Amanda Wirth :: Portfolio

Amanda Wirth :: Portfolio

Developing an innovation culture atPitney BowesPitney Bowes Internship Concept Studio Summer 2008

Understanding wine consumers and their experienceDesign Analysis and Synthesis J.Pipino Spring 2009

Facilitating the merger of two departments at the City of ChicagoObserving Users B.Jacobson Fall 2008

Creating versatile live/work spacesInterior Design Semester Abroad D.Colgan Summer 2005

Enhancing physician relations at Good Samaritan HospitalWellness Workshop J.Gregory Spring 2009

Amanda Wirth :: Concept Studio at Pitney Bowes :: Summer 2008

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Developing an innovation culture at Pitney Bowes

Pitney Bowes, traditionally a mailstream management company was looking to diversify their value proposition to information management. The company wanted to encourage innovation throughout the company in order to realize this strategic change. The challenge was to understand how employees at every level of the organization could participate and through what process and platform.

Our team started by understanding the corporate strategy of Pitney Bowes and their evolving brand. The research focused on profiling existing innovation cultures and immersing ourselves in the employee culture. Finally the platform was evaluated and an implementation strategy was articulated.

Solving everyday problems is made possible by ‘connectors’ that facilitate the process of finding the appropriate person or resolution. This is a time consuming process and may be expedited by enabling connections among employees.

Innovation is an ambiguous word for some and is interpreted as limited to a certain group of people or department. While encouraging the appropriate form of innovation, language must be inclusive to all job functions.

Employees want to connect with and understand the company as a whole; how the company is organized and where they fit within it. Foster greater transparency about the company strategy, goals, and direction of the company for the future.

“Innovation isn’t a part of my job.”

Understanding employee cultureAdapting with a maturing industry

Connecting corporate objectives and front-line needs

“Knowing people is the path to solving problems.”

“I can tell people what I do, but I can’t tell them what my company does.”

Company MissionEngage, Innovate, Grow.

Brand StatementConnections that Matter

BenchmarkingInnovation Cultures

ResearchEmployee Culture

DevelopmentPlatform Development

ImplementationGrowth Strategy

The Enabling Innovation Group (EIG) would act as stewards of pbLink. A multidisciplinary team working with corporate leadership to oversee the idea challenges and growth of the innovation community.

An engaging experience, both online and offline, must entice people to enter, engage them in the initiative, extend their experience and bring them back

Enabling connections throughout the company will build a strong community and facilitate rich and dynamic ideas through collaboration. These design actions will support Engaging Innovation by creating the tools necessary for employees to really build the grassroots initiative.

The most difficult and time-consuming process of building an innovation culture will be creating the environment to sustain it; translating the vision of an innovative culture into a living guide for Pitney Bowes employees to apply in every interaction.

Defining an implementation strategy

Engaging Innovation

Entice people to enter with relevant campaigns and appropriate incentives

Engage people in the initiative with a transparent process and resources

Extend the experience and bring people back with feedback and results

Enabling Connections

Sustaining a Culture

Structuring a process to identify, nurture and accelerate innovation

EngageEntice Extend

Team Members :: C.Chen, A.Dahl, T.Dong, A.Mack, J.Kaplan, D.Rathbun, N.Wang, J.Zhang

Amanda Wirth :: Design Analysis and Synthesis :: Spring 2009

Understanding wine consumers and their experience

This project focused on experimenting with multiple tools and frameworks to understand an industry and its consumers. Once this analysis was completed the project turned to using additional frameworks to generate and evaluate potential concepts.

Era Analysis helped the team understand how the industry has evolved and how it might progress into the future.

Turning data into wine

1945 Growing Up

consumption per capita

consumer perception

forces in the industry

sources: The Wine Institute, Wine Business Monthly, Wines and Vines, Trendwatching.com and Wikipedia

gallons

1.0

2.0

2.5

1.5

0.5

1960 1970 1980

peak consumption1985: 2.43 gal.

Industry low in two decades1993: 1.74 gal.

