The Noble Purpose Behind Human-Centered Design

by Andres Ospina

An interview with Andres Ospina, Director of Human-Centered Design at Royal Bank of Canada (RBC), a global financial institution.

Receiving instructions from the business is the most traditional way for technology teams to start working on product innovation projects. The business describes what needs to be designed and implemented and Agile teams jump into, in the best cases, creating solutions that are mostly focused on speed, scope and feasibility; without, in most cases, solving the right problem for the right type of users.

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Seven Dimensions of Agile Transformation

by Andy Czuchry

In the global marketplace, the ability to be agile in the face of shifting market demands is necessary for business sustainability. Yet companies across industries and geographies struggle to adopt an Agile mindset. A recent McKinsey report shows just four percent of companies surveyed have successfully implemented an Agile transformation, despite the fact that three-quarters of respondents say organizational agility is a top priority.

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Five Resources to Help You Learn About Design Thinking

by ExperiencePoint

There are a lot of great books on design thinking and how to transform your corporate culture through design thinking. But not everyone loves to read or has the time for long-form content. That’s okay. There are just as many visual and tactile resources available to help business leaders integrate design thinking into every aspect of the business.

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4 Ways Design Thinking Can Be a Powerful Tool for Change

by ExperiencePoint

As we discussed in our previous post, a common challenge organizations face with their innovation initiatives is getting the idea out in the world. Executives put out the mandate:

We need to be more innovative. We want great ideas. Innovation needs to be part of our core principles and everyday practice.

But even when great solutions are introduced to the organization, many remain best-kept secrets, failing to ever reach scale. More often than not, the problem is that the stakeholders who will make or break the idea’s execution aren’t ready, willing and able to support its success. They haven’t bought in to the change.

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Becoming an Innovative Company in Four Steps

by Nathan Waterhouse

In my last blog, I talked about why there are no fast tracks to creating an innovative culture. If you want to change the way your people design products, make decisions, and build for the future, you have to change the way ideas are generated and supported at every step in your organization.

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