HCD & DT Training presentation by the Sandra Nesic & Goran Pastrovic on 5-6 March 2025.pdf

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Public Administration Reform
in the Eastern Partnership (EaP)
Re-engineering and digitalising public services
Activities for EaP countries 2025
Academies
Academy 1
Human-Centric
Public Service Design
3-7 March 2025
Paris

Sandra Nešić
Senior Innovation Consultant at
Zavisi Consulting
Goran Paštrović
Senior Program Manager at
EQUILIBRIUM INT

30 participants
14 institutions
2 trainers
xy challenges
5 countries
(Moldova, Armenia,
Azerbaijan, Georgia,
Ukraine)
xy Worldviews,
areas of expertise,
personalities, ...

Day 1
9:30 - 10:30 Introduction to Change Management
10:30 - 12:15 Human-Centered Design & Design
Thinking
12:15 - 13:15 Defining the Initial Problem Statement
13:15 - 14:15 Lunch break
14:15 - 15:15 Stakeholder Mapping
15:15 - 16.15 Empathy Mapping
16.15 - 16.45 Refined Problem Statement
16:45 - 17.00 Day 1 Wrap-up and Intro to Day 2
Agenda
Day 2
9:00 - 10:30 Creating Personas
10:30 - 12:00 Journey Mapping
12:00 - 13:00 Lunch break
13:00 - 14:30 Ideation
14.30 - 16:00 Prototyping & Testing
16:00 - 16:30 Closing Discussion & Takeaways

Let us meet you

Be prepared to take in a lot of content.
Interrupt with questions at any time.
Share your examples, insights or
disagreement.
Be present!
Learn more and get even better at what you do!
Some ground rules:

Introduction to Change Management

Need and reaction to change
What is difference from proactive and reactive Government /
organization?

Yes, but vs Yes, and
Quick exercise in pars
What was the difference between blocking and accepting?
Another perspective
From LIMITATIONS / SCARCITY to …ABUNDANCE mindset
From I ……to WE

"I" mindset and a "We" mindset
Identifying the "I" Perspective (1 min)
Take a moment to write down a situation where you felt overwhelmed or frustrated, using 'I'
language.
Example: „I feel overwhelmed by my workload.“ Think about how you felt in that situation. You can
note feelings such as stress or uncertainty.
Shifting to the "We" Perspective (1 min)
Now, let’s rephrase that same situation using 'We' language. E.g. instead of saying 'I can’t handle
this alone,' let’s say „We can support each other to manage our workloads.“

Transitioning Mindsets - Scarcity vs. Abundance
Source: United Nations Department of Economic and Social Affairs (UNDESA), 2021, Changing Mindsets to Realize the 2030 Agenda for Sustainable Development

Mindsets
Mindsets encompass individual beliefs and attitudes shaped by values, influencing behaviors,
habits, communication and interpersonal relationships.
Organizational Culture
Organizational culture consists of collective values and interaction methods that create a typical
environment within the organization.
Behaviors
Behaviors reflect how individuals act, particularly towards others and are influenced by personal
mindsets, organizational culture and established norms, which are crucial for meaningful change.
Rules and normative frameworks
Rules and normative frameworks define the external structures, processes and agreements that
shape organizational behavior and institutional transformation while aligning with core values

New mindsets among politicians and public servants are crucial for shifting from reactive
policy to agile and human centred governance
To develop an abundance mindset, public servants need to strengthen competencies in
capacity building through various methodologies that foster:
❏ Innovation,
❏ future anticipation,
❏ human-centricity,
❏ crisis management,
❏ wellbeing,
❏ strategic and analytical thinking,
❏ multitasking and
❏ resilience.

Snapping out of a scarcity mindset
❏ Focus on what you have by shifting your attention to the resources and blessings in your life,
❏ Surround yourself with abundance thinkers by engaging with positive individuals who see
opportunities instead of obstacles,
❏ Create Win-Win strategies by developing solutions that benefit all parties and foster shared
victories,
❏ Incorporate gratitude into your daily life and acknowledge things you are thankful for,
❏ Train your brain to spot opportunities by cultivating a mindset that recognizes and seizes new
opportunities.

