dxc digital transformation centre toolkit · 2 hello! we have created an interactive toolkit that...

DXC Digital Transformation Centre Toolkit

To leverage the rapid pace of disruption, how can we lead by rolling out and enabling enforced innovation?

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Hello!

We have created an interactive toolkit that encapsulates tools and techniques that are adopted through DXC’s Digital Transformation Centre (DTCs) to help clients take an innovative approach to solving complex business problems.

This toolkit has been designed to assist you in developing a 60-day action plan to get you started on applying the techniques in your organisation.

Phase 0 Ways of Working

Phase 1 Define

Phase 3 Develop

Phase 2 Discover

Phase 4 Deliver

Innovative Culture, Human-Centered, Agile Mindset

Getting Started, Defining your Project Brief

Understanding Insights, Brainstorming of Ideas, Prioritising Concepts

Define the Problem Statement, Empathise with your users, Research and gather data

Prototype Solution, User Testing,

Refine and Validate

Feasibility Technical

Viability Business

Desireablity Human

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How to use this toolkit

DXC Onboarding Experience ExampleDXC adopted an innovative approach in improving the onboarding experience for their employees and have included them as a guided example throughout the toolkit.

Each phase of the toolkit is categorised into three parts: Theory, Techniques and Activities. This toolkit will help you through the activities from defining your business problem, uncovering insights, identifying opportunities, developing solutions and testing them with end users to ensure solutions are desirable, feasible and viable.

TheoryProviding details around the various activities involved in each phase and how to apply them.

Technique Providing example approaches on how to derive the desired outcomes of each phase of the toolkit.

Activity Give it a go and apply the theory and techniques to a business problem your focusing on.

DEFINE

DISCOVER

DEVELOP

DELIVER

DXC Onboarding Application

• 22 People interviewed• 97 Surveys Completed• 04 Primary Elements of Improvement Identified:

- Communication- Culture--

Management Technology

• 1 00 percent of interview participants thought onboarding could be improved

From delivering the application, we aim to

streamline the onboarding process, creating an

accessible and on-demand application that allows

digital facilitation of onboarding tasks. Allowing for engagement from new

hires before they start working.

Communication during the onboarding process

was irregular and disjointed creating a confusing experience - Feedback from new

hires

Using Human Centred approach to co-design with end users on creating an accessible platform that meets their needs. Agile Principles were embedded into the approach to deliver rapid value to new employees within DXC.

Our work focused creating a seamless and efficient onboarding experience that would allow new hires to feel welcome and get ready to start working within the company as quickly as possible, whilst at the same time welcome individuals to the culture and workplace.

Companies face the difficulty of creating an inviting onboarding experience through meeting the requirements of teaching new hires company processes and expectations, as well as providing a meaningful onboarding experience that welcomes new hires and provides them the adequate resources and direction to begin working through simplifying disparate systems.

New Hires such as Young Professionals were engaged to test the application for their onboarding process, with elements such as bank details being input to the application.

Onboarding is critical to any organization

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Phase 0 Ways of WorkingCultivating an innovative culture, applying Human-Centered Design, Starting with an agile mindset


Phase 1 Define

Phase 2 Discover

Phase 4 Deliver

Phase 3 Develop


Viability Business

Desireablity Human

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Cultivate an Innovative Culture

Creating an innovative cultureMindset is important in fostering an innovative culture, as a restrictive and close-minded outlook inhibits the success of an innovative project. This is incorporated with an agile mentality which sees the following principles to be adopted:

• Ability to adapt: Be open to a flexible approach with constant changes being made to deliver a product that suits the requirements of your client.

• Creative freedom: Approaching a project with an emphasis on applying Design Thinking framework (this toolkit) broadens the scope of potential solutions.

• Do not be afraid to fail: Failing early and fast encourages room for improvement on viable ideas. This allows you to pivot and discard unsuitable solutions at low investment cost.

• Involve your end user: Focusing on your end user as you develop your solution is pivotal in ensuring that you meet their requirements. This allows for delighted clients and intuitive solutions that enhance their experience.

A placeA purpose-built environment, designed to enable the incubation of ideas, learning and innovative solutions.

A new way of workingA framework specifically for addressing business problems and generating rapid outcomes.

A CultureAn immersive, engaging, collaborative experience which fosters the right skills and capabilities.

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Apply Human-Centred Design

What is Human-Centred Design?Human Centered Design is a creative approach that holistically solves for people and ends in meaningful experiences that create short and long term gains. It does this through a mindset that compliments the well-known approach of Design Thinking.

Design Thinking addresses business challenges by driving them through innovative tools and techniques. It follows a five stage process to empathise with users, frame and identify solutions that can be prototyped and then tested with end-users.

Why is HCD Important?The importance of HCD is highlighted in the approach to developing solutions that are specifically tailored to address the problems experienced by the end user. Without a knowledge of what is the problem is and what is needed by end users, there can be a high chance of not meeting the needs of the users.

