Beyond design thinking

Northumbria University

Beyond Design Thinking Kevin McCullagh, Plan

23 January 2013

Background

Engineering Rolls Royce and Leeds University

Background

Product design Newcastle Polytechnic, IDC, N|P|K, CfID

Background

Marketing and graphics

Background

Amateur sociology Contextual studies lecturer, social forecaster, writer and commentator

Background

Design strategy Director, Seymour Powell

04. heading

04. heading

04. heading

04. heading

05. Body copy (if required)

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05. Body copy (if required)

Plan

We help companies work out what to do next

Product experience Interactions

Environments

Products

Packaging

Digital services

Title Design thinking Wicked problems / user-driven / inter-disciplinary Sub-heading iterative / prototyping / failing early

Two poles of the debate

Design craftsman

Design thinker

Title opportunity The Sub-heading

Title Beyond Design Thinking Sub-heading

Why it leaves so many designers cold

Title Beyond Design Thinking Sub-heading

Why it leaves so many designers cold Why it’s such a hot topic with business

Title Beyond Design Thinking Sub-heading

Why it leaves so many designers cold Why it’s such a hot topic with business Seizing the opportunity it has uncovered

Beyond Design Thinking

Title Designers left cold Sub-heading

Title Milan Sub-heading 2009

Title turkeys can fly in a tornado’ ‘Even Sub-heading

Designers drinking too much Title Sub-heading of their own Kool Aid?

Title Milan Sub-heading 2009

Fluffy concept

Title Design thinking Sub-heading An ill-defined notion

Roger Martin A way of thinking

Tim Brown Designer’s sensibility and methods

Mixing rigour with creativity

Analytical thinking

50/50 mix

Intuitive thinking

Balanced left and right Title Sub-heading brain thinking

Analytical

Intuitive

Title Martina Navratilova Sub-heading

Designers’ brain

Designers tend lack Title Sub-heading analytical rigour

Tim Brown A false distinction

Design doing

Design thinking

Tim Brown 2008

Design doing

Design thinking

Tim Brown 2009

Design Doing

Design Thinking

Design thinking = Design process For managers to tackle a wide range of business problems

Source: Tim Brown, ‘Design Thinking’, Harvard Business Review, June 2008

TitleMoggridge Bill Sub-heading New story, old idea

‘ design thinking is a new story, not a new process.’

Bill Moggridge, Designerly Thinking: In conversation with Bill Moggridge, NESTA, 12 June 2007

Title Design thinking Sub-heading An ill-defined notion

Roger Martin An ideal way of thinking (not exhibited by designers)

Tim Brown Designer’s sensibility and methods

Title Design thinking Sub-heading An ill-defined notion

Roger Martin A way of thinking

Strategic thinking

Tim Brown Designer’s sensibility and methods

Title Design thinking Sub-heading An ill-defined notion

Roger Martin A way of thinking

Strategic thinking

Tim Brown Designer’s sensibility and methods

Designing for nondesigners and a wider set of problems

Title Norman Don Sub-heading

‘ Design thinking is a nonsensical phrase that deserves to die’ Don Norman, ‘The Research-Practice Gulf’, Design Research Conference, 11 May 2010

Title Norman Don Sub-heading

‘ Design thinking is a public relations term for good, old-fashioned creative thinking.’

Don Norman, ‘Design Thinking: A useful myth’, Core77, 25 June 2010

Section heading Beyond Design Thinking

Title topicheading Section Hot with business Sub-heading

Title Big Re-Think The Redesigning business summit Sub-heading 11-12 March 2010

‘ Business leaders are casting around for new ideas... ...design thinking is offering itself up as one of the new ideas’ Vijay V Vaitheeswaran, ‘The Big Re-Think: redesigning business summit’, 11-12 March 2010

Vijay V Vaitheeswaran, Global Correspondent, The Economist

Title of trust and legitimacy Crisis Sub-heading

Richard Fuld, Ex-CEO Lehman Bros

Title Discredited ideas

Efficient markets

High pay = high talent

Sub-heading

Shareholder value

Light-touch regulation

The wisdom of crowds

The rise of design

Leaders discredited, Title Sub-heading designers legitimated

Leaders

Designers

Section heading

Title Section heading 1987 1997 2007 Sub-heading

1987

Title Margaret Thatcher Sub-heading

1987

Title Hair Sub-heading

1987

Title Sub-heading

1987

Title Escort Ford Sub-heading

1987

Title Design was a cult Sub-heading

Section heading

1987 1997 2007

Title Section heading Sub-heading

1997

Title return of Steve Jobs The Sub-heading

1997

Title Labour elected New Sub-heading

1997

Title Creative Britain Sub-heading

‘ We can say with pride that Britain is the “design workshop of the world” – leading a creative revolution’ Tony Blair, ‘Britain’s design industry, Foreign and commonwealth office, 1998

1997

The creative sector 40 million Americans !