What do you think are the causes of
resistance to change?

Top causes of resistance to change
❏ Lack of Trust in organizational leadership
❏ Mistrust and lack of confidence
❏ Emotional responses
❏ Lack of training and help resources
❏ Fear of failure
❏ Poor communication
❏ Unrealistic timelines
❏ Existing organization culture and norms
❏ Perceived threat to job roles
❏ Unclear benefits of change
❏ Previous negative experiences

Strategies for successful Change Management
❏ Expect resistance in any change
❏ Identify the causes of resistance
❏ Formally address any resistance
❏ Get change management right

Some of the change management
concepts
Edwards Deming - PDCA
John Kotter - 8 step model
Jeff Hiatt - the ADKAR change model

Edwards Deming - PDCA cycle

John Kotter - 8 step model

Jeff Hiatt - the ADKAR change model

What are the stretching points of Change
management in 2025 and beyond?
❏ Better understanding of stakeholder needs
❏ Increase the level of collaborative problem-solving and co-creation
❏ Invest in tailored communications
❏ Introduce an equal approach
❏ Map the whole process of change

Human-Centered Design &
Design Thinking

What is Human-Centered Design?

Why do we turn to
human-centered design
in the first place?

What do the great minds say on the topic?

Human-Centred Public Services Index *
❏ The Human-Centred Public Services Index ranks 30 countries based on
their effectiveness in delivering public services tailored to the needs of
their citizens,
❏ The Index provides governments insight into their performance in 2022
regarding human-centered design and identifies areas for further
improvement,
❏ The rankings should not be seen as a reflection of the overall quality of
public services, but rather as an evaluation of how well human-centric
design principles are implemented in governmental services and practice
*Research conducted by Oxford Insights between April and September 2022
WB /
Serbia
Denmark
USA
Canada
WEF
OPSI

AI powered health care and wellbeing - S. Korea
❏ AI-driven solution - Ontol
(by Tesser) simplifies
complex medical reports
into easy explanations,
❏ Personalized patient
guidance - patients can
upload documents and
receive answers in layman's
terms,
❏ Improved communication -
Ontol aids clinics in creating
patient-friendly reports and
offers a medical chatbot,
❏ Enhanced healthcare access
- it improves
communication between
doctors and patients,
especially in resource-
limited areas.

What is Design Thinking?

SAY THE FIRST THING THAT
COMES TO YOU MIND WHEN
YOU THINK OF
DESIGN THINKING

What is Design Thinking?
• A design methodology that provides a solution-based approach to
solving problems.
• Understanding human needs – reframing problems in human-centered
ways.
• Challenge assumptions – asking questions.
• Made famous by American design and consulting firm IDEO
• Apple, Nike, Airbnb, Uber – the list goes on

Design Thinking is outcome based

Userless is the same as useless

WALLET EXERCISE

3 min

6 min
8 min

Having all his essential
documents with him (ID, credit
card, insurance card..etc)
Having all the documents
makes him feel safe
Alex
Always have his essentials
with him
It makes him feel safe
3 min
3 min

Reflection
● Show us your first design and the end result!
● How did talking to your partner change your design?
● What would be your next steps?
● What was the most challenging part of the process?

x

How we usually solve problems
We detect
the problem
We come up
with a way to
solve the
problem
We build a
solution
We use or sell
the solution

Myths about design thinking
• Design thinking is something designers do
• Design thinking is a rigid and linear process from 1 to 5
• Design thinking is the only way to innovate

To sum it up:
PROBLEM – SOLVING APPROACH
EMPATHY AND CUSTOMER- CENTRICITY
NOT LINEAR BUT ITERATIVE
TESTING AND MAKING MISTAKES
TEAM SPORT
IT REQUIRES CHANGE AND TRANSFORMATION

Empathy
We research
and gather
information to
understand
users and their
needs
Define
We precisely
define the
user's problem
based on
research
findings
Ideate
We generate as
many ideas as
possible for the
defined
problem
Prototype
We create
quick and
simple models
of selected
ideas
Testing
We get
feedback from
users about the
prototype
What does Design Thinking look like in practice?

