Post on 25-Dec-2015
International Centre forPension Management
Redesigning the Investment Function
June 6 & 7, 2006
pension management - transformation
dynamics challenging the status quo
design - a hot topic
“Business people don’t just need to understand designers better;they need to become designers.” - Roger Martin
a need to rethink
globalization:an open market
commerce:proliferation &
competition
status quo: needs reinventing
a need to reconnect
technology needs values
to create more economic and human value
new ways
design as an output
design as a set of principles & practices
vs
design as an output
design
branding
packaging
products
experience
s
architectu
re
fashion
outputs
design as an output
design as an output
design creates value
identity, desire, connection, experiences
design as an output
design as a practice & mindset
vs
design goes beyond the product
design
services
communicatio
ns
workplace
culture
processes
organization
applications
design - sources of inspiration
intellectual capital
design practices success stories
design as a practice
the design METHOD
design as a practice
the 3 gears of design
design as a practice
Step 1:
empathy & deep user understanding
design as a practice
empathy & deep user understanding
hawaiian healing
design as a practice
empathy & deep user understanding
ING
design as a practice
empathy & deep user understanding
opens up opportunities
for meeting new needs
and creating greater value
design as a practice
Step 2:
multiple prototyping and iteration
design as a practice
multiple prototyping and iteration
gehry
design as a practice
multiple prototyping and iteration
swiffer carpet flick
design as a practice
multiple prototyping & iteration a thinking
tool
design as a practice
Step 3:business design™
(building an activity system©)
© michael porter
design as a practice
business design
customer (always)
core offering &
added value
partnerships &
alliances
outsourcing
considerations
design as a practice
clarify drivers
identify
relationships
enhance value
(hubs)
resolve trade-
off’s
set priorities
design as a practice
jetblue
business design
design as a practice
jetblue
business design
design as a practice
In thinking about how to create
the most value for your stakeholders
and how to organize yourselves best
or the future…
what should be your strategic hubs?
what activities would you put
in placeto fortify those strategic
hubs?
what activities would remove?
business design
design as a mindset
the design philosophy
design as a mindset
multi-disciplinary collaboration
maximize bright minds &
perspectives
design as a mindset
multi-disciplinary collaboration
enigma code cracking
design as a mindset
multi-disciplinary collaboration
seaside charrettes
design as a mindset
multi-disciplinary collaboration
boeing: design for democracy
design as a mindset
multidisciplinary collaborationricher, more breakthrough
solutions
design as a mindset
If you could inviteall your stakeholders to a
charrette,who would you bring to the
table?
If you rallied everyonearound one person or
thing,who or what would be at
the centreof your pension fund
plant?
multi-disciplinary collaboration
design as a mindset
exploration & abductive thinking
suspending reality
design as a mindset
exploration & abductive thinking
ferris wheel: “he’s nuts!”
design as a mindset
exploration & abductive thinking
pacemaker: “he’s a dreamer.”
design as a mindset
exploration & abductive thinking believing in the
possibilities
design as a mindset
If you could suspend reality, what would be
your biggest fantasy concept for making
pension management the best it can be?
What stops you from believing in
the possibility?
exploration & abductive thinking
design as a mindset
no trade-off’s
don’t take can’t for an answer
design as a mindset
no trade off’s
fedex: “can’t be done.”
design as a mindset
In thinking about your extended
pension management organization,
what causes the greatest tension
or trade-off conflict?
If you could resolve that tension
without compromise on any front,
how much value could you create?
no trade-off’s
practicing design
What’s in the way?
demand: instant solutions and
short term results
constraints: operating
rules
code: organizational
culture
limitations: attitude
practicing design
attitude
open mind
empathy
courage
conviction
design pays off
benefit:
broader opportunities
acceleration & ownership
fresher, bigger ideas
think faster & communicate
better
better use of brain power
opens up new possibilities
design approach:
deeper user understanding
collaboration from the start
explore more possibilities
prototyping & iteration
early expert / management
involvement
thinking outside your activity
system
design as a practice
the 3 gears of design
designthe future