Fine art auctions Advertising IT services Music industry Design Gallery and museum attendants

1997

Title of Diana Death Sub-heading

1997

Emoting

1997

Title Culture of emotions Sub-heading A shift from the head to the heart

Section heading

1987 1997 2007

Title Section heading Sub-heading

2007

Title Design on TV Sub-heading

2007

Title aesthetic expectations Raised Sub-heading

‘ The rise of look and feel – aesthetics are a universal human desire NOT a luxury’ Virginia Postrel, ‘The Substance of Style’, 2003

2007

Creativity a mass Title Sub-heading aspiration

2007

Tim Brown is a big Title Sub-heading hit at Davos

Failings

Bruce Nussbaum

Design Thinking is a failed experiment ... The success rate for design thinking processes was very low.

Fastcodesign.com, June 2011

Failings

Gadi Amit President and Principal Designer, New Deal Design

Design thinking is a marketing slogan adapted by a very large and influential Innovation consultancy to redefine its services to be somewhat-similar to Business consulting.

Fast Company, November 2009

Failings

Title quality design is hard High Sub-heading Design is not an algorithm

‘ Design is not important.

Good design is important.’

Jonathan Ive, ‘Lessons from America’, Design Council / HEFCE, September 2006

Failings

Design leadership challenge

Process

Context

Talent

Failings

Design thinking Overly focuses on process

Design thinking

Process

Context

Talent

Failings

Design needs take more Title Sub-heading of its own medicine

We need to innovate how we innovate There is no one size fits all approach to innovation

Roberto Verganti

Failings

Not a magic process

Design Thinking ™ ©®

Failings

Underplays the importance of finding, nurturing and motivating talent Design thinking

Process

Context

Talent

Failings

Setting the context is the key design leadership challenge

Process

Knowledge Perspective Analysis Foresight Vision

Context

Talent

Beyond Design Thinking

Title Stepping up and seizing the opportunity Sub-heading

Cut down on the Kool Aid!

More than stylists 5 levels of design

5 Problem framing 4 Problem solving 3 Functionality & usability 2 Aesthetics 1 Accidental design Source: adapted from www.bplusd.org

Claudia Kotchka ex-VP Design Innovation & Strategy Procter & Gamble

More than stylists

5 Problem framing 4 Problem solving 3 Functionality & usability 2 Aesthetics 1 Accidental design Source: adapted from www.bplusd.org

Design

More than stylists

5 Problem framing

Design thinking

4 Problem solving 3 Functionality & usability 2 Aesthetics 1 Accidental design Source: adapted from www.bplusd.org

Design

Not all designers can or want to go beyond styling, usability and functionality

Some designers can add value

Designers

‘ This role doesn’t suit [all] designers.

It needs a designer with good business acumen who can bring a wider view with a more consumer focused opinion of benefits.’

Stephen Hart, Technology Strategy Board

Opportunities at the front end

Strategy & planning

Concept design

Design development

Specification

Section heading

Title capabilities Section Five heading to build on Sub-heading

1. Cross-silo communication 2. Consumer experience awareness 3. Foresight and vision 4. Visualisation and prototyping 5. Resolving and completing

1. Cross-silo communication

Title Multi-lingual facilitators Sub-heading translators and bridges Interdisciplinary

Customer support

Channel

Packaging design

Finance

UX

Product design

Marketing

R&D

Designers

1. Cross-silo communication

Title Cross-silo facilitators Christopher Lorenz envisaged Sub-heading a bigger role for designers in 1980s

‘ [designers good] translators, bridges and catalysts [between corporate silos]... [playing the role of] facilitator, coordinator, evaluator and completer.’

