Gucci’s Packaging – Not so Gucci

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Gucci’s Packaging – Not so Gucci

I recently conducted an interactive session on Design Thinking at a leading investment bank. It might be easy to assume that applications of design thinking at an investment bank are limited. It is quite the opposite though. And the applicable scope of design thinking just seems to grow bigger with each passing day. The team was also kind enough to present me with a thoughtful gift at the end of the session. A Gucci tie.

Now, once you’re in the design thinking fold, you are always processing and assessing products and services. As you might have noticed, the tip of the tie is a little crumpled. If I was the manufacturer of ties that retailed at anything between $60-240 or more, I would have been concerned about the experience a customer goes through of opening the packaging and seeing the product as well.

The tie came in a tall box which was in a slightly taller paper bag, fastened with an embossed ribbon. When you hold the bag upright however, the tie drops inside thanks to that often-neglected phenomena called gravity. This causes creases at the tip of the tie. Now while many might tell you it is ok to iron a tie, it is not something I’d recommended you did often. And certainly not something you would want to do with a brand new tie.

While there might be several ways to package it in a way that leaves an impression with the customer, it isn’t something I’ll spend time thinking of right now. The easy way for Gucci to solve this problem, would be by merely placing a card paper insert which is fixed to the sides of the box. It would hold the tie in place at the top, like a clothes hanger. That way, the tip of the tie would never touch the bottom of the box when held upright.

Little things go a long way in improving how customers interact with your product. And how they remember it.

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Need Ideas? Dress Down

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Need Ideas? Dress Down

Despite the Mumbai heat, I don’t miss an opportunity to wear a suit. Especially to a first-time work meeting with people. However, things are different if the agenda of a meeting is problem solving or ideating. Then, I not just prefer, but also strongly recommend a casual dress code.

Why?

Think about the times you get the best ideas. It could be about work, about hobbies, about fitness, recipes, or even new businesses. I bet if you were to look back on your life, two locations might be the luckiest places to have a light bulb moment.

Starting with the second first, those were probably when you were in bed, or in the shower (or even in the loo for that matter). In bed, good chances are you’re either dressed light, or half naked. Then there is the shower. Remember frantically looking around for someplace and means of writing your idea, because you’re sure you’d forget if you waited till you finished. Like the hundreds of ideas before. Seemingly priceless ones that unwittingly got swept with the flowing water.

So, next time you’re sitting to brainstorm some great ideas for your business or at work. No, don’t stroll in in the buff. But strongly consider dressing casually. You and your teammates would be more at ease. You’d be able to think of ideas that might have otherwise remained elusive. Especially because you were busy adjusting your trousers around the thighs, or feeling the choking feeling of the tie around your neck.

Is it why most innovative companies are never stuck up about things like dress code? Seems obviously so!
So remember. Need ideas? Dress down!

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Why Design Thinking is Here to Stay

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Why Design Thinking is Here to Stay

A close friend recently shared this article titled ‘Why Design Thinking will fail’, written in 2013 by Jeffrey Tjendra. Jeffrey is a designer entrepreneur and strategist. Among some of us friends, there was were points of disagreement on the article. Jeffrey does seem to have a good understanding of design thinking. This post, however, is an effort towards taking a closer look at each point mentioned there. And to see if it makes sense or not. All of this, with my limited but growing knowledge of design thinking.

Before I begin, here’s a quote by Mara Wilson. While her quote describes storytelling, I believe it offers a more far reaching explanation. With products and services too, for instance. She said, “The more specific you get, the more universal it is. (It’s a special alchemy of storytelling).” – Mara Wilson

Back to the article, here goes:

