 All right, hi everybody. Thank you for coming. My name is Mary Warby. I am head of a of a team called design transformation at the global bank BBBA and design transformation probably never heard of that kind of a team because it didn't exist until about two years ago. We made it up. And our role in the bank is to be transformers, literally. And we are working to bring design beyond the design team and out into the organization. And as Alan said this morning, you can apply design to small things or to very, very large things. So in this case, we're applying design to make the entire organization more innovative, more customer centered and more responsive. So today's agenda, we're going to talk a little bit about the business case for design. You've already heard quite a bit of it this morning. So I'm going to go through that pretty fast. And then we're going to walk you through what we think is an alternative paradigm to change management from what you might be familiar with. And that's because we're basically we're practicing backward thinking as thinking from the back as Alan said this morning. And that really tends to flip paradigms. We're going to go through that and then we're going to conclude with a little bit of discussion around how you can take these ideas and start to influence your own organizations. So who's here has heard of BBBA? Okay, that's pretty good. We are a global bank based in Spain. We have 132,020, mostly in 13 countries, but we're really in about 25 countries. And we've been around for 160 years. So when you think about the rapid pace of technological change, BBBA has a lot of legacy, not just legacy technology, but legacy practices, processes, structures, ideas. And he came in a few years ago. We looked around and we said we need to change this in order for BBBA to be competitive because the banking world is changing very, very quickly. Okay, better, better. Alright, yeah. So three years ago, BBBA was just starting out on the design road, like many of you may be today. And we had a handful of designers, less than six. Today we have above 200 around in seven or eight countries on the global design team. So in two years, we've gone light years. Now, we also have 1100 these guys, and we call them design ambassadors. What they really are is their design thinking hybrids. They're people like you, who are non designers, who we have put through training and coaching and mentoring in order to supplement what you or they already do to give you essentially an extra toolkit in your practice. So I want to show you a quick video that I have to jump out of here. So this is about our design ambassador. Design thinking is a proven methodology for solving complex problems creatively and collaboratively. We put the user at the center of our thinking and we keep them there throughout the process. And I've seen design thinking apply to countless situations, from socio-economic problems in developing countries, complex problems in organizations, until planning family vacations. It's supposed to be a change that focuses on digital transformation, but above all to think in an innovative way and to change the rules of the game when we're thinking about the products and services we generate. All 140,000 of us are making decisions that impact the customer experience. Often we're not thinking about it in those ways. So what the design ambassadors program aims to do is create more clarity and more focus on the customer so that we're all thinking about the customer every time we make a decision. The purpose of this program is that all the employees of BVBA share the same way of working and language. Possibly the collaboration between countries, teams and disciplines to offer value solutions to our customers. I think that design thinking can really put BVBA in places where I don't think the bank can imagine. What it's going to allow is that we can create innovative products in time. We want to surprise the client that we want to turn that around. And I think that starting by working in this way we can someday be in that position. The teacher is going to teach the team and that collective construction makes it generate better ideas and real plans to implement. People who are changing their position and their role because simply with their new set of tools it's capable of doing new things and this I think will gradually generate a lot of changes and better changes within the organization. I encourage all of you who are training in this discipline to learn their techniques and to apply them in the resolution of the problems of your day to day so that we can succeed in our transformation. I want to turn the lens on you guys for one second and ask, what about your company? So are there any designers here today? Awesome, okay we've got some designers. I'm curious, ask yourself these questions because we're going to come back to this at the end. How many people in your company? And then, how many people on your design? And that's going to give you an interesting ratio. I was kind of bragging, okay we've got 200 designers now at BBBA, we have 132,000 employees. So we're tiny, we're super tiny. And many of you may be in a similar situation where you have a very small design team and a very very large organization and the question is how can you start to take that design team and go beyond its numbers and really create impact of design throughout your organization. So keep these in mind and we're going to come back to that later. Now an