Do you use Microsoft Teams to chat, host video meetings, share files, and collaborate with others at work?
Now you have the power of MURAL at your fingertips inside of Teams.
(Originally published on O’Reilly)
If you’re reading this, you already believe that design drives great customer experiences and great customer experiences drive growth. There are plenty of great arguments in support of a Design Transformation in HBR's deep dive in Design and the Design Value Index, as well as the fact that the greatest companies are fueled by passion and purpose.
What you might not believe in yet is the need for a Digital Workplace Transformation to support your overarching goals.
Right now, experience Design groups are gaining seats at tables across industries, companies are staffing up with designers and others are acquiring design firms to accelerate their digital transformation journey. As a result we’re seeing improved UX across the board.
But designing the best experiences company-wide cannot be left to one specialist; it's a team sport. For example, banks can’t innovate fast enough if their legacy IT systems get in the way, and a great UX can be ruined if customer support is apathetic toward the customers they’re serving.
That's why Design Thinking and its values - empathy, divergence, collaboration, iteration, experimentation, and storytelling - are being taught across the various departments within enterprise businesses. But we’re doing it wrong. The problem with this approach is that it leaves the practice in the workshop.
We are spending money flying people around the world to attend short-lived, multi-day workshops and then neglecting to practice the methods afterwards. And it’s not the only point of friction. Roadblocks to scaling the Design Thinking practice include:
To be successful in implementing widespread Design Thinking, we need to go beyond the initial training. We need to consider the lifetime budget of learning, which includes a Digital Workplace Transformation to combine physical environments that foster creativity with tools and technology that bring in remote teams and stakeholders.
For example, Steelcase and Microsoft recently partnered to produce creatives spaces that blend the best of both worlds. Powered by technologies like MURAL and Skype for Business, they enable distributed teams to simulate in-person collaboration and minimize the gap between initial learning and mastery, as the right tools provide immediate, continual practice following a workshop.
The proof is in the modern teams at global enterprises like Accenture, IBM, Intuit and Autodesk that already use digital tools like MURAL and Microsoft Surface Hubs to enhance their workspaces.
A co-located team collaborates using digital tools at Intuit.
How can you follow suit?
The paradox of this proposal is that it's designed (pun intended) to empower teams to spend less time practicing Design Thinking. Instead, this approach will help them accelerate collaboration and decision making during a project, so they can spend more time Design Doing.
Design Thinking is essential, but it’s in the Design Doing that teams can engineer better solutions and align on execution. Taking proven methods to the next level with the help of technology will create a wave of designers who are well-equipped to tackle some of the world’s most pressing problems at the highest speeds possible, with empathy and iteration at the core of their solutions.
As Phil Gilbert, Head of Design at IBM, said, “Design is everyone’s job. Not everyone is a designer, but everybody has to have the user as their north star.”
The time has come for us to embrace the Digital Workspace Transformation that accompanies Design Transformation and seamlessly empower the creative problem solvers of the future.
I run MURAL, where we are making creative teams become better design thinkers through our collaboration software.We started MURAL because of a game we were designing. Ask me about that.
August, 08 2017