Design Thinking for Organisational Culture & Development

October 18, 2018

Whether it’s completing an appraisal, succession plan or personal learning plan, undertaking a culture survey or managing a complete organisational restructure, many aspects of organisational development have the potential to cause discontent. A lack of enthusiasm often arises when people can’t see the value in what they are doing. Guest blogger, G2 Innovation explains. 

Design thinking for organisational culture and development. The staff appraisal.

Design Thinking is a powerful framework for organisational and workplace culture development because: Activities are designed with employee needs in mind. Employees are actively involved in designing changes rather than having changes imposed upon them. Design Thinking is not a top down approach – it is hugely collaborative. As well as giving employees a voice, Design Thinking focuses on the external end-users, so activities always add as much external value as internal. Design Thinking is fun, practical and far from theoretical.

 

 

Let’s take a case study:

The Challenge.

A large Melbourne council engaged G2 Innovation to use Design Thinking to co-design their new values, core capabilities and talent management program. The client was seeking a holistic program that would incorporate future world skills, mindsets and values with a new appraisal and talent management process.

The Process.

G2 Innovation immersed themselves in the experiences of those working at the council by running insight gathering workshops, conducting interviews and delivering an online survey to better understand the existing challenges and needs in the workplace. During a series of workshops employees used insights we’d gathered as well as future world of work stimulus, to develop a new human-centred values framework. Teams then applied Design Thinking tools such as problem framing, persona mapping, and journey mapping to ideate, design and test a variety of talent management solutions.

The impact.

This challenge focused on the people working at the council and was steadfast in understanding their real purpose and needs. As a result, employees were able to co-design an innovative values framework and a range of talent management propositions that offer greater vitality, flexibility and opportunities now and in the future.

Words: G2 Innovation Group