DXC’s framework is a highly participatory approach in co-designing with end-users by combining HCD and Design Thinking to develop self-sustaining innovative solutions. In doing so it enables:

1. Businesses to de-risk solutions earlier while validating feasibility and viability of their products/services

2. Improve the lives of people and those that benefit from the solution


Viability Business

Desireablity Human

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Start with an Agile Mindset

What is an Agile Mindset?An agile mindset is a set of attitudes supporting an agile working environment. These include respect, collaboration, improvement and learning cycles, pride in ownership, focus on delivering value, and the ability to adapt to change.

Why do we need an Agile Mindset?Starting with an agile mindset allows for anticipation of change and thus in turn enables for a flexible approach to carry out a project as opposed to one that fixated in the progression of a project lifecycle. Flexibility allows for changes to be made throughout a project that can be brought on by a client or the project members to improve upon a solution.

By breaking project tasks in to small prioritised tasks, segments of a project can be delivered in specific time boxed periods of weeks. After each time box, there is a retrospective to account for what went well, what can be improved and what did not go well.

Agile methodologies are based around a high prioritisation of customer needs and involvement along the development journey. In keeping the customer along the journey, they are kept up to date with each step of seeing a solution come to life, providing their input to strengthen a sense of collaboration between customer and the delivery team.

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Knowing when to use Agile or HCD

Is this the right approach for your business problem?Although agile and human-centered approaches aren’t able to be delivered simultaneously for all projects, their strengths lie in particular when dealing with a problem that can have alternative approaches to being solved.

Another point to take into consideration is whether a problem involves human interaction. When a client is facing a human-centred challenge, the implementation of agile and HCD thinking can be used in order to pinpoint a solution and deliver to the requirements of individuals rather than processes.

Is this for You?Three quick questions to help you determine whether human-centered design or agile is the approach for you to take:

1. Is this a problem that can be tackled through alternative approaches?

2. Is this a problem that results in human interaction and is human centred?

3. Are individuals open to the concept of being flexible and innovative?

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Writing Space

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Phase 1 DefineGetting Started and understanding your project brief


Phase 1 Define

Phase 2 Discover

Phase 4 Deliver

Phase 3 Develop


Viability Business

Desireablity Human

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Things You Need To Get Started

Consider the following elements below when getting started on your innovation journey.

Culture• Be flexible and

adaptable to change• Be creative in approach• Don’t be afraid to fail• Involve your end users• Celebrate team wins

and failure

Approach• Human-Centered

Design• Design Thinking• Agile Scrum• 2 week Sprints• DevOps• Experiment

Rituals• Facilitated workshops• Daily Stand ups• Sprint Reviews• Product Grooming• Sprint Planning• Steering Co Meetings• Showcases

Mindset• Don’t worry about

being perfect• Just do it• Think Big, Start Small• Don’t boil the ocean• Fail fast, fail early• De-risk solutions early

Supplies• Post-It Notes, Sharpies• Whiteboards, Markers• Butcher Paper,

Bluetack• Prototyping tools• Printer, Paper• Arts and Crafts• Timer

Ways of Working• Social Contract• Team Charter• Co-located space• Tools for document

sharing• Have Fun!

The Team• Multi-disciplinary skills• Product Owner (Client)• Scrum Team• Facilitator• Stakeholders• Co-Design with users

Environment• Open Collaboration• Music Vibes• Greenery, Plants • Windows/Lighting• Working Space• Lounge / informal

OtherWrite your own!

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Technique: Define Project Brief

Creating alignment with stakeholdersTo help create alignment and vision for the team, it is important to capture key information to support the challenge, ensuring important questions are asked upfront prior to commencing any initiative.

How do we define a project brief?• Background: What is your project about?• Objective: What are the key objectives of your initiative? What are you trying to

achieve?• Scope: When creating a design challenge, identifying the scope is important,

something too narrow limits creativity, a wide scope makes is difficult to find a place to start.

• Project timeline: Mark Key Dates, deadlines, required meetings and important events that may come up along the journey.

• Budget and Staff: Who will be on board the project? Who will be engaged on the project that will help it come to life?

• Constraints: Are there things you can’t change?• Assumptions: What are some early assumptions you want to test?• Deliverables: What deliverables are needed, by whom and when?

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Onboarding Example: Project Brief

Onboarding is critical to any organisationIn recent times, there has been a palpable transformation in Human Resources (HR) driven by advances in technology, social movements and the evolving operational business climate. As a result, we have seen organisations refocus on a key aspect – their employees. Onboarding sits at the forefront of this transformation – it is critical to every organisation, owing to the resulting widespread cultural and monetary implications. However, it is also more often than not, the most challenging for organisations to get right.

