Introduction to design thinking that fosters quick wins while building momentum for ongoing success. Amanda Kross, Amanda Wirth, and Anders Tse presented "New to Design Thinking" at Design Thinking 2017.

1. DESIGN THINKING CONFERENCE | 1UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
BRIGHTSPOT STRATEGY
New to Design Thinking
Fostering Small Wins to Gain Momentum
Design Thinking Conference
April 25, 2017

2. DESIGN THINKING CONFERENCE | 2UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
Amanda Kross
Director
brightspot
Amanda Wirth
Senior Strategist
brightspot
Anders Tse
Strategist
brightspot
Emily Puckett Rodgers
Space Design &
Assessment Librarian
University of Michigan
welcome!

3. DESIGN THINKING CONFERENCE | 3UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
To introduce an approach to
design thinking that fosters
quick wins while building
momentum for ongoing
success.
our goal

4. DESIGN THINKING CONFERENCE | 4UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
To introduce an approach to
design thinking that fosters
quick wins while building
momentum for ongoing
success.
our goal
1. Design thinking process
2. Practice exercise + toolkit
3. Case study
agenda

5. DESIGN THINKING CONFERENCE | 5UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we design engaging
experiences that use
learning to connect
people to a purpose,
a brand, information,
and each other.

6. DESIGN THINKING CONFERENCE | 6UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we partner with
leading corporations,
universities, and
cultural institutions.

7. DESIGN THINKING CONFERENCE | 7UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we help our clients better
engage their people.
0%100%
% engaged % NOT engaged
1 Gallup State of the American Workforce
2 Gallup Business Journal on Customer Engagement
3 National Survey of Student Engagement
4 Morey Group Benchmark Survey
employees1
customers2
students3
museum
visitors4
56%
40%
38%
32%
60%
62%
68%
44%
Companies in the top
quartile of engagement have:
• 22% more profitability
• 21% more productivity
• 10% more satisfied
customers

8. DESIGN THINKING CONFERENCE | 8UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
we guide practical
transformation of
your spaces, services,
and organization.
communicationsservicesorganizationsspaces serorganizationsspaces
research
+ insights
visioning
+ retreats
strategy
+ planning
servicesorganizationscommunications
spaces
organization
services
Our recent results include:
• 253% increase in net promoter score
• 89% employee engagement
• 91% team effectiveness
• 69% faster response times
• 30% reduced space costs

9. DESIGN THINKING CONFERENCE | 9UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
NEW TO DESIGN THINKING?

10. DESIGN THINKING CONFERENCE | 10UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
divergent + convergent thinking
BRIGHTSPOT’S APPROACH
DIVERGE
CONVERGE

11. DESIGN THINKING CONFERENCE | 11UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phases
BRIGHTSPOT’S APPROACH
UNDERSTANDING EXPLORING TESTING

12. DESIGN THINKING CONFERENCE | 12UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phases
BRIGHTSPOT’S APPROACH
UNDERSTANDING EXPLORING TESTING

13. DESIGN THINKING CONFERENCE | 13UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phases
BRIGHTSPOT’S APPROACH
UNDERSTANDING EXPLORING TESTING
[Empathize, Define]
Process of gathering data about
the organization, its users, and
the context it exists within.
Summarizing research and
articulating implications.
[Define, Ideate]
Process of defining a preferred
direction and generating possible
solutions that support the needs
of the user and organization.
[Prototype, Test]
Process of identifying priority
solutions, ideas, or direction to
implement, prototype, and test.
Iterate, Iterate, Iterate

14. DESIGN THINKING CONFERENCE | 14UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phases
BRIGHTSPOT’S APPROACH
UNDERSTAND EXPLORE TEST
TOOLS TO
DIG
DEEPER
TOOLS TO
IDENTIFY
BRIGHT-
SPOTS
DIVERGE
DIVERGE
DIVERGE
CONVERGE
CONVERGE
CONVERGE

15. DESIGN THINKING CONFERENCE | 15UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
design thinking phases
BRIGHTSPOT’S APPROACH
UNDERSTAND
INTERCEPT INTERVIEWS
PERSONAS
EXPERIENCE MAPPING
PRIORITIZING IDEAS
SERVICE DELIVERY CANVAS
PROTOTYPING + PILOTING
EXPLORE TEST

16. DESIGN THINKING CONFERENCE | 16UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
unique perspective
BRIGHTSPOT’S APPROACH
»» Connect the organizational goals and user needs
»» Define your objective (what are you trying to solve
for, what is your north star)
»» Plan holistically across channels (space, digital),
services, and organizational impact
»» Provide both short-term and long-term application
»» Offer hands-on practicing for your colleagues
»» Embed touchpoints with users and stakeholders
throughout the process: gain trust amidst change,
communicate ideas

17. DESIGN THINKING CONFERENCE | 17UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase one:
understanding
Process of gathering data
about the organization, its
users, and the context it
exists within. Summarizing
research and articulating
implications.

