.


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.

© 2017 27


HOW WE DO ITDESIGN 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 essentialin 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.

© 2017 28



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.

© 2017 29



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.”

© 2017 30


BENEFITSDESIGN FROM WITHIN | DESIGN BOOTCAMP

LEARNING BY DOING

Intense immersion in the design process for100 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 skilledin 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.

© 2017 31


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.

© 2017 32



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.”

© 2017 33



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.

© 2017 34


DESIGN FROM WITHIN

“This innovation framework should become as important as the air conditioning, heating and lighting. It should become partof the organization.” DALJIT SINGH, Fjord Principal Director - Design Strategy Group EALACLIENT H (GLOBAL AUTOMOBILE MANUFACTURER)

© 2017 35

TAKING FJORD WITHIN


DESIGN FROM WITHIN

03

© 2017


DESIGN FROM WITHIN

TAKING FJORD WITHIN


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.


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.

© 2017 37


HOW WE DO ITDESIGN 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:

TRANSFORMFully modernize services to be responsive to both

customer needs and business conditions, from the inside

out.

UNIFYShift focus from operational silos to gapless integration

from one customer experience to the next.

CRAFTDesign elegant services and experiences that grow the

business, and that customers fall in love with.

© 2017 38



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.

© 2017 39



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 environmentto change but we’re slowly changing the mindset and behaviors of individuals within the organization.” KENNETH LINDFORS, Fjord Engagement LeadCLIENT J (MULTINATIONAL TELECOMMUNICATIONS SERVICES PROVIDER)

© 2017 40


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 ATTRACTIVEBUSINESS 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.

© 2017 41


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)

© 2017 42



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.

© 2017 43



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.

© 2017 44

CONCLUSION


DESIGN FROM WITHIN

© 2017


GOLDEN RULESDESIGN 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.

© 2017 46


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.

© 2017 47


DESIGN FROM WITHIN

© 2017 48

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.

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DESIGN FROM WITHIN