When envisioning the futurestate of a company or a service, we’re usually faced with the challenge of designing for a customer that doesn’t exist yet. What do we mean by this? Well, they exist in the obvious sense, they’re just not ‘there’ yet.
Customer-led design is an accepted norm these days; a go-to approach for innovation teams. But there’s a fundamental flaw in customer-led design when you’re trying to take a real leap forward: customers can’t lead you there.
9th January 2021 marked Wilson Fletcher’s 18th birthday. The coming-of-age party we’d planned obviously won’t be happening (our 21st definitely got a scale-up) but it’s an amazing milestone for us to hit. Some reflections on the journey so far…
Keeping a focus on customers throughout the design process has long been the domain of the persona, but we rarely use them in favour of two more powerful and applicable tools; behavioural archetypes and behavioural modes.
Futurestate design is all about revealing hidden potential and shaping a clear vision of your next big transformational step. Now it’s time to focus on the people who will get you there.
If you’ve been following the series so far, you’ll know by now that the core purpose of futurestate design is to release you from the bonds of legacy thinking and behaviours.
So far in the Futurestate Design series we’ve been pretty focused on the future, as you might expect. By now, we hope, we’ve established that current-state analysis can’t tell you anything very useful about your business of tomorrow. It tells you where you are now, and where you have been, but not where you can go.
Genuinely innovative services inspire new behaviours in customers. The best way to conceive the kind of breakthrough ideas that make this possible is to free yourself from the past. In this article we discuss why current state analysis can stop you achieving a bold step forward.
Many companies struggle to innovate successfully, and almost none ever make a real breakthrough — because they allow business analysis to lead the way forward. To innovate successfully, back creative thinking over boxed thinking every time.
Law firms have been talking about innovation for years, but few have seen any true innovations emerge from their innovation process. Is the process the problem?
The legal sector talks a good game when it comes to innovation, but it’s struggling to move beyond incremental improvements and the innovations being delivered aren’t perceived that way with clients. Is it a case of too much law, not enough perspective?
There are many areas where commercial pressures have instilled practices in private sector companies that the public sector can take advantage of. This article highlights five that can have a profound impact
Visualising vision is a key part of our work here at WF. We use it extensively throughout our strategy and innovation programmes, and it frequently plays a vital role in helping a new initiative to progress successfully.
Achieving zero waste might be somewhat beyond our skills as a strategy and design company. But surely we can use those skills to make a dent at least? We’ve decided to use this year to find out.
As organisations everywhere undertake digital transformation programmes, an increasingly common misconception is emerging around ‘digital-first’ — that everything needs to become digital.
Most established companies struggle with how to transition into a digital-first future. Migrating customers away from legacy services is hard, and risky… so don’t try. Give them something new instead.
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