Is innovation a mystical event that occurs inexplicably shine in a flash, or is it a process? The more it is teachable and repeatable process? That was a question at the heart of my exciting trip last week. I just something I previously. Not in more than 15 years I have to develop four consecutive days off my job and worked a new skill.
I participated in the Stanford University Design Thinking Bootcamp. This is a program provided by Stanford legendary "D School" (aka d.school) to obtain a group of executives examined quickly increased to d.school mindset. I was nominated to take this class of the Citrix Customer Experience (CX) group and had little idea what I was getting myself into. It turned out to be a game changer for me. These four days are the way I changed thinking about my work. Let me try and share a little of the experience with you.
First Stanford, even for a few days to visit, for me was special. My father is an alum Stanford and I grew up in Palo Alto. In fact, I went to high school right across the street from the campus of Stanford. On foot, the pedestrian-friendly streets with my little bag (and not a laptop!), While gazing at the Hoover Tower really got me in the mood to learn something new. And it's a good thing I was in the mood, because we jumped right!
after a brief introduction to what we would do for a week, they said us about our project. We wanted to work with JetBlue Airlines, one of San Francisco Airport International Terminal new "experience." And we would start RIGHT NOW . We have "to make the airport experience new" relatively little direction on what meant, but we were told that the only way by was to know (this is a recurring theme for the week!).
We grabbled a notebook, loaded a short hand-out on "empathy" and on a bus to SFO. Once there, we were to go talking to people, said commence. And we are not talking about making a survey here, no inventory of questions were added. We would not ask, "what do you like about the airport." Or: "What do you dislike about the airport." We should make it deep drilling, emotionally charged questions about the core, as they get to feel the airport on their experience. Let me tell you, with strangers walk and emotionally deep questions is far, far, far, far, far outside my normal comfort zone!
Fortunately, I was paired with a great partner for this exercise. Amy, a leading provider of a San Francisco-based nonprofit organization that I stuck to African education, and the way the people of their airport experience. The first hour was tough. People do not talk to us. And whoever those usually described their experience as "OK." That's not exactly the kind of deep emotional connection that we were looking for. We were a little crushed. We went back to our program mentor Rich (a former full-time employees at d.school who recently relocated to Seattle) and he gave us some tips and encourages us to keep trying.
we moved from area to area, get small pieces, but the feeling never as we got the kind of information that would help us to finally out of desperation "to reshape the airport experience.", almost, we opted for the intra-terminal to hop the train and go place to car rental. This is where things got interesting.
There were a lot of people, and they did not seem to be going anywhere fast. We went to several people and have really raw, really emotional reactions. Some of them even participated harsh language, so we knew we always somewhere! We found the people at the end of all day trips that had been waiting for an hour to get the car they had reserved. They were to spend quite a happy time with us, as they are already stuck waiting, and tell us in detail how that made them feel. Now we were getting somewhere!
After a few hours of this, we piled back on the bus and returned to campus. Then about what I thought would be a routine dinner, was one of the most moving parts of the week. We have to take Doug.
Doug is a product designer at GE that this class had taken a few years back and was now a mentor in the program. He wanted to talk about empathy. Doug Designs Magnetic Resonance (MR) scanner. I thought it was a little crazy, that man of GE would teach us to design products with more than empathy. In my previous life at Sun Microsystems, Scott McNealy had adopted Six Sigma by his friend Jack Welch at GE and it felt like a whole series of activities crushed all emotions and creativity. Let's just say, I was skeptical.
It turns my skepticism badly misplaced was made. As Doug his own personal story told through product design, the audience was rapt from the outset. He said go on a GE customer to see (a hospital technical) and how they have used the product. After talking to your customers should be really important! He said the technicians had all kinds of pleasant, constructive feedback for him on controls, cable ties and so on. Doug felt pretty good about his design skills.
But Doug attitude soon changed dramatically. When he left, he saw a family with a small, sick girl to go the room with his machine. The little girl saw the machine and panicked. Doug creation was so physically imposing for a young child, she had to be sedated by an anesthesiologist before it could be loaded into the machine. Doug realized that he did not even know who his real customer. His client was not the hospital technician. It was that sick little girl, and he felt very much that he had failed in his job and let them down.
What was amazing Doug talked about next. After a period of depression, he decided to use what he had learned at d.school to fix this. He put a ragtag group of people with different expertise together, including hospital social workers, from the Science Museum for Children, and the actual children to help him for its customers a new experience design. Doug found that up to 80% of infants required before being sedated scanned. It was not just that a little girl - it was everyone! Armed with a complete picture of its customers' needs, and its new extended design team, he reframed the problem completely, he was trying to solve. It was not a better scan resolution or better technician checks. asked his team, what would it mean if they could:
Capitalize transform a child amazing imagination radiology experience in a positive, memorable experience
Well, that's a problem statement, the solution seemed worth and Doug team they attacked with passion. What happened was magical. Doug and his team picked apart every part of the experience. Seeing, hearing, also designed fragrance and all the experience again. Instead machines that looked like a "giant car crusher", they designed machines that looked like pirate ships, spacecraft and canoes.
Now in hospitals with Doug's new machines are children almost never sedated before a scan. In fact, they often ask if they can come back for another again! Needless to say, Doug had us all fired up and ready to learn how to do this. We left the first day and were ready to come back and attack day two.
The second day we started to meet in groups to "unpack" all our observations. Our group of six students shared several accounts of people they met at the airport and we were to bring the challenged a single one of these users to make the airport experience new (had designed much like Doug for this fear little girl). Our group selected "Raging Ray", a disturbed man who Amy and I had met while he was waiting in the car rental place. We were then our problem from the original "improving the airport experience" recast (an amorphous, virtually un-usable statement) in the same manner challenged Doug had done. Our mission was to:
Make the act of a car in a way to solve the rental of the stress of travel and to welcome you to your destination
There was a tall order, and we did not know how we would do it, but it was a problem that seemed worth solving. We have a lot of the next two days brainstorming, prototyping and testing of ideas. I have often done all these activities, but I feel like I received some serious new tools with which to attack this better in the future.
I brought techniques home that I in my own work on the Citrix to try cloud computing product portfolio to die myself. The widespread use of these techniques will make Citrix a sensitive, customer-oriented, fast-moving and successful company. And, I believe that these techniques and methods can really do push in a direction in which innovation a repeatable practice be us.
There are to share from my journey many more stories for me to a boot camp and I am happy to write more of them, if people are interested to hear them. Leave me a comment if you are interested.
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