18. DESIGN THINKING CONFERENCE | 18UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
methods (how)
PHASE 1: UNDERSTANDING
LISTENING
»» Interviews
»» Surveys
»» Journaling
»» Intercepts /
Tabling
LOOKING
»» Observations
»» Tours
»» Shadowing
ENGAGING
»» Experience
Workshops
»» Thematic
Workshops
»» Visioning
Workshops
READING
»» RFI’s
»» Trend Research
»» Peer
Benchmarking

19. DESIGN THINKING CONFERENCE | 19UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
LISTENING LOOKING ENGAGING READING
tell user
stories
mental
models
emotions
and moti-
vations
experience
it ourselves
patterns
of use
thick de-
scription
alignment
and buy-in
group
dynamics
externalize
ideas and
reflect
values (why)
PHASE 1: UNDERSTANDING
provide
context to
client
understand
priorities
explore
how to
differentiate

20. DESIGN THINKING CONFERENCE | 20UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
a model for understanding
PHASE 1: UNDERSTANDING
interviews personas use cases
QUICK
WINS
understand individual needs,
expectations, and experience
identify patterns across individuals
that represent customer segments
define the needs of each
customer segment through
narrative experience descriptions
The Non-Communicator
The Novice
The Protectionist
The Super User
Fortune 50 Financial Services CompanyUniversity of Michigan New York Public Library

21. DESIGN THINKING CONFERENCE | 21UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase two:
exploring
Process of defining a
preferred direction and
generating possible
solutions that support
the needs of the user
and organization.

22. DESIGN THINKING CONFERENCE | 22UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
methods (how)
PHASE 2: EXPLORING
MAPPING
.
»» Experience
Mapping
»» Affinity Mapping
»» Position Mapping
»» Network Mapping
EXPLORING
FUTURES
»» Vision
»» Goals
»» Guiding Principles
»» Operational
Models
EXPLORING
SPACES
»» Space Needs
»» Workstyles
»» Space Analysis
EXPLORING
SERVICES
»» Partnership
Models
»» Service Location
Planner
»» Service Portfolios

23. DESIGN THINKING CONFERENCE | 23UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
urgency
WORKSHOP
FINDINGS:
PROGRAM
PRIORITIZATION
a model for exploring
PHASE 2: EXPLORING
context experience mapping prioritizing
QUICK
WINS
define the context for the
experience map (activity, space,
person, etc.)
map ideal experiences for each
persona (using the 5-e’s)
explore and prioritize concepts
within the experience map
Fortune 500 CompanyUC Davis Albright-Knox Art Gallery
brightspot | UC Davis Library 7
UNDERGRADUATES
six themes define the undergraduate academic experience
MAKING THE
TRANSITION
LACKING IN
AWARENESS
INTIMIDATING
EXPERIENCE
SEEKING
CONVENIENCE
REQUIRING USE
OF RESOURCES
LOOKING FOR
ALL-INCLUSIVE

24. DESIGN THINKING CONFERENCE | 24UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase three:
testing
Process of identifying
priority solutions,
ideas, or direction to
implement, prototype,
and test.

25. DESIGN THINKING CONFERENCE | 25UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
phase three:
testing
Process of identifying
priority solutions,
ideas, or direction to
implement, prototype,
and test.
The conventional
design process
maximizes risk,
cost, and time while
minimizing iterations
and responsiveness...