15 minutes

Defining the Initial
Problem Statement

Initial Problem statement by participants
❏ Outdated technology,
❏ Lack of digital solutions,
❏ Compatibility with existing systems,
❏ Inefficient enrollment process,
❏ Need for curriculum expansion,
❏ Administrative inefficiencies,
❏ Delayed issuing times,
❏ Excessive paperwork,
❏ Legal & regulatory barriers,
❏ Frequent modifications,
❏ High fees and time variations for
services provision,
❏ User experience issues,
❏ User navigation issues,
❏ Resistance to change,
❏ Quality assessment limitations,
❏ Lack of objective / unbiased feedback
methods.

Ekaterine Mrulishvili (Georgia) – User interface challenges (1) - "Users encounter difficulties when applying for a passport online,
particularly due to two key obstacles: (1) frequent failures when uploading a photo remotely, and (2) confusion around the 'Add New'
button, which many users do not understand. These issues create frustration and hinder a smooth application process."
Giorgi Ghibradze (Georgia) – E-services platform optimization (2) - "With the growing number of e-services and an increasing user base
on the unified e-services portal, the platform faces challenges in maintaining efficiency, aligning with modern technological standards, and
implementing best practices in human-centered design. There is a continuous need to enhance the technology and modernize the
platform to ensure an optimal user experience and the effective delivery of digital services."
Elvin Azizbayov (Azerbaijan) – Administrative process digitalization (3) - “The Digitalization of student enrollment and administrative
processes challenge aims to modernize and streamline the enrollment, registration, and administrative tasks within the Academy of Public
Administration. By implementing digital tools and platforms, the goal is to reduce paperwork, minimize processing time, and provide a
more user-friendly experience for students and staff. This transformation would allow for efficient handling of student data, course
selections, financial transactions, and communication, improving accessibility, transparency, and overall service delivery. Moreover, taking
into account the role of the Academy in the training of Civil Servants, there is a need for support in expanding and implementing the
curriculum in the field of HCD”
Nataliia Shamrai (Ukraine) – Service quality assessment gaps and diversification (4) - "The current state monitoring system for service
provision lacks the necessary mechanisms to effectively assess service quality. As a result, it fails to provide accurate insights into
performance, user satisfaction, and areas for improvement, limiting its ability to drive meaningful enhancements in service delivery.”

Violina Varta (Moldova) – Feedback collection inefficiencies (5) - "Although the PSA collects beneficiaries' opinions on a monthly basis,
the current method introduces a high degree of subjectivity and may significantly distort the actual service quality assessment. The
process relies primarily on paper-based questionnaires distributed across territorial subdivisions, with a fixed number (2,000 per month)
allocated based on past service usage. Beneficiaries are required to complete and return these forms to counter officials for centralized
processing. This approach raises concerns about reliability, response accuracy, and efficiency in capturing genuine user experiences."
Corneliu Jaloba (Moldova) – Digital service implementation challenges (pricing, security and seamless adoption) (6) - "One critical
function of the State Register of Legal Entities is providing legal information to entrepreneurs. Before the implementation of the project,
obtaining an 'Extras from the Register' required in-person visits to the Agency’s offices, involved variable fees based on processing time,
and resulted in a paper document with institutional stamps. Given that entrepreneurs frequently updated their legal entity data—
sometimes multiple times per day—the manual issuance process was inefficient, costly, and time-consuming. To address these
inefficiencies, a new digital process was introduced, enabling electronic issuance of 'Extras' with a digital signature and verification via a
QR code. The new system reduced processing time to just five minutes, with documents delivered directly to the recipient’s online
account. However, ensuring adequate pricing, security, and seamless adoption of this digital service remains an ongoing challenge."
Hamrick Azarian (Armenia) – Systemic institutionalization of service design (7) - “User centric service design is being rolled out in
individual projects, programs, but we have a need to create a long term institutional basis for the methods to become business as usual.
The information systems agency and high tech ministry of Armenia have created a service design kit, including design standards,
approaches to user research, accessibility, data mapping, etc., but we face challenges with rolling these out – (the reasons I will not
elaborate here for brevity)”