  1. Misperception of Meaning – I’ll agree, it can be misleading to some. I use either ‘human-centered’ or ‘user-centered’ design thinking in an attempt to bring a little more clarity, especially when interacting with people I believe might misinterpret the meaning.
  2. Loss of Meaning – Can’t do much about that. A lot of effective methodologies often see phases of hype and a lot of randomness being packaged and sold in its name. But as the dust settles, only the real stuff and an increased respect remains.
  3. Misunderstanding and Not Accepting Creative Elements – True. However, any company or more specifically, a management that has ever worked on any form of creativity or innovation, knows how boring, full of trials and iterations, full of mess and uncertainty it can be. Look at your kid’s school projects for instance. If it isn’t too simple, it is bound to take a lot of ‘random’, before it starts to make sense. Anyone who doesn’t understand that, will surely not use design thinking. And that’s alright.
  4. Lack of Business Elements – Coming from a management and finance background, with experience in strategy and marketing, I tend to build those critical business aspects to a design thinking project. And that is especially why the design thinking team needs to have a wide-enough assortment of skillsets. Using only UI/UX people or ethnographers or psychologists is not going to do the trick.
  5. Language and Perspective Barriers – There have been worse instances of communication gaps. For instance, if you have heard the almost unbelievable and heroic story of the Gimli Glider. An obvious technical specification got so conveniently ignored, that it put at risk, 69 occupants aboard a Boeing 767. Read the fascinating story! So, it just boils down to the intention and seriousness of the parties involved. Nothing is foolproof or idiot-proof. But a lot of change and innovation can be brought about with the right intentions. And no amount of left-brain learning and practice can fix unpredictable situations either. Because a lot of left-brain thinkers often learn a process from end to end. Any deviation could potentially leave them baffled. Creative thinking, on the other hand, helps one focus on the fundamentals. On understanding the building blocks more and more. And then, irrespective of situations or deviations to them, there is often more clarity as the building blocks can be used to better understand complexity. And it’s often easier to communicate fundamental building blocks across language barriers, as opposed to communicating complexity to begin with.
  6. Missing Future – Even design thinking veterans like IDEO have made mistakes, overestimating future demand of tech products. A strong problem or opportunity statement (which is open to being updated when you learn more about the end-user) helps reduce the risk. As does an unbiased and strong mechanism to interact with, and observe and understand needs, behaviours and desires of end-users, and capture that information towards building a solution.
  7. Wrong Implementation of Process – Which is why a lot of products and ingredients come with ‘Instructions to Use’. If an ingredient needs to be mixed and cooked, simply sprinkling it will not help.
  8. Poor Direction Scoping – This is where an intention and objective to start with, matters. There are billions of people, billions of problems and billions more opportunities. Which one or ones do you want to target. That’s what you pursue. Ignore everything else.
  9. Co-creation at the End of Process – all I’ll say is, phone sex doesn’t help create babies.
  10. Misconception of Approach to Creativity – This is true. Some people would tend to follow the design thinking process like it is a treasure map, when in fact, it is navigating your way through hostile jungle. Your senses need to be on alert all the time. Any input can change a lot of initial assumptions. That lions don’t climb trees. Or that chimps tend to rely on third party to help resolve disputes.
  11. Wishful Thinking for Culture of Innovation – Completely agree here. Which is why, a startup whose founders have the right values and give importance to innovation, can build it better into their culture, as opposed to trying to inject it into a global behemoth that has a century of history.
  12. The End Process is not the End – true – design teams, just like any other specialty teams, need to walk the talk. Leaving projects with solution advice that is abstract to clients, won’t serve anyone’s purpose. A lot of large consulting firms were infamous for doing this back in the day. Leaving clients many million dollars poorer, and with a big “report” that the client was clueless what to do with.
  13. Risk of Stagnancy – As Zig Ziglar said, “People often say that motivation doesn’t last. Well, neither does bathing – that’s why we recommend it daily.”

Thoughts?

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Number Fifty-Four…The Bike with a Bamboo Core

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Number Fifty-Four…

…The bike with a bamboo core!

What does it take for innovation to be possible? Simply, just the intention. You need to want it badly enough to make it possible.

I happened to see this online a long time ago. I am still in awe of it though. People in Ghana find themselves in unfavourable temperatures, with long distances to go, but with limited connectivity. But rather than endure, with some external help, they designed bicycles built with a bamboo frame. They could easily source the other parts, which were standard to regular bikes. This innovation however, helped build a bike at a fraction of the cost of the ones normally available.

And I’ve found that regular bikes these days, corrode easily, and require considerable maintenance. These bamboo bikes however, seem to be easier to maintain. They can also be built for different sizes and for different applications (carrier, etc.). A green, economical idea that addresses so many needs. In times of compulsive and impulsive purchases all over the world, this is just the kind of impressive and refreshing innovation the world needs.

Don’t miss the video at the end.