Christopher Lorenz, ‘The Design Dimension’, 1986

2. Consumer experience awareness

Consumer context, perceptions Title Sub-heading and behaviours

2. Consumer experience awareness

Title Experience/service design Sub-heading A genuinely new and powerful approach

2. Consumer experience awareness

Title Cultural interpreters Sub-heading

‘ [Design is] ‘problem solving in a cultural context’ Ron Arad

2. Consumer experience awareness

Too much focus on consumers

2. Consumer experience awareness

Title Consumer needs last Sub-heading

‘ Technology first, invention second, needs last.’

Don Norman, ‘Technology First, Needs Last’, interactions.acm.org, March/April 2010

3. Foresight and vision

Title A future focused stance Sub-heading

2010

2011

2012

2013

2014

2015

‘ Strategy must be created from the future backwards’ Gary Hamel

3. Foresight and vision

Making sense of change Developing a distinctive view of the future Society Urban age Culture of emotions

Social fragmentation Knowledge society

Culture of fear

Polarised prosperity

Authenticity

Economic stagnation

Behaviour manipulation Global interchange Simplification Sustainability tensions

Pick ‘n’ mix values

Network society

Society selects its value s from a number of places, rather than a single institution

2008

Tapered Trapesium

EU countries

Wellness

80

Delight & Humour

I believe there is some sort of spirit or life-force I don’t beleive there is any sort of spirit, Godor Life force

70 Crisp Cutaways

60

Internet of things

Technology

Soft Utility

E

T

Pop Dots Patterned Colour

Perforated Pattern Tonal Families Layered Tones Light Follows Form Dual Colour

Truncated Solids Uber Matte

Bright Blocks Romantic Hues Transparency Nude Hue Tones Pastel Accents Pastels Blocked TonalTinted GreysTransparency Vibrant Minimalism

Dimple

Soft Swell

Smooth Transition

MonoGradients Colour

Tonal Textures

Soft Minimalism

Concrete Wood & Black Light Wood Contrasting Com. Bold Bodies

Primary Accents

Internal Glow

Fluid Wrap

Frame White & Wood

Block Primaries

Dark Sumptuous ...

Pillowed PurityRestrained Organic

Long Life Design Real Material Com. Architectural Com..

Cool Minimalism

0 Franc A growing number of people are taking more active interest e in their health and wellbeing. As populations age around the world, many people will live with chronic diseases, making health the primary focus of their lives. This dynamic is driven by a growing public awareness of the effect of lifestyles on health, coupled with easy access to information online and health services not being able to keep up with growing demand. Advances in information, communication, and sensor technologies have enabled more access to information about our environments and our own bodies.

Browns & Coppers

Smart Organic Organic Minimalism Casual Modularity

Warm Metal

Mechanic Cork

P

Modern Heritage Creature Features Surface Pattern Pop Cute Micro Metal Tactility

Chinese Retro Manga Effects...

Decorative Lines High Tech Pops

Senseware Floral Motif

Sleek Tech

Retro Modern Lux Matte Black Charcoal

S

Proactive awareness of health 10 and wellbeing

Decorative Array

Splice Transition Modern Craft

Wellness

Olympic Pattern Emotional Exp.

Macro Repetition

ObjectWeave Outline Square

Layered Skin

Natural Life

Organic Petal

Sequential Lines

Heritage PixilationHybrid

Micro Repetition

Tough Technical

30

UK

Wires

Retro Futurism

20

Germany

Pleated Surface

Granular Montage

White & Gold

Quilted

Cloud services

Energy crunch

Macro trends

Spain

Urban Angst

Protective Pattern

Playful

I believe there is a god

40

Italy

Crystal Detailing Gold & Black

Emphasised Feat...

Variable Wave

er ‘life force’ than other

50

OURCE: Eurobaromete r 225 - 2005

Exaggerated Details

Extravagant Organic

in god and more in anoth

selected EU countries,

Elaborate

Organic Maximlism Faceted Cubism

Serious

The UK believes less

Level of religious belief,

Economy

White

Matte & Rubber ...

Reflected Diffusion

d Design tren

Simple

ks Bright Bloc origins with A bold trend essories in fashion acc

instream.

g into the ma s are movinnai Bright colour hts, Chen er, Ingene Insig Kaustav Sen,

and h Samsung ant happening wit import This is already r is becoming more lou es.