Experience Led HR Transformation – Leveraging the Digital Transformation Centre Approach

HUM

AN C

ENTR

ED D

ESIG

N

CONNECT UNDERSTAND ENGAGE PREPARE SUSTAIN

DISCOVER AND DEFINE

GOVERNANCE

1 2 3 4 5 6WEEKS

OnBoard Me

HR Virtual Agent

Tools & Technology

Enable continuous feedback and improvement

People & Culture

Physical Space

Move away from paperwork

BACKLOG OF INITIATIVES

GO-LIVE

ALPHA

BETA

CONTIUOUS USER VALIDATION

PROTOTYPING &EXPERIENCE TESTING

EXPERIENCE ROADMAP

Permanent Employee – Consultant• Touches every step

of the onboarding journey

• Onboarding sets their future expectations

• Desires a welcoming experience

Contractor• Onboarded partly

through an agency• Touch DXC internal

systems• Hired for their

specific expertise

Hiring Manager• Expects

onboarding systems and processes to work

• Values a seamless onboarding process

Human Resources – Talent Acquisition Specialist• Heavily involved in the

onboarding journey• Direct contact for

a new hire• Liasion point for

managers and new hires

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Activity: Define a Project Brief

Project background

Objectives

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What’s out of scope

What’s in scope

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Project timeline

Budget and staff

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Assumptions

Constraints

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Deliverables

Minimal Viable Products

Empathy Maps

Journey Maps

Permanent Employee - Consultant Empathy Map

THINK & FEEL

SAY & DO

SEEHEAR

PAIN POINTS PERCEIVED GAINS

“Lack of clarity around processes”

“I wish there was an easier way to do this”

“Printing and scanning financial forms”

“Onboarding is a tedious process”

“A more streamlined process”

“Less paperwork”

“A frustrating experience”

“The IT systems and processes don’t work well together”

“My printer at home is temperamental”

“Inefficient processes”

“It will take you a while to become familiar all the different systems”

“Annoyance”

“Email after email”

“Lack of feedback from HR”

“Meaningless emails”

“Slow responses to my enquiries”“My new manager apologising”

“Have I done everything I need to do”

“Confusion is a common feeling”

“We are a basket case”

“Never hear about improvements or updates”

“Little guidance”

“Left in the dark”

“Zero system integration”

“Integrated systems”

“Poor feedback loop”

“I never heard back after signing the contract”

“Didn’t know who my buddy was”

“Some feedback is better than none”

“No communication”

“Did not receive a laptop”

“Impractical systems”“Painful is an understatement” “Lot’s of workarounds”

“People scrambling to get things setup properly”

“Gaps in the process”

“No way to contact anybody”

“I’m only new so I don’t want to complain”

“Double entry of information”

“Using multiple systems to do the same thing”

“No acknowledgement of process completion” “Reassurance of process completion”

“A lot of wasted time” “Streamlined and seamless experience”

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Writing Space

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Phase 2 DiscoverDefine the Problem Statement, Empathise with your users, Research and gather data

Phase 2 Discover


Phase 1 Define

Phase 4 Deliver

Phase 3 Develop


Viability Business

Desireablity Human

Theory: Problem Statement

Why do we define a problem statement?To create clarity for the project team and ensure there is a focus on the end-user, and who you are trying to solve for. We frame the challenge in an engaging way that will excite and align key stakeholders.

Are You Ready?Some questions that you may want to ask in order to help you shape your problem statement:

• Are you solving for the right people? (eg. Clients or their customers?)• Do you have a deep understanding of your user’s needs?• Do you have a defined solution in mind?• Have you completed the project brief in scoping the

opportunity and what you want to achieve?

It’s not always easy defining the problem statement that you are trying to solve, but it is a vital part in setting the right direction for the team and can lead to breakthrough solutions.

If I had only one hour to save the world, I would spend fifty-five minutes defining the

problem, and only five minutes finding the solution.

– Albert Einstein

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Technique: Problem Statement

How do we go about creating a problem statement?It is ideal to frame the problem statement in the form of a question so that it sparks curiosity and potential solutions in tackling the challenge.

TIP! Challenge statement should:

• Represent a need/insight of your user• Be empathetic (e.g. Using verbs)• Not bake in a solution• Be compelling and inspiring to solve• Have more than one solution

Creating a HypothesisAnother way to create a problem statement is to define a hypothesis we want to validate

How Might We……….(user and need)………..

Because / so that……….(insight)……….?

We Believe…..(product, service or organisation)…..

Is not meeting…..(goals, needs, metrics)…..

That is causing……....(an effect on)……….

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Activity: Problem Statement

Have a go at articulating a business problem that you want to solve. Test your problem statement with others to further refine and improve the problem statement.

How might we

Onboarding Experience Problem Statement

“How might we create a seamless onboarding experience for new starters so that they

feel a sense of ease and belonging?”

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Activity: Hypothesis Statement

We believe

Is not meeting

Have a go at articulating a hypothesis you want to validate or test with users

That is causing

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Writing Space

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Technique: Five Whys?