Team 1. Challenge 1 - User
interface challenges
1. Arusyak Martirosyan (Armenia)
2. Ekaterine Mrulishvili (Georgia)
3. Pavel Șincariuc (Moldova)
4. Krevska Olha (Ukraine)
5. Yuliia Derkachenko (Ukraine)
6. Nataliia Gnydiuk, GIZ Ukraine
Team 2. Challenge 2 & 6 - E-
Services (platform) optimization
and implementation challenges
1. Arman Khachaturyan (Armenia)
2. Giorgi Ghibradze (Georgia)
3. Corneliu Jaloba (Moldova)
4. Oleksandr Kamenchuk
(Ukraine)
5. Nataliia Kozlovska (Ukraine)
6. Teona Dvali, GIZ Georgia
Team 3. Challenge 3 -
Administrative process digitalization
1. Tigran Arushanyn (Armenia)
2. Elvin Azizbayov (Azerbaijan)
3. Ana Tsuladze (Georgia)
4. Ludmila Cîrlig (Moldova)
5. Ashurov Vladyslav (Ukraine)
6. Ibrahim Ismayilov, GIZ
Azerbaijan
Team 4. Challenge 4 & 5 - Inefficient
feedback, quality assessment and
verification methods
1. Hripsime Gevorgyan (Armenia)
2. Elena Croitor (Moldova)
3. Violina Varta (Moldova)
4. Nataliia Shamrai (Ukraine)
5. Angela Dumitrasco
(Moldova)
6. Natalia Kapanadze, GIZ
Team 5. Challenge 7 - Systemic
institutionalization of service design
1. Harmick Azarian (Armenia)
2. Vigen Sahakyan (Armenia)
3. Alexei Strahov (Moldova)
4. Zoriana Stetsiuk (Ukraine)
5. Hrachik Yarmaloyan, GIZ
Armenia

This is our opportunity to design.
Our point of departure that sparks ideas.

HMW technique overview
❏ A technique to formulate questions that unlock possibilities for creative
responses,
❏ Reframing problems as it converts challenges into questions that encourage
brainstorming and idea generation,
❏ Assists teams in thinking more broadly about problems, avoiding limitations of
traditional solutions,
❏ Facilitates exploration of diverse solutions, leading to ideas like enhancing
customer support or implementing rapid complaint resolution systems i.e.
encourage innovations,
❏ Fosters a collaborative atmosphere where all team members can contribute
creative ideas.

HMW Question Structure
● Action we want to achieve (improve, redesign...)
● User we want to impact (Moms, High school students...)
● Outcome - what we want to accomplish (satisfied, healthy, more fun...)

HMW technique overview examples
❏ Boost the positive / how might we use the energy of kids to entertain other
passengers while waiting for the flight,
❏ Reframe / slice the problems- How might we make for delayed passengers less
boring / irritating experience,
❏ Inspect the opposite - make the airport the place where kids find the waiting the
most fun part of their experience – (instead of waiting being the most boring part,
we are making the opposite),
❏ Question assumptions – HMW the waiting time for all the passengers disappear
❏ Break the status quo – HMW redesign onboarding procedure for all travelers, so you
can check in 5 min before,
❏ Identify unexpected help - HMW use free time of other travelers to do something
good.

POV - Children love buying ice cream from the truck but have
difficulties bringing ice cream home to their family during hot summer
days because the ice cream melts...
Broad: How might we redesign dessert?
Narrow: How might we redesign the cone so that ice cream doesn't
leak from it?
Another perspective - HMW Question

How might we...
● Redesign the ice cream purchasing experience
● For children
● To enable easier and cleaner transport
Example - HMW Question

GOOD vs BAD
problem statements

We need to add more features to our product.
How might we redesign the mobile banking app experience for first-time investors
aged 25-35 so they can complete their initial investment in under 10 minutes with
minimal anxiety?
How might we leverage mobile technology to enhance access to government
services for all citizens?
How might we improve the online tax filing process for small business owners who
have limited technical skills, so they can complete their submissions independently
within 60 minutes instead of the current 3-hour average?
X
X