Sony Vaio. Co be primary colour palett to i but it needs t, New Delh der, DesignBai

Own

Popularity

Politics

Social trends

Samsung, Corby

, Foun

Srishti Bajaj

t will new trend tha e.

A relatively tim to two years peak in one, Editor, Yuva Magazine, Mumbai

l

wil t the youth and rs. s will attrac Bright colour in the next couple of yea ty gain populari Ahmedabad

Regional impact Global – most advanced in Europe and North America

M.P. Ranjan,

Emerging

Mainstreaming

Peaked

Healthcare funding crisis Handheld hospital Healthcare economics inflection iPills Self measurement Super hospitals

Obesity Home medical devices Measured living Tracking matters Medical tourism e-Health records Privacy concerns

Organic food

Sony, Vaio EA

Series

wani

Deepali Nand

Professor, NID,

ck

Casio, G-Sho

2004

2005

2006

ger urban Relevance ed to be adopted by younthat it is fresh start fact selves This trend has consumers who like the rentiate them Expressive (X) and allows them to diffe could be diluted e hetic vativ aest inno ul and stream. Its playf it with more from the main able covers and provide appeal to include its with exchange thus widening crucial and most ility flexib longevity and However, life stage is project us image to (C).

Flamboyant r a more serio ns will prefe working India group. to their peer

2007

2008

2010

2009

vers

Inhibitors Dri ses ul for the mas Too loud & playf tions evity considera Device long al cues ation aspir Lacking

2011

s h fashion trend In line with yout of black Some bored

2012

2013

Segment A Segment B Segment C Male-Female

Youth-Old

Urban-Rural

3. Foresight and vision

Title Vision Sub-heading Over insight and empathy

‘ Radical innovation does not come from users...

Designers have become less visionary.

They have spent the last 10 years getting close to consumers and trying to become businessmen, and have lost their visions.’

Roberto Verganti The Big Re-Think: redesigning business summit 11-12 March 2010

3. Foresight and vision

Envisioning

Developing and articulating a clear view of the final destination, that is inspiring and achievable.

Product vision

Dual face product architecture Precision fit, like a SLR camera and lens ion

Product vis

Experience Beyond the

vision

product

ram Affinity prog

ister owners to reg Encourage world to unlock a the product fits ne be of premium

service Concierge channel

ltiProactive mu -purchase pre service from set-up to ecosystem

Service vision

Voice based services

Register your

Beyond speech recognition

product

Next

Voice sourcing

Geo-tagged voice messages

Working Notes

Banter Channel

Cu

ories rated access

ra a premium au s Orchestrate heral quality perip with a high range

Associative

marketing

m other premiu Partner with equity erage their brands to lev consumers ir and target the

Integrated

retail

m ctively premiu Make it distin e concierge at rat and demonst retail step

4. Visualisation and prototyping

Making early ideas tangible

5. Resolving and completing

Title deadlines Hitting Sub-heading

‘ Design is the best you can do by next Wednesday!’

Charles Eames

5. Resolving and completing

Title Editors Sub-heading Disciplined focus

‘ It was about being very focused and not trying to do too much… the key was getting rid of stuff’ Jonathan Ive quoted in ‘The guts of a new machine’, New York Times, 30 November 2003

Section heading

Title capabilities Section Five heading to brush-up on Sub-heading

1. Macro-micro perspective 2. Analytical and synthetic rigour 3. Opportunity framing 4. Guidance frameworks and principles 5. Argumentation and communication

1. Macro-micro perspective

Title Wide-angle lens Sub-heading

‘ Laser intelligence probes deeply into a topic, but ignores opportunities to cross-pollinate...

Searchlight intelligence may not probe as deeply but is always scanning the environment and [spotting] connections across spheres.’

Howard Gardner, ‘Five Minds for the Future’, 2007

1. Macro-micro perspective

Helicoptering up

Desirable

Big-picture perspective

Design strategy Viable

Feasible

1. Macro-micro perspective

Zooming down to the detail Helping senior management engage with design

Big picture perspective

Affinity with design detail

2. Analytical and synthetic rigour

Wrestling with complexity

Knowledge Funnel

Mystery

Heuristic

Algorithm Source: Roger Martin, ‘The Design of business: Why design thinking is the next competitive advantage’, 2009

Unexplained problem

Rule of thumb

Replicable success formula

2. Analytical and synthetic rigour

Title Ambiguity Tackling fuzzy and multi-dimensional Sub-heading ‘wicked problems’