Narrow your problem statementThe five why’s is a method that can be effectively used to understand and gauge an individual’s belief, where all questions begin with ’why’. This method of seeking information surrounds asking ‘Why’ to an individual’s response five times in a row to each answer.

Requirements• Facilitator• Post-it notes• Sharpies

Duration45 minutes - 60 minutes

Steps1. Assemble the right team to participate

in the workshop2. Present the problem to the group or

individual3. Ask the first why?4. After each response, repeat the ‘Why’

question four more times to further iterate the response

5. Know when to stop asking why. There are times when you may not need to ask why for the full five times or it may require a few more beyond five to get to an aligned problem focus

Why?

Why?

Why?

Why?

Why?

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Onboarding Example: Five Whys?

Leading question to employees: How was your onboarding experience?

Why?

Why?

Why?

Why?

It was bad. I felt very lost and frustrated with my overall experience with onboarding

I wanted to get onboarded as quicky as possible

So that I could adding value to my team

I want to feel a sense of belonging

It was hard trying to get support in understanding the processes to get onboarded



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Activity: Five Whys?

Have a go at testing your problem statement against the five why technique.

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Theory: Empathise with users

Why do we empathise?Empathy is the heart of any human-centered innovation process. It is the capacity to step into other people’s shoes, to understand their lives and solve problems from their perspective.

How do we empathise?Seek stories, ask a lot of open-ended questions to discover the implicit and explicit needs of your end-user. Don’t forget to talk to the extreme users! Capture what you hear, what you see and what you feel the users are feeling as these insights will help you better understand their behaviors and needs.

Be themStep into their shoes and see the world from their perspective

Understand themObserve your customer, talk to them and understand the things you are observing

Engage themGet a different perspective on your customers by talking to the people around them

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Technique: User Interview

Interview your usersThe best approach to understanding user needs is facilitating a 1:1 interview with your diverse pool of users to gain a deeper understanding around their challenges. Interviews should be conversational, where questions stem from high level topics that you would like to uncover, rather than a list of questions. This enables users to feel more comfortable where they are more inclined to share their honest opinions and insights.

Requirements• Scribe for taking notes • Interview facilitator• Notepad and Pen• Audio device • Consent form if required


Steps1. Prepare a set of open-ended questions and use this as a guide to drive

the conversation2. Get to know the person and their interests before going into the questions,

including consent form if you are recording the session3. Facilitator should drive the conversation and build rapport with the user using

active listening and empathy4. Scribe should take note on what they are saying, observing, hearing, feeling,

seeing and thinking5. Go with the flow of conversation and keep an open mind, let the user take you

on the journey but bring them back if they stray from the topic

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Activity: User InterviewsHave a go at writing open-ended questions on what you would ask your users.

Guided Structure:1. Introduction to the project brief2. About the user (Build an understanding of the participant)3. Guided Open-ended Questions (why is that important to them?)4. Thank you for participation (further participation involvement?)

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Define your customer profileCustomer Value Proposition (CVP) canvas enables you to quickly articulate and uncover insights into your users. This can be provided as an input into the business model canvas when you are looking into feasibility and viability of a solution. This can be done as a group activity.

The customer value prop also forms a part of the business model canvas that will help with validating the value proposition of products or services for your customers.

Requirements• Post It Notes• Sharpies• CVP Canvas• Facilitator


Steps1. Articulate the user you are

solving for 2. List out all the jobs and tasks

the customer wants to get done in relation to the problem statement

3. List out all the pains and concerns troubling your user in getting the job done

4. List all the gains and desires of what would help your user complete their job or tasks. What would make them happy?

Technique: Customer Value Prop

Gains

Pains

Customer jobs

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Onboarding Example: CVP



“I felt confused and frustrated with inconsistency of processes in getting all my onboarding activities completed (e.g. Laptop, ID pass, etc.…)”

“A feeling of not being welcome through a tedious onboarding process”

“I was concerned about how to go about approaching the management team and what was the best way to communicate to various levels of the organisation”

“Feeling welcomed and informed on expectations of what needs to be done”

“More clarity in the process”

“Quicker to start doing work”

“Have a sense of belonging in the culture of the organisation”

“More time spent working, less time wasting it with processes”

Gains

Pains

Customer jobs

• Familiarise self with company.

• Online training• Meet manage/buddy• Set up laptop• Organise ID Pass• Attend orientation sessions

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Gains

Pains

Customer jobs

Activity: Customer Value PropUsing the customer value proposition canvas, list out some tasks /jobs, pains and gains of a particular customer that your solving for, in relation to the problem statement.

User:

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Writing Space

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Phase 3 DevelopUnderstanding insights, Brainstorming of ideas, prioritising concepts

Phase 3 Develop


Phase 1 Define

Phase 2 Discover

Phase 4 Deliver Feasibility

TechnicalViability Business

Desireablity Human

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Theory: Understanding Insights

Why do we frame insights and opportunities?Framing an insight is important as it validates if they expose new opportunity areas that are of value.

