Design thinking helps senior leaders mitigate risk while advancing the business
Financial transformation presents a wicked problem.
What is a wicked problem? A wicked problem is one that is ill-defined and/or extends beyond the core competency of your organization. A wicked problem can be risky to solve. It requires you to think in new ways, gain alignment, and get stakeholders from across organization to support the transformation.
By leveraging design thinking best practices, you can understand the pain of each stakeholder group. Your internal customers may not be able to clearly articulate what they want from the financial transformation, but skillful facilitators will be able to extract their pain.
With an understanding of their pain, you, as a senior leader, will have justification and the inputs you need to be able to rank order initiatives to serve their needs and to distinguish their wants.
What does a Wicked problem look like?
Operators, creatives, IT leaders, marketers, legal, and of course, finance, all come to the table viewing the problems and opportunities through the lens of their particular discipline. The diversity of thinking, while helpful in addressing solutions, can make it difficult for teams to gain consensus on the definition of the problem.
Design thinking rises above the language of each of your subject matter experts to provide a common language for problem definition and the resulting pathways forward. Bring all of your organization’s expertise to the table without having it interfere with the communication of ideas. You have disciplines and departments for a reason – get relevant insights from everyone and build a solution together.
What is our approach to design thinking?
We bring the rigors of design thinking to each engagement. We tailor our exercises to be practical and uniquely crafted for the time, circumstances, and maturity level of your organization. We are dedicated to learning your business before the workshop in order to facilitate a highly customized experience. Imagine how you will feel once you’ve broken the inertia, gained the consensus, and enabled the builders to begin the implementation.
The team at LCG specializes in transitioning from the creative to the technical. Deliverables will be digestible by business leaders and builders alike to translate session insights into a valuable work product.
Rally your organization around your wicked problem
In developing consensus, your ambassadors are better positioned to articulate the vision. Your neutrals may become ambassadors because they’ve been a part of the pathway forward. But the ultimate coup de grâce is when some of your detractors become some of your greatest supporters because their opinions were heard. Expand ownership of the problem and solution. Claim a multi-departmental victory.