Dmgt 748 prachi vyas final project process book

STRATEGIC FRAMEWORK DESIGN FOR

COLLABORATION IN THE CONSULTING INDUSTRY

PRACHI VYAS | MA DESIGN MANAGEMENT | WINTER 2017 | SAVANNAH COLLEGE OF ART AND DESIGN

Š 2017 Prachi Vyas Final Project submitted to Faculty of Design Management (DMGT) at Savannah College of Art and Design (SCAD) on March 14, 2017 as partial fulfilment of the requirement for the degree of Masters in Design Management.

The editorial content does not necessarily reflect the views of Savannah College of Art and Design. It was produced in the Winter Quarter of 2017 and covers the period between January and March 2017.

Apple Macintosh OS X computers using Adobe Creative Cloud software (InDesign, Photoshop) and MS documents were used to design all 125 pages. Typeface family Gotham, created

by Tobias Frere-Jones ( Hoefler & Co.) and Neutra by Richard Neutra and Christian Schwartz ,were used. All images were created by or the Author in different DMGT classes unless otherwise noted.

All images were created by or for the Author in different DMGT classes during this study unless otherwise noted.

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dedication I dedicate this project to my husband Swapnil, for supporting me throughout the journey and bringing me to this world of experiences . It was an adventure which would not have been possible without you by my side to guide me.

acknowledgement I am grateful to all the professors who gave me their support and knowledge making my experience at SCAD challenging and valuable.

A special thanks to my peers for being a constant source of inspiration to contribute and nurture me with their knowledge introducing new avenues for my exploration.

Illustration by Yaqiong Qiao.

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design management Design management aligns business and design with an empathetic approach through design research and strategic thinking to facilitate creative problem solving.

The role of a design manager is to gain trust and create environments that foster the culture of collaboration guiding the design process that enhances the organizational objectives.

Illustration by Yaqiong Qiao.

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introduction

DESIGN THINKING

ORGANIZATION DEVELOPMENT

COLLABORATION

CULTURE

Collaboration has long been recognized as the lifeblood of differentiated organizations, which need to integrate activities across functional, divisional, geographic, and hierarchical boundaries (Blau 1970; Lawrence and Lorsch 1967; Thompson 1967). Yet collaboration across horizontal boundaries (e.g., functions, divisions, and departments) often proves elusive because of barriers such as misaligned goals and performance criteria (Walton and Dutton 1969), divergent interpretive schemes (Dougherty 1992), inter-unit competition (Tsai 2002) incompatible language systems (Bechky 2003).

At the same time, collaboration across vertical boundaries (e.g., hierarchical levels) can prove challenging because of perceived and actual differences in power, resources, and status (Astley and Sachdeva 1984; Fombrun 1983) Consulting engineering companies are differentiated organization that strive for more innovation and flexibility as a response to the contradictory demands from the organization and an unpredictable business environment. In doing so, knowledge management strategies, project organization and the redesigning of office spaces are employed (Christian Koch and Mads Bendixen, 2005).

Figure 01: topic circles

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table of contents

DISCOVER

DEFINE

DEVELOP

DELIVER

Figure 02: double diamond

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PROJECT FRAMING

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SUBJECT OF STUDY PROBLEM STATEMENT TARGET AUDIENCE PURPOSE OF PROJECT SCOPE OF STUDY SIGNIFICANCE OF PROJECT

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subject of study

target audience

Building a sustainable strategic framework that guides the collaboration within an organization, helping consultancies create trust and alignment for their workforce.

The consulting engineering organization can be viewed as a constellation of diverse practices and organizational principles that are, and need to be, ambiguous to account for the contradictory tensions in the organization as such ( Christian Koch and Mads Bendixen, 2005).

CONSULTANCY PRINCIPALS From small and medium consultancies, for whom this project will provide areas of opportunities for effectively integrating strategic collaboration to position themselves as an innovative organization.

problem statement The current dynamic of most engineering consultancies does not reflect a strategic approach towards collaboration. It is often seen that organizing in consulting engineering is project based and ever changing, affecting the dynamics that in contrast perforate the projects and maintain professional communities. The tyranny of projects affects the allocation of resources and the scheduling of work can constrain organizational and other innovations.

However, little attention has been given to developing a strategic framework to organize and promote a collaborative culture.

CHIEF EXECUTIVE OFFICERS Management Professionals, Decision makers, Brand designers, advertisers & Marketing managers and Partners for whom this project provides a strategy to employ collaborative cultures for branding and communicating strategy through a brand.

CHIEF EXECUTIVE OFFICERS HUMAN RESOURCES

CONSULTANCY PRINCIPALS

Figure 03: target audience

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purpose of project

significance of project

The purpose of this project was to understand how design management methods could be leveraged to build a strategic framework fostering collaboration to help consultancies using three perspectives: the firm- it’s mission and people, the projects and the spatial /community setup to study their environment innovate to create a sustainable brand in the market.

MY DEVELOPMENT: Higher awareness about the corporate culture and a deeper understanding of team and individual dynamics that influence collaboration and social interactions with peers and leaders.

DESIGN MANAGEMENT WORLD: Validating design management as a viable and sustainable perspective for solving wicked problems.

TO THE WORLD AT LARGE: Understand surface key factors that resist collaboration and alleviate these issues.

scope of study

EMPLOYERS AND EMPLOYEES: Create value for the employee by creating value and for the employer by creating environments fostering collaboration and innovation. In the field of development of strategic collaborative cultures, this study could prove useful by providing valuable insights to alleviate intra-organizational issues and cultivate an active, branded collaborative culture.

CONTEXT: Engineering Consultancies with a varied workforce that are involved in a wide spectrum of projects.

CONTENT: The culture and dynamics of the engineering consultancies regarding team work and process will be studied in order to understand business strategies that influence the workplace.

SUBJECTS: Engineering and Design Consultants, Team players, Owners, Management.

TIMELINE January to March 2017.

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Research & synthesis

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RESEARCH METHODOLOGY RESEARCH SPACE RESEARCH QUESTIONS SECONDARY RESEARCH PRIMARY RESEARCH ACTIVITIES PRIMARY RESEARCH PROTOCOL RESEARCH FINDINGS RESEARCH FINDINGS AT A GLANCE

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research methodology The project utilized the methods of contextual research for collecting qualitative data. Secondary research was conducted through journal articles, books, media scan to gather information about existing ecosystems to uncover the problem areas. Primary research was used as a prime resource for collecting data and generating insights. A qualitative approach emphasized the qualities of entities, processes and meanings that could not be experimentally examined or measured in terms of quantity, amount, intensity or frequency (Denzin and Lincoln 2000, 8)..

Rob Cross, Reb Rebele, and Adam John Stevens & Lynda Gratton, Grant (2016) James Moultrie Tamara J. Erickson (2011) (2007)

Design Research

Cindy Zoghi, Robert D. Mohr and Peter B. Meyer (2010)

Productivity

Erik Baark (2001)

Tasks Skill Develop ment

Environment Manage ment

Alex M. Dunne and Tonya M. Peck(2015)

Compo sition

Resource Alignment

Leadership Conflicts

Sarah Todd (2012)

Design Management

research space The ecosystem map evolved to show the research stages. The map shows the different parameters and interactions between the topics hidden under them.

The relationships are synthesized in the map.

Kip Kelly (2014)

Design Strategy

Creative Problem Solving

Strategic Framework

Nicolaas P. Pronk (2015)

Develop ment

Collaboration Culture

Engineering Consultancies

Team Dynamics

Commun ication

Talent

Workplace

Thum Peng Chew (2005) Spatial Design

Rizal Sebastian (2005)

Networking

Design Thinking

Steelcase

Innovation Transfor mation

Tracy R. Lewis (2012)

Business

Sameer B. Srivastava and Mahzarin R. Banaji (2011)

Flexibility

Lai,J.Zin,R. & Yahya,K.(2014)

Christian Koch , Mads Bendixen, (2005)

Figure 04: ecosystem map

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research questions How might we define and identify design management methods useful to this study ? a. How does design management impact collaboration? b. How can design management facilitate organizational transformation? c. How might design management methods be used to create a strategic framework?

How might we define a Strategic framework?

How might we leverage design management methods to create a strategic framework for developing collaborative cultures in an engineering consultancy?

a. What does it mean for design to be strategic? b. What are existing organizational strategies? c. What role do organization development practitioners play in defining the strategies? d. What is the role of a design manager in designing the framework?

How might we describe collaborative cultures in an engineering consultancy? a. How might we define collaborative culture? b. What is the existing culture of collaboration within an engineering consultancy? c. What are the challenges faced while working in collaboration?

How might we define an engineering consultancy? a. b. c. d.

What are the important aspects of an engineering consultancy?

What are the prominent factors in the workplace environment?

What type of engineering consultancy should be studied in detail ? be studied in detail

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research matrix- 1

How might we leverage design management methods to create a strategic framework for developing collaborative cultures in an engineering consultancy?

Sub research questions

What do I need to know?

Why do I need to know this?

What type of data is needed?

Where can I find this data?

What type of data collection methods are needed?

Who do I contact for collecting this data?

When do I need to get a hold of this data?

What will I be taking away from this data? What will I be learning?

What might I be missing? How might I be wrong?

1. How might we define and identify design management methods useful to this study ?

The nature , characteristics and areas that can be used for this topic.

To understand the value of design management methods for this topic

Qualitative, Articles and Books

Through Secondary research

Scholarly journals , books, Articles from Design Management institute, Publication reviews

Design management professionals , researchers, Peers and experts

Before week 1

I will dive deeper into design management methods to integrate those that are relevant for this topic.

a. How does design management impact collaborative cultures?

I need to know the influence design management methods have on collaboration to device a strategy.

To map the influence of both the fields on each other.