How to frame insights?After clustering insights into themes or opportunities, it is best to create an insights statement around what users are trying to tell us. These are then prioritised and narrowed down in order to focus on the areas that are of greatest value to our users.

Onboarding Experience: key themes:

• Reduce Complexity and Manual Processes

• Improve Communication and feedback

• Onboarding used as a retention tool• Create an onboarding centric culture

A...[user] ...needs to…[needs]...because…[insights]...

Creating a Point of View

Tips: • User: Describe the type of user using empathetic language. (eg. A hurried mother

travelling with children).• Needs: Think verbs. (eg. Needs to keep her children entertained).• Insight: Observations or interpretations (because she is worried she will annoy

other travellers).

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Technique: Empathy Maps

Create an Empathy map for your usersThe purpose of creating Empathy Maps is to focus on creating an in-depth understanding of your end user. This will result in a tailored end product for the users, as well as identify potential gaps in understanding of your end user. Requirements• Facilitator• Post-it notes• Sharpies• Empathy Map Template• Insights from interviews• People involved in the interviews

DurationAs long as required to synthesis all insights form interviews

Steps1. Using insights from your user interview, plot the insights into the quadrants of the

empathy map2. Person whom led the interview should facilitate sharing of

insights and elaborating the context3. The rest of the group should help scribe further insights or help to map them onto

the canvas4. Ideally each empathy map should be conducted for one user5. Complete this for all the contextual interviews6. Once completed you can use the affinity mapping technique to map and cluster

insights into insight statements

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Empathy Maps Template

Pains Fears Frustrations Obstacles

Gains Wants, Needs Measures of success obstacles

How do your usersThink and Feel

What matters and counts to their aspirations?

What does your usersSay and Do Workarounds Appearance behaviours

What do your usersHear

Friends Influences colleagues

What do your usersSee

Environment Market trends Observations

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“How might we create a seamless onboarding experience for new starters so that they feel a sense of ease and belonging?”

Onboarding Example: Empathy Map

“Absolutely overwhelmed”

“Onboarding requires a lot of help”

“Little guidance”

“A lot of waiting”

“Quicker to start doing work”

“More clarity in the process”

“More time spent working, less time

wasting it with processes”

“Lots of compromise”

“It’ll take a week”

“Manual entry into systems”

“HR are helpful, they understand”

“Good luck with that”

“Wasted time”

“Lots of emails”

“Goodluck with that”

“Brace yourself for the difficult

processes” “Most companies struggle with

onboarding, DXC Is no different”

“There is a workaround for

this process”

“Lots of time wasted”

“Lost and confused”

“Instructions made no sense”

“Complex and convoluted”

“I had little to no support”

“Shouldn’t be as difficult as it is”

“I needed to start my work immediately.”

PAINS GAINS

THINK AND FEEL

SAY AND DO

HEAR SEE

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PAINS GAINS

Activity: Empathy Map

THINK AND FEEL

SAY AND DO

HEAR SEE

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Technique: Affinity Mapping

Unpacking your insights into themesAffinity mapping is a technique used to help you digest a large amount of data and to organise them into themes based on their relationship. Requirements• Post-It Notes• Sharpies• Facilitator• Insights from interviews• Group workshop• Whiteboard

DurationAs long as required to synthesis all insights from interviews

Steps1. Look at all the notes that you have collated from your user interviews, read through

them and start grouping common themes you start to see from what you users are saying

2. Start with high level themes and begin to analysis the relationships between your themes, if one theme is particularly large, break the theme down further

3. You may need to do this several times to identify the core insights derived from your interviews

4. Once you’ve finished the process, describe what you have synthesised, for example what is the insights, is it a user needs, pain points, and/or is it a gaps you haven’t addressed yet? Create an overarching insights statement to each cluster

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Writing Space

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Theory: Brainstorming Ideas

Why do we Ideate?The process of brainstorming ideas should be facilitated by an individual, where it is focused around a Point of View, Problem Statement or a How Might We quote.

How do we ideate?Ideation is generally done best in a group setting where people’s diverse insights and experience can help push the boundaries of what’s possible. It enables people to build on top of each other ideas. Ideation sessions are facilitated with the aim to generate as many ideas as possible with no limitation or barriers to what is possible.

Ideation Mindset...Best PracticesTo ensure the success of ideas being generated, the following principles should be adopted in any ideation session:

• No idea is a bad idea• Be open-minded• Don’t sell your idea when sharing• Provide encouragement• Have a facilitator help drive the ideations• Draw your concepts—visual representations can be perceived in different ways• Timebox your ideation session• Don’t defend ideas, avoid thinking about feasibility and viability at this point

in time• Use post it notes to limit elaboration of ideas• Don’t ideate alone!