even more important question is where are you on this spectrum? So here design can live in many things. Now maybe you use design purely as production. The individual design and the engineers or the business people put together the screens, the applications, the ideas for the products and services. They hand it off to a designer and they say make this look pretty. You might be there. Or maybe number two, design starts to take hold and you have a few end to end projects that really start to prove the value of design. Somebody this morning in Alan's talk asked an interesting question. What do you do if they don't want to work this way? And that's very very common and we face it all the time and we say hey okay see you later. And then we go and we work with the people who want to work with us. And a little while later those projects start to have impact. People notice and then those skeptics come back and they say hey now we want to work with you. Sure, welcome. Number three, a significant investment in design is usually made at some point. This is where I entered UDDA. They had come to the realization that design was important. They're a bank. But years ago they were already thinking that their competitors were not the other banks. They were Google and Apple. Super forward thinking. And to compete with Google and Apple you need design. Design thinking is permeated into your organization. Number four, design starts to be distributed into the organization through designers. And then that magic comes at number five. Where design becomes increased. And that's where everybody regardless of their role starts to think about the customer. Starts to think about more creative ways to solve problems. And collaborates more. So think about where you are on a spectrum that hopefully you've burned into your brain. Now, we need to slide through that. Ah, good. So when I started, as I said, BBBA is on a piece of sporadic design project. Started to see the value. They were making an investment. And I came to BBBA. You might have played notes. I'm not Spanish. I come from the United States. And I worked at a design consultant in San Francisco. One day we showed up for work and it was a surprise. We've been purchased by BBBA. We all had to Google BBBA. Because they're not present in California where I'm from. So we were relieved with this idea that our competitors were not the other banks. They were Google and Apple. So we knew we were in a very forward-looking company which made a big difference. Now, I want to talk a little bit about the business case of design. I think the fact that you're all here may mean that you already know this. Now, design is good business. And Steve Jobs said it best that design, the word, is a little bit misleading. Because it makes it sound like it's about how things look. The color of this bag, the fobs, all that was design. But the kind of design that we're talking about here is different. It's about how do things work. You need to look under the covers, under the hood of the car. You need to see how things work and use that as your starting point. And it's amazing. Steve said this over 20 years ago. And the message is still sinking in into business. So IBM, GE into it, they're all on a road similar to VVDA now. They are hiring, purchasing, finding thousands of designs. Two years ago, and GE both said we're going to hire a thousand designers. And everybody was like, ah, come on. They've actually, they're nearly at over 2,000, those two companies. And they've homegrown thousands more of these hybrids. Design consultancies are now, they're all internal. Now they're competent. And last, Cooper, who was just recently purchased. The Supreme Studio, purchased by VVDA. So it's another path to bringing design into the organization. And this is why. Design-infused companies are over 200 times more profitable than their non-design-infused S&P peers. That is super significant. So there's something here. Now, what it is, it's innovation. And that's what we've been talking about all morning. And design is particularly good at innovation. It's not the only way to innovate, but it's a proven recipe for innovation. And like the speakers this morning said, this is about being different. Thinking differently, doing things differently. And design is good at that. So, also good, but meeting the human needs that we've been talking about. I didn't use the user word. For me, it goes way back. And yeah, drugs are the other place, the other industry that uses it. But design and design thinking has been proven to lower costs. It's been proven to reduce market risk. It's been proven to increase efficiency and to increase engagement. And here, I don't just mean customer engagement. I mean employee engagement. When people start working in the way, they go from sort of the walking dead where they're not engaged. And they come out and they're excited and empowered. And that is worth millions and millions of dollars. So, we're familiar with this curve. Anybody ever seen this before? What is it? A death cycle of a product? A market? Even a human life. Start, it's not this little kind of book, period of incubation, rapid growth. But that's something that happens. If you're a human, we just get older. The world around us changes. Now, if you're a product, other products come into the market. Competition, things change, user tastes change. Something happens. If you just stay the same, you're going to go into that inevitable decline. And a lot of people