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A large part of the SME Organizations is concerned with improving what they produce and the processes they use, that is, to make faster and cheaper what they have to offer.

It is a culture, imbued with processes that are often aimed at excellence in productivity, in quality, in continuous improvement process or growth strategy, but which can kill innovation.

It is a culture learned from big companies that focus on the past, and that apply and replicate things that have been proven as symbols of efficiency. These companies work with reliable things and do not open the door to what can be valid because they consider, most of the times, that it is in the trust of the brand that is their competitive advantage.

When a company works on a solution to satisfy the needs of its customers, and only seeks to reduce costs of this exploration in addition to offering small improvements and increased “novelties”, there is a risk of walking in the opposite direction of the treadmill.

If we reflect a little, we end up agreeing that both in SMEs and in startups there are active creative people because, in this type of organizations, there is a need for a lot of creativity to lead businesses to the path of success.

Perhaps it is more difficult to find creativity in large companies and in some SMEs because of organizational structure and business processes. The structure and processes make it almost impossible to be creative and meet the needs and wants of consumers / users.

For this small organizations must think about working three variables (encouraging – fail – combine) when trying to successfully try new ideas, says Vijay Govindarajan.

On the one hand, it is necessary for companies to encourage constant experimentation, but inexpensive experimentation. On the other hand, an organization that admits error is an organization that is growing and therefore learns from failures. Finally, it is good for the organization to learn how to combine failed ideas to form innovative ideas.

However, only ideas are not enough to walk the path of innovation. Innovation is the creation of value through something new and useful.

There are three reasons why people latch onto ideation. One, ideation is easy. You can go into a dark room and all kinds of great ideas will come to you. Two, ideation doesn’t cost money. You can just sit in your office and think.

Three, only during execution do you see the conflict between the old and the new. Execution is not only dull and boring, it takes a long time and it takes resources. Execution creates conflict whereas ideation doesn’t.”

It is good, therefore, that in small organizations, there is someone who can mediate these conflicts and facilitate the development of structured processes that can lead to organization from ideation, through prototyping and user / consumer feedback, to sales.

During this execution period, ywe must think about costs and losses, in speed and quality, in lean and agile.

Everything is important in these moments of execution. The quality of the research, the effectiveness of the tests and the consumer / user feedback, or the way we think the design of our path and the way we want to grow.

We can only grow if what we produce or deliver really fits into customer needs or solve a perfectly defined problem.

It is good to remember that companies must also explore the terrain around problems that do not yet have a known solution.

So… what about our path?

A more strategic approach to innovation makes it possible to:

Become aware of trends that may affect our business;

Develop a greater capacity for assimilation (gradual process of evaluation and absorption of the best innovations, whatever the source) and better ability to listen to the customer’s voice;

Better understanding of white spaces opportunities and new markets;

Better understanding of organizational strengths and weaknesses.

Alignment of employees with strategic objectives;

Development of dedicated teams and strengthening the culture of innovation in the organization.

And, finally a reflexion!

“They have taken a long-since-solved mystery—they are often, but not always, the ones who solved it many decades ago—and have spent the intervening decades refining the resultant heuristic into an algorithm. They deal in reliability—the reliable reproduction of the desired outcome again and again at the largest possible scale at the minimum cost and with the minimum…

Go and hang out in the R&D department and look at the degree to which they are really just honing and refining existing products.” In many cases, the R&D department hones and refines, sustaining an innovation, rather than building a new business”- Roger Martin

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The path to a different thought must be built!

In a world where you can buy a shirt or set a table for dinner with just a few fingers on the screen, without leaving the sofa, managing or creating a business, and not finding a path to innovation involving technology, can be an organizational nightmare.

The ways most services are delivered today involves technology and an in-depth knowledge of end-users and / or consumers.

Today it is not enough to achieve excellent levels of efficiency and quality too occupy a place in the sun in the local economy, much less if we think of internationalization. Innovation is a concept that occupies a unique place in the creation or development of business.

Innovation is undoubtedly the most relevant competitive factor of today or a crucial factor for the survival of an organization. However, it is not always sufficient to have an organizational environment that is stick to incremental innovation and/or continuous improvement.