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Technique: Crazy 8’s

Delivering a Crazy 8s ideationCrazy 8s ideation is a very fast and interactive sketching exercise that allows individuals to sketch eight different ideas within eight minutes. This is not a display of artistic prowess, more so it is a visual representation of potential ideas (that can be whacky and weird) through rough sketches.

Requirements• Post It Notes• Sharpies• Plain paper folded into 8 boxes• Problem Statement• Facilitator

Duration8 minutes ideate, 2 minutes to share

Steps1. Hand out an A4 piece of paper to

each participant in the group

2. Request each participant to fold their paper into 8 boxes

3. Set a timer to eight minutes

4. Each person will draw a different idea in to each of the sections on the paper to come up with 8 different concepts. Encourage the participants to draw out their concepts

5. Timer ends, share ideas with the group

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Activity: Crazy 8’s

Draw 1 idea for each box, totalling 8 different ideas

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Activity: Crazy 8’s

Draw 1 idea for each box, totalling 8 different ideas

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Technique: Parallel Worlds

Thinking from a Parallel World PerspectiveThe purpose of Parallel Worlds is to address a problem but from a completely different perspective. Viewing a problem from another point of view may offer a new approach to solving the problem which may be beneficial in ideating a solution. Requirements• Post It Notes• Sharpies• Parallel World Template• Problem Statement

Duration2 minutes silent thinking, 8 minutes share and build on top of ideas

Steps1. Work horizontally by writing down a parallel world 2. List 2-3 principles of how that world solves for the

challenge3. Ideate on as many ideas as you can4. Once you ran out of ideas, list another world5. Repeat steps 2 and 3 until the 8 minutes is completed

TIP: Objective is to ideate on as many ideas as possible, don’t get caught up on the worlds and principles.

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Parallel World Template

The aim is to generate as many ideas as possible rather than being fixated on the worlds or principles.

WORLDWhat product, organisation, industry already solves for this challenge really well?

PRINCIPLESHow do they solve for the challenge? What principles do they apply?

IDEASBorrowing those principles, are there any new ideas you can think of to solve your challenge?

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Onboarding Example: Parallel Worlds

“How might we create a seamless onboarding experience for new starters so that they feel a sense of ease and belonging?”




Booking flights for a holiday

• Online booking• Step by step guided

process

Onboarding app with a checklist of things to do to get started

Buddy support on day 1

Monthly get togethers to share learnings and experiences

Guided processes on how to get through each phase of the onboarding

Scavenger hunt / Networking activity for people to get to know their team members and other people in their organisation

Community Groups • Sense of belonging with like minded people

Disneyland • Guided Map • Fast passes

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Activity: Parallel Worlds




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Theory: Harvesting Ideas

Why do we harvest the ideas?After a few rounds of ideation sessions and generating as many ideas as possible, we need to start converging on the ideas to further validate if there is a desirability in the concepts to either be pursued, pivoted or perished.

How do we harvest?A quick way to prioritise the ideas is to have teams vote on their top ideas after the ideation session to do a quick gauge on which one resonates with the group. This can be done through the lens of:

• What ideas will most likely delight your customers?

• What ideas would be most breakthrough if implemented?

Onboarding Experience Harvested Idea: OnBoard Me App

A mobile app which delivers a convenient, relevant and natural access to onboarding workflow linked to Human Capital Management tools.

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Writing Space

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Phase 4 DeliverPrototype Solution, Conduct Testing, Iteration based on Feedback


Phase 1 Define

Phase 2 Discover

Phase 4 Deliver

Phase 3 Develop


Viability Business

Desireablity Human

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Theory: Prototyping Ideas

Why do we prototype?There are important reasons to prototyping, these include give an understanding of the future product, gather early feedback and allow for early room for changes.

What is a prototype?A prototype can simply be a sketch of an idea and can be used as a gauge for future improvements and initial testing. This can also be as a demonstration to stakeholders to what a final product may look like.

How do we prototype?Prototypes can take many forms that helps to bring the idea to life. Some methods include:

• Storyboards• Role playing• Concept posters• Journey maps• Physical prototypes• Lego, Arts and Crafts

Adopting the following principles:Starting rough and cheap will enable users to provide honest and open feedback to concepts before they are converted into polished solutions. Principles to adopt during user testing include:

• Start small, get it into the hands of users early.• Don’t worry about being perfect.• Draw out your concept - it’s okay to start on paper!• Prototype as a group to draw on people’s experiences and expertise.

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Onboarding Example: Storyboard

A current state ’day in the life of’ storyboard has been shown below, demonstrating an employees onboarding experience. The events, thoughts and feelings that a new hire feels is shown through the story board, highlighting the difficulty of onboarding leaving the individual annoyed, frustrated and anxious about their life at a new work environment. This sets the context for which a solution will be developed.