Exercise:
Formulating Your Problem Statement

Exercise steps:
1. Using template write your initial problem statement.
1. Present your problem statements to other groups.
25 min

60 minutes

Weather Forecast
Sun = stretch arms upward
Rain = tap fingers on shoulders
Wind = wave arms
Thunder = stomp feet

Stakeholder Mapping

PROBLEM SPACE SOLUTION SPACE
STAKE
HOLDER map
CHALLENGE PROBLEM SOLUTION
Desk
RESEAR
CH
FIELD
RESEARCH

Powered by Dall-E
What is
Stakeholder
Mapping?

Stakeholder Mapping
Objective
Utilize the stakeholder map to categorize and visualize the importance and
influence of various stakeholders in our project using concentric circles to represent
levels of interest and power.
Mapping Guidelines
Identification of Stakeholders
● List of all potential stakeholders, including individuals, groups and
organizations.
Categorization
● Assessment of each stakeholder’s level of interest and power to classify
them accordingly.

Exercise:
Stakeholder Mapping

Exercise steps:
● Identify and plot each stakeholder within the appropriate circle based on their role (Team, internal,
external, public).
● Then, position them within their respective area based on their interest and power level:
High interest - high power
➢ These stakeholders have significant influence over the project / your challenge and are very interested in its outcomes.
You regularly communicate with them (e.g. Government Officials, Regulatory Bodies, and Project Sponsors).
High interest - low power
➢ These stakeholders care deeply about the project / your challenge but lack the influence to drive decisions (e.g. Citizens
(Users) and Public Sector Employees).
Low interest - high power
➢ These stakeholders have the power to affect the project / your challenge but are not particularly interested in its day-
to-day workings (e.g. Tech vendors and Funding agencies).
Low interest - low power
➢ These stakeholders do not have much influence or interest in the project / your challenge (e.g. Media and General
Public).

Exercise steps:
● Stakeholders with High Power should be placed closer to the center of the
map, indicating their influence,
● Stakeholders with Low Power should be positioned further from the center,
● Review and discuss,
● Discuss the rationale behind each categorization and consider whether any
adjustments are needed.
● Consider how this mapping will impact your engagement strategy moving
forward.

Exercise steps
7 min - Individual Mapping
Each participant writes stakeholders on sticky
notes.
One stakeholder per note.
Think about who is affected by or can
influence the problem.
13 min - Group Clustering
Teams place all sticky notes on Canvas.
Organize stakeholders into clusters:
- Primary (directly affected)
- Secondary (indirectly affected)
- Key Decision Makers
- Other influencers
10 min - Interest/Power Matrix
Y-axis: Level of Interest (High/Low)
X-axis: Level of Power (High/Low)
Place stakeholders in appropriate quadrants
Discuss positioning as a group
10 min - Connection Mapping
Draw lines between related stakeholders.
Note type of relationship (collaboration,
dependency, conflict)
Use different colors.

Empathize
01

Empathy doesn't require that we have the exact
same experiences as the person sharing their
story with us...Empathy is connecting with the
emotion that someone is experiencing, not the
event or the circumstance.
—Brene Brown

“If you want to build a
product that’s relevant to
people, you need to put
yourself in their shoes.”
— Jack Dorsey, Programmer,
entrepreneur, co-founder of Twitter
& founder of Square

Why is empathy important?
● To research the problem
● To gain user perspective

Desk Research Research of existing data. Helps us prepare for further research.
User Interviews Help us discover attitudes, beliefs, needs and motives, feelings of users
- why they do something, use something, etc.
I as a User Putting the researcher in the role of a user to become familiar with the
user's environment and interactions they have in their experience with
people the user would interact with.
User Diary/
Through the User's Camera
Useful when we want to track users over a period of time, without
interfering in their context, to learn about their daily habits, situations
they find themselves in, how they make decisions, etc.
Empathy Through Analogies Helps us arrive at insights that aren't obvious when we need
inspiration or when direct observation is difficult to conduct.
Extreme Users To understand needs and ways users manage to solve certain
situations (hacks). With extreme users, everything is more
pronounced, making these things easier to notice.
Observation With or without active participation of the researcher (shadowing).
Observing user behavior, their environment, interactions with a service
or product.