think, this is it, but you can keep innovating. And continuous innovation is the key to cheap death in our products, our businesses, and our markets. So, by continuously innovating, we're able to stay ahead and stay competitive. If you stand still, that's it. Everybody passes you by. So, the key to innovation are these little, I call them innovation wells, those little investment books. And that's where design lives. That's where it lives. And design answers the who, who are we designing for, the why, what do they need, what problem are we really solving for. And then finally the what. What's the solution to the user, there I go, to the customer or human beings problem. And once we know the answer to those three questions, the who, the what, and the why, then agile comes in. And agile's out. Agile gets it done. Design and agile are better. They should be married. They belong together. And each one is weaker than the other. Design has a tendency to turn, not really get things done. Design can build things that much. At least we build models. If you get it out into customers' hands, we need developers. Developers on the other hand are great at building stuff, but they don't often stop to think about is why, who, what. And design can give you guys the tools for design and agile. Now, the reason design is so good at this innovation thing is because there are a few superpowers, I call them. And the first one is that design is human-centered. We're always thinking about the people. Who's in the center? Who are we solving for? What are their needs? What are their dreams? Their aspirations? We put them there at the beginning and we keep them there. The alcohol process. So that's the most important thing to remember about design. Human-centered superpowers. Collaborative. We deal with really complex problems. The bigger the problem, the more complex. And the more heads we need to solve it. More disabilities and areas of expertise that come together. The better the solution, the faster the solution. Design thinking is a tool set specifically designed for collaboration. You guys use post-its, so do we. And post-its are really good at that. We're beautiful. And that visual structure of design and design thinking helps people stay on the same page, come together, and solve complex problems. Design thinking is experimental. We have baked failure into the process. Because failure is inevitable. You're not failing. You're not trying hard enough. So think of your ideas, the solutions to customers' problems as hypothesis. It's a hypothesis that needs to be tested. And so we create experiments to test our ideas. And then finally, design thinking, it's validated. We're measuring all the time and we iterate. The process just is continuing and continuing. Better, better, better each time. We have a saying, you should fall in love with your problem, not your solution. Once you fall in love with that solution, you're like, oh my god, I love you. It's the best idea ever. The customers are going to love it. You stop. You stop thinking. You stop innovating. You stop thinking. So if you love your problem, you're always looking for another solution to that problem that's going to be even better. You love your problems. Now, design thinking has a lot of different ways of doing it. Some of them are branded or out there. To me, that's not important. The process is essentially the same across all of these different models. At BBBA, we have a four-step model. It starts with understanding. We do research. We understand our customer, what problem they're facing, and what problem are we trying to solve? Because often, somebody will come to us and say, here's a problem. Once we start to dig, and we do our research, we realize that it's not actually a problem. It's a problem way over here. And that's the most important thing. Because if you start down the road of solving one problem, the problem is really over there. You get all the way down the road, and you're not going to be in the right place. So knowing what problem you're trying to solve. We're two, we ideate. We come together. We put together any ideas that we can. We form a competition of ideas, and the best ideas win out. Number three, we create a prototype, which is our testable model. That's our experiment. To see if those ideas get won, are they really good? And that's the evaluation and testing model. And then repeat, repeat, repeat. So design with business and technology. And good products, they actually live in the middle. Design without business, get things done. Design without technology, again, can't get things done. Business and technology without design may not be solving the users' needs. So all companies need one another, and they're crucial. We've been mostly talking about products and services. We all work with companies, and everybody, there's almost an established wisdom now that you need design to create amazing products and services. That's design lives, products and services. I don't think so. We've been fighting for 20, 30 years now, over my age, to get a seat at this table. Bigger seat at the product and services table. And once I joined EPA, I started to realize, there's another table. This is not the only table. It's an organizational table. It sits behind the products and services. The whole organization that's enabling this machine, so they appreciate to run and create amazing products and services. Procurement, risk, legal, facilities. Human resources. All of these teams that are