26. DESIGN THINKING CONFERENCE | 26UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
go lean
PHASE 3: TESTING
Instead of beginning with an idea you think
people want, spending years to develop
it, launching it, and failing… you conduct
quick tests with increasing detail to get
feedback, learn, and deliver something
you know customers will use and value.
Why adopt a lean approach?
• Minimize risk
• Build support and loyalty
• Change the pitch

27. DESIGN THINKING CONFERENCE | 27UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
methods (how)
PHASE 3: TESTING
POP-UP
Test need, without
physical changes.
MOCK-UP
Test form, look, and
feel; capture data
on functionality.
PROTOTYPE
Low fidelity test of
function to inform
strategy.
TRIAL
Show-term,
medium-fidelity
test.
PILOT
High-fidelity test to
confirm design and
build momentum.
INCREASE IN FIDELITY
INCREASE IN COST

28. DESIGN THINKING CONFERENCE | 28UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
prototyping
PHASE 3: TESTING
Testing strategies for
spaces, technology,
policies, and norms to
improve ideas, mitigate
risk, build momentum, and
make the case.
research insight:
The workplace was inhibiting
side-by-side work that is
critical for the success of
developers, designers, and
project managers.

29. DESIGN THINKING CONFERENCE | 29UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
piloting
PHASE 3: TESTING
Testing a new workplace
strategy—to be
implemented across
the University—with a
champion group.
How can you pilot a
mobile workplace within
an industry resistant to
change?
before
after
New Ways of
Working
Workplace
Storage
Managing
Flexible
Teams
Workplace
Technology
Workplace
Norms
Protocols

30. DESIGN THINKING CONFERENCE | 30UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
We’ve saved 49 minutes
per person each week.
Many of the gains, like time spent looking
for a room, waiting to hear from a manager,
or unnecessary meetings appear to be
likely by-products of having a wider variety
of spaces from which to choose, and co-
locating the entire office on one floor.
Conversely, issues like locating
a colleague, distractions, and
interruptions linger, and could likely
be improved by further development
and enforcement of behavioural
norms that support areas of focus.
16 | Question Analysis
Reducing time lost in the work week
Time looking for
meeting room
Unnecessary
meetings
Technology
issues
Waiting for feedback
from manager
Waiting for feedback
from colleague
Locating a
colleague
Lost to
distractions
Lost to
interruptions
Estimated time lost to distractions per week (pre: 36 responses; post: 46 responses)
Worth noting is that both the pre- and post-move surveys didn’t permit fractions of
hours, so many responses are likely inflated. This is why we are highlighting the minutes
saved / lost rather than looking too closely at absolute times lost to distractions.
Time lost to distractions (acoustical, visual, etc)
Time spent locating a colleague
Time waiting to get feedback from a colleague
Time lost to interruptions
Time waiting to get feedback from a manager
Time lost to technology issues
Time spent looking for / booking a meeting room
Time spent in unnecessary meetings
0 0.5 1 HOUR 1.5
POST-MOVE (8.7 HOURS LOST PER WEEK)
18 SAVED
12 SAVED
10 SAVED
8 LOST
PRE-MOVE (9.5 HOURS LOST PER WEEK)
a model for testing
PHASE 3: TESTING
delivery canvas test measure
QUICK
WINS
A visual framework to outline the
pilot potential of a new service.
Test assumptions and refine your
design through pilots, prototypes,
etc.
Evaluate the success of your pilot
to continue to improve.
Key Partners
service delivery canvas{ adapted from Business Model Canvas }
Required
Infrastructure
Pilot Plan
Service Value
Proposition
2.3.
Who are potential key partners?
What are our motivations for these
partnerships?What infrstructure does our service
value proposition require? (e.g. tools,
technology, furniture, staffing)
How might we test this service
value proposition in simple, user-
centered, flexible, and measurable
ways?
Direction of service delivery
For __________________
who
____________________
we offer
with _________________
that
_____________________.
Staff + User
Relationship
What type of relationship do our users
expect us to establish and maintain?
(e.g. personal assistance, self-service,
community-building)
Location
(physical + digital)
category: __________________ subcategory: __________________
service point: _________________________________
Where do we deliver our service value
proposition to our users? What are its
adjacencies?
User Profile
For whom are we creating value? (e.g.
undergrad, grad, faculty)
What are their current problems?
Biggest needs?
front of house [user-facing]
1.
back of house [staff ops]
Next Steps
What do we need to understand in
order to implement our service value
proposition?
(user)
(motivation)
(list services here)
(unique characteristic)
(benefit)
undergraduates
need to study
• quiet spaces
• group study rooms
• course reserves
• Ask a Librarian
• coffee
a central location accessible to so many
inspires productivity
Passive - “We’re here
when you need us.”
Shapiro Lobby + 4th
floor retreat
Rearrange furniture
• Seat occupancy
study to understand
demand
• Identify furniture kit-
of-parts
self-service + layered
“I need to study.”Create
Bert’s Cafe
• Online platform to
reserve a space or
find a study space
• On room reservation
panel
Undergraduate students
• Dorms are too loud
• Cant’ find space
• Need a place to meet
with project group
CanvasUniversity of Michigan Reward Gateway