Qualitative, Articles , Interviews

Secondary research and Primary research

Interviews, Immersion, Articles, DMI, Data analysis, Min maps

Design management professionals, Peers and Professors

Week 2

I will understand the involvement of design management methods in my topic. I will leverage this knowledge to develop them and apply to my study.

There is a possibility that design management and collaborative cultures are very similar.

b. How can design management facilitate organizational transformation?

To understand what the role of design management methods is in varied environments.

To be able to identify the current contribution and determine the contextual value.

Qualitative, Books, Case studies , Articles

Secondary research and Primary research

Probes, Interviews , Publication reviews

Design management professionals , Researchers and Experts

Week 2 to 4

Same as above

There is a possibility that there are other important factors influencing the process

c. How might design management methods be used to create a strategic framework?

To understand the scope of design management methods towards strategy.

To be able to map the scope of both the fields.

Qualitative, Expert interviews , Case Studies, Books

Secondary research and Primary research

Scholarly Journals, Articles from Design management institute

Design management professionals, Peers for Brain Writing

Week 4

I will discover the tools, skillsets used in design management and apply them to create a strategy.

Overlooking the scope and confusing both the terms.

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research matrix- 2

How might we leverage design management methods to create a strategic framework for developing collaborative cultures in an engineering consultancy?

Sub research questions

What do I need to know?

Why do I need to know this?

What type of data is needed?

Where can I find this data?

What type of data collection methods are needed?

Who do I contact for collecting this data?

When do I need to get a hold of this data?

What will I be taking away from this data? What will I be learning?

What might I be missing? How might I be wrong?

2. How might we define a Strategic framework?

The key factors contributing towards organizational strategy .

To define the nature and characteristics of organization strategy.

Qualitative, Framework analysis

Secondary and Primary research

Probes, Interviews , Publication reviews

Professors and Management professionals

Week 1

I will be able to connect the dots between strategies and framework.

a. What does it mean for design to be strategic?

To understand the relation between design and strategy.

To leverage design toolkit for strategy.

Qualitative, Expert Interviews , Books

Secondary research

Articles, DMI, Data analysis, Publication reviews, Books

Design professionals , Professors and Peers

Week 1

I will understand the role of design and use it to device a strategy for this topic

Confusing information.

b. What are existing engineering consulting strategies?

To acquaint myself with the existing organizational processes.

To understand the vision of an organization

Qualitative, Existing setups

Secondary and Primary research

Probes, Interviews, Observation Publication reviews

Design researchers, Professors and experts

Week 2 to 4

I will be able to understand and define the scope of this topic.

Rich information that overwhelms and steers the direction of the project.

c. What role do organization development practitioners play in defining the strategies?

To understand the roles that influence strategies.

To be able to map the scope of both the fields.

Qualitative, Observation, Immersion

Secondary and Primary research

Interviews, Stakeholder analysis, Personas, User groups, Matrix

Field Professionals, Professors

Week 1

I will understand the role of experience designer in context with my topic..

d. What is the role of a design manager in designing the framework?

The role a design manager plays in terms of company strategy and collaboration.

To identify the responsibilities and define the role of a design manager as a stakeholder.

Qualitative Observation, Immersion

Secondary and Primary research

Interviews, Stakeholder analysis, Personas, User groups, Matrix

Field Professionals, Professors and Peers

Week 2

I will understand the role of design manager in context with my topic..

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research matrix- 3

How might we leverage design management methods to create a strategic framework for developing collaborative cultures in an engineering consultancy?

Sub research questions

What do I need to know?

Why do I need to know this?

What type of data is needed?

Where can I find this data?

What type of data collection methods are needed?

Who do I contact for collecting this data?

When do I need to get a hold of this data?

What will I be taking away from this data? What will I be learning?

What might I be missing? How might I be wrong?

3. What are collaborative cultures in an engineering consultancy ?

To understand collaboration in context to this topic.

To understand the relation between culture and collaboration.

Qualitative, Organizational research

Secondary and Primary research

Probes, Interviews , Surveys

Management professionals and staff

Week 3&4

I will be able to define organization culture and collaboration.

Collaboration and culture is very subjective, it may be challenging to define them contextually for this study.

a. How might we define collaborative culture?

To understand the evolution of culture.

To understand what dominates culture and collaboration.

Qualitative, Organizational research

Secondary and Primary research

Probes, Interviews , Surveys

Management professionals , staff and Peers

Week 3&4

I will able to define culture in context to collaboration

Collaborative culture might be too broad to define in scope with my topic as they are implemented in various ways.

b. What is the existing culture of collaboration within an engineering consultancy?

To study the key factors affecting collaboration.

To be able to device a strong strategic framework.

Qualitative, Existing setups

Secondary and Primary research

Probes, Interviews, Observation Publication reviews

Members of the organization

Week 3&4

I will be able to identify the challenges faced by the existing framework.

There might be significant areas of collaboration and culture that are out of scope for this topic.

c. What are the challenges faced while working in collaboration?

The hurdles faced by culture during collaboration.

To be able to identify challenges in the process.

Qualitative Observation, Immersion

Secondary and Primary research

Cultural Probes, Interviews , Surveys

Field Professionals, Professors and Peers

Week 2 & 3

Learning of the dynamics of team members involved during collaboration.

It might not be possible to solve all the challenges faced by each organization

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How might we leverage design management methods to create a strategic framework for developing collaborative cultures in an engineering consultancy?

research matrix- 4 Sub research questions

What do I need to know?

Why do I need to know this?

What type of data is needed?

Where can I find this data?

What type of data collection methods are needed?

4. How might we define engineering consultancies?

To understand the key players and contributing factors.

To understand the dynamics at play.

Qualitative, Organization framework

Secondary and Primary research

a. What are the important aspects of consultancies?

Same as above

Same as above.

Qualitative, Case Studies , Articles

b. What are the prominent factors in the workplace environment?

To understand the factors affecting the environment.

To be able to redefine workplace environment.

c. What type of engineering consultancy should be studied in detail?

To understand the different types of organizations and the prominence of collaboration

To be able to funnel the scope of the project.

Who do I contact for collecting this data?

When do I need to get a hold of this data?

What will I be taking away from this data?

What will I be learning?

What might I be missing? How might I be wrong?

Articles, Publications

Week 1&2

A thorough understanding to create content for the environment being studied.

Secondary and Primary research

Articles, Publications

Week 1&2

A visual representation of the dynamics.

I might be ignoring the challenges posed by different environments at different levels.

Qualitative, Existing setups

Secondary and Primary research

Probes, Interviews, Observation Publication reviews

Stakeholders

Week 1&2

Overview of the existing workplace environment

There might be external factors key to establishing these environments that need to be researched.

Qualitative, Organization framework

Secondary and Primary research

Probes, Interviews, Observation Publication reviews

Field Professionals

Week 1 & 2

Please note: Currently I have listed engineering consultancies as my focus for this study .

Further research into existing firms and their strategies in place will help me in drawing a better picture and narrow my focus.

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secondary research

SWOT ANALYSIS was conducted to identify weaknesses like marketing, low skill base and undefined culture to turn them into opportunities.

STRENGTHS

WEAKNESSES

• •

• • •

• • • •

Quick response Providing good customer service Strong reputation in the market Flexible Low overheads – good value Knowledgeable talent

• •

PESTLE ANALYSIS: WHAT INFLUENCES ENGINEERING CONSULTING? • •

THREATS

•

• • •

• • •

• •

Changing technology Low adaptability Vulnerable to large competitors’ actions Lack of innovation Attrition

Climate change Resource depletion Green house gases

• •

OPPORTUNITIES

•

•

No market presence Shallow skills base Vulnerable to staff turnover Unreliable cash flow Undefined culture

•

Extending offerings for success Partnerships with local government Introducing own business model Adapting to new technologies before competitors Well-defined culture

• •

Political influence Policies and legislation

•

• • • • • •

Development sustained in the market Rise and fall of economies Innovative economies, sharing economies, experience economy.

Legal requirements of the country Legal requirements governing international suppliers The form of Contract The financing agreement The Terms of Reference The corporate codes of the companies involved.

• •

• • • •

Rethinking consulting and innovation Collaborative mindset ‘Me’ and ‘we’ balance

Invention of new materials Change in cost Development and innovation of alternative technologies Evolution plan of the country Figure 05: SWOT chart Figure 06: PESTLE chart

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primary research activities INTERVIEWS 15 In-person and phone/skype interviews were conducted to obtain qualitative insights from design consultants, engineers, brand strategists, organization developers, management consultants, company owners and others. Consent forms were utilized to obtain permission for conducting the interview and record it.

SURVEY An online survey was created using www.surveyplant.com to reach to a widespread audience with varied viewpoints. This survey was targeted at consultants from all principals, design strategists and organization developers.

OBSERVATIONS Two local engineering consultancies were observed for this study, namely Smith and Vandenbuck and Hargrove Engineers + Constructions in Savannah, GA.

“

9| 3| 3|

⟳

INTERVIEWS

CONSULTING PRINCIPALS

SURVEY

10|

SURVEY PARTICIPANTS

CFOs / HRs DESIGN MANAGEMENT EXPERTS

☌

P.S. all participants requested to anonymity.

OBSERVATION

2|

LOCAL OFFICE OBSERVATIONS

Figure 07: audience Venn diagram

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primary research protocol PURPOSE The protocol was established for the following issues: • Its application relevant to the study.

• Establish understanding for the ecosystem of engineering consultancies.

• Understanding the current relationship between organization’s mission, business strategy, workplace environment.

• Understand the current manifestation of collaboration in an organization in perspective with respect to Consultancy Principals, their Chief Executive Officers and Human Resources.

• Understand user experience and roles that depict the organizational culture in the present workplace.

• Identify engineering consultancies in United states, their culture and workplace practices at present.

• Define a strategy framework toolkit for a consultancy that is informed by its culture.

• Identify the key contributors that can manifest the culture of collaboration for a consultancy.

• Identify social networks, informal connections and interactions and impact on the brand culture.