A standard bike: source

A bike with a carrier and a carrier support frame: source

Image: source

 

You can read more about it here: link

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A Session on Innovation, Design Thinking & The Future of Work

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A Session on Innovation, Design Thinking & The Future of Work

Earlier this week, I was invited to conduct a session around ‘Innovation, Design Thinking and the Future of Work’ at the Indian School of Management & Entrepreneurship, for a batch of about 170 grad students from Vaze College. The most enjoyable session I’ve had so far.

 

An ideation exercise I conducted, had the students thinking of ideas to replace the irreplaceable smartphone. And what innovative ideas they were!! Absolutely impressive! I barely heard 6-7 ideas for fear of running out of time. If only there was enough time to hear all the ideas.

 

 

The session started with about 4-5 students believing themselves to be creative and innovative. By the end of the session, over 80% of them believed they were innovative and creative. It was a truly humbling experience. With these brilliant folk entering professional life soon, the future looks promising!

 

 

While I’d really like to list out some of the ideas that the students came up with during the session, I’ll resist the temptation. In the hope that at least some of them would pursue their idea and make a world-transforming business out of it in the near future.

 

 

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Design Thinking – Water Taps at Home

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Design Thinking – Water Taps at Home [7 minute read]

I’ve had the habit of applying aspects of Design Thinking to my work and personal life for some time now. In fact, off late it is literally a ‘permanently on’ app running in my head. I use it to review products or services, or to wonder why some startup is loved and others aren’t so much.

Now Design Thinking has been getting thrown around a lot in recent times. So I thought I’d share some of my experiences in applying different aspects of this simple, yet seemingly elusive concept.

So I’ll occasionally share a few (hopefully short) posts about applying Design Thinking to random, everyday life.

Here’s the first one.

Now this scenario is probably limited to countries like India, where we have the luxury of house help. They range from your full-time servants living in adjoining quarters, to pay per task (washing dishes, cooking, sweeping, etc.). People, mostly women in the profession, have really innovated and kept pace with increasing needs and disposable incomes of nuclear families. That and people’s seemingly decreasing free time to finish household chores themselves.

For quite some time now, one thing about many of them has really bothered me. The part-time maid at home leaves the tap on full while washing utensils (no dishwasher here). And that tap remains on full blast even when she keeps washed utensils in the drip basket. Or when she is arranging dishes in the basket to make place for more. The huge wastage of water didn’t seem to bother her. And if we brought it to her notice, she would only be careful for a day. What’s most puzzling, the area the maid lives in, is known to face slight water shortages from time to time.

So, over the last few months, I randomly asked relatives and friends if this was an isolated case, or a common problem they faced too. There was a resounding ‘yes’ from all quarters about the excessive water wastage. And when asked what they felt the reason might be, the answers were almost identical too. That the maids just didn’t care or that as long as water was sufficiently available at the house they worked at, wastage didn’t matter.

In the past, when the maid was casually questioned why, you didn’t really get any answer. So without wanting to risk pissing off this temperamental lot, I wondered if it was possible to just think of broad areas of possible reasons for this (just an example of moving beyond the seemingly obvious reasons for any problem).

One reason, as mentioned by some of the informal group I questioned, could be the abundance of water in the homes they work at. The sufficient supply allows them to mentally relax the otherwise alert behaviour in them to conserve water (and many other resources in their lives). And this trait isn’t just found in them. Believe me, most of us, if not all, all guilty of such indulgences at others’ expense. From those who charge mobile phones and laptops only at work, to those of us who have (over the years, I’ve consciously managed to get rid of the habit) left the air-conditioning at hotels on (sometimes by sticking paper or cards into the key-slots), so as to return to a wonderfully cool room from a scorching outdoors. Even if we were out for a large part of the day.

One more probable cause could be the speed of the water. Having to do dull work across multiple homes from early in the morning, a jet of water helps clean utensils much faster than having to manually scrub them off under a slower flow.

Another probable cause for the water wastage came from a random memory from probably my high school days. I was at granny’s place, and had just finished a glass of juice, and was at the kitchen sink to rinse the glass. For some reason, I held the glass in one hand, and tried turning on the tap with the same hand. In the process, the glass caught the stem of the tap, and broke. That, and I somehow tend to accidentally break things (including, but not limited to breaking toothbrushes while brushing, or plastic spoons while eating ice-cream). 😐

Indian families can be cruel when it comes to dealing with breakages at the hands of their house helps. Now, most taps aren’t designed to allow sufficient free area to manipulate dishes while washing. ‘Manipulate’, I used to use that term a lot when working in the industrial robotics space). So it is possible that taps are left on fast to allow for washing a safe distance from the tap stem?