1990

Light beers and alcopop (Zima/Bacardi Breezer) are introduced to the market.

Special interest groups raise concerns and establish anti-drinking campaigns; winelabels are required to have sulfite andethanol warnings and wine tax triples.

Effects from the prohibition are stillpresent; some states are dry while othersestablish monopoly liquor stores

Research universities assist in developing a new breed of vintners that are committed to high quality standards.

The Sixties are marked with counterculture trends including experimental drug use.

Consumers are more aware of personal and environmentalhealth concerns while demanding information and transparency.

Beverage trends include energy drinks, designer water, super-fruit juices and micro-brew beers.

2000 2010

1965 Building a Reputation

First wine bar opens in San Francisco

California wines are prized at a French tasting

Wines labeled using varietal

Demand during the war was a catalyst for over-production, hastily aged and poorly mixed wines, giving the industry a less than favorable image.

Wine coolers enter the scene

Say hello toTwo Buck Chuck

Sideways features California wine country

Boxed wines are all the rage

1980 Mid-life Crisis 2000 Learning to Walk Again

Growth in the wine industry is attributed to the aging Baby Boomer generation and high recognition of California wines aroundthe world.

The 80’s and 90’s experience the best and worst of times for the wine. Many different innovations occur in the industry, including wine bars, boxed wines and wine coolers.

The wine industry struggled to penetrate the American consumers that perceived wine as elite and only for special occasions. This results in a large range of wine personas and prices ranges.

1950

competitors

Team members :: A.Garga, A.Geppert, P.Girshman, J.Haupt

Identifying moments of anxiety Generating and evaluating concepts

EnthusiastCreate experiences that ease wine anxiety through simplified and relevant solutions.

Charmed Information - a branding system adding value through an engaging experience and compelling information.

occasion research select consume evaluate Value Statement

Concept Prototype

• origin• grape varietal• food pairing• narrative

• friend or professional recommendation

• reputation

• convenience• label design• price

• promotion

“ I need accurate information to find the perfect pairing.”

“ This bottle has a good reputation, right?”

“ Why can I never find what I’m looking for?”

“ I’m not even going to bother shopping for a good wine.”

Our consumer research leveraged existing market research from Constellation Wines supplemented by surveys examining what purchasing criteria was important to each segment. In addition, the team used an Experience Map to understand the sequence of events that consumers follow when interacting with wine. The consumer experience was understood through interviews and shop-alongs. Interestingly we found that not all consumers take the same path for wine consumption but most encounter anxiety in their experience.

Design Principles were articulated to help guide concept generation. A matrix was used to cross reference the principles with a phase of the consumer experience. The team was able to ask “How might we support wine recollection in the selection phase?”

A Concept Storyboard helped the team understand the new experience for wine consumers and work through issues with the concept.

Satisfied Sipper

Overwhelmed

Social Sipper

wine charms assembly line

provide relevant information

enable convenient purchasing

simplify decision making

create approachable experiences

premade packunique info channels

guided toursupport wine recollection

BEEP

Amanda Wirth :: City of Chicago Inspection Department :: Fall 2008

Facilitating the merger of two departments at the City of Chicago

Two inspection departments for the City of Chicago were soon to be consolidated. Our team of six students followed eight inspectors, four from each department, to learn about the inspection process. Once we understood how each department worked we looked for opportunities to simplify and align processes as well as overcome organizational orthodoxies.

Each inspector is given their assignments in the morning and must prepare before heading out. Between the two departments one was working with toughbooks while the other was still using paper tickets.

Maximizing efficiency / minimizing disruptions

Preparation

Inspection

Interaction

Enforcement

Closure

Experiencing a day in the life of a city inspector

Varying preparation

Proprietors interact with many different city departments in order to establish their business. In the process they receive many forms, permits and tickets that are difficult to distinguish between.

Indistinguishable departments and forms

Once the appropriate enforcement is determined, the inspector instructs the proprietor on next steps to resolve the issue. While time consuming, this is the activity that the inspector feels most positive about.