METHODOLOGY The following methods were used to fulfil the objectives mentioned earlier: • In-person and phone interviews with consultants from varied fields in the ecosystem.

• Online survey addressed to target audience • Visit to Smith and Vandenbuck Engineer Consultants’ office in Savannah and interviews with their owners to understand the landscape and challenges of consulting.

• During secondary and pre-research interviews were conducted with subject experts and design management professionals.

• The focus of the study was determined after studying the consulting ecosystem, project phases and the analysing initial insights and data from the interview with Raghav Maheshwari, Management Consultant from Deloitte Consulting.

CONSENT FORM Informed Consent Form I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design: Research for Project on collaboration and engineering consultancies.

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

Printed Name

Signature

Date This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

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primary research protocol INTERVIEWS ENGINEERING CONSULTANTS • What type of engineering consultancy did/ do you work with?

• What is Consulting according to you?

• Where do you fit in the value chain of Consulting?

• How would you describe your workplace environment? Also describe location, site.

• How are the teams decided for a project? Is there any kind of screening test?

• How do you adapt to a new team for a given project?

• What are the touchpoints of any project?

• What role does the client play in the project process?

• What is the most important factor while working in a team?

• How do team dynamics affect the process of function?

• How does the organization define its culture? How does it percolate in your work?

• What are the advantages and pain points of consulting?

• What are the important factors of collaboration?

• Where do you see Consulting in the next 10 years?

ORGANIZATION DEVELOPMENT PROFESSIONALS • How do you define an organization?

• What is an organization’s culture?

• How can transformation be bought in an organization?

• How does the organization define its culture? How does it percolate in your work?

• What elements are necessary for a collaborative culture in engineering consultancies?

DESIGN MANAGEMENT EXPERTS • What is design management?

• Describe the various phases of diffusion in the field.

• How does design management help organizations?

• Which design management tools are relevant for this study?

• What happens when DMGT methods are applied to organizations?

• How can we relate DMGT and Consulting?

SURVEY • • • • • • • • • • • • • • •

Age Who are you?

How long have you been a consultant?

What is your role in the team?

What type of projects do you work on?

How are the teams decided for a project?

How often do teams change?

What is the mode of communication in internal as well as external teams?

Where do you fit in the value chain of consulting?

What is the most important factor while working in a team?

What are the pain points of working in teams?

In one word, how do you define collaboration?

Per you, what defines consultancies best?

Any suggestions for the process followed for a project?

Please define your current workplace. (Culture, Space, etc.)

OBSERVATION People | Objects | Environment | Messages | Services The POEMS framework is an observational research framework used to make sense of the elements present in a context. The five elements are People, Objects, Environment, Messages and Services.

Using this framework helped study consulting independently as well as an interrelated system.

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research findings: survey 1. Age 20-30 30-40 40-50 50-60

2. What type of a consultant are you?

Engineering consultant Management consultant Technologist Design Consultant

3. How long have you been a consultant ?

0-5 years 5-10 years 10-15 years 15 years and above

4. What is your role in the team?

Designer Coordinator Researcher Manager Engineer

5. What type of projects do you work on?

Infrastructure Mechanical Software Technology Product Development Management Architecture

6. How often do teams change?

Every month 6 months 1 year 2 years

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research findings: survey 7. How are the teams decided for the project ?

Screening Software Availability Other ( Expertise, skills, interest, Experience)

8. What is the mode of communication in internal as well as external teams ?

Email In-person Skype Phone Secure network

9. What is the most important factor while working in a team?

1-Communication 2-Transparency 3-Compatibility 4-Adaptability 5-Ambition

10. Where do you fit in the value chain of consulting?

Planning Intervention Strategizing Management Design Research Development Testing Execution Marketing

11. What are the pain points of working in teams?

Miscommunication Loss of information Unclear instructions Constant changes in tasks Lack of coordination Leading the team Undefined process Difference of opinion

12. In word, how would you define collaboration?

Effective communication Task co-ordination Sharing responsibility Multidisciplinary teams

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research findings: survey 13. What do you think will make the process of Consulting better?

Networking Strategy plan Defined teams Delegated tasks Scheduled deliverables Crisis management unit Effective communication Client involvement

• • • •

• • •

Task oriented, linear, detailed.

Diverse capability!

Organizations defined by project.

Bringing expertise lacking in their organization.

14. Per you, what best defines engineering consultancies?

Adopting a clear project management approach.

Strategy to ensure tasks completed on schedule.

Implementing tools to adopt culture, mission statement of the organization into work.

15. Any suggestions regarding the process followed for a project?

• • •

• •

•

• •

Getting people onboard, engaged and willing to dedicate time.

Communication around purpose!

Project team should be selected and given equal opportunities.

16. Any suggestions regarding the process followed for a project?

Structured and task oriented. Open communication.

Big desk, one screen, some buy in to design thinking and innovation, rigid hierarchies and processes to break down.

Open culture, closed cubicles and no huddle space, but we work together.

Individual ownership based team project.

Collaborative work space.

17. Please define you current workplace? (e.g. Culture, Space, etc.)

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research findings

Collaboration is complex in consultancies as it defines the journey of a project. The consulting process is mapped below to look at the ecosystem holistically and identify opportunities.

PHASE 1

PLAN

CONTACT

REVIEW

ALIGN

PHASE 3

ARRIVAL

MANAGE

TASKS

TEAMS

CONNECT

UPDATE

EXECUTE

DELIVER

PROJECT

COMPANY

COLLABORATION, COMMUNICATION, CULTURE, PEOPLE

PHASE 2 TRUST, EMPATHY

Figure 08: consulting ecosystem

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research findings CONSULTING ECOSYSTEM The ecosystem map provides a holistic view of the topic revealing the complexity of the consulting workplace due to all its interconnected parts and how each is a part of the entire ecosystem.

Identity

Community

Values

Knowledge

Behavior

Information

Habits

Connection

PEOPLE

COLLABORATION COMMUNICATION Story Emotion Empathy Conversation

CULTURE

COMPANY

Environment

Projects

Mission

Management

People

Alignment

Experience

Expertize Figure 9.1: ecosystem detail map

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research findings IDENTITY VALUES BEHAVIOR HABITS

Every person identifies themselfves with certain values and beliefs at any given point. Their behavior is influenced by these values. Differences in values between people working on the same team are potential hurdles for collaboration.

Behaviors develop into habits as a delivery for interactions.

PEOPLE

Community Knowledge Information Connection

COLLABORATION COMMUNICATION Story Emotion Empathy Conversation

CULTURE

People are often unaware of the organization’s mission

COMPANY

Environment

Projects

Mission

Management

People

Alignment

Experience

Expertize

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research findings Identity

Community

Values

Knowledge

Behavior

Information

Habits

Connection

PEOPLE

COLLABORATION COMMUNICATION Story Emotion Empathy

Consulting culture can be physical, virtual or a hybrid of the two. The mission of the organization mostly defines the culture and nature of the workplace environment. This drives people in one or separate directions depending on the experiences created during their work.

Conversation

ORGANIZATION

CULTURE ENVIRONMENT MISSION PEOPLE

Projects Management Alignment Expertize

EXPERIENCE

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research findings Identity

Community

Values

Knowledge

Behavior

Information

Habits

Connection

PEOPLE

COLLABORATION COMMUNICATION Story Emotion Empathy

Projects are the focus of any consulting organizations.

Strong management is required for the alignment of goals and tasks for successful acquisition. Expertise in the respective fields is needed for such roles, which is sometimes missing and taken over by other people.

Conversation

CULTURE

COMPANY

Environment Mission People Experience

PROJECTS MANAGEMENT ALIGNMENT EXPERTISE

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research findings

Communities are built around similar knowledge disciplines. Knowledge sharing leads to development of information building strong connections. These connections are strong building blocks to collaboration among people working together.

Identity

COMMUNITY

Values

KNOWLEDGE

Behavior

INFORMATION

Habits

CONNECTION

PEOPLE

COLLABORATION

COMMUNICATION Story Emotion Empathy Conversation

CULTURE

COMPANY

Environment

Projects

Mission

Management

People

Alignment

Experience

Expertize

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research findings

Often communication is the in the form of a conversation.

Empathy needs to exist between participants to bring out the right emotions to encourage participation and create a compelling story at the end of conversations to keep all participants informed. The aspect of communication is not fully explored in consulting.

Identity

Community

Values

Knowledge

Behavior

Information

Habits

Connection

PEOPLE

COLLABORATION

COMMUNICATION STORY EMOTION EMPATHY CONVERSATION

CULTURE

COMPANY

Environment

Projects

Mission

Management

People

Alignment

Experience

Expertize

32

research findings KEY FINDINGS :This research finding communicates the important components that affect the team. The criteria developed would be useful for assessing collaboration and help improve dynamics for innovation in consulting.

COMMUNICATION

COLLABORATION

Social

Task oriented

Face to face

Virtual

Rigid

Interest

Non effective

Effective

Non interactive

Indifferent

Open

Rigid

Flexible

Non-directional

Directional

Strict

Supportive

Interactive

Environment

People

Hierarchical

Organic

Unorganized

Organized

Roles

Responsibilities

Mission

Project

Disciplinary

Cross disciplinary

Management

Principals

Unequal

Equal

Misaligned

Aligned

Unplanned

Strategic

Progress

Futuristic

CULTURE

ORGANIZATION

33

research findings at a glance Engineering consulting is a cyclical process. Here, the factors crucial to a project; like collaboration, communication, culture, company and people are explained in relation with each other.

When communication is effective, harmonious collaboration takes place to share knowledge in an authentic culture. Empathy is an important factor to get people together to communicate and collaborate in a culture that helps the company to innovate.