The world of consumers and users demands not only the satisfaction of their needs, but also their wants and the trends of the environments where they are inserted. But attention, these are orders impregnated with some traps.

In the different waves of cooperation and competition that organizations seek to surf, many managers, instead of developing their own identity and therefore unique, follow the path of “copy paste”, seeking to imitate good practices without the necessary adaptation to the its geography and its culture, but mainly without attention to the culture of its clients.

We must not forget that the context is king!

We must start thinking differently, that is, we have to think in an innovative way.

Learning to observe

We must practice some observational skills and develop a mental structure to address problems. We must really observe and stop to deduce, to induce, to conclude that … without observing.

To understand our organizations, we must carefully observe our ecosystem with its various levels of performance, i.e., individual level, group and organization system. Any of these levels is filled with interactions and input and output of information that deserve our observation. We interact in diverse ways such as employees, suppliers, customers, etc.

Ask questions

If we want to think in an innovative way we need to map this interactivity to make the knowledge and behavior of the elements of an organization manageable and to ask questions is a path that leads us to the creation of value.

Asking questions is also a way to clarify our responses to a problem or challenge that is posed to us.

“Innovation is only possible when challenging the norm and questioning a brief one has been given, becomes inherent to working when trying to find the best possible answer to a problem. – Christiane Drews

Today, we no longer treat information as a set of opinions received from various authorities, each in its discipline, to make a decision because, not being allowed cognitive conflict between these entities, the expected result will not be the most desired. Today it is necessary to create space to connect the points in common and to give place to the creativity. A decision should not result from a summation, but from the combination of the various possible perspectives.

What if…

It is good to think, or at least to try to make it so, that every question we ask can be a working hypothesis, and therefore possibly the starting point for leveraging organizational innovation.

The values ​​of dialogue and openness, also promoted by the Partnership for 21st Century Learning, involve communication, collaboration, critical thinking and creativity as the four key competences for the development of the learning society, unquestionable support to the development of any organization.

The critical thinking also referred to in the World Economic Forum of Jobs where the 10 main competences that are needed for students and workers in the digital and transdisciplinary world of tomorrow are pointed out.

By 2020, these competencies should include ability to solve complex problems, critical thinking, creativity, ability to coordinate with others, negotiation, cognitive flexibility, or emotional intelligence. It is a question of thinking differently, thinking in a more collaborative, creative, and interdisciplinary way, whether in academic research, teaching or with a view to professional integration into jobs of the future that are as yet unknown and to be invented. The trend is toward sound reflexivity on ways of thinking, being and doing, learning to learn with agility throughout one’s life, and solving complex problems in a rapidly changing world and not simply accumulating an endless list of disciplinary knowledge.”

Now let us think differently! Before we buy a startup, let’s try to innovate within our organization. Let us cross the skills and dreams of our organization’s employees and create the opportunity.


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Could the commitment to continually improving the performance of organizational processes be a path to excellence?

Perhaps! But we do not have to always choose among the best practices to adapt to our organization.

We can create something new! Doing better may also require an innovative mind and not just an always alert and proactive mind.

In our home, in the kitchen, usually the recipes we use can be delightfully traditional or surprisingly innovative and awesome. It all depends on the form (process), how we combine the elements and the quantities of those elements and on the times,  we dedicate to creation. Even so, sometimes we fail! But we also learn and improve our future action.

Among the models that organizations have at their disposal to embrace in their development is the EFQM Excellence Model. The fundamental concepts of excellence presented in this model can be the elements available and necessary to experience and create our working framework. To know:

– Leading with vision, inspiration and integrity;

– Sustaining outstanding results;

– Adding value for customers;

– Managing with agility;

– Succeeding through the people’s talents;

– Harnessing creativity and innovation;

– Developing organizational capability;

– Creating a sustainable future.

Today we are looking for a reconciliation between process-centered approaches and people-centered approaches to creating new and valuable things through interdisciplinary teams and collaborative methodologies.

Some people have a purpose for converging these two worlds, which can mean a new model created with the relevant points of each of them and where empathy plays a fundamental role.

Without empathizing, none of the above concepts can be truly developed.

To develop organizational capacity, it is necessary to listen to the organization’s employees, understand their wishes and needs, and design their work journey. In this way we are also building sustainable worlds.

