Johnson & Johnson
Case Studies
We used human centered Design Thinking in order to solve problems that have an effect on billions of people. Through system thinking to drive collaborative insights, we’ve applied methods that have solved challenging problems for a range of healthcare businesses.
a roadmap to THe future of
the human performance institute
In addition to designing the building, brand guidelines, and the service blueprint; we designed the future, we looked 5 years into the past, at our current position, and from that we had a vision for what was to come. We had a series of conversations with technologists, behavior scientists, business leaders, doctors, and a range of other stakeholders to help guide the narrative. It became apparent that a membership plan could take the company further than the piecemeal courses that were currently being offered. We were able to deliver a plan consisting of a behavior change model, subscription model, business model, and a solutions blue print for the Human Performance Institute which would chart out a 5 year path for accelerated growth.
Curing Blindness
Working with a team of Retinal Specialists, Gene Therapists, and an assortment of business partners we helped chart a path forward towards curing blindness for two kinds of Inherited Retinal Disease.
We facilitated several rounds of co-creation sessions; each one designed to co-develop 3 maps: Emotional, Transactional, and Solutions in order to ultimately design an implementation strategy for Gene Therapy. Each co-creation round brought the stakeholders closer into the creative process, allowing them to slowly take more ownership of the project.
CHANGE management IMPLEMENTATION
Creating a bridge between big ideas and real human needs.
In order to create real change with in the J&J GCA careers program we needed to build solutions that would foster development, carve paths towards future careers and give leaders the ability to discover talent and promote growth. We conducted large co-creation sessions with a broad range of GCA stakeholders. It was composed of design thinking exercises, idea generation, prototyping, and then testing to build a range of possible solutions. After which we synthesized those ideas in order to build prototypes that could be shared with leadership. We were then able to guide our partners towards an agile process that allowed them to roll out their budget on a range of concepts, rather than throwing it all at a big idea... which might not have been the right one… eventually zeroing in on the solutions that were getting the most traction.