EMPATHY KNOWLEDGE

Behavior/ Habits

CONVERSATION ENVIRONMENT

CONNECTION PROJECTS

Values/ Identity

MISSION ALIGNMENT

Figure 10: circular consulting chart

34

Design opportunities

35

INSIGHT > OPPORTUNITY MATRIX INSIGHTS AT A GLANCE DESIGN OPPORTUNITIES REFRAMING DESIGN CRITERIA

36

insight > opportunity matrix Enhance collaboration in an organization through promoting social interactions for development of company’s business There is an opportunity to strategically communicate to align and unlock opportunities to build network of connections

There is an opportunity for consulting to redefine their offerings through strategic approach and differentiation It is crucial to communicate effectively with cross functional teams to evaluate industry position and redefine business goals

Consultancy employees interact with business development unit to share thoughts about the state of the affairs

Collaboration between PM ,VP and HR executives to exchange knowledge Close the gap between engineers and designers by approaching them strategically

There is a need to create a platform for collaboration between consultancies and universities for innovative approach There is an opportunity for an outreach program to gain access to talent from other creative fields There is an opportunity to explore other sources to hire talent with skilled technological knowledge Co-creation, client involvement, enduser at focus, self-evaluation

There is an opportunity to dedicate resources for regulating contacts between stakeholders

It would be exciting to collaborate with universities and creative fields to get a new perspective

On site accommodation is temporary, not as well equipped as a corporate office There is an opportunity to develop on site resources for engineers and consultants

It would refreshing to add to the offerings and have a varied workforce

A common point of contact introduced to manage all stakeholders to align business and reduce communication gap

Service providers can be a link between client and consultants to take care of on site accommodations

37

insight > opportunity matrix There is an opportunity for consultancies to use social media for marketing Engineering consultancies can use media resources to innovate and increase their business

It would be beneficial to have a marketing strategy. Change management for innovation

Consultancy employees interact with business development unit to share thoughts about the state of the affairs

Diffusion curve is different for consultants even if the situation is similar There is an opportunity to develop a system for brainstorming ideas to prototype them

There is an opportunity for design thinking to educate business leaders and engineers to think creatively There is an opportunity for consultants to prove their need over technology by providing intellectual inputs

Develop talented professionals who challenge the status quo by educating them on design thinking

Individual and team dynamics should be explored There is an opportunity to use tools to increase empathy and getting to know team members

Workshops are an opportunity for brainstorming sessions There is an opportunity to create problem solving workshops to ideate impactful changes

Consulting principals should have the freedom to challenge the status quo

It is very important for a company to have a strategy for innovation

The culture of the company can provide support to create potential leaders

Culture of the consultancy should introduce/ diffuse empathy in the system to understand individual/ team needs

There is a need to study the effects of moving on relationships (internal/ external) to provide support and care

38

insight > opportunity matrix A system to create awareness and avoid loss of information to develop a good work flow There is an opportunity to create a network for project based file sharing and interactions among stakeholders There is an opportunity to create a design manager position to regulate communication and bring alignment

An app can be designed that follows a common language for all principals to create awareness, avoid miscommunication and ensure client involvement

39

design opportunities COLLABORATION

PEOPLE •

•

•

There is an opportunity to develop talented professionals who challenge the status quo by educating them about design thinking.

It is important to maintain the balance between individual/ teams social interactions.

•

•

•

•

•

CULTURE •

COMMUNICATION

Service providers can be a link between client and consultants to improve on site accommodation It would be exciting to collaborate with universities and creative fields to get a new perspective.

I think culture of the consultancy should introduce/ diffuse empathy in the system to understand individual/ team needs.

Knowing the mission statement and working towards it helps set goals for the project

COMPANY • •

•

A common point of contact should be introduced to manage all stakeholders to align business and reduce communication gap It is crucial to communicate effectively with cross functional teams to evaluate industry position and redefine business goals.

A common language for all principals to create awareness, avoid miscommunication and ensure client involvement.

I would like to have multiple offerings and a flexible , trustworthy workforce.

It is very important for a company to have a strategy for innovation.

Workshops are an opportunity for brainstorming ideas.

It would be beneficial to have a marketing strategy. Change management for innovation.

Figure 10.1: design opportunities circles

40

insights at a glance The criteria for consulting structure, developed through research, is a comprehensive evaluation of collaborative team performance.

Care, empathy and respect are important in order to have an invested workforce as they are the lifeblood for any consulting.

COMMUNICATION

Communication should be a combination of face to face and virtual. It should be highly interactive to be effective.

CULTURE

An open and flexible culture can provide direction and support to the environment and people respectively.

PEOPLE

COLLABORATION

For a business to progressive and futuristic; management and principals need to be aligned with the mission and project followed through with an organized approach.

Strategic collaboration can be provide equal opportunities for organic interaction; striking a balance between all roles and responsibilities across cross disciplinary teams.

STRATEGY

Taking a strategic approach to align business and culture with people to facilitate communication and effective collaboration is crucial for projects in consultancies.

ORGANIZATION

Figure 11: insight chart

41

reframe

Instead of designing a strategic There is an opportunity to understand collaboration in relationship to culture in an engineering consultancy. Through this study I intend to create a strategy framework fostering collaboration using design management tools.

framework toolkit to foster collaborative cultures in engineering consultancies, there was an opportunity to design a toolkit that consulting principals can use as a guide through the ecosystem for the process followed for any project.

42

design criteria System for marketing, project and talent acquisition Create a user profile for team collaboration that helps define roles and responsibilities

SHOULD HAVE

Develop team building activities and games for effective communication Design a strategy for process updates for the success of a project

MUST HAVE

Diffusion of culture within every individual creating a healthy work environment Emphasize the importance of in person interactions/ video calls Provide structure for opportunity for open-ended flexibility Introduce ice breakers that boost creativity and laughter

NICE TO HAVE

Figure 11.1: design criteria Figure 12: Spider chart

43

PROTOTYPE DEVELOPMENT

44

INITIAL CONCEPT IDEAS FINAL CONCEPT BRANDING PROTOTYPE TESTING PLAN

45

initial concepts TEAM STORY Team Story is a team building and project management tool to assist collaborative teams to gain alignment, connect team members , and build relationships across the spectrum with stakeholders. The tool will mainly be a congregation of workshops with features like scheduling, task management, and workflow models. Team Story deviates from the project management competition by offering facilitated creative thinking workshops along with team building activities throughout collaboration to develop teams, bring alignment with client and executives by infusing empathy and trust in the system.

FACILITATOR: Person responsible for conducting the workshop SCRIBE: Person to write down points discussed in the workshop BRAIN TRUST: People from different disciplines within the company to contribute towards the discussion

Figure 12.1: Spider chart concept 1

weaknesses

strengths • •

NOTE TAKER: Person transcribing the happenings of the workshop to hand out to partners

Strategic approach Common platform for communication

• •

threats

opportunities • •

Structured activities around goals Begin important conversations

Limited participation Miscommunicat ion

• •

Loss of interest No support from management

Figure 13: SWOT analysis

46

initial concepts co:lab A collaborative assessment tool for teams to measure and evaluate their team performance. A website that helps all the teams involved in a project to stay in sync. It also creates customized user profiles to help team members socialize better and understand each others' strengths and weaknesses eventually creating empathy and trust in the company environment. Below is an example of the step by step approach that can be taken while using this solution.

EMPATHY Figure 12.2: Spider chart concept 2

weaknesses

strengths IDENTIFY

CREATE

DELEGATE

EXECUTE

DELIVER

EVALUATE

• •

Real time updates Project based communication

• •

threats

opportunities •

Making decisions

TRUST

Reframe •

Connecting teams project wise Social interaction

Software breakdown Loss of information

• •

Loss of interest Updates unavailable

Figure 12.a: Concept 2 Figure 13.1: SWOT analysis

47

final concept co:bot An incubator with mobile walls collecting/generating data, displaying progress and creating instant access for team work. This concept can also be combined with TEAM STORY and Co: Lab helping colleagues interact, build relationships, connect with stakeholders real-time and communicate around goals for a project through workshops and an intra network for projects. The wall can be erected at any space in the workplace for an instant conversation and all data can be instantly stored and the team updated about latest progress. It can be transported to any location and is independent of any device. There are two parts to this concept, the product and the service offered with it.

Figure 12.3: Spider chart concept 3

weaknesses

strengths •

The product will be an interactive digital wall.

Characteristics : Modular, Flexible, Interactive and movable

The service offered will be a supporting software that offers access and maintenance for the product and its plugins. It can be developed further to function as a social network for a project.

•

Virtual + personal interaction Spatial + strategic advantages

• •

threats

opportunities • •

Instigate casual social interactions Flexible and portable for site presentations

High investment cost Unaware about the value of the product/ service

• •

Low maintenance Bad handling of product

Figure 13.2: SWOT analysis

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branding BRANDING AND CORPORATE FONT GOTHAM FAMILY ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz

BRANDING CRITERIA co:bot needs to create a story to develop a brand identity that defines itself as; • Interactive • Flexible • Educates, inspires and empowers • Is relevant, futuristic, adaptable • Connects emotionally • Builds relationship • Agile

COLOR PALETTE

THE LOGO

APP LOGO

THE LOGO WITH TAGLINE

ICON LOGO

TAGLINE collaboration build-on toolkit!

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prototype testing plan PRODUCT JOURNEY The toolkit provides a 18 step diffusion plan for the product as well as the service.

These steps will be executed in two phases. The first phase will be the diffusion of the product in 9 steps as follows; 1.

2.

3.

4.

5.

6.

7.

Introduce the product to the potential consumer familiarizing them with the product features.

Narrate a compelling story about the product, the mission and why, how and what the product is about.

Invest in the product and learn more about the payment plans and leasing options available for short term and long term.

Discover the interactions between the audience and the product to unfold new ways to use it. Observe the language shared while knowledge is transferred.

Educate audiences thoroughly about the different features of the product and the service offered along with it.

Co-create with all teams in the project on one platform by empathizing while interacting with each other in their workspace.

Build a culture, space around the product to facilitate growth and activate change leading to innovation.