31. DESIGN THINKING CONFERENCE | 31UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
practice design
thinking

32. DESIGN THINKING CONFERENCE | 32UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
activity: storyboarding
PRACTICE DESIGN THINKING
UNDERSTANDING EXPLORING TESTING

33. DESIGN THINKING CONFERENCE | 33UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
THINK VISUAL
Sketch your thinking! Map relationships
between people, groups, spaces,
services, needs, and ideas.
GET PHYSICAL
Step away from the computer! Get
together with your team to post-it ideas,
make mock-ups, or role-play pilots.
WRITE IT OUT
Draft, draft, draft! Write out your
assumptions, objectives, and conclusions
to guide your process and thinking.
STAY FLEXIBLE
Change is the only given! Anticipate
the unexpected and adapt to the
situation through iteration.
philosophy
PRACTICE DESIGN THINKING

34. DESIGN THINKING CONFERENCE | 34UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
grab your materials!
PRACTICE DESIGN THINKING
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a
heavily saturated market and looking to overcome a number of challenges
to innovate and differentiate from the crowd. Users are unsatisfied with the
experience of troubleshooting issues with your product. Staff feel isolated
and are unable to collaborate across departments to problem solve and
meet user needs.
How might we design an engaging experience for both users and staff to
build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing
department
• Innovator by nature
• Enjoys connecting people across
the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at
her desk
• Prefers to work solo than
collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service
but is hesitant to return because of
difficulty contacting your customer
support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all
forms, from cocktail parties to VR
• Lacks brand loyalty — will buy
anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personas
PRACTICING DESIGN THINKING
EXPERIENCE DESIGN STRATEGY
BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza?
What else do we know about Sam?
What else do we know about Tammy?
What else do we know about Tom?
1
2 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is
looking to innovate
and stand out from the
market, but is currently
dealing with a number
of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECT
FRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVE
Who we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users),
public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or
most challenging experience you’ve had using our
product and service (users).
Tell us a story about a time when you had to
collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUAL
Sketch your thinking! Map
relationships between people,
groups, spaces, services,
needs, and ideas.
GET PHYSICAL
Step away from the computer!
Get together with your team
to post-it ideas, make mock-
ups, or role-play pilots.
WRITE IT OUT
Draft, draft, draft! Write out
your assumptions, objectives,
and conclusions to guide your
process and thinking.
STAY FLEXIBLE
Change is the only given!
Anticipate the unexpected
and adapt to the situation
through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to
(goal)
because
(insight/motivation)
What are we testing for?
tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):
Prototype
(a rough mock-up built to
test out a new concept)
Pilot
(a replica of the final concept
tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND
the first
impression
the
interaction
the final
impression
inviting the
user back
TIME
what draws
the user in
an exciting
social
media ad
the first
meet and
greet
gathering
personal
info
a follow-
up
incentive
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?

35. DESIGN THINKING CONFERENCE | 35UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a
heavily saturated market and looking to overcome a number of challenges
to innovate and differentiate from the crowd. Users are unsatisfied with the
experience of troubleshooting issues with your product. Staff feel isolated
and are unable to collaborate across departments to problem solve and
meet user needs.
How might we design an engaging experience for both users and staff to
build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing
department
• Innovator by nature
• Enjoys connecting people across
the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at
her desk
• Prefers to work solo than
collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service
but is hesitant to return because of
difficulty contacting your customer
support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all
forms, from cocktail parties to VR
• Lacks brand loyalty — will buy
anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personas
PRACTICING DESIGN THINKING
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
1
2 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is
looking to innovate
and stand out from the
market, but is currently
dealing with a number
of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECT
FRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVE
Who we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users),
public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or
most challenging experience you’ve had using our
product and service (users).
Tell us a story about a time when you had to
collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUAL
Sketch your thinking! Map
relationships between people,
groups, spaces, services,
needs, and ideas.
GET PHYSICAL
Step away from the computer!
Get together with your team
to post-it ideas, make mock-
ups, or role-play pilots.
WRITE IT OUT
Draft, draft, draft! Write out
your assumptions, objectives,
and conclusions to guide your
process and thinking.
STAY FLEXIBLE
Change is the only given!
Anticipate the unexpected
and adapt to the situation
through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to
(goal)
because
(insight/motivation)
What are we testing for?
tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):
Prototype
(a rough mock-up built to
test out a new concept)
Pilot
(a replica of the final concept
tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND
the first
impression
the
interaction
the final
impression
inviting the
user back
TIME
what draws
the user in
an exciting
social
media ad
the first
meet and
greet
gathering
personal
info
a follow-
up
incentive
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 1: familiarize yourself with the context
PRACTICE DESIGN THINKING
1