So let’s assume another constraint here. Let’s say you can’t interact with them towards understanding why they waste water. After all, they are a highly temperamental. So if they get angry and quit, a lot of households tend to come to a standstill.

Unlike in normal problem-solving, design thinking works wonders with many constraints too. So don’t get too disappointed with this crazy constraint.

So, instead of assuming they just like wasting water, is it possible that an ergonomically designed tap could help prevent breakages? And therefore, fix this precautionary ‘bad habit’ of theirs? Or that a better designed valve could help use less water without reducing the speed of the jet? Or both?

Any solution would involve nozzles that save water, like the one popularized by Altered: Nozzle, which fits onto existing taps, and claims to save up to 98% water! A tap stem design change would be the other aspect of it.

The possible causes of the problem, and possible solutions thereof, are many. And I didn’t even use much of the design thinking process to get to this stage. Imagine the possibilities on the home or business front with just some effort.

Would love your thoughts on it. Any other possible causes or reasons?

And if you’d like my to look at some complex business problem you’ve been grappling with, drop me a mail at shrutin[at]ateamstrategy[dot]in and I’ll hopefully be able to give you a fresh perspective in an effort to help you solve it.

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How Well is Tata Motors Connecting Aspirations?

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Earlier this year, Tata Motors announced a new brand identity. ‘Connecting Aspirations’. Sounds good, but how well is the company truly connecting aspirations?

For many years now, I have wondered why Tata Motors isn’t among the top 2 selling passenger cars in India. Despite being, what I believe, is a company and group that represents an image of the ideal Indian citizen. Grounded in values, and always striving for the seemingly unachievable; but never at the cost of people, country or values. I have also been concerned about Tata Motors’ preparedness for the future of passenger transportation.

So, a few months ago, I thought of doing a little research into why the brand in general, and its Indian lineup in particular (excluding the JLR lineup) might be coming short, in the face of competition from Maruti and Hyundai. And then in September, I took my views and recommendations and requested one of the former stalwarts of the Tata Group to share the same with their CEO, Mr. Butschek. Subsequently I sent a copy to Mr. Ratan Tata. Didn’t hear back from anyone at Tata Motors. Below are the key points I highlighted on the file I sent them.

On the upside, I found they had a good range of vehicles to cater to a wide economic strata.

On the flipside, I highlighted 3 broad areas of concern, going deeper on some, and making some recommendations for the future. The 3 concern areas were:

  • Design/ Styling
  • The Nano
  • The Indian buyer/ brand perception

Going a little into the details…

The Design/ Styling:

Apart from a general carry-over of styling from their earliest models onto many, if not most of their recent range, in particular, I found something wrong about the Tigor, a car they have a lot of hopes riding on. Even though the company website puts the car in a category/ sub-category of its own called StyleBacks, the design isn’t intuitive. And the company hasn’t taken much efforts in educating the masses either. So most people put it in the compact sedan segment by default. And that’s exactly what I did too. Which brings me to my first recommendation to them.

The above cars (from top to bottom): Tata Tigor, Maruti Swift Dzire, Ford Aspire, VW Ameo, Honda Amaze, Hyundai Xcent

If you consider the heights and widths of the above popular cars in the compact sedan segment, here’s how they compare.

Numbers in millimeters

My view was that customers who buy sedans are looking for luxury and status, among other aspirations in their car. And one of the key, unexpressed expectations, is a wide and low sedan. The Tigor, however, is exactly the opposite of that. It’s taller than most of its peers, and is narrower too. Could that be a reason it hasn’t become as popular as the company might have wanted it to?

The only other car that probably compares, at least from a thought-process of ‘why’ point of view, is probably the BMW X6, that was first launched sometime in 2008-09. This crossover however, made more logical sense at least, compared to the Tigor. Firstly, it was a merging of the capabilities of an SUV, and the styling of a coupe. While the Tigor tries to do something similar, the concept falls flat when it is done in a category that expects something completely opposite. The X6, compared to peers in its segment (more SUV), is a giant, longer and wider than most SUVs. Which fits in well with what a prospective SUV customer might intuitively want.

