Leverage design thinking
as a common language
across your multidisciplinary teams.
When should you use design thinking? When you have a wicked process.
What is a wicked process? At LCG, we usually use design thinking for solving wicked problems. When it comes to Workforce Transformation, most of those wicked problems are process related. The truth is, most processes that drive value require multidisciplinary teams to execute them. Mapping those processes can be wicked, because every discipline has a different view of what good looks like.
What is a wicked problem?
Bring all of your organization’s expertise to the table without having it interfere with the communication of ideas.
Operators, financial leaders, creatives, IT leaders, marketers, and legal all come to the table viewing the process through the lens of their particular discipline. The diversity of thinking, while helpful in undertaking the process, can make it difficult for teams to gain a consensus view of the particulars. Design thinking rises above the language of each of your subject matter experts to provide a common language for process mapping and the resulting pathways forward. You have disciplines and departments for a reason – get relevant insights from everyone and optimize your processes 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.
Our deliverables enable builders to build.
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. Our facilitators are trained to extract the creative ideas from your workforce and create actionable documentation that will enable your implementation to be built right the first time.
Rally your organization around your wicked problem.
Expand ownership of the process and its outcomes.
Claim a multi-departmental victory.