Case studies

Accelerating human-centricity with Design Thinking

We, the human race, are empowered by the abundance of information and variety of experiences offered to us when choosing products or services. Most of the time we choose what is most convenient for us and have a positive bias towards those who provide positive experiences. These experiences are designed by human-centric companies. To become a human-centric company one must unlock a mindset with adequate processes and fit-for-purpose tools. This is where Design Thinking comes in as a core methodology that combines the mindset, processes and tools. The good news is that it is possible to build human-centric capabilities by upskilling teams and individuals, leveraging our Design Thinking training programme. A pharmaceutical client called on us to build the capabilities to become more human-centric across the organisation i.e. from manufacturing to enabling functions to different commercial business units.

Design Thinking, Training, User-centricity, Strategy, Capability building, Human-centricity

Human-centered innovation has long been a focus for our client but they have been leveraging the services of external partners. The ambition was to internalise this capability by upskilling employees with the support of Deloitte.

Deloitte Digital applied the Design Thinking method to design the training programme by conducting ethnographic research to ensure that the trainings were fit for purpose and catered to the real business challenges that the client was facing.

After a month of preparing the training programme, Deloitte delivered and facilitated multiple trainings of varying formats: short introduction sessions for leaders, facilitator trainings, half-day workshop trainings that addressed real business challenges, multi-day trainings to further emphasise the learning journey by applying the theory.

After delivering the trainings, the key factors for success became evident, such as customising the training programme to the context of the client, finding relevant examples from within the organisation for each training, and facilitating with high energy and enthusiasm. Additionally, design sprints and coaching sessions were organised as follow-ups.

Our Impact:

  • 4 different training approaches were designed
  • 12 trainings delivered
  • 250+ leaders and individual contributors upskilled

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