2. Analytical and synthetic rigour

Title Scope Sub-heading

2. Analytical and synthetic rigour

Title Frame Sub-heading

2. Analytical and synthetic rigour

Title Analyse Sub-heading

2. Analytical and synthetic rigour

Title Synthesize Knitting together disparate information Sub-heading into a new and coherent whole

2. Analytical and synthetic rigour

MECE model A key tool to help with analytical rigour

Mutually Exclusive, Collectively Exhaustive

2. Analytical and synthetic rigour

MECE model A key tool to help with analytical rigour

Mutually Exclusive, Collectively Exhaustive

No gaps

2. Analytical and synthetic rigour

MECE model A key tool to help with analytical rigour

Mutually Exclusive, Collectively Exhaustive

No overlaps

No gaps

2. Analytical and synthetic rigour

Title Synthesisers Christopher Lorenz envisaged Sub-heading a bigger role for designers in 1980s

‘ It is not the mundane skills of sketching, shaping and colouring which make the industrial designer such a valuable resource, but the multi-faceted ability to contribute to the work of other disciplines, and to stimulate, interpret and synthesise it.’

Christopher Lorenz, ‘The Design Dimension’, 1986

3. Opportunity framing

Clarifying fuzzy areas Defining and structuring the issues

Process framing

Opportunity recognitio

n

The fuzzy front end of the technology innovation proc

ess ng

guage frami

Design lan

What value can design

3D

add at the front end?

elements l

Form & detai

Market understanding

Form Market inquiry

Concept development QuEST

Idea generation IB

Technical opportunities

Problem solving

Prototype development

Prototype/positioning development DB

Industrialise /

AB

Launch

Finalise process and other developments

Market framingCommercialise

Premium principles Technical inquiry

De-bug

IR

Elements

Opportunity recognition

3D

Proportion Silhouette

Form

metry Surface Geo nt Edge Treatme

Detail

Pattern

ER

Colour

CM F

Material

Tone Saturation Brightness Coating

Convey sophistication and affirm self-worth ition

Split lines ent

Edge treatm

ure

Special Text Finish

Compos

Premium

Orientation Position Size Shape

Express a distinctive Style view on the future Colours

Mass

Detail

Substrate

Finish

2D

Visionary

Stance

Split lines

Implementation and launch

Aspirational

etry

Surface geom

Stance

Experience attributes

Luxury

Silhouette Proportion

Innovative

Stay ahead of the mass market

Engaging

Have powerful emotive appeal

Coherent

Have a consistent tone, look and feel

Typography Illustration Application Tone Saturation Brightness

Pattern

es

Notes

Notes

t. External 1 - Line weigh

al 0.3

rnal 1 / intern

/ internal 0.3

ght. Exte 4. Guidance and principles 0.3weiframeworks Line - al al 1 / intern

. Extern

Range

possible mal lines as - Use as mini profile to all - add taperped weights - add linework s - add cyan area AIO linework - Draw up last

possible mal lines as - Use as mini profile to all - add taperped weights - add linework s area cyan - add AIO linework - Draw up last

possible nimal lines as to all rped profile work weights n areas

2

2

ge of thumb Ran Simple and powerful rules

1 2 1

1. dra

e Holding imag do linework to e Holding imag do linework to

ork p last AIO linew

ped

A

NotUes

Change initiative

Key steps upmarket

Changes needed to prem

Series

iumise

1 Commit for the duratio Repositioning upmarket takes time – years, not quarters

n

G

S 2 Develop a premium culture

Notes

t. External 1 - Line weigh

Create a distinct, releva nt and credible vision

g

le l lines as possib - Use as minima all ed profile to - add taperp rk weights - add linewo - add cyan areas

nt Manageme

rategy

uage st Design lang

2011

12

AIO linework

2

ble al lines as possi - Use as minim profile to all - add taperped weights - add linework - add cyan areas

tools

- Draw up last

/ internal 0.3

/ internal 0.3

Range

Range

3 Create a new meanin

Start to live and breathe premium to become discerning guard ians of premium

t. External 1 - Line weigh

Y

- Draw up last

Holding linework

AIO linework

Overview

4 Become an experie nce company Manage intangible value across the consumer journey and touch -points

Series

S

Range traits

Series

5 Send a clear signal to the market

Communicate that the comp any has changed

S

Dropped

G

G

G Series Proposition

S Series

Basic Entry level / ter Bargain hun 9 $399-49

Proposition Problem framing

Product vision

Change initiatives

Market insight

Value propositions

Process development

Industry foresight

Portfolio planning

Management tools

Luxury rules 1. Manufacture meaning 2. Tell evocative stories 3. Create hero products 4. Craft flawless and distinctive objects 5. Launch with panache 6. Distribute globally 7. Orchestrate the brand context 8. Package the aura 9. Maintain momentum

