This guest post is from Jack Ludden, Head of the Web Group and New Media Development at the J. Paul Getty Trust.
When looking to find organizational buy-in for design thinking, there are six guidelines that should be considered. Tackling each of these with some forethought and clear intention will help you implement design thinking in your museum or institution.
At the J. Paul Getty Trust and Museum in Los Angeles, CA, we improved our online visitor experience using design thinking tools and strategies. As a result, senior leadership was able to clearly see its benefits. The process was challenging, but the end results have been exciting and rewarding.
One: It starts with you
The person trying to initiate design thinking needs to believe in its basic principles. I don’t mean you simply like the idea of iterating and being innovative. I mean you have to fully believe in and embrace the iterative process (including efficient, open-mined collaboration).
Having been involved with technology and the arts for as long as I have, iteration and prototyping are core to me. In fact, some may say that I have innate fondness for the “perpetual beta.” My MFA from the School of the Art Institute of Chicago and my years of code hacking and pixel pushing have prepared me. This means I’m inherently comfortable with such practices as rapid prototyping. Having been at the Getty for almost 10 years, I am fortunate to have a development team that supports this kind of thinking.
Now, this does not mean that you need to be the same way. All you need is a commitment to this type of thinking. With that said, you should consider if there is a person you work with that may be able to help you champion design thinking. As you formulate your design thinking implementation plan, try to find like-minded supporters who can help you build momentum.
Two: Show don’t tell
In today’s world, buzzwords seem to constantly come and go. Be careful about introducing the term “design thinking” before people have a chance to actually understand the key components of the process. If you start off calling your approach “design thinking,” colleagues may concentrate more on the terminology than on the process itself. Instead, my recommendation is to introduce specific practices such as prototyping, rapid development, and audience feedback. In other words, start your initial conversations by using concepts that are already generally understood by your management team.
As we rebuilt a section of the getty.edu website, I took this approach and it worked really well. As I talked with colleagues and executives across the Getty, there was immediate attention given to my project. The best part of it all, I was not exaggerating or over-selling. Design thinking really did improve efficiencies, solidify cross-department buy-in, help define job roles and responsibilities, support rapid development, and highlight our audience needs.
Three: Find the right time
Once you have introduced the key components of design thinking and then introduced the term itself, you need to find the right time to implement it. For example, at the Getty, I have often found success introducing new methodologies at the end of the fiscal year. While that time of year is very busy with additional efforts like end-of-the-year reviews and year-end budgeting, I found that people appreciated the change of pace.
I was fortunate enough to be able to organize a design thinking workshop for my team last spring (2013), just a month or so before the end of the fiscal year. This not only prepared my team for the shift in production models but it also prepared them to become ambassadors who could introduce the concept to others at the Getty.
Four: Find the right project
Arguably, the most important thing you can do is to find the right project to be the inaugural design thinking project at your organization. You need a project that has measurable and substantial impact on your audience. In addition, you want this same project to be of interest to staff across the organization. Ideally, that means the project has perceived value to different people in different departments. It should incorporate different types of experts – technologists, curators, designers, etc. Finally, it should be a project that you know will be noticed by executive leadership. Of course, it is asking a lot to find a project that fulfills all these things. At the Getty, I was fortunate enough to work on the redesign of the Visit section of the Getty website. This project fulfilled all the criteria mentioned above.
Five: If a picture is worth a 1,000 words, then a good prototype is priceless
Once you have talked about design thinking with your organization, one of the most important things you can do is show everyone your findings. A rough, workable prototype with a ¾ of page (no more) set of bullet points that highlight the major take-a-ways will have a very positive impact. This will allow you to walk into any meeting with senior leadership and say that the project team has built a consensus and they are putting together an aggressive production timeline.
For a project team, prototypes are also incredibly invaluable. They enable all the various experts (Educators, Designers, Technologists, etc.) to better inform themselves about what opportunities and/or challenges may exist when they transform the prototype into a final product.
Six: Demonstrate results
One of the best ways to get executive buy-in is to simply highlight your design thinking project once it’s complete. Generally speaking, project outcomes can help you demonstrate design thinking’s success. At the Getty, using design thinking has helped us:
- Become more efficient. With early consensus-building conversations and prototyping, production timelines were reduced by weeks.
- Become more communicative and collaborative. I saw more information shared more consistently throughout production.
- Better define roles and responsibilities. In particular, I saw the role of Project Manager become more effective and better understood across the development team.
To successfully get buy-in from senior management, you need to show them that:
- You are promoting innovation
- You are defining and solving challenges
- You are making the organization more nimble, responsive, and efficient
Design thinking can help an organization see change not as a revolution, but as a constant evolution. We don’t want organizational change to occur just once. We want it to happen all the time.
Jack Ludden is Head of the Web Group and New Media Development at the J. Paul Getty Trust. Jack is the past Chair of the American Alliance of Museums Media and Technology Professional Network, and currently the Vice Chair of all 22 American Alliance of Museums Professional Networks.