To stimulate creativity and create value for customers, it is necessary to understand the needs not only of customers but also the favorable environments for the development of creative flows by the organization’s employees.

To manage with agility, we need to manage the talents and this is only done by wearing their shoes and walking their way.

Managing talent means creating purpose for commitment, recognizing the work of excellence and celebrating success.

It is good not to forget that any talent in an organization needs to develop:

“A posture (our perspective of the world and our role in it), the tools (the models we use to organize our world and our thinking) and the experiences (what built and developed our skills and sensibilities).” – Roger Martin – “The Design of Business”.

However, from the individual level to the group level goes a giant step, often facilitated by the understanding and acceptance of the different experiences and cultures that the teams in an organization incorporate.

Diversity and interdisciplinarity are concepts that appear linked to problem solving frequently and that deserve to be adopted early.

“Thanks to the Medici family and some others like them, sculptors, scientists, poets, philosophers, financiers, painters, and architects converged on the city of Florence. There, they met, learned from each other and break down barriers between disciplines and cultures. Together they forged a new world based on new ideas – what became known as the Renaissance. As a result, the city became the epicenter of the creative explosion, one of the most innovative eras in history.”- Frans Johansson, The Medici Effect

On the path to excellence, the success of an organization operating in multicultural environments depends on how leaders can integrate diverse cultures into their own leadership styles.

The evolutionary nature of our society, rich in diversity of cultural experiences, often raises questions about the relationship of people to each other and issues with the physical environments in which they are embedded.

To solve some of the problems that may arise in interrelationships and the integration of people in diverse environments, we must draw these relationships, and this involves paying attention to many different factors.

This diversity, which we see today in most places we know, has been ignored regarding its potential as a source of energy and creativity.

It is therefore important to emphasize that the complementarity that can exist between the members of an organization’s teams is essential for the promotion of ideas, continuous improvement and excellence.


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The teams of an organization move around three distinct environments, that is, people, processes and tools.

Most of the time, people stop looking at themselves and others and care on focusing their activity on processes and their choices on tools.

It is an interesting playful activity that leads people to adopt new trends in methodologies and processes or to find the coolest tool in the digital world, but we rarely see people on social networks or sharing platforms asking how one can we “improve thinking” or how to increase team member satisfaction (in addition to some team building experiences that are not well suited to contexts).

It is true that occasionally we see someone suggest different attitudes or call attention to the need to collaborate (implies dialogue) and to revitalize communication. Revitalize not the process itself, but the attitude towards the interlocutor and other teams that depend on our work or that are part of the same organizational system of our team.

We rarely hear anyone cry out that it is important and a priority to define problems well and frame them or contextualize them before we go on to discover solutions or innovative creation (redundancy).

We rarely hear a voice say to stop choosing in the storefront, which they prepared especially for us, and start building our solutions that give a full response to our problems and needs.

It is not usual to see one or more people in a team using a medium (critical thinking) to assess and improve their ability to judge well the options that are put to them, or built, to deliberate on a particular subject (evaluating alternatives, weighing one against the other, in order to make it possible to choose between them).

It is very rare to see someone express a desire for more diversity in the teams or to wish more interdisciplinary teams to avoid the predominance of the more homogeneous teams in the basic training or in the cultural network, but which, although usually more efficient in the execution, lose quality in creative problem solving and in the development of innovative products and services.

An organization that wants to use creativity as a lever for business success must constantly be looking for people with an open mind to collaborate with representatives of the various disciplines within and outside the organization.

After all it is this ability that distinguishes multidisciplinary teams from interdisciplinary teams. In a multidisciplinary team, everyone seeks to defend their own specialty and their techniques of choice, which leads to long-term approaches and probably weak conclusions.

On the contrary, in an interdisciplinary team, there is a collective appropriation of ideas with the transparent exposition of the positive points of the different ideas and a co-responsibility in the development of actions. In addition, contact with others causes self-reflection and allows confrontation with divergent thoughts that promote the coherence of the concepts.

We all know at what speed information flows and how cunningly it can be built and outdated constantly. This speed and the way we organize the data, when we want to make decisions, naturally implies moments of high tension and, therefore, relaxing is not a solution.