A Day in the Life – Current State, Permanent Employee - Consultant

EVEN

T

Receive the employment contract digitally and electronically sign it

Printing and filling out tax and superannuation details

Waiting to hear back from HR about form acknowledgement

Arrive at the office day one in preparation to meet everyone and start the induction process.

THIN

KS &

AC

TS

I can’t believe I have to print and sign the contract then scan it to send back to HR.

Why can’t I just sign the contract electronically and send it back? That would make life a lot easier.

I thought I didn’t have to print out anymore forms?

There is a lot of paper work involved in the onboarding process!

Did I fill out my forms correctly? I don’t know since I didn’t get an acknowledgement.

I have no idea who to contact.

I’m unsure if my hiring manager knows I’m coming as I haven’t heard anything back since I signed the contract.

I have no idea who my buddy is when I arrive.

FEEL

SEM

OTI

ON

S

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Technique: Concept Poster

Bring your idea to lifeThe purpose of a concept poster is to visually present a concept. This can be viewed as an easy to absorb idea that conveys the message of a prototype or concept to stakeholders and the delivery team.

Requirements• Presenter• Post-it notes• Sharpies• Concept poster template• People to test with• Scribe

Duration5 minutes to pitch, 5-10 minutes to gain feedback

Steps1. Have the template of the concept poster ready 2. Fill in the details of the template. This can be done individually or in pairs3. Share the concept with the group

A Day in the Life – Future State, Permanent Employee - Consultant

Happy to have received my employment contract and keen to start at DXC!

Relieved that I don’t have to physically print and sign any documents.

Sense of relief over how streamlined the process was.

Expected the process to be much more painful but was pleasantly surprised.

Certainty around my first day.

I’m pleased the information I filled out has made it into the right place and my manager has been informed.

I feel like I belong here already, everybody knew I was coming.

Delighted and motivated to start at DXC.

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Concept Poster Template

Concept Title: What is the name of your idea?

Who are you solving for?• Whom are your users?• Demographic?• Location?• Age group?• Point of View - users with a specific

need?

What problem are you solving?• What is your problem statement?• Hypothesis that your

trying to test?• Are there statistics around the

problem statement?

What’s the big idea? Eg. It’s an X that does Y• How would you summarise your idea in 2-3 sentences?• Is the concept similar to an existing product/service?

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Concept Poster Template

Illustrate your concept – Draw it!. What features does it have?• Try storyboarding your concept• Are there certain features to your concept• How would users interact with the product/service?• How does the product/service interact with existing processes?• How will users find out about the product/service?

What are your measures of success?• What would success look like if

you implemented the concept?• What would failure look like?• What objectives are we trying

to achieve?• Is there required training?

What are some assumptions you have that need to be tested?• Are there particular features we

need to test?• How would users want to interact

with the product/service? (eg. Phone, online, face to face…)

• Have you considered impact to organisational change?

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Activity: Concept Poster

Concept Title: What is the name of your idea?

Who are you solving for? What problem are you solving?

What’s the big idea? Eg. It’s an X that does Y

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Activity: Concept Poster

Illustrate your concept – Draw it!. What features does it have?

What are your measures of success?

What are some assumptions you have that need to be tested?

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Theory: User Testing

Testing your concepts with real users?Gaining feedback early on enables the project team to continue to gain empathy with users to validate hypothesis, behaviours of how they interact with the prototype and to further confirm the desirability of the concept so that it can be further improved and iterated.

How do we test our concepts?The concept poster described in this section is a sufficient artefact that can be used to quickly gauge the feedback of users. Users are more likely to share their honest feedback as the prototype doesn’t look polished.

Other Testing Techniques include:• Role playing• Storyboard• Concept Posters• A / B Testing• Adapt while testing• Observation in experience• Interactive Prototype (Low-Fi)• Explanation Video• Wizard of OZ Minimal Viable Product• Hi-Fi Prototype

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Technique: User Testing

Test with users individually or in groupsCapture what doesn’t work, how the user interacts with your product / service, listen more than you talk and capture what they like, what they don’t like, questions and suggestions for improvements.

Requirements• Concept Poster• Scribe• Notepad and Pen• Facilitator


Steps1. Prep, set up and assign roles if you are sharing your concept as a group 2. Pitch your concept to the user3. Assigned note taker to take feedback on what they hear, see, observe4. Capture what users like about the concept, what they don’t like about the concept5. Capture questions that users raise and allow them to contribute to improving the

concept6. Let them play with the concept, observe how they might interact with it, if it is a

prototype that you are testing7. Validate hypothesis to further iterate your concept8. Adapt your concept on the fly, if possible

Like Dislikes

Questions Improvements

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Activity: User Testing

65

Writing Space

66

Onboarding Example: OnboardMe App

Companies face the difficulty of creating an inviting onboarding experience through meeting the requirements of teaching new hires company processes and expectations, as well as providing a meaningful onboarding experience that welcomes new hires and provides them the adequate resources and direction to begin working through simplifying disparate systems.