Research goal
SAY
FEEL
THINK

Empathy Mapping

STAKE
HOLDER map
Desk
RESEAR
CH
FIELD
RESEARCH
Empath
y
map

Exercise: Empathy Mapping

Exercise steps:
15 min - Pair Exercise: Interview Practice
One plays user role based on persona.
Focus on open questions and active listening.
Switch roles halfway.
15 min - Group Mapping
Teams create empathy map.
Focus on specific examples and quotes.
Look for contradictions and insights.
10 min - Key Takeaways
Each group shares one key insight - What surprised you the most?
40 min

Define
problem
02

“If I had an hour to solve a problem, I'd
spend 55 minutes thinking about
the problem and five minutes thinking
about solutions.”

Refined
Problem Statement

Synthesis is turning
complexity into
clarity and insights

Your task
Imagine that you are the owner of a ten-story
office building.
Your tenants are complaining about the
elevator which is slow and old, and they have
to wait for it for a long time. Several tenants
have threatened to terminate their lease if the
problem is not resolved.
What will you do?
Design possible solutions

PROBLEM?
Elevator is slow.
● Make it faster!
● Install a new
elevator.
● Install a faster motor.

What if we reframe?
Waiting for the elevator
irritates people.
Make waiting a less irritating
experience!
- Install mirrors.
- Play music.

Framing
PERSONA – NEED – DEEP DESIRE – BARRIER
As_____I want/I need/ I desire______so that/because/since______but___/yet______
Example: As a recent graduate, I want a streamlined online application process for job openings so
that I can secure a position quickly, but I often face confusing interfaces that slow me down.
Given that____(social situation)_____how might we help_____(persona /
caregiver)___do/be/feel/achieve___so they can_______deeper/broader/emotional goal
Example: Given that many seniors struggle with technology how might we help elderly users
navigate online services so they can access essential resources independently?

Exercise: Refined
Problem Statement

Exercise steps:
18 min - Utilizing insights from the maps
● Use insights from our stakeholder mapping and empathy mapping to improve our problem
statements (user needs & challenges)
Writing refined statements
● Based on the new information and insights, rephrase your problem statements to capture all
important aspects with the focus on specificity and clarity,
● Ensure each new statement is user-centered and identifies key pain points.
7 min - Quick share
● Each group will have 1-2 minutes to present their original statement and then read their new,
refined statement.
25 min

STAKE
HOLDER map
Problem
Statement
Desk
RESEAR
CH
FIELD
RESEARCH
Empath
y
map

RED: What was unclear/challenging?
YELLOW: What could be improved?
GREEN: What worked well/was
valuable?

Are you ready?

STAKE
HOLDER map
Problem
Statement
Desk
RESEAR
CH
FIELD
RESEARCH
Empath
y
map
Persona

Creating
Personas

Demographics
matter,
but they're not
everything!

Describe the car you would design for:
• male, 45 years old
• grew up and lives in Paris
• works as sales manager in big corporation
• salary above average

• Ivan, 45 years old
• has three children
• spends weekends with his family, outdoor in
nature
• environmentally conscious
• safety is very important to him
• he values efficiency, both professionally and
personally
• Marko, 45 years old
• loves technology and needs to have the
latest gadgets
• spends his free time with his friends in the
city
• aesthetics are important to him
• he values business success very much

What are Personas?
A persona is a representation of a type of customer - hypothetical
archetypes - profiles constructed based on research
Personas answer the question
“Who are we designing for?”
They help to align strategy and goals to specific user groups.
(who share common interests, needs, behavior patterns and their real
desires, needs and frustrations)

A persona is only as good as the
research that supports it!
How do we create personas?