The tension within the teams when different elements need to decide must be managed in a way that benefits the team and the organization as a whole.

Most of the time these decisions are puzzling and challenge the combination of uncertainty, ambiguity, complexity, instability, and risk, and they also appeal to unique aspects of team experience as a cohesive group.

Often when we decide individually, we think about what will bring us the greatest benefits and eventually we are not aware of possible undesirable consequences for other people.

Thus, the best option is to work on the problem as a whole, paying attention to the diversity of factors and seeking to understand the complexity of causal relationships in the connections established in the organizational system.


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Where are we? Where do we want to go? How do we get there?


In many organizations, teams are the result of a gathering of people who will try to communicate and understand each other to produce something of value. Also, organizations often expect these teams to contribute to a greater good, which is to deliver value to their customers, being that they respond by making organizations earn some money.

Most of these people have passed through a well-structured selection process that has given them the passport to pursue an activity that will develop along with other people who have a similar range of skills. They may vary in gender, age, years of previous experience or even in the native language, but almost always have the same professional qualification seal (not the same as competence) and the same functional title. Diversity of skills in teams should require special attention to recruiters from organizations.

Once people are crowded together, sometimes with significant time intervals of entry, they are expected to begin to experience the work environment and allow for a period of adaptation. In some cases, they have a follow-up of integration in the organization, but after an initial contact they no longer relate to other teams and start trying to respond only to the requests of their internal clients.

In some cases, they may also have help in facilitating the development of business processes or mentoring, but there is often a lack of help in building a cohesive team with growth potential.

This is the scenario that we can glimpse in organizations that grow rapidly or in others already with some dimension. However, it is not only in mature organizations that building teams becomes a problem. With the outbreak of startups in the various possible scenarios of economic life, this problem of building effective and efficient teams (includes ability to adapt) has become more acute.

And why is that?

Because, on the one hand, there is a need to respect and benefit from factors such as inclusion and diversity and, on the other hand, there is a shortage of talent in the face of high demand from small organizations that are now being born and growing. This, of course, means that there is a lot of people mobility and therefore it is difficult to get teams to reach maturity, autonomy and excellence.

It is neither urgent nor important to solve the problem of building effective and efficient teams. It’s imperative!

Let’s face it! There are several reasons why we do not see many start-ups in the organizational world ranging from “ignoring customer feedback to not have the right team …”. There are still causes for failure the lack of passion or harmony on the part of its members, “disagreements between the co-founders, or between the start-up team and the investors” or “losing focus” on the project that they develop.

Solving the problem of team building necessarily must go through these aspects now referred in order to involve all team members in the efforts to adapt and fill identified gaps.

Empathic and constant communication with the market and with users and / or consumers should also be one of the objectives of any team in an organization, be it a micro or a multinational giant. The satisfaction of the needs and wants or desires of customers and users / consumers is fundamental to generate value and, therefore, to ensure the survival of teams and organizations.

Making the diversity of team skills a reality is an effort that should be required of all team members. Creativity and problem solving always go hand in hand, so the greater the range of points of view, the greater the number of relevant points available to build good solutions.

So how do you build a team that walks a line of learning not only with good practice but also with mistakes and that keeps the focus on excellence as it grows?

In addition to maintaining all the good features already mentioned (focus, diversity, people-centered, etc.), it is important that all team members consciously share a sense of individual, team and organizational purpose.

“A good organizational purpose requires the pursuit of greatness in service to others.” – Bryan Walker, Design Director of IDEO

Many of us have had the opportunity to reflect on the benefit of having a sense of purpose in our life and how it is critical to our well-being. It’s not important the age at wich this happens; the important thing is that it happens.

People’s lives become more harmonious and organizations deliver better results and better performance when the purpose that supports them is born in the interior and so is real.

Finding a purpose that can be a rallying cry for your team is one of the first steps in how to create transformational change in your organization. Why does your company exist beyond making money?”


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Simplicity is the most fundamental accelerator of focused action. If you can simplify your working environment without diluting your core capabilities, you can significantly boost your speed, productivity and effectiveness. When enterprises consider their investments in data and analytics solutions, simplification is absolutely essential to help control costs and focus on achieving desired outcomes.”

