How strategy, culture, and design can create new business lines in a well established company.
TNB Bank had made huge strides in technology while also keeping their core products moving forward at a conservative pace. This strategy served them well, but they realized to create true innovation — from organizational culture to the tech stack — even the location of the offices needed to change to attract a different kind of talent. The bank, however, still needed to remain at arm’s length. Finlabs, a wholly-owned subsidiary, was created to focus solely on the creation of new financial products and services with the plan to have half of those spin out into separate legal entities, and the other half to go back into the bank and enrich its current offerings.
There is one situation that all designers--at least this designer--loves and fears at the same time... working for another designer.
The assignment was to develop a template for design projects. The client was a design firm of 35 people, and would have small teams of 2 to 5 people work projects, but there was no consistent process moving from business lead to contract through completion. A template would allow there to be a unified checklist, making sure a few tasks were always completed, no matter what the project, and it could also be a working document that the teams used to move towards completion. The first step in one of my organizational projects, after all of the contracts are signed, is scoping the project. This project was not only a complex beast of information, procedure, and people, but it also existed in a larger context, the design firm itself and branched off into HR, Sales, and Management.
How can design thinking and methods help organizations better understand their challenges and transform from the ground up?
Our team was engaged to examine patient experience within an out-patient facility and explore opportunities for the facility to become a “model for the future of healthcare delivery.” Research informed visual models, and models aided design concepts that sought to alleviate pain-points in the experience for patients and families. This set a foundation for organizational transformation.