Define the purpose of the Personas Example: If redesigning a
government service, your personas
should reflect diverse citizens—tech-
savvy vs. low-digital-literacy users.
Conduct user research Example: If improving a public
transit app, interview commuters,
elderly users, disabled travelers, and
analyze ticket-purchase data.
Identify Patterns and
User Segments
Example: For a city service website,
one segment may be "Digital Natives"
who expect an app, while another is
"Tech-Averse Seniors" who prefer
phone support.
Build persona profiles

The Elderly Citizen
Name: Maria Rodriguez
Age: 72 | Retired Teacher
Tech Comfort: Low (prefers in-person)
Uses: Utility payments, senior discounts
Needs & Goals
Simple and clear language (no jargon).
Bigger text and high-contrast UI for
readability.
Option for phone support when needed.
Pain Points
Gets confused by too many clicks.
Has trouble resetting passwords.
Struggles with multi-step authentication.
Key Quote: "I just want to pay my bills
online, but I always need my grandson's
help."

Why Personas?
➔ to understand user needs
➔ to develop empathy with users
➔ to make informed decisions
➔ to gain new insights about our product
➔ to present research data and give it a human face
➔ we connect with personas during the design process

Exercise: Persona

Exercise steps:
10 min - Review Empathy Map
Teams revisit their empathy maps.
Identify patterns and key insights.
Mark the most compelling user quotes.
30 min - Persona Development
Teams create persona profile.
10 min - Persona Gallery
Bring your persona to life and share more about it.
(Post personas on wall)
50 min

Journey Mapping

From defining
the personas….
To mapping
their journey...

STAKE
HOLDER map
Customer
Journey
map
Problem
Statement
Desk
RESEAR
CH
FIELD
RESEARCH
Empath
y
map
Persona

GREAT CUSTOMER EXPERIENCE IS DESIGNED

A customer journey map is a very simple idea: a diagram that illustrates the steps
your customer(s) go through in engaging with your company, whether it be a
product, an online experience, retail experience, or a service, or any combination.
It documents a complete experience of what it’s like to be our customer.
What is a Customer Journey Map?

What, Why and How of Journey Mapping
What
❏ A journey map visualizes key user information, including needs, feelings,
activities and pain points, providing insight into their experience with your
product or service.
Why
❏ Understanding User Experience by identification of critical moments that
impact user satisfaction,
❏ Identifying opportunities and weaknesses i.e. pain points and improvement
opportunities to enhance products or services.
How
❏ Gather data through research, user interviews and feedback analysis, then

HCD & DT Training presentation by the Sandra Nesic & Goran Pastrovic on 5-6 March 2025.pdf

Customer journey mapping HELPS you:
• deal with your customers more effectively
• retain customers
• increase efficiency
• minimise negative customer experiences
• deliver a consistently good service to your customer
• it can be used at different stages in the strategic communications and
marketing process

How do we map our customers’ experiences?
• We start with our business goals and KPIs
• we identify what we map and for which customers? (for example,
customer segment that creates the most of business value, or for
persona that would benefit the most from the improvements etc.)
• We map customer journey (we don’t have to map the entire
journey, but keep in mind why we are doing this)

Exercise: Journey Mapping

Exercise steps:
5 min - Map setup
On the X-axis – outline key stages in the journey related to the problem.
On the Y-axis – add what fits: Feelings, Actions, Touchpoints, Pain Points, and
Opportunities.
40 min - map it all out
10 min - Improvement zones
Identify areas where interventions or improvements could make a meaningful
impact.
10 min - Quick Share
Each team highlights one key discovery - One major opportunity identified.
65 min

Ideation

Ideate
03

STAKE
HOLDER map
Customer
Journey
map
Problem
Statement
brainsto
rming
Desk
RESEAR
CH
FIELD
RESEARCH
Empath
y
map
Persona
brainwri
ting
How-wow
matrix

How about a
quick exercise :)

Rules of ideation
- Stay focused on the problem
- Think of quantity as your best friend!
- You are all creative, feel free to speak up
- Encourage different ideas
- Don’t judge ideas
- Build on the ideas of others
- Sky's the limit!
- Stupid ideas very welcomed!...