not directly engaged in the product and service pipeline have tremendous power over that pipeline, indirect power. And you think about, in a case like EPA, 132,000 people. Everybody, all day long, five days a week, making decisions. Some of those people, most of them, don't ever even see a customer. But their decisions are impacting the customer experience in indirect ways. Now, what if we lived in a world where everybody was thinking about the customer, regardless of their access to the product and service pipeline. And that's what we're starting to do at BDDA. So the organization, we're starting processes, mindsets, behaviors, norms, ultimately culture. That's where we're going to spend the rest of the talk on this organizational side. Product and service side, that's five other books that I could write about that. And I think you guys probably know a lot about that. The other table, this is interesting, because it's been, the design, been behind the curtain, and we haven't really thought about it. And it's a super interesting place. So what I'm going to propose to you is a design-driven approach to organizational change. Now, organizational change is not new. We think about, okay, we've got to change BDDA as bank, it's very threatened. It still is. Banks are all threatened right now. And that is a high motivator. Now, we need to go through a big transformation. But think about this idea that back to that curve, you stop moving, the market passes by. So we're always in a change. It's actually not. So think of this not as, we're only going to apply it when we need to go through a big transformation, quiet day to day. We've got it that way. So there is a lot of established wisdom there. According to Candy, 25,000 books have been written about organizational change. Now, Concotter is one of the greats in this field. He's been at it for 40 years at Harvard. He's got an eight-step model. And when we sat down at BDA, we thought, okay, what do we do here? We bought Concotter's books. We got a whole big stack of them. We said everybody on the team, read this book. And so we've got step number one, create urgency. We had that. The bank was in trouble. Step number two, form a powerful coalition. That was happening. Even the purchase of Supreme Studio proved that. Number three, create a vision for change. Send really a pop-up. Or communicate that vision so far so good. We move obstacles. Create short-term wins. I love it. Build on change. Anchor change in culture. That's where my brain came to a screeching halt. Why is culture last? Then everybody said, of course it's last. It's the hardest thing. It's last. Do everything else, and then you can culture in that bug. So I went over and I checked out Mackenzie. And Mackenzie, similar model. Set your strategic objectives. Good. Access current capabilities. Good. Create a portfolio of initiatives. Yeah. Get the rotation model. And then sustain it. Keep going. There's something still wrong. So here's the problem. 25,000 books. Awesome models. But this fact is true. And I've seen statistics that it's up to 70%. 70. So I think we need more books or something. Something is not right here. So think about the paradigm. A few things. First, they always begin with the organizational needs. And they apply that. What does that remind you? We heard it this morning. So businesses often start with business needs. They apply them to the customers. You know that doesn't work. Often, the business needs, if you start there, don't correspond to the customers. Starting with the customer needs, extrapolating back to the business, then you can have success in the media business. So that idea of starting with the organization and pushing it to people, that was contrary to design thinking. The designer. The strategy was very top-down and leadership-driven, driven from the top. And we have 132,000 people. Carlos Torres is one guy. He can't run 132,000 people in all these countries. So we needed something more distributed. The implementation dynamic is very linear. And as Alan said this morning, you don't know what you don't know. So my planning, step 8.2.3, I don't know. It's really the right step. But planning too far in advance. Focus is on process and efficiency. Not very human. You want a date of measurement? We'll talk about that later. And then failure is an accident. We don't want that. We don't want failure. So we're not going to plan for it. It's not going to happen. If we plan hard enough, it won't happen. So we are going to turn that on its head. Every single one of those tenets, we flipped that BBBA. We started with an assumption that there was going to be a gap between the leadership vision and the employee capacity. We knew what was there. What we did is we started with research as design thinking should understand what problem are we really facing. So every company has a vision. They have a mission. Different companies, different missions. Google provides access to the world's information with one click. BBBA, bringing the age of opportunity to everyone. Both ways. Both globally being providers of sustainable mobility. Now, these are lost goals. And they're abstract. So how are these attitude actions on this? These are first and foremost. So the leadership vision, the employee capacity, or the employee needs, that's a vision. It's a gap. Now, that gap can be filled with all kinds of problems. You need to open up the hood and look in that gap and see what's there. Now, it could be a skill gap. It