Be good at dealing with clients especially when they are difficult, being willing to fail and learning from mistakes, wish and work on continuous improvement, being open and adapting to change, working on personal and group growth or managing well financial resources may be some of the characteristics of a successful SME when the environment where an organization is embedded is stable and well-known.

However, in an environment where interactions are more complex and unpredictable, it seems to be simplicity that can most captivate each of an organization’s employees and customers.

Build trust and empathy

Making decisions or making choices (not necessarily the same thing) becomes increasingly difficult in an environment where the unexpected circulates freely and where the best elaborate predictions fail to minimize this difficulty.

Where there is instability and speed in change, simplicity is called for, since it is the only way to make time more profitable and to create harmony in the daily life of all the stakeholders.

It seems reasonable to say that we want simple products, simple guidelines, and we want things to work quickly and easily the first time we use them, without much effort.

So, to be able to propose what people want, companies, in addition to listening to all interested parties, also need to design their products and services from research on the needs and wants of the customer.

This research is also a source of trust that is established with the market.

Get a different perspective

To achieve “simplicity”, it is often necessary a hard work.

It is probably easy to imagine many simple situations that we had in organizations and that became complicated because we did not reflect on the advantages of simplicity and, therefore, of more difficult resolution after this inattention.

When we look at a pallet, a container, or a Lego game, we find that all these objects represent simplicity. They are objects that represent something like economic accessibility, guarantee of great capacity of realization of the intention of the organization, capacity of agglomeration and, therefore, scale or facility of planning, the same as saying, predictability of outcomes.

In organizations, especially when teams are interdisciplinary, and diversity is present, if organizational behavior is simple, it should remain simple, that is, with predictable results, without increasing resources, with a good response capacity and easy reorganization I the face of change.

If, on the contrary, we try to manage the complexity of people or groups of people, we must seek to know where the main function or ignition is, to increase the capacity to perform or to manage conflicts resulting from the interaction of people and things.

Being aware of yourself

But just because I am able and this works, does not mean that I will have to add something new as if the novelty were needed. I must focus on people and realize that they do not have all the same knowledge or skills.

Before presenting products and services to consumers and users, we must build a sensible hierarchy of characteristics in our market proposal so that users are not distracted by features or functions they do not need or do not want. After all, most of the objects we use in everyday life are not (or should not be) games with a high degree of difficulty of execution or with strong additive characteristics.

Similarly, for people who collaborate in organizations, heavy and matrix hierarchies should not be built to simplify the observation of authority and facilitate communication flows.

“Simplicity and complexity need each other. The more complexity there is in the market, the more that something simpler stands out. And because technology will only continue to grow in complexity, there is a clear economic benefit to adopting a strategy of simplicity that will help set your product apart. “- John Maeda



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In organizations, new products, innovative services, efficient and effective processes, disruptive technologies, sustainable business models, etc., rarely happen by chance! All this must be thought and designed!

The discovery of surprising opportunities is not done solely by serendipity. This discovery of unique opportunities is almost always the result of a creative work and a consistent, oriented and people-centric search.

We know that it remains a major concern that business failure is often the true return of innovation efforts and investment. At the root of this failure may be bad ideas, insufficient numbers of good ideas, support for misconceptions, an overly optimistic business model or with serious shortcomings, a lack of execution capacity or a lack of leadership preparation and of employees for the present market.

The ability to use white spaces

Often, or almost always, this failure is linked to the leadership’s lack of visualization of “white spaces”, where, with the insertion of pertinent actions, it would be possible to provide relief in the battle against adversity.

A “white space” is a place where a leader of an organization can discover unique opportunities. When a leader of an organization manages to use this white space, in addition to all conventional and formal management activity, he is creating an order that, although invisible, will improve the readability of any proposed intent or action.

Using this white space means that you are not solely dependent on a set of people, representing only a certain volume of data for analysis.

It is good to remember that the data represent the past, which always leads us to what should be done and not to what can be done.

This search for “white spaces” can be used to identify entirely new markets or can only be used to map incremental innovation in products or services in our organization.