36. DESIGN THINKING CONFERENCE | 36UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a
heavily saturated market and looking to overcome a number of challenges
to innovate and differentiate from the crowd. Users are unsatisfied with the
experience of troubleshooting issues with your product. Staff feel isolated
and are unable to collaborate across departments to problem solve and
meet user needs.
How might we design an engaging experience for both users and staff to
build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing
department
• Innovator by nature
• Enjoys connecting people across
the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at
her desk
• Prefers to work solo than
collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service
but is hesitant to return because of
difficulty contacting your customer
support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all
forms, from cocktail parties to VR
• Lacks brand loyalty — will buy
anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personas
PRACTICING DESIGN THINKING
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
1
2 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is
looking to innovate
and stand out from the
market, but is currently
dealing with a number
of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECT
FRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVE
Who we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users),
public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or
most challenging experience you’ve had using our
product and service (users).
Tell us a story about a time when you had to
collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUAL
Sketch your thinking! Map
relationships between people,
groups, spaces, services,
needs, and ideas.
GET PHYSICAL
Step away from the computer!
Get together with your team
to post-it ideas, make mock-
ups, or role-play pilots.
WRITE IT OUT
Draft, draft, draft! Write out
your assumptions, objectives,
and conclusions to guide your
process and thinking.
STAY FLEXIBLE
Change is the only given!
Anticipate the unexpected
and adapt to the situation
through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to
(goal)
because
(insight/motivation)
What are we testing for?
tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):
Prototype
(a rough mock-up built to
test out a new concept)
Pilot
(a replica of the final concept
tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND
the first
impression
the
interaction
the final
impression
inviting the
user back
TIME
what draws
the user in
an exciting
social
media ad
the first
meet and
greet
gathering
personal
info
a follow-
up
incentive
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 2: understand the user personas
PRACTICE DESIGN THINKING
2

37. DESIGN THINKING CONFERENCE | 37UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a
heavily saturated market and looking to overcome a number of challenges
to innovate and differentiate from the crowd. Users are unsatisfied with the
experience of troubleshooting issues with your product. Staff feel isolated
and are unable to collaborate across departments to problem solve and
meet user needs.
How might we design an engaging experience for both users and staff to
build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing
department
• Innovator by nature
• Enjoys connecting people across
the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at
her desk
• Prefers to work solo than
collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service
but is hesitant to return because of
difficulty contacting your customer
support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all
forms, from cocktail parties to VR
• Lacks brand loyalty — will buy
anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personas
PRACTICING DESIGN THINKING
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
1
2 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is
looking to innovate
and stand out from the
market, but is currently
dealing with a number
of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECT
FRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVE
Who we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users),
public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or
most challenging experience you’ve had using our
product and service (users).
Tell us a story about a time when you had to
collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUAL
Sketch your thinking! Map
relationships between people,
groups, spaces, services,
needs, and ideas.
GET PHYSICAL
Step away from the computer!
Get together with your team
to post-it ideas, make mock-
ups, or role-play pilots.
WRITE IT OUT
Draft, draft, draft! Write out
your assumptions, objectives,
and conclusions to guide your
process and thinking.
STAY FLEXIBLE
Change is the only given!
Anticipate the unexpected
and adapt to the situation
through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to
(goal)
because
(insight/motivation)
What are we testing for?
tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):
Prototype
(a rough mock-up built to
test out a new concept)
Pilot
(a replica of the final concept
tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND
the first
impression
the
interaction
the final
impression
inviting the
user back
TIME
what draws
the user in
an exciting
social
media ad
the first
meet and
greet
gathering
personal
info
a follow-
up
incentive
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 3: explore with experience maps
PRACTICE DESIGN THINKING
3

38. DESIGN THINKING CONFERENCE | 38UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
1
2
PROJECT FRAME
You work for a consumer product and services company competing in a
heavily saturated market and looking to overcome a number of challenges
to innovate and differentiate from the crowd. Users are unsatisfied with the
experience of troubleshooting issues with your product. Staff feel isolated
and are unable to collaborate across departments to problem solve and
meet user needs.
How might we design an engaging experience for both users and staff to
build an innovative organization?
STAFF: EXTROVERT ERIC
• Works in the Marketing
department
• Innovator by nature
• Enjoys connecting people across
the company to form new ideas
STAFF: TECHIE TAMMY
• Veteran software engineer
• Can spend hours coding away at
her desk
• Prefers to work solo than
collaborate with others
USER: SKEPTICAL SARAH
• Has tried your product / service
but is hesitant to return because of
difficulty contacting your customer
support team to troubleshoot issue
• Values convenience
USER: TRENDY TOM
• Values customization
• Desires interactive experiences in all
forms, from cocktail parties to VR
• Lacks brand loyalty — will buy
anything that is trending
What sector / industry do you work in?
What product / service do you offer?
project frame + personas
PRACTICING DESIGN THINKING
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
What else do we know about Eliza? What else do we know about Sam?
What else do we know about Tammy? What else do we know about Tom?
1
2 3 4
DESIGN THINKING STORYBOARD
UNDERSTANDING
Your organization is
looking to innovate
and stand out from the
market, but is currently
dealing with a number
of challenges...
We want to explore... We want to test...
We want to understand...
EXPLORING TESTING
PROJECT
FRAME
method: intercept interviews
tool: personas
DESIGN THINKING CONFERENCE 2017
tool: experience maps method: piloting / prototyping
OBJECTIVE
Who we talked to: Current users, non-users, staff
Where we spoke to them: Retail stores (users),
public gathering places (users), workspace (staff)
What we asked them: Tell us about the best or
most challenging experience you’ve had using our
product and service (users).
Tell us a story about a time when you had to
collaborate across departments (staff).
OBJECTIVE NEXT STEPS
OUTPUT OUTPUTOBJECTIVE
THINK VISUAL
Sketch your thinking! Map
relationships between people,
groups, spaces, services,
needs, and ideas.
GET PHYSICAL
Step away from the computer!
Get together with your team
to post-it ideas, make mock-
ups, or role-play pilots.
WRITE IT OUT
Draft, draft, draft! Write out
your assumptions, objectives,
and conclusions to guide your
process and thinking.
STAY FLEXIBLE
Change is the only given!
Anticipate the unexpected
and adapt to the situation
through iteration.
Organization is siloed
Persona for inspiration:
Lack of user engagement
(persona name)
needs to
(goal)
because
(insight/motivation)
What are we testing for?
tool: idea prioritization
How do we measure success?
What are next steps?
Which option do we want to pursue? (check one):
Prototype
(a rough mock-up built to
test out a new concept)
Pilot
(a replica of the final concept
tested on real users)
ENTICE ENTER ENGAGE EXIT EXTEND
the first
impression
the
interaction
the final
impression
inviting the
user back
TIME
what draws
the user in
an exciting
social
media ad
the first
meet and
greet
gathering
personal
info
a follow-
up
incentive
EXPERIENCE DESIGN STRATEGY BRIGHTSPOTSTRATEGY.COM
SUMMARY SUMMARY
NEEDS / VALUES
PAIN POINTS
brainstorm the future ideal engage!
how do we want to test our idea?
what variables are we testing?
what resources do we need?
sketch your pilot / prototype idea!
which idea has the biggest impact?
step 4: test with a pilot / prototype
PRACTICE DESIGN THINKING
4

39. DESIGN THINKING CONFERENCE | 39UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
practice with your neighbor!
PRACTICE DESIGN THINKING
1
2
3
4
familiarize yourself with the context
understand the user personas
explore with experience maps
test with a pilot / prototype

40. DESIGN THINKING CONFERENCE | 40UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
university of
michigan library

41. DESIGN THINKING CONFERENCE | 41UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
university of michigan
• Large research institution with primarily
residential programs
• Over 44,000 students
• #4 public university (U.S. News and World
Report; 2016)
• 10 graduate programs ranked in the top
15 of the country, including Social Work
(#1), Medical School (#4) Law School (#8)
The mission of the University of
Michigan is to serve the people
of Michigan and the world
through preeminence in creating,
communicating, preserving
and applying knowledge, art,
and academic values, and in
developing leaders and citizens
who will challenge the present and
enrich the future.

42. DESIGN THINKING CONFERENCE | 42UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project overview
UNIVERSITY OF MICHIGAN
The University of Michigan Library
wants to transform our graduate and
undergraduate libraries to better meet
the needs of a 21st century learning,
teaching and research environment.

43. DESIGN THINKING CONFERENCE | 43UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project objective
UNIVERSITY OF MICHIGAN
Provide beginning-stage visioning and
planning to holistically reimagine our
library’s physical spaces and service
delivery, starting with Hatcher and
Shapiro, to better meet the changes and
demands we face.

44. DESIGN THINKING CONFERENCE | 44UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project structure
UNIVERSITY OF MICHIGAN
Setting ourselves up for success
• Leadership sponsor
• Alignment with organizational goals (foster
innovation, operating as One Library)
• Staff lead in a role that aligns with the project
output makes it more effective to realize

45. DESIGN THINKING CONFERENCE | 45UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project structure
UNIVERSITY OF MICHIGAN
Designing an engaging process
• Developed committees representing staff
across disciplines
• Service Design Task Force
• Working Committee
• Leveraged existing decision making
processes
• Leveraged existing channels for user input

46. DESIGN THINKING CONFERENCE | 46UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project structure
UNIVERSITY OF MICHIGAN
Translating into every day practice
• Developed a “place” for service
innovation
• Identified priorities for prototypes
and pilots
• Maintain leadership and staff
overseeing the next phase
• Mapped back to our mission

47. DESIGN THINKING CONFERENCE | 47UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
Groundwork and Research Visioning and Strategy DevelopmentSTAGE 2STAGE 1
1
PROJECT
ON-SITE 2 3 4 5 6
AdvisingGroundwork
Kickoff Synthesis Service #1 StrategyService / Space
USER
ENGAGEMENT
Tours Interviews UX Workshops Town Halls
WORKING
COMMITTEE
EXECUTIVE
COUNCIL
DELIVERABLES
Kickoff Draft Findings Visioning Draft Plan Final
Presentation
Draft Future
Study Plan Research Report Library Vision Strategy Playbook Final Report
RESEARCH ACTIVITIES: Looking CollaboratingListening SharingENGAGEMENT ACTIVITIES:
Survey Town Halls
External Research Internal Research Internal Research Visioning and UX Strategy Development Reporting

48. DESIGN THINKING CONFERENCE | 48UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
tours external
research
tabling +
interviews
survey insight
exchanges
72 Hatcher-Shapiro Research Report
Current experience at the library
FREQUENCY OF VISITS
Overall, there is very little distinction between how often students visit Shapiro
versus Hatcher—students visit both libraries more than once per week. Faculty
visit Hatcher more often than Shapiro and prefer the building compared to
the other Library facilities on campus (86% of faculty prefer Hatcher to other
libraries).
FAVORITE LIBRARY
53%
of all respondents selected
Hatcher
as their favorite library
People who prefer Hatcher
do so because:
• it’s convenient
• the study space is
comfortable, quiet, and
beautiful
• extensive collection
• access to librarians
24%
of all respondents selected
Shapiro
is their favorite library
People who prefer Shapiro
do so because:
• it’s convenient
• 24-hour access
• variety of work space
• access to food
• “because i fit in”, “it’s
less intimidating”
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
University StaffStudentFaculty
FACULTY
Never
Once per week
Once per month
Multiple times per week
Once per day
STUDENTS UNIVERSITY
STAFF
Q: How frequently do you visit the following library locations? (Choices: multiple times per day,
once per day, multiple times per week, once a week, once a month, never)
Q: What is your favorite library and
why? (Choices: all libraries on campus)
HATCHER
SHAPIRO
research activities
PHASE 1: UNDERSTANDING

49. DESIGN THINKING CONFERENCE | 49UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
experience mapping
PHASE 2: EXPLORING

50. DESIGN THINKING CONFERENCE | 50UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
service philosophy
PHASE 2: EXPLORING
collect and curate
In order to provide the desired experience, a service philosophy provides a
foundation for library staff to share and deliver services:
We provide our community of scholars
with a platform for exploration and
serve as their valued partner through
knowledge creation, application, and
communication.
The philosophy is supplemented by four principles for good service:
1. Make the experience seamless
2. Create community
3. Aim to delight
4. Empower staff
entice
discover
expl
ore
c
reate
share

51. DESIGN THINKING CONFERENCE | 51UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
service framework
PHASE 2: EXPLORING

52. DESIGN THINKING CONFERENCE | 52UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
service delivery canvas
PHASE 3: TESTING
Key Partners
service delivery canvas{ adapted from Business Model Canvas }
Required
Infrastructure
Pilot Plan
Service Value
Proposition
2.3.
Who are potential key partners?
What are our motivations for these
partnerships?What infrstructure does our service
value proposition require? (e.g. tools,
technology, furniture, staffing)
How might we test this service
value proposition in simple, user-
centered, flexible, and measurable
ways?
For __________________
who
____________________
we offer
Staff + User
Relationship
What type of relationship do our users
expect us to establish and maintain?
(e.g. personal assistance, self-service,
community-building)
Location
(physical + digital)
category: __________________ subcategory: __________________
service point: _________________________________
Where do we deliver our service value
proposition to our users? What are its
adjacencies?
User Profile
For whom are we creating value? (e.g.
undergrad, grad, faculty)
What are their current problems?
Biggest needs?
1.
Next Steps
What do we need to understand in
order to implement our service value
proposition?
(user)
(motivation)
undergraduates
need to study
• quiet spaces
• group study rooms
• course reserves
• Ask a Librarian
• coffee
Passive - “We’re here
when you need us.”
Shapiro Lobby + 4th
floor retreat
Rearrange furniture
• Seat occupancy
study to understand
demand
• Identify furniture kit-
self-service + layered
“I need to study.”Create
Bert’s Cafe
• Online platform to
reserve a space or
find a study space
• On room reservation
panel
Undergraduate students
• Dorms are too loud
• Cant’ find space
• Need a place to meet
with project group

53. DESIGN THINKING CONFERENCE | 53UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
approach to pilots
PHASE 3: TESTING
ONGOING
ASSESSMENT
DEEP
DIVES
PILOTS /
PROTOTYPES

54. DESIGN THINKING CONFERENCE | 54UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
approach to implementation
PHASE 3: TESTING

55. DESIGN THINKING CONFERENCE | 55UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
project outcome
Created a space and service vision and guiding principles, service
framework, and recommendations to define space functions and
outline a set of flexible scenarios that will optimize campus use of
library services, collections, tools, and expertise.
UNIVERSITY OF MICHIGAN
collec
t and c
urate
discover
expl
ore
create
enti
ce

56. DESIGN THINKING CONFERENCE | 56UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
»» Opportunity for self reflection for
our team
»» Created meaningful interaction
with our users
»» Presenting current state back to
staff helped us look at the current
experience in a new way
»» We are maintaining research
efforts (intercepts) across projects
»» Challenge to communicate
purpose of project while things
are still open ended
reflections
UNIVERSITY OF MICHIGAN
understanding exploring testing
»» Redesigning services has been an
aspirational goal for years
»» Toolkit (like the 5 e’s framework)
give us tangible ways to kick start
this effort
»» Gave us the chance to think about
our service model in new and
more intentional ways
»» We’ve since used this in a few
other projects—both to design
new services and to re-evaluate
existing ones.
»» Anyone across our organization
can use these as well—for small or
large projects
»» This is shifting our culture toward
being more risk-tolerant and
accepting of change
»» Distributing participation and
involvement built buy-in
»» Challenge will be to embrace the
roadmap in ways that facilitate
true organizational change

57. DESIGN THINKING CONFERENCE | 57UNIVERSITY OF MICHIGAN | BRIGHTSPOT STRATEGY
thanks! Emily Puckett Rodgers
epuckett@umich.edu
Anders Tse
anders@brightspotstrategy.com
Amanda Wirth
awirth@brightspotstrategy.com
Amanda Kross
amanda@brightspotstrategy.com