Next concern, the Nano:

I have always held that the Nano was, and is a brilliant concept. [also here] Sometimes, the customer is too ignorant to deserve a great product. In India, the Nano is a shining example of that. However, Tata is also been a little vague and limited in marketing it correctly. What I perhaps would have done differently, is dramatically narrowed the target segment, and focused my marketing effort on them. Perhaps college students, or individuals in their first job. This segment is looking for ways to express their individuality. The Nano perhaps could have been that canvas. It would have taken an elaborate but easy-to-use and affordable customization program, but perhaps been worth it.

Finally, the Indian buyer’s perception of the Tata brand:

Well over a decade ago, the Tata lineup was branded by many, as a tourist vehicle brand, despite there being at least one company with a higher share in tourist vehicles. The peculiar Indian customer wants premium and affordable! Even leaps of refinement by the company have been met with disproportionately lower sentiment (and money!) from prospects. Many people continue to paint its new models with the same old brush.

My suggestion was for them to create a new sub-brand, or a new subsidiary, without the Tata name in it. Lexus, Acura, Infiniti, among others pulled it off well. And now, Maruti is trying something similar with the premium Nexa brand.

Tata has futuristic and beautiful cars like the Pixel and Mega Pixel in the lineup. And electric cars in the near future. They should consider introducing it under another brand, to avoid the brand-perception hangover.

Anyway, back to my final suggestions to them. Firstly, instead of being an average, and horribly late entry into mainstream racing, why not be somewhat early in electric racing?

The last suggestion was suggesting a possible alliance with Tesla Motors. Both companies after all, are similar in being grounded in values and having a pro-customer mindset. Interestingly, late last week, there was news of Mahindra and Uber partnering towards having a sizable number of electric vehicles on Uber’s fleet in India. That’s what being proactive is about.

Just a week before that, I recently met someone at a Design Thinking workshop I was conducting. She said she used to work at Tata Motors before. Excited, I mentioned having sent some suggestions their way. While she seemed to share the admiration I had for the company, she laughed and said that when it came to new ideas, they ‘were a wall’. For the company’s sake, I hope they’ve evolved since.

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What the Customer Wants

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What the Customer Wants

There has been the occasional debate between two schools of thought:

You need to ask the customer what he/she wants; and,

The customer doesn’t know what he/she wants until we show them (remember ol Steve Jobs?)

A bulk of the views I’ve come across so far lie on the side of ‘ask the customer’. However, it isn’t often that you find companies that build sound offerings and experiences that delight customers. And when questioned, a lot of them agree that no one really asked the customer. The huge divide between logical sounding answers on innovation, and contradicting real-life actions.

In fact, it all depends on how much improvement you want.

If you only need an incremental edge over competitors, your company’s efforts too will be similar – marginal targets, marginal budgets, marginal efforts. This might include a superficial but fancy-sounding customer survey, or just a few managers in the meeting room thinking of ways to tweak the existing product. In all, uninspiring intent, uninspiring effort, uninspiring results.

However, if what your business needs is a leap in growth, you need radically new offerings. That’s where customer inputs come in. From personal experience, I’ve come to realize that customers themselves often may not know or be able to hint at what might be a final solution going forward. But your interactions with your customers will be the only thing that will spark of that genius idea for an innovative new solution. Nothing else can trigger that. No research reports or internal ‘brainstorming’ can. But it is the customer who will help you get there. And the whole journey isn’t like a surgical missile strike or a silver bullet or an instant mix; but more like clay pottery.

You start with a meaningless mass of possibilities, spin them around, try things, make corrections, keep spinning, more tries, more corrections, till finally you have something wonderful shaping out. Something previously unthought of. Something incredible.

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Design Thinking: What a Patient Wants

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Design Thinking: What a Patient Wants

Design Thinking is a relatively new concept in many countries including India. It is, however, already some decades old now. And having been practicing it for a few years now, I often get asked what it is about. And for examples of its applications.

For starters, design thinking is a mindset. One that uses empathy and a set of tools to innovate and pursue complex opportunities or solve complex problems. It aims at better understanding the needs of the end-user, or identifying the root cause of a problem, before beginning to innovate. And that always requires empathy, without which, we often settle for one of the first few logical seeming solutions that come to mind.

