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chapter 9

The document outlines a structured approach to identifying and addressing business challenges through design thinking activities, specifically using the 'Forest and Trees' method to visualize issues and their broader context. It also introduces an 'Impact and Effort Matrix' to prioritize ideas based on their potential impact and required effort. Additionally, it provides guidance on designing roles for new hires by defining desired qualities and skills in a visual format.

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8 views15 pages

chapter 9

The document outlines a structured approach to identifying and addressing business challenges through design thinking activities, specifically using the 'Forest and Trees' method to visualize issues and their broader context. It also introduces an 'Impact and Effort Matrix' to prioritize ideas based on their potential impact and required effort. Additionally, it provides guidance on designing roles for new hires by defining desired qualities and skills in a visual format.

Uploaded by

We79had
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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DESIGNING CHANGE &

GROWTH IN BUSINESS
FOREST AND TREES DESIGN
THINKING ACTIVITY

• Using two flip charts, or a large white board


divided in half, label the left side “Trees” and the
right side “Forest” (Figure 8-1). Provide your
team with stacks of sticky notes and ask them
to list all of the issues that consume the
majority of their time, one per sticky note. This
should not be a list of what the participants do
each day, but a list of the challenges they face
on a regular basis and that require their time
and attention.
FOREST & TREES

The information contributed can vary widely,


encompassing everything from human resources
and team management to product development
and operations. Assemble the sticky notes into
themes—all of the operations issues together, and
so on—and arrange them under the Trees heading.
FOREST & TREES

• Now it’s time to view your trees in the context of


the forest. Working through one theme at a
time, have your team evaluate each issue for its
relevance to the larger environment.
• Keep working through each theme on the Trees
side until they have all been evaluated and
duplicated for the Forest side of your board as
needed.
FOREST & TREES

• At the conclusion of the Forest and Trees


activity, you and your team will have a map of
sorts that will help you visualize the larger
“forest” issues, that is, impending change, that
could have ramifications for your business,
which will help you in taking the next steps
toward designing for that change.
IMPACT & EFFORT MATRIX CHART

On a white board or large flip


chart, draw a large square. Label
the left line of the large square
“Impact,” and label the bottom line
“Effort.” Place a minus sign at the
intersection of these two lines. At
the opposite end of each line,
place a plus sign (Figure 8-4).
IMPACT & EFFORT MATRIX CHART

• Now divide the large square into


four smaller squares. In the upper
left quadrant, draw a happy face.
In the lower right square, draw a
sad face. In the upper right and
lower left quadrants, draw
questioning faces. Now, the matrix
is ready to accommodate mapping
the team’s ideas (Figure 8-5).
IMPACT & EFFORT MATRIX CHART

• To open the exercise, ask the group a question,


which can be as simple as “What do we need
to reach our goal?” Ask the group to generate
ideas individually on sticky notes, and add
those to the notes you saved from the 3-12-3 ­
activity, discarding any duplicates.
IMPACT & EFFORT MATRIX CHART

• Ask the group to present their


ideas and place them within
the Impact and Effort Matrix
according to their perception of
the amount of effort required
to implement the ideas and the
degree of impact those ideas
are likely to have (Figure 8-6).
• Collaboration and
cooperation is critical
in the matrix.
MINIMIZE GROWING PAINS

• When it comes to business, growing is


accompanied by occasional aches and pains.
But with forethought and the purposeful
application of design thinking tools that
accommodate and embrace growth, you can
minimize the growing pains and put your
business and team in a position to capitalize on
every opportunity that comes your way.
DESIGNING FOR NEW HIRES

• Start the Design the VP activity


just as you would the Design the
Box activity: with defining what is
“in” the VP. On a white board or flip
chart, draw the shape of a person
in the center. I draw a stick figure,
because that is the extent of my
artistic talent. At the top of the
page, write the title of the position
for which you are designing (Figure
9-4).
DESIGNING FOR NEW HIRES

• Using the plant nursery


example as the one hiring the
VP, we determine the qualities
that need to be in the VP and
list those near the
corresponding area of the stick
figure. For example, we might
determine that the VP needs to
be articulate and communicate
well, so we draw a speech
bubble near the figure’s head
and include those descriptors
(Figure 9-5).
DESIGNING FOR NEW HIRES

• We might decide that the VP


needs to have a college degree
and previous sales experience,
so we add those features to the
figure. We might decide that
our VP needs have “experience
with plants, so add that
feature, too. (Figure 9-6).
DESIGNING FOR NEW HIRES

• For the VP of sales at the plant


nursery, we might decide that we
want someone who smiles easily
and genuinely, so we add that to
the stick figure. We may decide
also that the person needs to be
able to make cold calls comfortably
and can work equally well with
corporate clients and landscape
companies, so we add those
features, too (Figure 9-7).
END OF CHAPTER 9

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