Inspector as counselor

Inspectors must sift through numerous ordinances in order to find the appropriate one for each case. In addition, due to their complex nature, specific infractions or rules are difficult to cite.

Interpreting the law

IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft

turboPermit

Providing guidance

1. Help businesses and inspectors find answers Build an FAQ that can be accessed in the field by inspectors and online by businesses.

2. Help businesses ask the right question Develop software that leads businesses through business permitting process.

Consult with investigators, advisors and proprietors to begin identifying what common questions are and what the necessary questions are to get the appropriate licenses.

How to start

TurboTaxCreating tools to guide businesses through city ordinances


Team members :: J.Barton, M.Cirakoglu, D.Erwin, A.Hintzman, R.Nechas

Inspector Law

Employee Proprietor

Ordinances from Multiple Departments

Supervisor

Create communication pieces that enable investigators to translate the city’s message for proprietors.

Provide assistance to ensure that businesses understand the process and get the appropriate licenses.

Build more bottom-up communication to alleviate potential disruptions and encourage collegiality.

Identifying opportunities for simplification and alignment

Enhance feedback channels

Increase clarity of messages

Help navigate the process

Provide tools for investigators to recall detailed casehistories, relevant ordinances and share best practices.

Increase Institutional Knowledge

Recall of Institutional Memory

Needs:Contact with a records system of case history notesSearching ordinances to retrieve rule detailsProcessing power NOT necessary

Possibilities:FedEx/Meter Maid handheld devicesBlackberry/smartphones allow access of records over SMSConfirm investigator location using info retrieval?



Chicago Investigation IdeaAn online platform that involves the knowledge of investigators and proprietors in the legislation process

Aiding CommunicationProvide a space for proprietors communicate about their interaction with the investigator

Close the path of communication withbidirectional feedback

How to StartEstablish a top-down initiative that encourages ideas and contribution from those in the field.

Create online forums, suggestion box and meetings that provide feedback to communicate progress.


Proprietor

city

Proprietor

InspectorSupervisor

Ordinances

Contact Finder

Provide list of contact names and phone numbers to investigatorsSupport giving department contact adviceTeach investigators how to advise faster and share knowledge accurately and efficiently

Differentiated Forms

Increase Visual Difference Between Fines, Fees, Citations & WarningsIncorporate guidance on next steps into printed formsFor proprietor organizing, importance of dates?Place citations to ensure proprietor attention


Increase Transparency: Low Hanging Fruit

Permit

Amanda Wirth :: Interior Design Semester Abroad :: Summer 2005

Creating versatile live/work spaces

This project was inspired by nomadic artists that constantly travel seeking inspiration. Our team focused on creating a versatile live/work space for those traveling to London.

Space requirements were articulated for typical London real estate for a studio apartment, public work space and cafe.

The team explored various boroughs and settled on Hackney, just north of central London, a well known artist community where a public workspace, cafe and studio would thrive.

Designing for nomadic artists

Defining space requirements

Drawing inspiration and building a design conceptBreakdown

minm2

max

40

60

20

Overall

min

100

40

60

20

m2

max

Living SpaceReceptionBedroomBathroomStudioKitchen/diningOffice AreaWorkstationsManagerCoffee ShopStorageWork/prepSeatingWater Closet

Team members :: S.Ball, K.Burlingame, V.Delarosa, D.Heitsch, A.Meskauskus, K.Misch, L.Strange, D.Worthington

Experimenting with spatial arrangements Completing final documents

Spatial PrototypingRough sketch models were used to quickly understand the space three-dimensionally.

Using the space requirements and existing floor plans, the team worked on multiple plans for the residential and commercial locations.

Nomadic Realm is a public workspace and cafe. All of the furniture is built-in or mobile to allow for gallery space in the evening.