Like many management and quality initiatives of yester-years, design thinking too is currently receiving its share of a superficial hype. With time however, I believe the hype will pass; leaving people with a better understanding and more sincere appreciation for the power of design thinking.

Ordinarily, in a traditional problem-solving process, more constraints would almost lead to a dead-end or teams giving up. Such complex projects are where design thinking works best.

“Recognizing the need is the primary condition for design.” –Charles Eames

About a year ago, I had undertaken a design thinking exercise for the paediatric oncology department of one of Asia’s leading cancer hospitals. Sharing an overview of the same here, in case some of you are wondering what design thinking is all about. For me, design thinking is simply a humble means to achieve a goal.

Client: Paediatric Oncology Ward of one of Asia’s leading cancer hospitals

Objective: Improving the overall paediatric patient experience

Introduction:

I was at the hospital with two of my associates, to meet the expert medical oncologist regarding a project the associates and I were collaborating on. During interactions, the doctor expressed that patient feedback regarding the treatment has been positive. He and his colleagues, however, were always keen on knowing how they could further improve the patient experience. And given that the hospital offered free/heavily subsidized treatment to the poor, this was a humbling gesture. I offered to work on it.

The task involved interacting with patient families, doctors, administrative and support staff. It was necessary to get a good understanding of each stakeholder group and interactions between groups, in this bustling ecosystem.

Field Work:

Over the next 2 months, I spent several hours a day or entire days, speaking with paediatric patient families. I broad-based the sample to include new admissions, patients currently undergoing treatment, and those there for checkups 1-3 years after successful treatments. The wonderful administrative staff helped identify patients in different segments, as well as introduce me to some of them, to make for a more comfortable interaction.

Doctors had already provided considerable information from their perspective. I then spoke with administrative and support staff across the hospital. From admissions, to inquiry and even 3rd party social service representatives.

Initial Observations & Findings:

Based on information gleaned, and using Design Thinking and other tools*, here were some findings:

  • Patients/ patient families:
    • 90% of patients came from outside the city, 80% from outside the state
    • Nearly all patient families spoke one or more of 6-8 different languages
    • Wait-times to meet a doctor, were significant – between 2 – 6 hours or more
    • A slight delay in patient arrival could mean making another trip the following day
    • At least 2 family members accompanied each patient. It meant putting their normal lives on hold. It meant treatments that lasted between a few months to over a year or more
  • Staff:
    • Was well-intentioned, but mildly stressed and curt in responses to patient families
    • The staff dealt with hundreds of patients and family members on a regular basis
    • Some staff, on average, answered a request for direction to a particular building/room once every 2-4 minutes. Same was the case with some others about when their turn to meet a doctor would come, etc.
    • Some staff members were aware of their curt disposition. However, they admitted that in the region a bulk of the patients came from, they were accustomed to speaking in a curt manner. I too realized the same based on my observations and interactions with some of them. It was an amusing dilemma, the innate intention to be more polite, but an audience that might complicate your work if you yielded. A solution I proposed, aimed at solving that problem from the staff point of view
  • Hospital:
    • The funding enabled treatment to be completely or partially subsidized for the poor
    • Doctors had requested that solutions be cost-effective, if they were to be considered for implementing

Initial Verdict from Patients/ Patient families:

The overall feedback regarding the existing patient experience at the hospital was stellar. This included quality of process, staff, doctors, etc. However, I soon realized that this view was biased. Biased by gratitude for a hospital that covers all or a large part of their medical expenses.

I was back to the beginning. How do you improve patient experience when their treatment is paid for?

Back to trying to identify the opportunity:

I split the problem areas into three:

  • Patient Process:
    • Long wait times for paediatric patients to see a doctor
  • Hospital Process:
    • Duplicate room number problem
    • Multiple inquiries to staff for directions to a room/ward
    • Increased stress levels of staff
  • Customer Experience:
    • How can an already good patient experience be made better?
    • Without burdening the hospital resources?

Again, using Design Thinking tools, I came up with initially unidentified problem areas. I also stumbled upon a promising solution for improving the patient experience.

