Pitching service design and challenging stakeholders
Service design pitch meetings go very differently depending on the position and mindset of the stakeholder.
The higher position the stakeholder is in, the more (s)he wants to be challenged. Not any innovation theatre challenge of course, but an educated challenge based on research, understanding, method and an ambitious but measurable set of expectations. A challenge that positions ourselves as partners and not only as solutions providers.
It sounds great, right? Then… where is the catch? Simple -and extremely complicated-, a high or low mindset position has nothing to do with the job title.
In a perfect pitch meeting, we have to be ready to provide an “aha moment” and to dismount mental structures in order to turn clients into partners. We must take controlled risks and make our stakeholders understand that the best way for us to show great engagement with their organization is to point out those things that don’t work and offer a path to fix them.
One of the most important attributes for a service designer is to be humble. For sure, most of the managers we meet had -in one way or another- considered the challenges, consequences and -sometimes- even the approach we are proposing. It is key to get out of the designer bubble which promotes the idea that companies have never seen something like us before. We should be open to understand how it has worked for them until now or why it hasn’t worked out. That’s how we set the foundation for the next steps in our partnership.
It takes some courage to come into a room full of top managers and tell them that their processes are outdated, not in touch with their customers or employees or didn’t consider x or y. I fear the consequences every time, and every time I get the confirmation that it’s the best way. Top (mindset) managers appreciate it and reply to the challenge by opening up to discuss their real problems. Something I learned is that when you stay on the surface, they will probably do the same.
If you really want to make a change, taking the risk is always worth it. It also gives moments of great satisfaction. One of my latest favourite professional anecdotes was when I went for a 15 min pitch to a CEO and the meeting developed into a 2 hour conversation about innovation - feeling the spark of passionate discovery on his detailed questions.
Unfortunately, it doesn’t always work like this. During similar meetings with middle management, the reception of a challenging attitude usually turns into another direction. When many of them hear the word ‘innovation’, the first connection they make is more work, unnecessary change, losing authority, avoidable risk… When a problem is pointed out, they might feel attacked and the need to defend themselves.
This is somehow an understandable problem, they are -or they think they are- there to keep the business running, to maintain the status quo, maintain the order and hit the numbers. Their thoughts are placed in the present - or past - and they like to talk about very visible measures that have short term effect. For them, the visions of an innovative future are collapsing with their daily tasks, their budget, putting at risk their comfort zone and even their self-esteem.
These kind of projects are a real challenge; a project where top management is in and middle management is not makes our lives as designers -let’s say- interesting. ;)
Are there top managers with low mindset? Yes, but then we have little chance. Without the sponsorship of the top management it is very rare that an innovation project will happen or will be implemented.
Are there middle managers with top mindset? Yes! And in combination with top managers with top mindset, that’s where the magic happens!
Actually, magic happens everywhere and at any time. Sometimes a pitching that didn’t immediately sell a project planted the seed for the next one. In some way, every one of us, every designer out there in the world is evangelizing our common future.