could be communication disconnects. It could be internal politics. All kinds of things can be in that gap. If we looked under the hood at BBBA, we saw three things. We saw that many of those 132,000 people were removed from the custody. We saw that they were siloed. Big corporations, they're machines. And to move fast, there's often a lot of siloing. And then finally, we observed a business as usual mindset. And by that, we mean that's how we've always done it. We've always done it this way, 160 years. We don't need to change, except the world is the key to changing that. So we set out to solve those three challenges that we had specifically identified. And for removal from the customer, we wanted to talk siloed. We wanted to build bridges for collaboration and have a business as usual mindset. We wanted to give people tools to start to creatively solve problems. So that brings us to steps two and three. And I put these together because they happen simultaneously for us. And step two and three, step two, empower employees with the needed capabilities. Step three, create local leaders that will create pockets of what? Culture change. So in this model, culture change is not step eight, step two and a half. Because culture is not a monolith. It's not one thing. It's pockets. So what we wanted to do was start to create these pockets of culture that would ultimately be the little stones that led to something bigger. So to accomplish those goals, we started to look at different models of what other companies were doing. And strategy A. You create an online course. It's an hour long, two hours maybe. Everybody in the company takes it. And then you really hear there, right? Well, the change in mindset and behavior is so marginal that it's just chipping away at the edges. These are our little organizational pieces, by the way, of the word experiment. Now strategy B. It's a very common one as well. Let's just train the scrumings. Just the product and service pipeline. That's all we need. The rest of the people, they don't matter. But again, you're moving mostly the organization. So strategy three was a little bit different. We went with a scatter shot where we identified individuals or pairs or groups all across the organization and we gave them very, very deep training. Four full days, four nine hour days, 200 page manual in design thinking, tools, facilitation cards, all of these tools for them to start working differently. And the idea was we would give them the training and they would become change agents. We would create a little army of change agents all the way through the year. And they would go back to their areas and create these micro communities, these pockets of coalitions. And what we asked of them was to initiate behavior change to start to interact with their customers. Some of the time the customers were outside at the bank. Sometimes they were other businesses. Some of them they were also within the bank. Everybody's at the bank. So we asked the city to interact to connect with other areas to collaborate to invite people into the process to experiment with new ideas. Don't follow the thing that's the way we've always been at. To prototype and test those concepts, iterate their solutions, and then that's the clincher. Pass on what they learned. And a lot of times they'd be like, oh my God, I can't run a class. Can't do it. All you have to do is leave by example. For those individuals that got the training, they went back to their teams and they started to work with them. And mostly the most important thing that they did was they asked some questions. Why are we doing it this way? Just that question is enough to start to create ownership in their team. So these are a few scenes from our workshops. We've had upwards of 50 of them in 10 countries now and created 1,100 of these change agents. As I said, we have our manual and all of our materials. And what we were creating were these hybrids. And they're an interesting group. Way behind. So they're an interesting group because they are something plus design thinkers. And we have 1,100 of these weird combinations. Now some of them make sense. Designers, et cetera. But we've also got administrative assistants, risk analysts, all of these different people. And I want to tell you three quick stories. Vagonia, she is an engineer who's involved with security. She was our first ambassador. She went back and she's trained hundreds of people. At first through example, but now she actually does teaching. The guy in the middle, Javier, he works for our human resources team. He wanted to boost employee engagement. He opened a bread shop in our corporate headquarters so that people could buy fresh bread during the day. And then that's Sarah on the end. She's an agile coach. Once she took the course and became an ambassador, she started to integrate design thinking into the way she coached that style. So step four, build strategic partnerships because you need to start to scale. So scaling is through partnership. And here, you think on the product and service side, natural partners, business, engineering, sales, marketing. Look at this other side, legal, communication, totally different set of stakeholders and partners. Products and services, they're concrete. The timeline is short. On the other side, it's hard to measure because I don't think it's quite as long as product. The ways of measuring impact. You have a product, a service, it goes into market, you can measure sales, all kinds of