It is true that when we respond to the appeal of a white space, a dramatic feeling takes hold of us, which takes us away from the routine and prejudices of the leadership booklet, but which, on the other hand, can be transformed into passion and energy, as we visualize the path to success.

By virtue of this call, we are challenged as leaders to become aware of our environments (white and black spaces), both internal and external, and to rethink the forms of control as well as to assume an attitude of openness and collaboration.

Distinct but complementary focuses

Whether it’s a small organization or a large one (whatever the metrics used), a talented leader will always find three distinct focuses to lead.

By looking for the space to develop his talent as a leader, and therefore, when seeking to unravel the paths to his organization’s development, a leader at the helm of a team or group is always confronted with his market.

This means that its focus is on finding the gaps in the markets, in the products or in the services, that may represent opportunities to create business models (improvements to propose or empty spaces to fill).

Above all, this is an approach to the unknown or hidden through a people-centered process. Here too, the unarticulated needs of the organization’s customers may represent a gap to be filled.

Another focus, directed to the internal dimension of the organization, will not only allow to identify the organization’s capabilities to deal with new opportunities or face some threats, but also to identify the white spaces in the competencies of employees and leadership.

When we point the spotlight at ourselves, we must be aware that some of our deepest fears may possibly begin to emerge and we will, then have, to turn them into levers for success. People tend to try to show themselves competent even recognizing a lack of skills in some areas.

Finally, when we try to focus on the future, we enter the path of prospects in strategy. “In our view, prospective methodology is fundamental to provide and systematize future visions in the form of scenarios and thus provide the decision maker with the fundamental and possible future elements that are acceptable, reasonable or plausible depending on the decisions of the present …”

Our starting point

When talking about future or prospective, our starting point can vary greatly, from a more analytical profile to that of the dreamer or visionary.

It remains for us to identify what our starting point is, our white space, how we fill it in and where we want to go.


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Mindset is commonly described as the filter through which people give meaning to the world. Cognitive psychologists use the term mental map or cognitive schema to describe the concept of mentality as they address the question of how people make sense of the world in which they interact.

But defined in a simple way, mentality is a habitual mental attitude (a set of assumptions, methods or notations) or characteristic that determines how we are going to interpret and respond to certain situations.

Being a DT minded leader is having a mental attitude that begins by embracing empathy.

Being a leader means accepting risk and developing trust instead of promoting the efficiency of “everything as usual”.

Being a leader is also to sponsor collaboration and learning rather than being summed up to know his specialty.

To be leader is to know how to listen, even if truth hurts, instead of taking refuge in norms, procedures or time constraints.

Being an organization leader or being a leader in an organization is looking outside and inside the organization and understanding the culture and context of the problems of customers and employees.

Instead of looking inward looking for the ingredients that the organization has to create a product or service, leaders must first seek to know what their customers need and then identify how the organization can meet those needs.

When we put ourselves in the customer’s shoes, what aspects of their experience do you care to improve or which aspects do not yet have an answer?

We can easily see that technologies as well as competitive dynamics move rapidly in the organizational environment, so it is of the utmost importance that an organization’s leadership seeks to redesign customer experiences by widening, for example, the range of touch points in customer journey map or introducing new digital instruments.

But if it is precious that excellence is impregnated in the experience of the clients, it is also essential that the employee experience is felt by the leadership as another jewel that shines in the organizational universe.

Design thinking provides an excellent way for leadership to focus on the employee’s personal experience (understanding the problems) and to create processes, novel solutions and tools that directly contribute to employee satisfaction and to achieve better levels of productivity.

People-centered leadership means seeking to identify the needs (known, but not met, not articulated or hidden) of both the clients and the organization’s employees.

The definition of a problem can rarely be summed up in a reported or felt complaint.

On the contrary, by researching, observing and through direct contact with people, it is possible to identify problems that need to be solved and which, in turn, make it possible to gather useful information to improve or create products, services or even work processes and methodologies internal environment of the organization.

” Building to think instead of thinking about what to build ” – Tim Brown

Leadership that also facilitates experimentation/prototyping and builds on collaboration easily directs creative action to seek solutions in two strands, customers and collaborators (be they consumers or users). The success in the employees’ leadership, resulting from the resolution of their problems, has a direct impact on the resolution of customer problems due to the environment favorable to the commitment that is created.