8. Share updates, data, progress, opinions real-time across all teams and clients to achieve alignment and the best possible collaboration.

9. Develop impromptu meeting spaces at workplace to discuss, work, collect opinions and communicate around goals for the project effortlessly.

1

INTRODUCE

2

NARRATE

3

INVEST

4

DISCOVER

5

EDUCATE

6

CO –CREATE

7

BUILD

8

SHARE

9

DEVELOP

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Registration

prototype testing plan SERVICE JOURNEY The toolkit provides a 18 step diffusion plan for the product as well as the service.

These steps will be executed in two phases. The second phase will be the diffusion of the service in 9 steps as follows; 10. Discover the target audience and attract them through incentives and creative methods to reach out .

11. Sign up to register company account to the website under a project for which the service is expected .

12. Subscribe for monthly/yearly service sessions depending on the duration of project.

13. Select from the wide range of options available in the form of packages with variable options to combine and subscribe.

14. Take Aways will be offered along with each package in the form of training sessions or manuals to keep depending on the subscription signed up.

15. Train one person from the project to overlook any minor obstacles through one day workshops organized monthly by the researcher as an incentive.

16. Updates are a constant for any innovation to keep up with the changing technology and to troubleshoot any issues with the existing service. Development is a continuous process.

17. Maintenance is also a continuous process to keep the service functioning well.

18. Feedback will be collected from consumers to scope deeper into offering a better service always.

10

DISCOVER

11

SIGN UP

12

SUBSCRIBE

13

SELECT

14

TAKE AWAYS

15

TRAIN

16

UPDATE/ DEVELOPMENT

17

MAINTENANCE

18

FEEDBACK

51

prototype testing plan

Below is a plan that shows step by step and parallel diffusion of product and service after the toolkit is introduced to the team. Connections between various steps is also shown through connecting lines.

KEY: STEPS

PHASE 1 PRODUCT 1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

INTRODUCE TOOLKIT TO THE TEAM

SERVICE

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

Introduce Narrate Invest Discover Educate Co-create Build Share Develop Discover Sign up Subscribe Select Take Aways Train Updates /Development Maintenance Feedback

PHASE 2

Figure 14: diffusion phases

52

Project positioning

53

OPPORTUNITY STATEMENT POSITIONING COMPETITOR ANALYSIS ZAG STEPS VALUE PROPOSITION ONLINESS STATEMENT

54

opportunity statement

INTERACTIVE

There is an opportunity to create a framework that activates social interaction to facilitate goal oriented collaboration among all stakeholders and aligning them to innovate and drive the wave of change for redefining the ecosystem.

Multitaction We-inspire

co:bot

Haworth Bluescape Mural.Ly Microsoft Surface Hub

Planar Prysm

positioning

Schlesinger Associates FIXED

FLEXIBLE

Competitor research helped to assess existing offerings by analyzing their current value. 2 x 2 Matrix was used to compare each of the competitors against others. This information revealed open-wide areas, markets, or offerings. Attributes of comparison decided as interactivity and flexibility after analyzing the trends, offerings in the subject of research.

Competitors were chosen based on the products and services similar to co:bot. Bluescape has a product that offers visual and interactive tools for collaboration along with a network to connect users and is one the biggest competitors. Where as Planar has interactive walls that are fixed and with limited offering constraining collaboration.

NON-INTERACTIVE Figure 15: positioning matrix

55

competitor analysis Competitors sharing the landscape with co:bot were analyzed closely in order to differentiate offerings and create a unique identity. Five most close competitors were analyzed.

Competitor

Description

Features

Pros

Cons

Mural.ly

Mural.ly is a Buenos Aires, Argentina-based innovative platform to create murals of content.

Flexible and interactive

It also serves as a social network for “ideators” who can co-create murals and learn more about each other’s personal interests or business ideas.

Paid services for real time collaboration. Interface speed not customizable.

Bluescape

Bluescape is a cloud-based platform for real-time collaboration that involves a panel of 12 50-inch screens that make up an interactive digital wall.

Fixed and interactive

Instant decision-making by enabling anyone to create, communicate, visualize, organize, and strategize virtually anything, anywhere, anytime.

Fixed and not movable.

Cost of initial investment is high.

Microsoft Surface Hub

Whether you're in the room or on the other side of the world, Microsoft Surface Hub brings everyone into the collaboration.

Flexible and interactive

Provides access to share visual and is portable to any location.

Limited editing capabilities.

Multitaction

MultiTaction is the leading developer of table- and wall-sized interactive display systems, based on proprietary software and hardware designs.

Fixed and interactive

Easy software setup (no patches, no permission tricks)

Mac Pros are expensive.

Mediocre performance, compared to the hardware.

Planar

At Planar, the focus is on how people use displays.

What features really matter to them. The environments they use them in.

Fixed and interactive

Worldwide. Everywhere.

Customizable and interactive.

The display interface is customizable, not the hardware.

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defining the zag 1

2

3

4

5

6

What do you do?

Co:bot is a strategic framework geared towards visual virtual collaboration for consulting industry.

7

Who are you?

Co:bot offers a complete package that is an interactive digital wall and services to facilitate strategic collaboration and innovation.

8

What’s your vision?

Co:bot’s vision is to provide visual virtual collaboration anywhere, anytime with everyone using technology to build strong relationships among all stakeholders.

What wave are you riding?

Co:bot is a futuristic technology tool that creates unique experiences in the work environment driving the wave of innovation and change in the consulting ecosystem.

Who loves you?

Co:bot is loved by consultancy principals, consultancy executives and design strategists.

9

Who’s the enemy?

Mindsets resistant to change or innovation.

10

What do they call you?

They call us Co:bot.

11

Who shares the brandscape?

Bluescape , Mural.ly, What makes you the only?

Co:bot is the only interactive, immersive, customizable and mobile project package for consulting that has spatial as well as cognitive features offering real time updates for any project.

What should you add or subtract?

Part of co:bot’s long term plan is to include innovation for all types of industries and create a strategy that can be adapted by any discipline.

12

How do you explain yourself?

Collaborative cultures in engineering consultancies are fostered through an interactive platform facilitating visual virtual collaboration along the consulting ecosystem.

How do you spread the word?

Through the flexible digital world, strategic partnerships with stakeholders and in person interactions, consultants throughout the ecosystem are encouraged to collaborate and share knowledge.

57

defining the zag 13

14

15

16

17

How do people engage with you?

By reimagining the consulting ecosystem through the lenses of technology to create an immersive experience bringing people together immaterial of space constraints, thus developing a new culture.

What do they experience?

Users experience an exciting, playful take on collaboration experiencing sensory interaction through strategy tools, user journeys and workshops between cross functional/ organizational teams.

How do they earn their loyalty?

Co: bot earns customer loyalty by offering incentives and a wide range of tools and services. Co :Bot also offers different product packages customized to users’ needs on request.

How do you extend your success?

Co: bot will extend its success by expanding offerings to different types of organizations and approaching various strategists to contribute towards co:bot’s success.

How do you protect your portfolio?

Co: bot will protect its portfolio by constantly innovating to develop existing organizations as well as shaping strategies for new entrants into the consulting industry.

value proposition For consulting principals, consulting executives, CFO’s HR managers Who want to reinvent the consulting ecosystem Our interactive, immersive and futuristic product package Is an effort to facilitate visual virtual collaboration among cross functional teams anywhere at any time By providing an interactive digital wall Unlike other services our concept will be physical as well as virtual and portable to any site location Our framework builds the culture of consulting industry and develops goal oriented collaboration while increasing casual social interactions at the workplace

onliness statement This brand strategy helped to identify what was unique, is being done by combining what is good about your offering and how your offering is different.

Our brand is the only strategic collaboration toolkit that promotes cross functional visual virtual collaboration through a futuristic, interactive, flexible digital interface and aligns all the stakeholders while addressing their psyche.

58

FINAL DESIGN TO MARKET

59

FINAL PROTOTYPE BUSINESS MODEL IMPLEMENTATION PLAN

60

final prototype

These are some of the rendered views of the product in context.

61

final prototype

PRODUCT: Interactive digital display wall

The wall is modular and can be joined and arranged per the requirement and availability of space.

It will be packed in a special suitcase designed for the wall to be packed .

Information can be transported from one corner of the world to the other and real time progress tracked.

This is an example that conveys the spatial as well as social contribution of co:bot and different iterations and interactions by people using the workspace. Due to its interactive feature it is also a catalyst is building relationship among team members and also leads to improved collaboration and responsible team members.

Figure 16: prototype characteristics Figure 17: example office layout

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final prototype PROJECT A TIMELINE | FILES | DISCUSSION 1 WELCOME !

Gives the team regular updates and reminders of any meetings. Even takes care of smaller details like updating files/ database for other team members as well as yourself. This can be turned into a project schedule and shared with the client as well.

November 5th November

PLAN

POST IT TEMPLATE | FILES | DISCUSSION 1

FIVE BOLD STEPS TEMPLATE | PROJECT FILES

WELCOME !

WELCOME !

Post-it’s are a great resource for your projects. We bring them colour coded and layered to you for ease of use. All you have to do is follow the template or rename it per you preference. You can edit, move and arrange them according to your information.

We focus the vision by clustering the themes found in the Cover Story.

Commitment to the vision begins by identifying the key strategies that the group sees as necessary to realize it.

10th

November 15th

VISION! No. 01

November 20th

CONTACT

November 25th

REVIEW

December 1st December

ALIGN Data collection

7th

December 15th

ARRIVAL

December 25th

MANAGE

Sorting

Final grouping

CHALLENGES

SUPPORT 5.

4.

January 5th January 15th January

25th

February 5th

TASKS TEAMS CONNECT UPDATE

3.

Resources

Actors

Facts 2.

EXECUTE

February 15th

1.