things. On the other side, you don't have the tools yet to measure. Finally, the role of design is very different on these two sides. Role of design and products and services, strategy and execution. Role of design on the other side, coaching and measuring. It's really different. So when we finished the ambassador program with our four-day intense workshop, we had managed to plug some of that gap. We needed to do more. The next thing we did, we created an executive training because you need to convince the top. I'm not here to say the top is not important. The leadership vision is. It's the execution of that vision that I'm questioning. We also created easy and non-ramps for people to start to learn about design, events, booklets, posters, things like that. Then we created master classes for the ambassador to keep improving. Finally, next month we're launching our express course. If you think back to those three strategies, we ultimately did all three. That's what I would advocate. You do all three. The shallow, the targeted, as well as the distributed. It's the choice of what sequence to do it in and where to start. You want to start with impact. Now, the other thing, we have a coach. Only about 30% of what you learn, you learn in the classroom. The rest of it, you learn by doing. So, we need to create a huge coaching effort to help these people move forward. And we ultimately put together a very complex system. Step five, this one's really important, foster capacity to identify and remove organizational obstacles. Now, we had our story. They went out. They did their micro communities. Here's what really happened. They hit roadblocks. The organization pushed back in thousands of little ways. You can't buy the right post-its. You can't put anything on it. Lots and lots of little, tiny things. And so, you think about those top-down models. They're looking for roadblocks from the top looking down. The real roadblocks to innovation are to the sides. Little things that you can't see from the top. This is our analogy. You can't see unless you've got one of these. So, what happened was the ambassadors were able to spot these little roadblocks that nobody else saw. In fact, their own team didn't see them. Something's been there a while. You know, you're going to walk around it. Our ambassadors came out of classes. We told them, oh, we're different. We changed the bank. We got excited. They were like, why is this thing not there? Why are we doing it this way? And those questions, they identified roadblocks that nobody else saw because it had become so normal that these blocks, it's been there. It's always been there. We're in the process of creating this draft set of cards. These are roadblock removal cards. We also have opportunity cards to accelerate it. These are basically little recipes that start to remove these tiny roadblocks so that over time, little by little, the whole organization starts to become more friendly to innovation. Finally, learn and evolve, accept failures, reward what's working, and give it if you need to. So I want to quickly go through what this paradigm looks like. It begins with human needs and it extrapolates back to the organization. The strategy is bottom-up discovery-driven. People are doing it, they're experimenting and they're learning. Leadership is distributed and organic. Our goal was to create leaders all over the bank, not just a few at the top. Implementation dynamic is experimental. It's not linear. We know we don't know things. Focus is on people in engagement, not process and efficiency. It's more quantitative. Stories have changed that we don't know how to measure yet, but we see they're there. Better is learning because it's going to happen. I'll share this slide, but we put together a circular model for design thinking that we just went through. I want you to think that to this ratio. Don't be sad if it's a really big difference. You can create this middle-round. It's hybrid. Wherever you are here, remember, two and a half years ago, BVBA went down there. Today we're up here. But also remember, one way, you can slide back. They're a company that started with design infused 20, 30 years ago and now they're the dinosaurs. Dinosaurs happen fast now. Remember, if you have these two sides, don't just think about products and services. Think about the whole organization that supports that product and service pipeline. B-Learnings from BVBA focus on people. Activate the whole organization. Share design with everyone. Your designers, some of them don't like it, some of them may not, but they'll come to love it. Trigger behavior change. It's great, mindset is great, but at the end of the day, you have to act differently for things to turn out differently. Create early wins that prove the success of what you're doing. Align, cooperate, and partner with everybody. Invite everybody in. Transformation cannot be owned by anyone. We all have to share it. Find and remove those organizational roadblocks. Let people do it, though. Most of them are too small to be seen by the rest of us. Measure and report, get baselines before you start this project. Keep learning and evolving. Because your design team may look like this. That's what ours is at. You need a microphone. But your design impact can look like this. So... 30 seconds for questions. Huh? One minute. A pastor. You know, try to convince people who are otherwise not willing to be convinced. What is in it for them? A lot. It's different for everybody.