Nomadic Residence is temporary housing with living and studio spaces for artists travelling to London.

b u i lt i n c o m p u t e r s tat i o n

Amanda Wirth :: Advocate Good Samaritan Hospital :: Spring 2009

Lunchtime Lecturettes

VIP Lounge

Enhancing physician relations at Good Samaritan Hospital

GSH objective Initial concepts

Web Cam Meetings

Technology Initiative

SupportLearning

and Growth

OptimizingInternal

Communications

CreatingPhysician

Value

Mobile Meetings

Physician Coach

Virtual Good Samaritan

Good Sam in your Town

PersonasAmy Batchu :: Laura Franek

Leadership/Volunteerism

Simplicity

Sees patients everyday from

8am-5pm

Visits Good Samaritan on a

rotation basis every 5 weeks

Located in a building with other

physicians in practice.

Each physician has a private office

Lo-Tech 30 Year

Independent Physician

Support from consultants/staff

Physician-centric systems

Experience of his colleagues

Collaborative practicing

Collaborative practicing

Family time

Family time

Experience of her colleaguesMy Values

My Hours

My Office

My Org.

Sees patients everyday from

10am-8pm

Sees patients everyday at Good

Samaritan

Receives phone calls 24hrs a day

Sees patients everyday within

our practice

Visits Good Samaritan on a

rotation basis

Scheduled at Good Samaritan

for 24 hours

Takes 2-3 days off after

Sees patients everyday within

our practice

Visits Good Samaritan 2-3 times

per week

Located in a building. I am the

only physician in my practice

There is one private office room


physicians in my practice

There is a shared office room

Located in several hospitals,

each has a working desk

There is no one office


physicians in my practice

30 Year Independent

Physician

Newly Independent

Physician

Newly Employed

Hospitalist Physician

Part Time

Independent Physician

Research: leaders, staff, admin

Gadget of the Month

Service Ambassador

Rich Profiles

Intranet 2.0

Branding

Articulate strategy and develop

SG2 Leadership Retreat Tactical Development Workshop Communication Audit

Design Charette Prototype Evaluation Concept Prototype

Prototype and evaluate

Technology Threshold

novice intermediate expert

Co-creating strategic direction and facilitating implementation

Prior to starting the project, a previous team had conducted research with the medical staff, leaders and administration. From their insights they also developed multiple concepts that could improve physician relations.

Good to Great:Physician Relations

Advocate Good Samaritan Hospital recently introduced the Good to Great strategy. This strategy aimed to improve six areas within the organization: Clinical outcomes, Associate engagement, Patient satisfaction, Physician relations, Growth, and Funding our future. The Medical Staff leadership brought our team in to help them develop a strategy to improve physician relations.

Progressing from good to great

Improve communication between the Medical Staff leadership and the Medical Staff

Realizing near-term improvements

Streamline infrastructure of Medical Staff committees and functions

Exploring long-term transformations

The core issue of the structure is its inability to adapt with the functions of the Medical Staff. The current model is rooted in tradition and change is inhibited by regulations and bylaws.

Three key issues contribute to the need for improved communication between Medical Staff leaders and the physicians within the Medical Staff. When initiating a communication effort, leaders are easily deterred by the complexity entailed with determining the right mix of content, mode and format. Creating an effective message relies on an understanding of the audience, however there are few resources to accommodate for the numerous personality types. Finally, there is a lack of structure and alignment in the communication process.

Articulate purpose and audience

Identify best mode for the message

Customize to fit frequency and reach

Implement communication with regard to context

Understand the daily workflow of physicians

Document existing communication items

Ensure success with a feedback loop

CREATE a think tank that will compliment the existing structure with creative thinking and innovative strategies.

UNDERSTAND current communication and their place within physician’s day

STRUCTURE a process for developing effective communications

RECOGNIZE the strength of the Medical Staff and its ability to uphold governance.

Because we are people we have other things to do.

Because we are physicians we need the medical staff, but need is diminishing.

Because we are members we participate,but participation is lacking.

Because we are leaders we give direction,but direction is difficult to find.

Because we are the Medical Staff we govern,but governance is inflexible.

Team member :: A.Batchu

Amanda Wirth :: Portfolio

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