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Staying relevant in the digital economy

Organisations are fighting for relevance in a larger market place where brand names and size are less of a factor. Customers are now looking for the products and services which deliver the outcomes they need, regardless of who provides them. Being able to meet these demands at speed and scale will be fundamental in achieving continued growth and relevance in the customer’s ecosystem.

Organisations struggle to prioritise areas for change

Organisations are acknowledging that they need to be adaptive and responsive to change, but most struggle to know how to start or where to focus. Balancing the demands of running and evolving the business against a background of uncertainty makes the prioritisation of the outcomes that make a difference a constant struggle. Strategies are formed based on perceived priorities that often miss the outcomes that will deliver the most value.

Understanding when, how and which technology to adopt

Technology will only continue to develop at a faster pace, causing more disruptions than ever imagined. Losing focus on the market and understanding which technology will deliver the outcomes that will enable the company to evolve, restricts new areas of growth. Longer term this can impact their relevance to the customer and the market they operate in.

Competing business priorities lead to disappointing outcomes

When strategies are formed, they tend to be driven by each business function, often resulting in a set of competing priorities. In some cases, duplicate technologies are chosen, or a perceived set of objectives are defined. Very quickly, siloed projects are formed with no clear view of the outcomes they will deliver, or how they will contribute to the wider outcomes the organisation seeks.

85% of rapidly growing businesses consider design to be integral or significant to their operations

Organisations lose sight of what produces value

Designing and delivering real customer and business value requires a laser focus on the outcomes that will succeed.  The demands of getting things done often results in the areas of key value becoming blurred with everyday tasks. As a consequence, solutions sometimes fail to deliver meaningful outcomes, potentially missing opportunities to delight and retain customers.

Prioritising where to innovate

Organisations are consistently being advised to innovate and adopt processes that will lead to breakthrough products and services. By clearly identifying business or customer outcomes that matter – i.e. a stronger market position, high customer satisfaction – the organisation can identify the right candidates for innovation and, with that, the right technology to support this.

Begin with the end in mind

Focusing on outcomes enables senior management to identify and forecast the outcomes that will be critical to business success over time.  At the outset, stakeholders are asked not to focus on solutions, but to think through the outcomes they require to make the biggest impact. An outcome driven approach anticipates the future by uncovering the desired outcomes at the beginning of the design process, which offer the most value rather than focusing on requirements.

Build a multi-year roadmap of desired outcomes

As technological change continues at a rapid pace, organisations will need to move quickly to meet new customer and market expectations. For organisations to survive and remain relevant to customers, selecting the right areas for change is going to be essential.  Focusing energy and resources on a clear path of value enables the prioritisation of the aspects of change which are worth pursuing, resulting in the delivery of the outcomes that make a real difference to the customer and the business.

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A second reading of McKinsey on Design
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A second reading of McKinsey on Design

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Nudges aren’t the holy grail of behaviour change
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