Cutting to the chase:

My recommendations were as follows:

  • Patient Process:
    • Split patients into morning and afternoon batches to make for easier sequencing and much shorter waits
  • Hospital Process:
    • Unique naming and numbering of rooms/wards (using words that cut across at least the 6-8 languages)
    • Colour coding of important rooms across buildings, with colour-coded stripes on the wall, to help patients ‘follow the coloured line’ (ideally with the colour names being identifiable across languages)
    • Colour coding would significantly bring down the number of times staff got asked for directions. (Patient families would be able to direct others. Colour/line/name-for-room would help overcome language barriers). It would reduce staff stress levels and making them more productive and happy
  • And most importantly, Customer Experience:
    • Proposed Tie-ups with companies (nearby to start with) for low-to-medium skill jobs that were individual-independent. One that anyone could turn up to do it. That would ensure work continuity while not limiting patient treatment schedules
    • Thought behind it: What was clear, was a free/almost-free treatment, and capable and polite doctors and staff. What design thinking helped me identify, is how family members put their lives on hold as their child underwent treatment. Earning some money while they were in the city, would help them buy small joys. It would help reduce the horrors of the disease and side-effects of the treatment on their child. That’s the only thing doctors and staff could not give
    • This would not burden hospital finances
    • I also proposed an alternate strategy option: where patients would pay a very nominal fee for services (from their salaries/stipends). This could bring new-found respect for the institution. The institution could also perhaps extend treatment to a few more patients with the same funds

Please note that coloured stripes and naming of rooms isn’t part of design thinking. What is, is identifying underlying issues such as staff stress and its causative factors. So is identifying possible areas to delight a customer in an otherwise perfect seeming environment.

“The goal of a designer is to listen, observe, understand, sympathize, empathize, synthesize, and glean insights that enable him or her to ‘make the invisible visible.’ –Hillman Curtis

Key learnings from this assignment:

  • Customers might not always articulate what they want
  • Be aware of tendencies where the ecosystem might bias a customer’s viewpoint
  • Often, solving or even addressing one problem area could have benefits across multiple areas

Anyone can learn and practice design thinking. It does, however, need a lot of Empathy and Involvement from you. It also requires an unwavering commitment towards customers, employees  and innovation. And it is especially for those who are comfortable grappling with lots of ambiguity, and can stay true to the larger objective.

Got questions on design thinking, or how it might help your company innovate and grow? Comment below, or get in touch with me via LinkedIn or Twitter (links below).

“Only those who attempt the absurd will achieve the impossible.” –M.C. Escher

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Look forward to your views. And if you liked this post, do follow/subscribe to my blog (top right of the page). You can also connect with me on LinkedIn and on Twitter.

* tools including (but not limited to) observation, interviewing techniques, design briefs, contra-logic, changing perspectives, forced connections, etc.

Dr. David Lagrew – Saving Mothers with Empathy & Innovation

Reading Time: 2 minutes

More women in labour and new mothers die in the US than in any other high-income country. And the CDC Foundation estimates that 60% of these deaths are preventable! 60%!! In one of the most developed countries in the world.

And since 1990, only 13 countries in the world have seen a rise in maternal death rates. The US is one of them. Along with North Korea and Zimbabwe. And shockingly, since 2007, the US National Center for Health Statistics has even been publishing an official maternal mortality rate. Personally, I’m at a loss for words for this kind of indifference.

However, like in most other grim sounding situations, there is a small group of changemakers, who do what it takes to make things better in their area of work.

Recently, I read an article (link below) about Dr. David Lagrew and Stanford’s California Maternal Quality Care Collaborative. (CMQCC). This is an organization committed to ending preventable morbidity, mortality and racial disparities. The doctor and CMQCC have a single, worthy cause. A case of Empathy and innovation working at their best, to dramatically increase the number of lives saved.

Dr. David Lagrew    image: source

Below is the highly recommended article on how, a noble pursuit, is achieving the seemingly impossible. We all have matters that concern or consume our thoughts. What we must realize, is that it doesn’t matter how many other people are indifferent or don’t care enough to do something about it. The real question is, do we?

Article Link: California decided it was tired of women bleeding to death in childbirth

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Look forward to your views. And to get more such posts soon as they’re out, follow/subscribe to my blog (top right of the page). You can also connect with me on LinkedIn and on Twitter.