The last phase of the design thinking implementation process, Maturing phase, is the one which would seem to be the closest to a fully design-embedded organization, but which at the same time has the least information based on the data of this study. Based on the interviews, after passing both the Honeymoon phase as well as the Gateway of Proof, design thinking would appear to be on a quite solid ground on the organization. The findings give indications that this phase seems to focus on the hard work of slowly pushing design thinking into all parts of the organization in a systematic manner.
Figure 9: Maturing phase and the ateway of acceptance
In mapping the data from the interviews for this phase of the implementation process, five significant sub-themes emerged. Out of these sub-theme, the first two (More systematic measurements for ROI of design and Design is executed at three levels) could be considered to fall under the category of Approach, since they further discuss the approaches the interviewees tell had been taken in their companies regarding the
Supporting factors in implementing design thinking Challenging factors in implementing design thinking
Time Gateway of understanding Gateway of permission Gateway of proof Gateway of acceptance 02 Dating phase 03 Honeymoon phase 04 Maturing phase 01 Awakening phase
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design thinking implementation. The other three sub-themes (Unified design organization, Design expands from development to business, and Appreciation of the organization) could be argued to fall under the Organization category, since they deal with topics more closely related to organizational structures.
4.4.1. More systematic measurements for ROI of design
As discussed previously, it can be argued that measuring the impact of design is very important for the successful implementation of design thinking. Therefore, it is not surprising that as the implementation process goes further, the requirements for further measurements for design’s impact seem to increase as well. Based on the interviews, some of the measurements that have been used in the more mature phases of design thinking implementation include measuring the speed of a feature development in a design project (cf. Table 11, INT#1, INT#2), the design value index (cf. INT#1:2), as well as whether the sales have increased (cf. INT#3, INT#4, INT#5, INT#6). Besides these measurements, some interviewees also consider measuring the employee satisfaction (cf. INT#3:2) and employees’ overall interest in design (cf. INT#4:2) as possible measurements to demonstrate the value of design. Overall, most the interviewees agreed that many of the benefits of design thinking can only be seen on long-term (cf. INT#3:3, INT#5:2, INT#6:2). It could therefore be said that at the maturing point of the design implementation process, the ROIs also seem to shift towards a more long-term focus.
4.4.2. Design is executed at three levels
When thinking about how the actual design work changes in an organization going through this type of transformation, there were some interesting findings that emerged from the data. It seems that on the maturing phase of design thinking implementation, design work can be divided into three levels which are all built upon each other: strategic design (cf. INT#1:3, INT#2:2, INT#7), tactical design (cf. INT#1:4, INT#7:2), and operational design (cf. INT#1:5). Overall, based on the interviews all these levels require different types of competence areas, but are all equally important in enabling a wide-scale and in-depth design work.
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4.4.3. Unified design organization
When talking about what the design organization looks like in the Maturing phase of the implementation process, there were several insights to be found from the data. In general, it seems that over time companies with maturing design competence are moving away from sub-contractor-based work and are instead hiring more internal designers (cf. INT#2:3). These designers seem to be part of a unified design organization with a common strategy and vision for the way design is done in their organization (cf. INT#8, INT#9, INT#10). In this unified design organization, the teams can be organized in a flexible manner (cf. INT#11, INT#7:3), as well as allowing a large-scale design influence on a variety of different touchpoints; “There are several teams who are working on different areas of development, in different touchpoints. When we operate so widely, there are very, very few people, if any, who competence- wisely would be able to be specialist in the whole scale of things.” (cf. INT#11:2). Some of the perceived benefits of this type of unified design organization include a systematic way of working (cf. INT#7:4) as well as having a network of fellow designers, enabling a holistic view of design (cf. INT#7:5, INT#11:3). Finally, it was found that by organizing design in one place, under one organization, new types of career paths in design inside the company emerged (cf. INT#11:4, INT#2:4, INT#7:6). It could therefore be argued that having design under one unified organization seems to bring many benefits both from the business and employee point of view.
4.4.4. Design expands from development to business
As the design maturity of the organization develops, so do the ways design is involved in the business. Based on the interviews, it seems that after gaining a steady foothold in the development processes, the next leap design takes is when it becomes involved with business processes. These changes have many interesting insights to offer. First, based on the interviews, this type of collaboration among different units offers the employees the chance to learn from another (cf, INT#8:2). When discussing about the specific ways design can support business, a variety of methods can be found: collaboration relating to customer insights (cf. INT#11:5), market and customer analysis (cf. INT#2:5), segmentation and strategic planning work (cf. INT#2:6),
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business decision-making (cf. INT#2:7, INT#1:6), as well as in developing the current business and creating new ones (cf. INT#11:6). Finally, it was also stated by one interviewee that although promising and exciting, this type of collaboration between design and business functions still varies between various units and teams (cf. INT#2:8). However, it could be stated that the work between these different units seems to be tight, concrete, and still growing to meet its potential.
4.4.5. Appreciation of the organization
Finally, as these activities are taking place, the reception of the rest of the organization towards design also seems to change. Based on the interviews, at this point of the design implementation process, the feedback of the rest of the organization seems to be generally very positive, and the use of design in projects or as an organizational function is not questioned as much anymore (cf. INT#7:7, INT#1:7, INT#11:7, INT#7:8). Additionally, the role of the design unit as a possible changemaker in the organization seems to have changed and disappeared over time; “I don’t think we are seen like that [challengers towards the rest of organization], we are maybe friends now, friends to other people, instead of these nuisances who come to bother them.” (cf. INT#7:9). As a whole, it could be said that based on these insights it seems that at the Maturing phase of implementation design is starting to be seen as a regular part of the rest of the organization.
4.4.6. Gateway of acceptance
At the end of this model of design thinking implementation process is Gateway of acceptance. After reaching this gateway, it could be argued that the process has come to the end of it: or, in the context of this research, determining what comes next is difficult. The time when an organization reaches this gateway appears to vary and the differences between this gateway and the Maturing phase seem to be fleeting. However, perhaps the best way to think about this gateway is this: design implementation could be argued to be complete when it doesn’t exist anymore. In other words, when it feels like there is no more implementation to be done or explaining and teaching to do; when everyone automatically takes the customer into
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consideration; when design thinking mindset is the prevalent mindset of the company; and when design methods and methodologies are seen as an inseparable, accepted part of the organization.