Or but what does the customer say this means we don t

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Are we are jumping to solution-mode too soon? or But what � � does the customer say? This means we don t blindly go down the path of doing activity for activity s sake. We stop and think things through and apply some judgment. This will mean a better capital allocation process. We are trying to position Design as a great de-risking methodology in this current environment. The notion of de-risking is another important intrinsic benefit. Design is often viewed as an approach that requires more time and resources, and therefore is seen as riskier than traditional business problem-solving approaches. It has the potential, but no guarantee, for big rewards down the line. But by engaging design in a variety of projects around the organization, Suncorp has discovered that whether or not a great new product or service emerges at the end of a design project, the learning acquired along the way always has value. Vozvoteca cites more than one project that was abandoned or drastically rescoped after design research and prototype testing activities demonstrated that the proposed project was misaligned with customer need. As much as new products drive new revenue, getting more intelligent about what initiatives not to invest in can equally impact the bottom line. Design can actually help avoid risk in the market. A big part of Vozvoteca s job was the ongoing challenge of persuading people to take a chance on design s potential. Bringing about change in a large organization takes tenacity, patience and clever positioning of the benefits. But with a foot in the door, it often doesn t take a lot to convince people once they begin to see evidence around them. At Suncorp, as at other organizations that have attempted to embed design as a core organizational competency, design emerged slowly. Design began to happen when teams applied design approaches to everyday problems and projects. Most of the day-to-day work at any organization is dedicated to sustaining and making improvements to existing products and systems, and this provides a steady stream of opportunity for design interventions. Design does not have to focus exclusively on new products; instead, it can uncover breakthrough opportunities in the things organizations are already doing. Because design projects tend to shift organizational focus away from internally driven dynamics and towards customer experience, it is not difficult to trace dramatically different results from projects that adopt a design approach. For example, 196 Design, Management and the Organization one such project involved a review of an existing cross-selling initiative
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coordinated by two different divisions of the organization. A successful pilot programme was underway in a limited geographical region, and yet management was unsure about precisely what elements were making the initiative a success. Before launching the programme nation- wide, management wanted to understand more specifically what made the pilot initiative successful and why, so that an effective training and support programme could be created. The project team nominated themselves for a design
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