Beyond Sticky Notes: Digitalizing Design Thinking for Organizational Evolution

In the dynamic landscape of my 24-year journey in design and marketing, my commitment to innovation and user-centric solutions has been at the forefront. One of the defining chapters of my career unfolded during my tenure as a User Experience Manager at Cisco, where I led a high-performing team through a transformative period.

The stage was set—a restructuring of our sales force had triggered a decline in revenue for our product line. Tasked by the Senior Director of Product Management, my team and I embarked on a two-month sales research project that would redefine our approach and propel our product to new heights. This marked the beginning of a journey into the realm of design thinking and its transformative power.

Embracing the double diamond approach, we engaged in mixed-use research techniques, conducting interviews with salespeople, partners, and managers. Journey mapping and persona building became our compass, guiding us through the intricate web of challenges and opportunities. In the heart of this process, a pivotal design thinking workshop served as a crucible to unpack our research and align on the core problems to solve.

Our research unveiled a multifaceted understanding of the sales landscape, and we faced the daunting task of translating a wealth of data into actionable insights. As a team, we navigated the time crunch, leveraging retrospectives to continuously refine our approach. The transition from sticky notes to digitized design thinking marked a significant evolution, streamlining our operations and setting the stage for what lay ahead.

The challenges escalated, but so did our resilience. Recounting the difficulties of selling products became a journey in itself, mapped through journey mapping exercises. The simultaneous digitalization of our work and the creation of comprehensive reports became vital lifelines for our product. The empathy we cultivated for our workforce echoed through the organization, fostering a deeper understanding of the challenges we collectively faced.

Celebrating small wins became a ritual, injecting a sense of camaraderie into the team. The subsequent adoption of Miro for design thinking marked a pivotal moment, enhancing our efficiency and setting the stage for a broader transformation within Cisco. Our methodologies became a beacon, guiding teams across the organization toward a unified embrace of design thinking principles.

As the pandemic hit, the pivot to a fully digital format proved to be a game-changer. The digital landscape not only reduced overhead but also opened new avenues for collaboration. The role of a design thinking rover became instrumental, allowing me to swiftly navigate between sessions, ensuring seamless operations, and generating real-time reports for key stakeholders.

The journey reached its zenith with the realization that design thinking was not merely a methodology—it was a culture. Beyond the confines of our immediate challenges, my team and I became facilitators of change, flying around the world to conduct workshops and spearhead innovation. The Secure X platform for Cisco Security stands as a testament to our collective efforts, with my team taking the lead in the initial research phase.

Reflecting on this chapter, it's clear that design thinking became more than a problem-solving tool—it became a catalyst for organizational change. My team and I not only weathered challenges but emerged stronger, leaving an indelible mark on Cisco's approach to problem-solving. This journey instilled in me a profound belief in the transformative power of design thinking—a belief I carry with me into every endeavor.