40 min

Trigger Questions
1. Assume your solution must work flawlessly for a 5-year-old and a 95-year-old
with zero instructions.
2. What if your solution has to be addictive—how would you make people come
back daily?
3. What if your idea is illegal—how would you redesign it to be disruptive but
ethical?
4. Your users have no screens—how do they interact with your product using only
sound, touch, or physical gestures?
5. Your solution must work instantly—users won’t wait more than 5 seconds to get
what they need.

25 min

Prototyping &
Testing

Prototype &
Test
4/5

STAKE
HOLDER map
Customer
Journey
map
Problem
Statement
brainsto
rming
Paper
prototype
hypoteses
sketching Use-testing
pitching
Desk
RESEAR
CH
FIELD
RESEARCH
Empath
y
map
Persona
brainwri
ting
Storyboard
How-wow
matrix

What is a
prototype?
A tangible representation of an
idea in its early stage, where
specific elements are visually
presented to gather useful inputs
during the design process.

Prototyping is about thinking with
your hands:
- determining how your design
looks, feels and behaves
- making your idea tangible
- helping you express a complex
idea in a simple way
- highlighting assumptions and
functionalities of you idea
- helping you understand the user
better
- facilitating communication and
encouraging feedback from
stakeholders

- Role play
- Storyboard
- Paper mockup
- 3D models
- Cardboard prototypes
- Wizard of Oz
- Bodystorming

Prototype Fidelity
Low High
Paper
prototype storyboard role-play
sketching
VIDEO
prototype
WIRE-
frame
Wizard
of oz
Semi-
functiona
l
Prototyp
e

Paper prototype

Storyboard

Role-play

Sketching

Wireframe

Your entire design is just a hypothesis
until it gets into the hands of your target
audience, and only then will you find out
whether your idea works or not.
Sid Meier, designer of the Civilization game

What is a hypothesis?
An assumption on which our solution is based
“What must be true for our idea to be successful?”

Make your idea tangible
through simple
prototypes
Test the prototype with
users
Collect feedback
Iterate
Iterate
Iterate

Types of hypotheses

Prioritization and selection
more risky/critical
Test NOW
less risky/critical
TEST LATER

INO.30NA

We believe that drivers would be interested in a high-performance luxury
electric vehicle.

INO.30NA
We will test the interest of drivers (of Lotus Elise)
but we will also request a deposit for purchase
And measure the percentage of people who
will leave a deposit
1 out of a million is not good, 1 out of 2 is very
good, isn't it?
We believe that drivers will be interested in high-
performance electric vehicles

"If we add personalized product recommendation
functionality to the homepage of our online store, then user
engagement will increase, as measured by average time spent
on the application and number of products clicked per
session."
HOW A HYPOTHESIS SHOULD LOOK

Exercise: Prototyping

35 min
30 min

Your
solutions
5+2 min

Closing Discussion & Takeaways

Feedback & Iteration

STAKE
HOLDER
map
Desk
RESEAR
CH
FIELD
RESEARCH
Persona
Customer
Journey
map
Problem
Statement
Empath
y
map
brainsto
rming
How-wow
matrix
brainwri
ting
Paper
prototype
hypoteses
Storyboard
sketching Use-testing
pitching

Greetings from the Future –
Your 6-Month Transformation

Structure for the letter
Opening: Dear Future Me,
Key Learning Applied: I successfully implemented [specific strategy/tool].
Impact on the Organization: Now, our team... / We have seen improvements
in…
Challenges & How You Overcame Them: It wasn’t easy, but we tackled…
Final Reflection & Motivation: Looking back, I’m proud that I...

Additional Resources:
● Design Thinking Books
● Why Design Thinking is Relevant
● Essential Design Thinking Videos, Methods and Tools
● IDEO
● Design Thinkers Academy
● Stanford d.school
● DT IBM
● HPI

Sandra Nešić Goran Paštrović
sandra@zavisi.com

Feedback Survey

HCD & DT Training presentation by the Sandra Nesic & Goran Pastrovic on 5-6 March 2025.pdf

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