BOLD STEPS

February 25th March 15th

DELIVER VALUES

Figure 17: prototype template 1

Figure 17.1: prototype template 2

Figure 17.2: prototype template 3

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final prototype DRAWINGS | FILES | DISCUSSION 1

PROJECT A TIMELINE | FILES | DISCUSSION 1

WELCOME !

WELCOME !

WELCOME !

Learn how to edit drawings and save those changes. Add comments for team members and partners to refer to suggested changes, doubts and rectifications.

Customizable toolbar and features. Drawings in 2d and 3d.

Create a powerful vision and strategy with these basic moves through The Grove’s Strategic Visioning Process.

HINDSIGHT

PAST

SYNECTICS MODEL | FILES | DISCUSSION 1

ACTION

INSIGHT

PRESENT

FORESIGHT

FUTURE

This model is designed to facilitate and encourage creative thinking by bringing interdisciplinary individuals together in groups to reinforce alignment and cocreate also known as the creative problem solving method.

Z

Begin with an opportunity statement

Grouping and selecting a direction

Figure 17.3: prototype template 4

Figure 17.4: prototype template 5

Describe a brief background of the situation

Itemized response

Figure 17.5: prototype template 6

Idea generating

Building or modification

Possible solutions and next steps

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final prototype

A website was created to demonstrate co:bot’s service and product which can be accessed through the link: https://prachivyas1212.wixsite.com/website

Home page The co:bot website is a tool that assembles the enterprise, product and partners and an access point for signing up and contacting the company. The home page gives an introduction to co:bot.

Home page The about us tab gives information about the value proposition of co:bot. It’s visual virtual collaboration offering that stretches across the globe proves its uniqueness.

Figure 18.1: website page 2 Figure 18: website page 1

65

final prototype

Home page This section talks about what co:bot does for their clients like project packaging using technology , advanced analytics to give real time updates and strategic collaboration to achieve your goals.

Home page > Product page This page gives the preview of the product to give the visitors an idea of what the concept product will look like.

Figure 18.2: website page 3 Figure 18.3: website page 4

66

final prototype

Home page > Product page The next section talks about the product and what features the product has to offer.

Home page > Product page This section explains the type of technology used, testimonials from people who co:bot has worked with, their feedback and security to guarantee the potential clients data protection.

Figure 18.4: website page 5 Figure 18.5: website page 6

67

final prototype

Home page > Product page This section explains the innovative ways co:bot can help to grow the client’s business, its features that help ignite breakthrough ideas and multi-touch displays that help businesses see further faster.

Home page > Product page> Enterprise page This section talks about the enterprise that is co:bot.

Figure 18.6: website page 7 Figure 18.7: website page 8

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final prototype

Home page > Product page Enterprise page It further explains the attributes associated with co:bot that help organizations perform better.

Home page > Product page> Enterprise page Co:bot is described as visible that helps make potential clear, scales, data storages abilities and the type of files supported by the product/ service.

Figure 18.8: website page 9 Figure 18.8: website page 9

67

final prototype

Home page > Product page Enterprise page The interface is accessible on mobile through a cloud based application, network security and protection that follows industry protection standards and application security with third party validation.

Home page > Product page> Enterprise page This section also explains about the administration and access control, privacy and passwords, single sign on authentication and wall pin accessibility i.e. accessing the changes made on the wall real time.

Figure 18.9: website page 10 Figure 18.10: website page 11

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final prototype

Home page > Product page > Enterprise page Visitors can find out how co:bot’s services can benefit their company.

Home page > Product page > Enterprise page The global map shows the vast network and varied services offered by co:bot.

Figure 18.11: website page 12 Figure 18.12: website page 13

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final prototype

Home page > Product page > Enterprise page > Partners page Co:bot partners with various industry experts to help co:bot become a success.

Home page > Product page> Enterprise page > Partners page Co:bot partners with different technology companies, software provides, cloud storages.

Figure 18.13: website page 14 Figure 18.14: website page 15

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final prototype

Home page > Product page > Enterprise page > Partners page > Contact us Co:bot can be reached through the contact page.

Home page > Product page> Enterprise page > Partners page > Contact us > Sign up Sign up page for new or returning users.

Figure 18.15: website page 16 Figure 18.16: website page 17

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business model canvas Key partnerships Strategists The Grove Software providers Adobe Autodesk Cloud Storage Dropbox Google Drive Government Software Engineers Technology developers Bluescape Multitaction Internet companies Video Conferencing Skype

Key activities Collaboration Social interaction Instant spatial transformation Real time editing and updates Culture creation

Key resources Key Partnerships Revenue Planners Service Providers Sales Channels

Value Proposition

Customer Relationships

For consulting principals, executives, CFO’s HR managers Who want to reinvent the consulting ecosystem Our interactive, immersive and futuristic product Is an effort to facilitate visual virtual collaboration By providing an interactive digital wall Unlike other services our concept will be physical, virtual and portable Our framework builds the culture and develops goal oriented collaboration while increasing social interactions at the workplace

Empathy Trust Communication In person interaction Virtual interaction Co- creation

Customer Segments Consultancy principals CFO’s Consultancies which fall in the mid segment

Channels Product sales Internet Website Application Subscription Corporate partnerships Advertisements

Cost Structure

Revenue Streams

Research Technology development Testing Software development Application development Maintenance Cloud sharing services

Product purchases Subscription Packages Templates Corporate contracts Allied services

Figure 19: business canvas model

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implementation plan

• • • • • • •

• • • • •

Spread the word through advertisements.

Contact partners (Bluescape , Autodesk, Microsoft, Dropbox etc.)

Find a consultancy to test the product.

Contact top consultancies for demoing the product and create partnerships.

Focus on creating value by adding empathy and trust as principals.

Offer templates and design packages to launch the product.

Reinvent the brand identity.

Offer new services that can be useful for purposes more than collaboration.

Adopt new technologies for the product.

Incorporate artificial intelligence as one of the offerings.

Offer packages with new templates and subscriptions for project management, finances, design, etc.

• • •

• •

Study the consultancy landscape.

Innovate product and offering to accommodate change.

Appeal to a larger audience from varied project based industries like manufacturing, design, service, architecture, engineering, etc.

Create a new strategy to appeal to the target audience.

Design a new marketing campaign.

Figure 20: implementation matrix

75

Conclusion & recommendations

76

CONCLUSION RECOMMENDATIONS

77

conclusion Studying the effects on the people per their surroundings and the nature of their work.

A concept developed and explained thoroughly in this section and testing plan provided .

This section explores how insights can be converted into design opportunities.

The project started as a quest to understand how design thinking methods can foster collaborative cultures in engineering consultancies. Through research and analysis of exciting insights and opportunities it developed into a futuristic product package that would help to guide the process of collaboration for consultancies.

The aim of the product package is to innovate consultancies and a culture that builds empathy, trust and alignment that embraces collaboration as a core mission and involves co-creation empowering them to build relationships and communication around goals.

Description of the final design and its business model.

Research section shows how and from where all the data was collected and Synthesis shows the process of analysis to reveal insights and findings.

In this section the scope of the project and target audience was defined.

In this section competitor analysis was conducted to differentiate offering in the existing landscape.

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recommendations The three principles of design thinking are key to consulting : EMPATHY Building empathy among the stakeholders by understanding their needs, pains and nature helps to connect them emotionally with each other and humanizes the environment.

COLLABORATION Collaboration with various teams involved in the project helps bring alignment and focus on the goal to be achieved leveraging their skill sets.

STRATEGY The ability to sustain the competitive market and be able to differentiate from the others sharing the same industry space can be done through developing a strategy that is informed by the goal to be achieved. This helps the brand to evolve and create a distinguished identity.

FOR THE READERS I invite the readers to pay attention to their work environment and empathize with their colleagues to make the process of collaboration and adaption easier.

FOR THE TARGET AUDIENCE If the consulting engineers aren't able to adjust with their surroundings and adapt to the change, it is time to involve and interact with their leaders or colleagues to develop alignment and maintain the company culture. This will help better resource alignment and elevate the productivity and facilitate innovation.

FOR MYSELF I would like to develop this project further and pitch the concept to potential partners and investors to prototype the concept and service.

FOR DESIGN MANAGEMENT This will provide an opportunity to define design management as a field and prove its capabilities in the virtual and spatial world. This will also open new avenues for design managers and help traditional companies revive through design thinking tools and methods.

Figure 21: recommendation model

79

References & appendice

80

ANNOTATED BIBLIOGRAPHY ADDITIONAL SOURCES LIST OF FIGURES APPENDIX A: PROJECT TIMELINE APPENDIX B: WORKING WALL & PROCESS IMAGES

81

annotated bibliography 1.

Lai,J.Zin,R. & Yahya,K.(2014). A conceptual review of engineering consultancy practice (ECP) business model. Archives of Business Research) 2(4), 161X 173 doi:10.14738/abr.24.398 This paper comprehensively reviews the Engineering Consultancy Practice business model from various aspects and applications.

Through an effective case study this article talks about the challenges faced by engineering consultancies in Malaysia, providing valuable insights into the business model for different organizations.

2.

Christian Koch and Mads Bendixen, Multiple perspectives on organizing: projects between tyranny and perforation Section for Planning and Management of Building Processes, Building Research & Information (2005) 33(6),536–546 Retrieved from http://dx.doi.org/10.1080/09613210500294694 This article attempts to create a new organizational grouping in the studied engineering consultancy to ‘perforate’ the project-based structure and improve internal interactions within the organization reveals that although spatial integration is obtained, too few resources are allocated to support the change.

Through a set of case studies this article helps in understanding and investigating the facilitating and impeding aspects related to the innovative efforts in the company. It also gives insights into the organizational strategy of engineering consultancies and their ever changing and project oriented structure.

3.

Nicolaas P. Pronk, July 2015, Design Recommendations for Active Workplaces, Ergonomics in Design, 23(3), 36-40. doi:10.1177/1064804615585408 In this article the author talks about workplace program design solutions that need to be informed by evidence of effectiveness, best practice design dimensions, and recognition that the workplace is a complex social system.

