So good morning, good afternoon, good evening, wherever you're joining from, and thank you for joining us and being here on time. Such a delight to have you. We're expecting a few more friends. You know, everyone is back to back these days, so let's give them a minute or two, and we'll get started. In the meantime, whoever is already here, if you could please open up your chat window, that'd be amazing. Open up your chat window, keep it docked, as we'll lob a few questions at you during our time together. And, Janice, thanks for getting us started. Hello. And it would be great to know where you're joining from as well. Roman, is it Thursday? Why am I a day behind you? You know, whole virtual traveling has thrown me off. Before, was a jet lag. These days, it's just, yeah. Inigo, hope you're doing well in Paris. Monica from Argentina, great to have you. Mohan from Singapore, you are up late, my friend. So glad to have you here. Thank you for staying up and being here for the webinar. Jane from Virginia, I take it. