sap: jennifer ford

Design Thinking –

Not just for

Development!Jennifer Ford

Design Thinking Lead

Presales, SAP N. America

© 2014 SAP AG. All rights reserved. 2

Introductions

o Introduce yourself (use 3 Post its): (10 minutes)

o 1 post it with your name/where you were born:

o 1 post it with where you would travel if you were given a free ticket:

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Introductions

o Introduce yourself (use 3 Post its): (10 minutes)

o 1 post it with your name/where you were born:

o 1 post it with where you would travel if you were given a free ticket:

o 1 post it with a super power:

Jennifer Ford

Dearborn, MI

Alaska

Teleport


Created the Walkman & owned most of the music

Why didn’t Sony invent the iPod?


Sony’s Silo Structure & Culture

Imaging Products &

Solutions (IP&S)Game

Mobile Products &

Communications

(MP&C)

Pictures

Financial Services

Devices

All Other Home Entertainment &

Sound (HE&S)Music


WHAT MADE APPLE SUCCESSFUL?


Apple’s Focus

Apple didn’t have the best designers

Apple didn’t have the most designers

Apple had a culture that focused on one thing


“You’ve got to start with the

customer experience and

work backwards to the

technology.” – Steve Jobs

1997


WHAT 3 THINGS DO SUCCESSFUL INNOVATIVE

PRODUCTS/SERVICES/EXPERIENCES HAVE IN

COMMON?


FeasibilityViability

Desirability


WHAT IS DESIGN THINKING?


DESIGN THINKING IS A HUMAN-CENTERED

METHOD FOR SOLVING COMPLEX PROBLEMS

& CREATING NEW IDEAS


Ingredients of Design Thinking

SpacePeople

Innovation

+ +

Approach


It’s About People


Interdisciplinary Teams /

Different Minds & Skillsets


It’s About Space


It’s About the Approach


Design Thinking Steps

Understand

Observe

Synthesize Implement Deploy

Test

ValidateIdeate

Prototype

DISCOVER DESIGN DELIVER


Persona’s Are…

Fictional characters created to represent user types based on REAL

DATA.

Useful in considering the goals, desires, and limitations of the users to

help guide design decisions.

A way to put a personal human face on otherwise abstract data about

people.

Your persona description may include:

Name and picture

Demographics (age, education)

Needs and tasks

Goals , Motivations, and aspirations

Challenges

Tools & Communication


Customer Journey Map (Today’s experience)

For your Persona, go through the actions of their day within the context provided (journey map). Consider all interactions.

Mindset: What are they thinking? Worst moments, Best moments, Missing experiences.

Actions: Walk through the experience in their shoes

Touchpoints: Interactions with people, places or things during the experience

Pain Points: What makes these actions difficult?

Output: Create a list of opportunities & pain points we must solve for this Persona


Problem Statement/Vignette Scenarios Per Table:

CTO - High Tech

(Hansen Lieu)

Head of

Commerce/Digital - CPG

(Mo Hosain)

CMO - Branded Retailer

(Harlan Stein)

Head of Sales -

Construction Supply

(Linda Schrum)

Head of Procurement -

Agribusiness

(David Stover)

Executive Responsibility:

Information technology

strategy, operations, and

business-unit support


Driving online & mobile customer

growth, share of wallet, and

profitability


Driving image (brand) and traffic

(revenue) through initiatives

focused on creating stunning

digital and physical campaigns


Planning, execution, and

performance of sales and

customer relationship

management teams


Planning and execution of direct and

indirect purchasing, negotiations,

and performance of the procurement

team

Problem Statement:

The number of new patents

filed by the team per month

has dropped precipitously,

speed of new product

introductions has slowed,

competition is eroding sales

and margins and internal IT

and product development

processes are stagnant and

rife with escalations.

The CIO needs a way to re-

energise the technology

development and solution

delivery teams in order to get

back to the innovative, quick,

and profitable successes of

the past.

Problem Statement:

The consumerisation of B2B

use-cases continues and the

need to create capabilities that

make it as easy for our

commercial customers to buy

from us as it is for them to buy as

consumers is the new normal.

Our sales force is enabled but

adoption and usage is at an all-

time low.

The Chief Digital Officer needs

a way to create and deliver new

experiences for both associates

AND customers in order to drive

online and mobile customer

growth.

Problem Statement:

The lack of data visibility needed

to understand consumer

intentions, and the inability to

target millenials and new

customer segments is inhibiting

marketing campaigns, return on

marketing expense, and customer

intelligence efforts to broaden

brand appeal to a more profitable

consumer base.

The Chief Marketing Officer

needs a way to profitably extend

brand reach in order to create

more personalized, consistent,

and relevant experiences with a

new and more profitable

consumer base.

Problem Statement:

Mobile pricing and order taking

for on-site representatives to

generate new business and the

real-time ability to accurately

describe, position, and offer new

product and service

introductions into existing

accounts.

The Head of Sales needs a

way to up-skill and improve

productivity of sales personnel

without disrupting the flow of

business in order to un-tether

sales teams and create

improved customer awareness

of new products amid providing

real-time, onsite pricing and

promotions for existing products.

Problem Statement:

Lack of access to benchmarking and

real-time commodities market

pricing to ensure profitable and

timely procurement, fulfillment, and

forfeitures activities is inhibiting the

ability to accurately place forward

buys, price grain futures contracts,

and execute the procurement

function in a consistent efficient

manner.

The Head of Procurement needs a

way to improve business

intelligence and in order to deliver

optimal direct and indirect buys,

price optimization, deeper supplier

relationships, and more efficient and

profitable 3rd party relationships.


Viability Check

Does the solution provide substantial business value?

• Is it technically feasible?

• Bring Value to customer?

• Align to business goals?

• What are your priorities…. where do we focus First?


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Thank You!

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