This article helped in understanding the relationship of the employees to their workplace and their effects on productivity.

4.

Gratton, L., & Erickson, T. J. (2007). 8 ways to build collaborative teams. United States: Harvard Business Review. Retrieved from https://hbr.org/2007/11/eight-ways-to-buildcollaborative-teams This research paper talks about organizational culture and team dynamics that lead to successful projects. This initiative was created as a way to explore the practicalities of collaborative work in contemporary organizations.

This article helped me gain detailed insight into the case organizations studied. It studies the collaboration culture closely that is an important part of my project study.

5.

Baark, E. (2001). Routines and innovation in engineering consultancy services. In Paper presented at the Nelson and Winter DRUID Conference, Aalborg, Denmark. Retrieved from: http://hdl.handle.net/1783.1/3519 This article includes the ever changing routine of engineering consultancy practices, lack of predictability and also looks at the factors affecting or incentivizing the routine proceedings.

Engineering Consultancy practices have a distinct organizational culture primarily influenced by collaboration. This article helps in understanding the nature of these consulting firms influenced by the consulting engineers and clients.

6.

Stevens, J., & Moultrie, J. (2011). Aligning strategy and design perspectives: A framework of design's strategic contributions. The Design Journal, 14(4), 475-500. doi:10.2752/175630611X13091688930525 This paper presents such a framework useful for clarifying strategic design and descriptions of two contrasting firms, based on interviews with designers and others in design-related roles in each.

Design can be applied in various forms and through different channels. This article talks about the strategic application of design as a resource to distinguish the identity of organizations.

82

annotated bibliography 7.

Zoghi, C., Mohr, R. D., & Meyer, P. B. (2010). Workplace organization and innovation.

Canadian Journal of Economics, 43(2), 622-639. doi:10.1111/j.1540-5982.2010.01586.x This study uses panel data on Canadian establishments to explore the relationship between the organization of work - in particular decentralization, information- sharing, and incentive pay schemes - and innovation.

This article helps in understanding the workplace culture of decentralized consulting firms closely related to my topic of study.

10. Srivastava, S. B., & Banaji, M. R. (2011). Culture, cognition, and collaborative networks in organizations. American Sociological Review, 76(2), 207-233. doi:10.1177/0003122411399390 This article examines the interplay of culture, cognition, and social networks in organizations with norms that emphasize cross-boundary collaboration.

An individual is an important part of any organization. This will help me identify the culture , cognition and social networks around the employees contextual to my study.

11.

8.

Bennett, A. (2011). Design integrations: Research and collaboration, by Sharon poggenpohl and Keiichi sato (eds) Routledge. doi:10.2752/175470810X12863771379076 Design Integrations is useful reading for scholars and design researchers in industry who are interested in learning more about collaboration and how to do it well.

This article is in close relation with the topic of my study and clearly states the multifaceted use of design research in collaboration.

9.

Lewis, T. R. (2012). A theory of delegated search for the best alternative. The RAND Journal of Economics, 43(3), 391-416. doi:10.1111/j.1756-2171.2012.00179.x This article talks about the three important components of the consulting worlds: the client, the agent and the resources at hand.

This article helps in creating a background research for the elements dynamic to Engineering consultancies.

Principal Author Sarah Todd Contributing Author Steve Hargis, MCR, LEED AP, HOK workplace final report may 2012, corporate real estate. Retrieved from : http://workpointe.com/pdf/Corporate_Real_Estate_2020-Workplace_Final_Report.pdf The study focuses on members to address the business environment of the future and to collect and distribute best practices, tools and studies to meet future business needs effectively.

This is the only article that predicts the future trends of the workplace in 2020 and the strategies to watch out for the consulting world.

12. Thum, P. C. (2005). Innovation in engineering consultancy: a case for competitive advantage. Retrieved from : http://hdl.handle.net/123456789/13661 This paper proposes a knowledge-based model for re-engineering the firm with a learning culture. If engineering consultancy is a knowledge-based business whose asset is the employees, then the firm has to manage knowledge in an organizational learning and sharing context for the innovation purpose., This article will help analyze knowledge management with a human resource strategy, a means to leverage qualified labor to achieve the innovation objective for dynamic work routines.

83

annotated bibliography 13. Sebastian, R. (2005). The interface between design and management. Design Issues, 21(1), 81-93. doi:10.1162/0747936053103020 This paper presents theoretical research, and intends to provoke academic discussions that bring a constructive impact to enhance design management study.

Design management is the backbone of my study topic and this article identifies a wide range of applications as the scope of design management contextual to my topic.

16. Lennie scott-Webber, ph.D., James Ludwig and Allan Smith, Angela Nahikian, (2014) Future Focused- A new lens for leading organizations, 360 degree Steelcase, Issue 64. Retrieved from: https://www.steelcase.com/content/uploads/2014/11/360Magazine-Issue64.pdf Technology is a powerful configuring force in the ways we work, but its control stops at the end of the power cord. Understanding how to situate technology is actually based upon the sociology of work.

Technology , trust , community and flow are the oxygen to culture of any organization and vital to my topic of study.

14. Rob Cross, Reb Rebele, and Adam Grant; Collaborative Overload Leadership & managing people, Harvard Business Review, January– February 2016 issue. Retrieved from: https://hbr.org/2016/01/collaborative-overload This article talks about collaboration, how it has overtaken business and time management while pooling resources together.

This article will help me understand the primary definition of collaboration and resources required to make it practical and successful.

15. Director UNC Executive Development, K. K., & Founder/CEO Banding People Together, A. S. (2014). Creating a Collaborative Organizational Culture. UNC Executive Development 2014.

Retrieved from http://www.kenan-flagler.unc.edu/~/media/Files/documents/executivedevelopment/unc-white-paper-creating-a-collaborative-organizational-culture.pdf Collaboration as a part of defining the organizational culture and its benefits is an important argument discussed in this paper.

This article will help in defining the interdependency and resistance of culture around collaboration and vice versa. The conclusion suggests that every employee is a part of the collaborative environment infused in the culture and reflected in its daily operations.

17. Building Wellbeing into the Workplace, May (2013) Organizational wellbeing made tangible: space, furniture and tools designed to nurture individual wellbeing . Retrieved from https://www.steelcase.com/insights/white-papers/building-wellbeing-into-the-workplace/ Organization strategy that plays an important part in employee wellbeing that can be reflected through space design.

18. Dunne, A. M., & Peck, T. M. (2015). Design + organization development: Three steps on the bridge to the other side. Design Management Review, 26(3), 16-22. doi:10.1111/drev.10328 There is a profession that specializes in development and a re known as OD practitioners.

This paper explains the role of organization developers.

This is the only article that talks about people responsible for defining the organization culture and structure.

19. Stroe, G. S. (2013). Structural analysis of engineering consulting and design industry.

Management & Marketing Challenges for the Knowledge Society, 8(1), 41-62. Retrieved from http://www.managementmarketing.ro/pdf/articole/300.pdf This article offers deep insight of analysis between the different branches of consulting firms and their structural differences.

This article has helped me map the different sections of the design and consulting industry and identify the areas with opportunities.

84

annotated bibliography

additional sources

20. Esposito R., J / Kraenzel C., G. Pepin C., & I. Stein A. (2011, April). The New Workplace: Are You Ready? How To Capture Business Value,. IBM Global Technology Services. Retrieved from http://www-935.ibm.com/services/be/en/attachments/pdf/The_new_workplace__are_you_ready.pdf This article talks about IBM’s strategy and evolution that defines the new workplace to capture the value for them.

• •

This article will help me discover the relationship of innovation in an organization to the evolving workplace and add value.

21. Denzin N., & Lincoln Y. (2011). Qualitative Research Introduction. Center for Teaching, Research & Learning Research Support Group at the Social Science Research Lab, 784.

Retrieved from https://www.american.edu/ctrl/upload/Qualitative-ResearchIntroduction.pdf.

An introduction to research, this article talks about the basics of qualitative research and methods to conduct it.

• • • • • • • •

Qualitative research is an important stage of the study, this article is a guide for this type of research vital to my subject of study.

22. Dr M Cullen (2010). THE RISKS OF CIVIL ENGINEERING PROJECT DEVELOPMENT IN EMERGING NATIONS. Submitted towards partial fulfilment of the requirements for the degree Magister in Business Administration in the Faculty of Business and Economic Sciences of the Nelson Mandela Metropolitan University, 198114850 Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&ved=0ahUKEwitt9C X28XSAhVFPCYKHc_QDbgQFggkMAE&url=http%3A%2F%2Fcontentpro.seals.ac.za%2Fiii%2 Fcpro%2Fapp%3Fid%3D1833828366239991%26itemId%3D1007827%26lang%3Deng%26servi ce%3Dblob%26suite%3Ddef&usg=AFQjCNGF3p3WrFeBXQi9c6PJHcDoM5crw&sig2=xr6poct5NbrxVnPVVrC65w&bvm=bv.148747831,d.eWE Article by Richard Fyvie summarizes the risks involved in handling engineering consultancies very succinctly.

This paper analyzes important factors defining the current state of the industry. It also provides insight into the processes and influences causing changes in the industry at present.

