Approach and the team members including the team s

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approach, and the team members, including the team s manager, enrolled themselves in Suncorp s design training programme. Armed with a new toolkit, the team began the design process by revisiting the strategic intent of the project and launching a three-week exploration in the field. They interviewed all the staff involved in the pilot initiative, visiting them on site and observing the initiative in action, and then they met with customers, both those who had been successfully pitched for the initiative and those who had not. Their careful dissection of the different players involved (from two different organizational silos) and their shared customers, revealed far more nuanced and detailed information than was trickling up through the normal chain of command. The project team learned what was really going on, and they realized that they had mischaracterized their customers needs. Although their pilot initiative had been a success, by their initial projections, they realized that they were still leaving a lot on the table. The result was that they were able to then design a much more effective nationwide marketing programme with the added benefit that they were using their staff much more efficiently to deploy the programme. With this new design, the project grew from its originally projected AUD23 million to an AUD116 million pipeline. Not only did the conversion rate more than double, but the value of converted sales increased by more than 800 per cent. The team later insisted that they never could have realized this result without using a design approach. Once a handful of projects like this one began to sprout around the organization, more people began to hear about design and, more importantly, they began to see the direct impact that it made on projects similar to their own. This kind of spontaneous generation of grassroots design teams and design projects began to drive curiosity and persuade people around the organization to take notice and give design a try. However, organizations can be incredibly hostile to design, even when strong champions for design strategy and practice are present. Golsby-Smith of 2nd Road likes to say that organizations send out antibodies to fight and reject new approaches, and this is what design must contend with when it enters an organization. It must be positively viral in order to embed itself successfully. This viral success includes some key ingredients: a combination of training, coaching and a supportive learning environment; demonstration projects with broad organizational
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participation and visibility; a design centre or hub to maintain the integrity of the methodology (this can be the AT O style of directly servicing the organization or Design Practice in Organizations 197 the Suncorp style of coordinating distributed capabilities); leadership commitment to supporting and sponsoring design initiatives; measures and metrics that appropriately gauge design success; HR support of design-specific capabilities as job requirements and rewards for design achievement and last but certainly not least, commitment to
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