From delivering the application, we aim to streamline the onboarding process, creating an accessible and on-demand application that allows digital facilitation of onboarding tasks. Allowing for engagement from new hires before they start working.

New Hires such as Young Professionals were engaged to test the application for their onboarding process, with elements such as bank details being input to the application.

Discover

Define

Develop

Deliver

04 Primary Elements of Improvement Identified: ommunication, Culture,

Management, Technology

• 22 People interviewed• 97 Surveys Completed

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Onboarding Example: OnboardMe App

Using Human Centred approach to co-design with end users on creating an accessible platform that meets their needs. Agile Principles were embedded into the approach to deliver rapid value to new employees within DXC.

Our work forced on creating a seamless and efficient onboarding experience that would allow new hires to feel welcomed and prepared to begin working once ready.

The solution also saved time and energy, allowing them to focus on engaging in the organisations culture whilst being introduced to new team members.

The Need The Solution The Outcome

• Rapid, frequent and substantial hiring demands

• Onboarding should be relevant to employee hire type

• Brand perception – onboarding is one of the first interactions between employer and new employee

• Evolving way of engaging with employees – more and more people are using smartphones and cognitive technologies

• Streamlined onboarding journey for new starters through mobile device

• Accessible, relevant and on-demand mobile application to enhance employee front-end and workflow

• Digital facilitation of onboarding actions

• Engagement with new hire prior to start date through to post day 1 induction period

• Increased employee speed to market

• Increased productivity for new starters – “work ready” on Day 1

• Increased productivity for HR with less manual intervention

• Consolidated onboarding framework for new hires – one source of truth for employee onboarding actions and orientation

• Increased employee satisfaction – digital onboarding experience

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Action Plan60 Day Plan Next steps to accelerate your innovation initiatives


Phase 1 Define

Phase 3 Develop

Phase 2 Discover

Phase 4 Deliver

Cultivating an innovative culture, applying Human-Centered Design, Starting with an Agile Mindset

Getting Started and understanding your project brief

Understanding insights, Brainstorming of ideas, prioritising concepts

Define the Problem Statement, Empathise with your users, Research and gather data

Prototype Solution, Conduct Testing,

Iteration based on Feedback


Viability Business

Desireablity Human

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Action Plan

Create your 60 Day Action PlanLeveraging the tools and techniques in this toolkit, create an action plan on a problem that you’re looking to solve through a human – centered approach.

Today’s Date:

What do you want to achieve in the next 4 weeks?

70

Action Plan

Date:


71

Action Plan

Date:


72

Writing Space

73

Writing Space

74

Toolkit Checklist

Phase 0: Ways of working

Do you have the have the right culture to foster innovation?

Do you have the right people with the right skills and mindset?

Do you have a business problem that can be taken through HCD?

Phase 1: Define

Prepare things you need to get started (refer to page 11)

Define your project brief

Assemble the right team

Phase 2: Discover

Define business problem statement or hypothesis statement

Empathise with your users, through CVP or Interviews

Phase 3: Develop

Unpack your insights through affinity mapping and empathy maps

Brainstorm ideas, look at parallel worlds

Prioritise your ideas to take into prototyping

Phase 4: Deliver

Prototype your idea through concept posters and other means to validate your idea

Test, refine your concept with end users

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To accelerate your innovation, DXC has a breadth of capabilities and experience to assist in understanding, building and scaling solutions to your business problems.

Ask us about DXC’s Innovation as a service offering!

BRIEF• Articulate Business Problem• Identify customer needs• Allocate business sponsor

• Define customer benefits• The Ask: Support needed

DTC INSPIRE• Equip team with innovative

tools and techniques• Create alignment on strategy • Create clarity on business

problem

• Conduct preliminary assessment on how DXC can help bring concepts to life

• Develop Industry POV

DXC REVIEW• Review register of ideas• Review briefs

• Review customer problem

GOVERN• Prioritise register of ideas• Skills to client needs

assessment

• Update on progress of initiatives

DTC EXPLORE• Set up vision of initiative• Define success outcomes• Clarity on rope of scope

• Stakeholder mapping• Create joint ways of working• Design joint action plan

1

2

3

4

5

We co-create with our clients to enable innovative and meaningful experiences for their Customers and their workforce.

Contact Details

Peter TsakissirisManaging Partner, Digital Consulting

[email protected]

About DXC TechnologyDXC Technology, the world’s leading independent, end-to-end IT services company, manages and modernizes mission-critical systems, integrating them with new digital solutions to produce better business outcomes. The company’s global reach and talent, innovation platforms, technology independence and extensive partner network enable more than 6,000 private- and public-sector clients in 70 countries to thrive on change. For more information, visit www.dxc.technology.

© 2019 DXC Technology Company. All rights reserved. CP_1303a-20. August 2019

https://www.dxc.technology/

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