Design thinking minded leaders within a creative process (problem definition, information search, idea generation and evaluation) should be facilitators, but also provocative, they must be conductive, but also motivators.

It must be a leadership that embraces ambiguity and builds prototypes of visions, products and services and even the magical experiences of its collaborators. Prototypes that will be tested and that will produce feedback of useful information to find the integrated solutions that satisfy the needs of all the interested parties (customer, suppliers, collaborators, etc.)

Notice: “You can prototype with anything.  You want to get an answer to your big question using the bare minimum of energy and expense possibly, but not at the expense of the fidelity of the results.  It’s not only about aluminum, foamcore, glue, and plywood.  A video of the human experience of your proposed design is a prototype.  Used correctly, an Excel spreadsheet is a wonderful prototyping tool.”

A leader embraces complexity because that is where the best answers come from.

It is therefore crucial for the leader to develop integrative thinking, that is, the ability to grasp two opposing ideas to create a solution that results from combining the most relevant points of each of those ideas.

A leader must be optimistic, but not overbearing, positive and must celebrates small successes.

It is not easy to find leaders of this nature! 🙂

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Some companies want to be more agile, faster in responding to challenges and more effective in action.

These companies seek to provide great customer experiences and for this they can combine lean management with the advantages of innovative technologies to reduce costs, improve quality, build trust and create value.

To do this companies needed to find a new way to run the organization! They needed to combine digital technologies (available and incorporated) with the ability to operationalize, but in an integrated way and not as a sum of individual achievements.

To reach this state of operation, change must be driven throughout the organization (a holistic perspective) and must find a transformation path that suits its situation.

In this sense, it is necessary to end up with departmental silos and focus on client work, that is, it is necessary to offer a unique experience that is focused on the client’s journey and in the internal processes that support it and which are transversal to the organization.

It is necessary to leave behind the design of teams conditioned by decision-makers and to create autonomous and multifunctional teams dedicated to the customer’s journey. The team type, of desirable excellence, will result from the developed iterations that allow us to test the various possible configurations, thus responding flexibly to changing customer needs.

You need to introduce flexible technologies and business process management (BPM) tools and share them across customer journeys.

Decision-making should be more supported by real-time information, which implies a performance evaluation (efficiency and effectiveness) in shorter periods of time and properly leveraged with incentives for employees.

It is necessary to speed up the companies, valuing the speed in the capacity of answer to the clients and the learning with its journeys. Companies should seek to holistically reinvent these journeys instead of looking for small, incremental improvements. With this reinvention, it is possible to praise simplicity and streamline processes.

How can we then create distinct experiences for clients?

If, on the one hand, companies need to combine digital technologies in an integrated way with an optimized operationalization capability of the client’s journeys, which translates into a true organizational revolution, on the other hand, companies need to be aware of the experiences of its employees to ensure excellent performance.

Let’s look at some levers to implement a new way to create unique experiences for a company’s customers and suggested by Digital MacKinsey:

-Digitization – Digitize customer experience and day-to-day operations.

-Intelligent process automation – Introduce intelligent automation to reduce human tasks.

-Advanced analytics – Provides intelligence to facilitate decisions.

-Business processes outsourcing – Uses resources outside of the core business to complete specific tasks or functions.

-Lean process redesign – Streamline processes and minimize waste.

To implement these levers: “Organizations need to ensure that each lever is used to maximum effect”.  They should also ensure that “each lever in the right sequence” and finally, “the levers should interact with each other to provide a multiplier effect.”

But not enough! Creating distinct customer experiences is also dependent on good employee experience.

Now the HR function will have to play a very important role in finding innovative ways of engaging in the increasingly diverse set of employees and break organizational silos.

The HR function itself must now reinvent itself and give HR professionals the opportunity to expand their competencies to become more capable of listening, to identify the most hidden needs and unarticulated needs, to become proficient with analytical technology to base their decisions and to initiate co-creation processes, as a way of solving the employees’ problems.

Designing employee experiences can be a healthy alternative to the usual administrative processing of many HR departments.

Like the customer experience, service design is about the design and implementation of interactions that occur along the client’s journey.

Without good service design the customer experience suffers!