Dropped

YG

U

US

Dropped

Case study Luxury market entry strategy

/ Easy online Colourful / Fun er unknown Target consum $299-449

s B / AIO trait

Long battery / Ultra thin / ies’ Exquisite ID & ‘trendy lad professional Experienced 99 -11 99 $4

ID

Direction

Direction

1. Manufacture meaning

Trait

An authentic essence providing reasons to believe the brand internally and externally

Series

Heritage: Montblanc

National provenance: Rolex

Craftmanship: Hermès

Building a meaningful and relevant past

The importance of origin

Hand crafted touch

High quality: Tiffany & Co.

Aristocratic links: Louis Vuitton

Artistic creator: Giorgio Armani

Materials are never compromised

Associate with the highest classes

The figurehead’s vision

Dropped

bold lines - Slab front

t Precise plea - Speaker de

ts Precise plea il - Speaker deta

Y Trait

Trait Luxury rules

draw u base

/ Homewares

e d Performanc Sophisticate

U

G

S

draw up serie base

/ Stylish ID s Entertainment Professional dents & Young University stu bold lines - Slab front $599-1199

c Muted Organi

Durable Classic

Pastel Swell

Y Series Proposition

U Series Proposition

Direction

Direction

Series

A

U

Y

B

Y A

1986

een Creeping Scr

Trait

S

G

U

5. Argumentation and communication

Clear, cogent and compelling

Positioning

Diagnosis

Strengths

Bright Blocks

Strengths

Buying power Associations: solid, reliab

le, trustworthy

Weaknesses Brand legacy: no aspira tional attributes Dull, dated and inconsisten t design Little influence over UX (Windows) Beholden to retailers HP.com discount retail experience

Slide 20

Premium IT category define r Aspirational cool factor Experience aesthetics and coherence Era defining branded retail channel Ease of use Customer service (Geni us bar)

s

Conclusion

s

Bright Block Only works

e

sion for som

on one dimen

Flaunt Weaknesses Loss of visionary leadership Pristine and delicate prod ucts Walled garden Lack of design choice Cloud services (iCloud)

h-end status es are a hig d Mobile phon present technology an re is symbol. They are not a dress which ily ey Th a . d on da ge an the future ch be and can Bright disposable dependable. need to be ildish basis. They lous and ch vo fri em th e t. colours mak e of produc not that typ and they are T, Kolkata

Summary

Rohan Basu,

A short description of what it is, what it does and how it does it. This text also describes the audience and their key objective.

Key moments

Pain points Laborporem quiaspide Sequi omnis et pedit Venet verehen issunt qui doluptaes Niendio volupid elligen ditatur

Conformity

Volupta vel estiatum volenda

Benefits media a RECREATED LOGO

Moment 1 Porrum dolupidis sin nos aligenim reprovit, aut as ipsam dunt hicimus aeprat eaturibus mi, excerer spedia con natis denihillam asit, inus autem harit est aut enit parum ut et rerias ent fuga. Et aria nimilic illita sintur accuptate.

Offic testior aut ventias ex Aspide et volorep udiam In conet et hillaccus sunt harcit Is nostiatioria quia qui imusdae Torestem fugitat iberion

Features Im aborehendae nem aut faciur Ullibusam num et hil ipsant

$

Primary revenue stream Am, et as moloreptum remolup tatur, necerch ilique re volorunt undae.

ctor, JW

Creative Dire

Moment 2 Porrum dolupidis sin nos aligenim reprovit, aut as ipsam dunt hicimus aeprat eaturibus mi, excerer spedia con natis denihillam asit, inus autem harit est aut enit parum ut.

Tamentum endunt exped Rem eaturia tatquam Itatet volo bla corrorest

Value

A new generation of talent Title Sub-heading able to step up

Title you Thank Sub-heading We join the dots

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