Connect, Design, Enable (CoDE) Funding Redesign
As a lean team of 2 designers, a clinical coordinator and project manager, we pushed to improve and enhance the experience of winning an innovation grant, (CoDE).
Mayo Clinic - Center for Innovation
Service Designer / Design Strategist
How can we more effectively manage 8-10 projects and deliver a consistent experience while increasing team's design thinking capacity?
WHAT I LEARNED
How to speed up research and utilize more active research techniques
Apply learnings from other work more quickly
How to apply structure that provided consistency as well as personalization
Added structure with weekend design and leadership bootcamp.
A pre and post survey to capture feedback and more objectively view CoDE.
We better utilized which projects truly needed and desired design and focused our design effort there versus being spread too thin.
I worked on a team called the Innovation Accelerator with the goal of educating and spreading design thinking throughout the organization. I was one of two designers working with CoDE projects, an internal grant competition awarded to 8-10 ideas a year. In addition to funds, recipients received support from the Innovation Accelerator’s service designer, clinical coordinator and project manager.
Over my 4 years on the Innovation Accelerator I contributed and oversaw on 34 CoDE projects. I lead and provided substantial design support to 18 projects.
We initially divided projects by designer with each creating their own design plan and timeline based on the funded team. However, after two years of running the program we looked for ways to improve. We started with talking to past recipients and ran a workshop with our team to identify where there were gaps and barriers in how we were working.
Based on all the knowledge we had of past recipients and our experiences we were able to identify different types of teams and their expectations of working with CFI. We then created our own guidelines of what a recipient was expected to do and how we were to work together. We realized waiting until the grant money official kicked meant we were already behind. We set up initial consults with teams after they were awarded their grant to identify their expectations, goals and what success meant to them. This helped us decide how to allocate our lean resources to be most effective.
We then made each team go through a bootcamp weekend where we brought in industry professionals and partners to provide an outside perspective on design, teach basic design thinking skills as well as leadership and change management techniques. This gave teams who typical have no time in their clinical schedule to really focus heads down on their idea.
We had each team facilitate their own blueprinting exercise of the weekend and start to create diagrams and prototypes so they would be more comfortable with this concept throughout the year. We were able to provide input and synthesis effectively and efficiently starting teams off quickly in the new year. We also condensed our research and observation phases in order to get teams to experiments and pilots more timely. We structured our research as not to jeopardize the value in the work but in a way that reduced re-inventing the wheel. In doing so we were able to address institutional barriers to implementation sooner and provide more support to our teams.