Crisis→ change→ design→ transformation
Amid disruption, values change, and so do people’s expectations. There seems to be a consensus that this crisis will accelerate profound transformations across every aspect of life. Yes, it’s a platitude that could mean anything.
Luckily, there are also visions of ‘new futures’ in place today, by a crop of businesses that were already working to upend categories and provide relevant insights. They are starting cultures of inclusion to promote, enable, and accelerate transformations. Purposes become movements, and products and services become new categories. If you think I’m going too far, think of Airbnb changing how we experience new places, Lego co-creating products with customers, and Patagonia organizing and leading environmental activism.
Inclusivity is ‘designed’ into the business and requires participation from several actors, including the customer. [Related: Previous posts on designing relationships. Read them here.]
So, where and when does Design play a role in changing a business to be inclusive? Let’s dig in.
Market impact→ changed behaviors→ relationships→ cultures
Customers are changing their ways to adapt to sudden, drastic changes, challenging our standing strategy. At the same time, ‘the ‘future of’ has already started, at least in changed expectations, and we have to find ways to stay relevant. We must reimagine our relationships with customers, stakeholders, and adjacent communities.
Questions to tackle:
- How do we extend what and how we deliver, to meet new expectations and stay closer on every occasion that matters?
- What are the groups we must collaborate with to extend our value and relevance? (From stakeholders and partners to customers and adjacent communities.)
- What are the connective actions we can use in our relationships, to include participants in our business? And what form do they take, coming form us?
partnering (integrating, funding, transacting, personalizing, ritualizing, collaborating, etc.)
participating (supporting, exploring, informing, organizing, acting, etc.)
connecting (storytelling, visualizing, entertaining, gamifying, experimenting, crowdsourcing, etc.)
Tools we need:
- An updated strategy roadmap, based on a clear understanding of our customers and stakeholders’ needs now and in the foreseeable future, coming from us.
- A relationship map that charts the connections among us, our customers, and shared communities, and the role we play in each.
- Outline of defined participants, with actions and roles for each.
- A starting point (visualized initial ideas and low-fidelity prototypes.)
- Desk research, trend reports, case studies
- Journey mapping
- Ideation and co-creation workshops