• • • • • • • • •

http://www.cisco.com/c/en/us/solutions/collaboration/engineering.html http://www.nlingenieurs.nl/wp-content/uploads/2013/12/innovation-in-the-industry-ofconsultancy-engineering.pdf http://www.consultancy.uk/news/12979/uk-government-renews-environmentalconsultancy-deal-with-ricardo 23 january 2017 consultancy.uk http://www.consultancy.uk/career/types-of-consultants http://www.encyclopedia.com/social-sciences-and-law/economics-business-andlabor/businesses-and-occupations/consulting http://consulting.ky/the-basic-project-management-process/ https://blog.topdownconsulting.com/wp-content/uploads/2012/01/strat-epmroadmap.pdf topdown consulting juan porter http://www.managementmarketing.ro/pdf/articole/300.pdf gabriel sorin stroe structural analysis of engineering consulting and design industry http://www.csemag.com/single-article/10-ways-to-improve-strategicplanning/9ad4ba79ad91a871b92614c03c9636a5.html jane sidebottom 07/11/2014 10 ways to improve strategic planning http://www.forbes.com/sites/susanadams/2015/09/03/the-most-prestigious-consultingfirms-2/#122a8afc7382 susan adams , forbes staff sep 3, 2015 @ 05:16 pm the most prestigious consulting firms in 2015 https://concentrics.com/7-stages-developing-high-performance-team/ http://pdf.archiexpo.com/pdf/nienkamper/davos-brochure/49353-113999.html http://www.juxt.com/work/33/plantronics-history-wall http://www.grove.com/pdfs/grove_strategic_visioning.pdf https://prachivyas1212.wixsite.com/website https://in.pinterest.com/pin/424042121137442422/ http://www.grove.com/products.php http://www.haworth.com/products/technology/teamwork/bluescape https://www.microsoftstore.com/store/msusa/en_US/pdp/SurfaceHub/productID.319840600

85

additional sources: Consent forms

Informed Consent Form

Informed Consent Form

Informed Consent Form

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

Aditya Gujarat Printed Name

aditya Signature

Bruce Claxton Printed Name

aditya Signature

Christian Hydrick Printed Name

aditya Signature

Date 2/4/17

Date 2/8/17

Date 2/8/17

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

additional sources: Consent forms

Informed Consent Form

Informed Consent Form

Informed Consent Form

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

Harry Dunsky Printed Name

aditya Signature

Kaivalya Kalamkar Printed Name

aditya Signature

Katie Amberson Printed Name

aditya Signature

Date 1/21/17

Date 1/18/17

Date 1/18/17

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

87

additional sources: Consent forms

Informed Consent Form

Informed Consent Form

Informed Consent Form

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

Manny Rayson Printed Name

aditya Signature

Raghav Maheshwari Printed Name

aditya Signature

Sara Martin Printed Name

aditya Signature

Date 2/5/17

Date 1/13/17

Date 1/17/17

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

88

additional sources: Consent forms

Informed Consent Form

Informed Consent Form

Informed Consent Form

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

Siddharth Rajmohan Printed Name

aditya Signature

Swapnil Dorle Printed Name

aditya Signature

Donald Brown Printed Name

aditya Signature

Date 2/8/17

Date 1/20/17

Date 2/17/17

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

89 89

additional sources: Consent forms

Informed Consent Form

Informed Consent Form

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design:

Research for Project on collaboration and engineering consultancies.

Research for Project on collaboration and engineering consultancies.

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

Informed Consent Form I voluntarily agree to participate in an interview/inquiry performed by students at the Savannah College of Art and Design. I understand that this interview/inquiry is being conducted by Prachi Vyas , in order to identify the following opportunities for design: Research for Project on collaboration and engineering consultancies.

I understand that the evaluation methods may include: (the below are examples) 1. recorded (audio, video and/or photography) observations 2. my completion of an evaluation questionnaire(s) and/or 3. my participation in a 30–60 minute interview I grant permission for the interview/inquiry to be recorded and transcribed, and to be used only by Prachi Vyas for analysis of interview data. I grant permission for this data generated from the above methods to be used in an educational setting.

I understand that any identifiable information in regard to my name and/or company name will be removed from any material that is made available to those not directly involved in this study.

Siddharth Rajmohan Printed Name

Kaytin Smith Signature

Date 2/8/17 This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

Printed Name

aditya Signature

Tom Hardy Printed Name

aditya Signature

Date 1/20/17

Date 1/24/17

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

This research is being conducted by the School of Design at the Savannah College of Art and Design. For additional information please contact: Professor Tom Hardy Phone: 912-000-000 Email: thardy@scad.edu

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list of figures 1. Illustration by Yaqiong Qiao.

2. Figure 01: topic circles 3. Figure 02: double diamond 4. Figure 03: target audience 5. Figure 04: ecosystem map 6. Figure 05: SWOT chart 7. Figure 06: PESTLE chart 8. Figure 07: audience Venn diagram 9. Figure 08: consulting ecosystem 10. Figure 9.1: ecosystem detail map 11. Figure 10: circular consulting chart 12. Figure 10.1: design opportunities circles 13. Figure 11: insight chart 14. Figure 11.1: design criteria 15. Figure 12: Spider chart 16. Figure 12.1: Spider chart concept 1 17. Figure 13: SWOT analysis 18. Figure 12.a: Concept 2 19. Figure 12.2: Spider chart concept 2 20. Figure 13.1: SWOT analysis 21. Figure 12.3: Spider chart concept 3 22. Figure 13.2: SWOT analysis 23. Figure 14: diffusion phases 24. Figure 15: positioning matrix 25. Figure 16: prototype characteristics 26. Figure 17: example office layout 27. Figure 17: prototype template 1 28. Figure 17.1: prototype template 2 29. Figure 17.2: prototype template 3 30. Figure 17.3: prototype template 4 31. Figure 17.4: prototype template 5

32. Figure 17.5: prototype template 6 33. Figure 18: website page 1 34. Figure 18.1: website page 2 35. Figure 18.2: website page 3 36. Figure 18.3: website page 4 37. Figure 18.4: website page 5 38. Figure 18.5: website page 6 39. Figure 18.6: website page 7 40. Figure 18.7: website page 8 41. Figure 18.8: website page 9 42. Figure 18.9: website page 10 43. Figure 18.10: website page 11 44. Figure 18.11: website page 12 45. Figure 18.12: website page 13 46. Figure 18.13: website page 14 47. Figure 18.14: website page 15 48. Figure 18.15: website page 16 49. Figure 18.16: website page 17 50. Figure 19: business canvas model 51. Figure 20: implementation matrix 52. Figure 21: recommendation mode 53. Figure 22: oac map 54. Figure 23: key words map 55. Figure 24: relationship map 56. Figure 25: consulting value chain

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appendix a: project timeline OCT-DEC MA REVIEW

JANUARY week 1

week 2

week 3

week 4

3

10

17

24

5

MARCH

FEBRUARY 12

19

week 5

26 31

2

week 6 week 7

week 8

week 9

week 10

7

21

28 2

7

9

14

16

23

9

14

Develop and redefine project Secondary research Primary Research Project Planning Conducting Research Market Analysis Research Synthesis Midterm Process Book & Initial Exploration Redefined exploration and Prototyping Assessment and Validation Final Prototype Business Implementation Plan Final Process Book Graduation show Poster

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appendix b: internal collaboration framework cultural map Offering-cultural-activity map as created by the author to show the convergence of offering and activities surrounded by that activity and the culture around the offering and activities..

Guide Expertize

Ideate

CULTURAL

Identify

Redefine

MANUFACTURING automotive | industrial | product | supply chain

Complex

Convenience

ACTIVITIES

MECHANICAL automotive | fire alarm | electrical | plumbing

Construct

DESIGN initiation | execution | planning | closure | control | architecture

Shared responsibility

Communication HUMAN RESOURCES Adaptability

recruiting | talent acquisition | references | process transformation

Brand

INTERNAL COLLABORATION FRAMEWORK

Discomfort MARKETING initiation | execution | planning | closure | control

Network

MANAGEMENT brand development | strategy | marketing | planning | analysis

Develop

ORGANIZATION DEVELOPMENT culture | space | collaboration | training

Professional

Organize

Cross functional

Miscommunication Quality

Security Leadership Figure 22: oac map

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95

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3Cs

4Cs Communication Collaboration Culture Co-Creation

COMMUN ICATION

appendix b: key words

Customers Competitors Company

Creating value Empathy Trust Relationships

PROMOTI DIAGNOSE ON RELATIONSHIPS

PEOPLE

NETWORKING POLICIES DELEGATE

1

ACQUIRE

PRICE

APPROACH

2

3

PLANNING

ASSIGN

4

5

DEVELOP

6

DELIVER

EXECUTE

POLICIES

PARTNE RSHIPS

MARKETING

PLACEM ENT

ROLES

RESPONSI BILITIES

PROM OTION

5Ps People Planning Projects Partnerships Policies

4Ps Price Production Promotion Placement Figure 23: key words map

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PEOPLE

PROCESS

appendix b: relationship map DISCOVER

DIAGNOSE

DESIGN

1

2

3

DELIVER 4

Delegate

Determine PROJECT COORDINATOR FOR THE OWNER EXECUTIVE MANAGEMENT

Team Leader

Team Leader

Business

Marketing

RESPECTIVE DEPARTMENTS

Researchers

Technologists

CLIENT Engineers

RESPECTIVE DEPARTMENTS

Designers Team Leader

Technologists

Researchers

Team Leader

PROJECT COORDINATOR FOR THE CONSULTANT

EXECUTIVE MANAGEMENT

Figure 24: relationship map

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appendix b: consulting value chain PROJECT SCOPING • Defining the scope, time, ambition, resources, governance, etc.

1

TO- BE • Clear recommendation • Buy in from stakeholders • Achievement of target • Making the case sustainable 2

AS- IS • Understanding of key issues and opportunities for improvement • Alignment around key issues to address • As is assessment to create the proposal for change

3

IMPLEMENTATION • Rolling out per planning • Crisis management plan • Assess results • Criteria for finishing the project

4

PILOT • Preparation for implementation • Metrics, baselines and targets agreed to measure success • Learnings • Approach and scale

5

6

BUSINESS • Roles and responsibilities per business • Plan for continued improvement • Common language of function across the organization

Figure 25: consulting value chain

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PRACHI VYAS | MA DESIGN MANAGEMENT | WINTER 2017 | SAVANNAH COLLEGE OF ART AND DESIGN