Summing up:

Human relations with products, services or experiences are constantly evolving and yet it is still possible to make some predictions for the future!

“Eric Flowers, co-founder of Practical Service Design, says that service design is effective in driving change and offering value for both customers and organizations, regardless of industry.

His top six predictions for the future of design are:

“… The medium of your brand will become irrelevante. The only thing customers will attach to your name will be the service you provide them. If the future of service design is to come to fruition, what a company makes will not be as important or relevant as what a company does to serve…they will be known more for that type of need they serve.

-Touchpoint design will not be enough to differentiate. Differentiation will come through the relationship you have with your customers and how you serve over time.

-Holistic experiences require holistic organizations. What you produce mirrors how you are organized. Cross-silo coordination will be the key to delivering outcomes.

-Customers adopt more fluid expectations They will expect quality services to feel the same across categories and contexts.

-Employee experience will become a design priority. Design thinking will be applied to how experiences are produced and services delivered internally.

-Building service design capacity will be essential. Service design is a much-needed tool for companies to better design and deliver exceptional customer experiences.”

What is your opinion?



The experience accumulated throughout our lives is often a lever for meaningful leaps in problem solving, be it personal and family challenges or professional challenges when we are part of an organization.

In any of these environments there are always moments to learn and moments to unlearn.

This accumulation of experiences is a wealth that cannot be ignored or underestimated without first consciously realizing its greater or lesser importance in solving problems.

For years, in a cyclical way, we learn and reserve our wisdom, but there are two types of experiences that we should reconcile and use in our day-to-day lives:

– One, experience based on experimentation that provides fun and learning,

– and another, the experience accumulated and translated into tacit knowledge that we must share, interacting with other sources of knowledge.

According to Heidegger, “to set up an experiment means that something happens to us … to set up an experiment means, therefore, to allow ourselves to be addressed by what is in our hands, by entering and submitting to it.

We can thus be transformed by such experiences, from one day to the next or in the course of time.”

Today, when we think about the performance of organizations, we find that even after some rapid, processes of restructuring to cut costs, it is in the success of innovation that organizations put their hopes to recover acceptable levels of profitability.

But then what are the conditions or adequate environment to make emerge the success?

Some authors emphasize the role of tacit knowledge as the key to achieving innovation success.

Tacit knowledge is that which the individual has acquired throughout life, through experience, as opposed to explicit knowledge, that is, knowledge that has already been or may be articulated, encoded and stored in some way.

If on the one hand we can learn quickly in a changing world and share knowledge to create new knowledge and new things or to experience new emotions, on the other hand sharing the accumulated knowledge when we are part of a team, may not be an easy task.

Teamwork based on a Design Thinking approach is a creative and innovative process that combines a wide variety of interdisciplinary contributions from its members and fuels the emergence of emotional memories.

It is easy to see that much of these contributions come from tacit knowledge.

It is a personal knowledge that is applied in thought and action, through a design thinking / design doing, without definitions and no elaborate recitals, but which clearly promotes a collaborative interaction.

Not all portions of tacit knowledge are emotional memories, but much implicit information is stored in us playing a key role in our decision-making and in the way, we link points of view and diverse knowledge about the context, dimension or subject.

Tacit knowledge is not easily recognized or acknowledged, but it can be a key factor in enhancing the quality of strategic decisions made by the top management team.”

Deciding when working as a team is a time of surgical precision and it is a time when having creativity as an ally is helpful. It is an action that must be developed with the participation of the specialized knowledge in the matter in question, but which also calls for the collaboration of other people.

Thus, the way we deal with this information, over many clashes with a vast amount of data, can facilitate the creation of new knowledge.

Moreover, if we are skilled in managing how people share and apply that information, we can provide interesting creative leaps. This is because the tacit knowledge that every individual possesses and that is unique, once unlocked, can be a great creative contribution in an organization.

“We know more than what we are able to say” (Michael Polanyi), and so we are able to pick up on that more specialized knowledge that is often tacit and through sharing draw our way towards creativity. This implies an understanding of the antecedents of the participants in these exchanges, something that we can only acquire through empathy.

Combining experiences and sharing interdisciplinary knowledge leads to the best of strategic decision making in organizational innovation.


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