During the Service Design Global Conference (SDGC) arranged in October, a workshop was held around facilitating future visions in large organizations. One of the goals was to learn how to support company empowerment involving leadership in the design process. A secondary task was to demonstrate suitable tools for aligning discussion and to synthesize focus areas.
The workshop was facilitated by two experienced service designers, Marcela Machuca (Nordea, Denmark) and Aleksandra Kozawska (BBVA, Spain), but also involved 30 participants from companies in different industries, countries and cultures. These experts, with a various spread of competences, actively contributed through co-creation and discussion. As an introduction, the facilitators thoroughly explained main concepts and rules of the session to handle expectations. They clearly stated that this would be a co-working session rather than a lecture.
As the conference was arranged entirely online, Miro had been selected as a platform for collaboration. To get familiar with other participants and Miro as a tool, a simple first task was to show personal superpowers (traits) in a visualization, including texts around our interests and competences.
After the introduction, two key tools were introduced; Strategic GPS and Future Scenarios.
Strategic GPS was explained as a tool to navigate and understand strategies (goals) of a company and to compare contrasts. By comparing radical opposites, the tool gives views on how a firm can develop its services and prepare for potential market (and industry) changes. In other words, it may help companies review and align its vision in a specific direction.
Future scenarios on the other hand, was defined as a tool that helps synthesize and bring transparency to how a business landscape currently looks like, and how it may look in the future. Additionally, it can provoke stakeholder thinking and stimulate minds towards challenging current views of a business landscape.
To further explain these concepts, workshop participants were divided in groups to work on a case introduced by the facilitators. Both methods above, that can be applied to any business, were utilized and put to action in two assignments. For example, was our group working on a concept around supermarkets, discussing and reflecting potential opportunities and outcomes through the future scenarios tool.
Through a divergent approach, plenty of ideas were brainstormed around this assigned topic and discussed within the group. When numerous thoughts had been considered, all ideas were converged towards three main themes that were prioritized, summarized and communicated to the rest of the participants.
Overall, the workshop session was eye-opening. Even though involved participants had no prior working experience with supermarkets, many insightful areas were touched upon. By utilizing a global network of experts and understanding emerging trends, these convenient, yet practical, tools increased our knowledge on how co-working functions in practice to develop innovations.
Written by Thomas Djupsjö
MBA Student at Laurea, University of Applied Sciences