1. Scaling a Design Thinking Competency at Intuit

2. Maintaining leadership in creating customer value through innovation
The Business Problem
Maintaining leadership in creating customer value through innovation
Design’s Contribution
The Context
Providing a set of tools for engaging employees to think more creatively about enhancing value for customers
Moving beyond “designing for ease of use” to “designing for delight”
Problem- CEO Scott Cook goal of making design thinking part of the companies DNA
Context- intuit leading developer of personal & small business software & one of fortunes most admired companies aims at expanding its deep customer value, Kaaren Hanson-head of design innovation lead D4D moving beyond dt as a tool to core competency

3. Create a positive customer experience & emotion by going beyond customer expectation. Awesome tell the world Learn by doing- design forums failed –people weren't changing their behaviors saying you want to do something vs. actually doing it
D4D- using design to delight their customers
Hippos, people fall in love with 1st idea
EX: Turbo tax- going deep & recognizing pain points of customers Recipes- rapid experimentation, send different traffic to different recipes launch tests & read results, winning recipes become the control for next week

4. Creating Innovation Catalysts
Training program
Design Thinking into the company’s DNA
Kaaren next step built team of ten goal not to do design thinking but facilitate it in others, needed attitude as well as design
Scale- training program ten to two hundred, classes twice a year to twice a month to day to day work. Waiting list, 90% daily work on D4D & 10% helping others outside their core group with dt
two-day competitions- teams working on their own projects at least 3 experimental cycles –resulting in hundreds of employees running hundreds of experiments-ex: one team making a change worth millions of dollars based on a simple experiment. Waiting list grew

5. Emphasize scientific experimentation
Lean Startup
Emphasize scientific experimentation
Quick iteration
Product releases
Minimal funding
Hand holding- Starter kit- empathy map –what you needed to do, est. of how long, template with a video showing others using it, dt “office hours”
Eric- founder of the leanstartup coaching- 300 employees at a time 4 teams w/ problems worked through it with them

6. Jumping the Bandwagons Creating Infrastructure
Creativity through Structure
Bandwagons- goal was to bring design thinking into everything marketing- to mobile business
Infrastructure –by practicing what they preached & develop deep empathy for employees Ex: challenge was took long customer feedback 11days to 5. office hours w/customers every week. Co-location & speed. Too many projects vs focus Let us know coaches office hour drop in idea if get leaders to participate in rapid experiments they will understand first hand how to lessen barriers.
C through S - make it safe to try something new, change people habits- lionel mohri created a tool next-step by step guide down to the min. reduce fear- by point out the stress of not knowing its going to work out- they normalize it start to feel ok

7. The Role of Culture Design Thinking: Intuit’s DNA
Design principals for the customer
Design thinking is a core competency
Set people up to Succeed
D principal: two out of three of their …., customer is important
core-it is not just a flavor of the month. through design thinking they learn, respond & adapt as they go
Succeed- office hours, run workshops, provide coaching, foster networks, leaders model new behaviors by being hands on with projects,
Kaaren’s team is taking dt to a new level other companies use dt as a tool
Intuit is more ambitious by making Design thinking just a tool kit but they way they manage

8. Sources:
Delight, by Design. June 6, 2013, Innovation Sets Intuit Apart as a Customer-Centric Leader Article by Bob Thompson,