The term "design thinking" may seem like rocket science and fancy words, but it's how we run our business, build strong long-term client and supply partner relationships and crucially, deliver a delightful experience to those we help to relocate around the world.
If you've never heard the term or the concept, here's a great article from HBR to get you up-to-speed. You may even begin to re-think your global mobility policies and practices after digging into the subject. Using design thinking, you can make tangible improvements to processes, as well as your internal customer experience.
If you get a taste for it, check out our white paper titled, The Happy Customer Equation to see how can take action now with your own mobility programme!
In most organizations the application of design thinking involves seven activities. Each generates a clear output that the next activity converts to another output until the organization arrives at an implementable innovation. But at a deeper level, something else is happening—something that executives generally are not aware of. Though ostensibly geared to understanding and molding the experiences of customers, each design-thinking activity also reshapes the experiences of the innovators themselves in profound ways. Many of the best-known methods of the design-thinking discovery process relate to identifying the “job to be done.” Adapted from the fields of ethnography and sociology, these methods concentrate on examining what makes for a meaningful customer journey rather than on the collection and analysis of data.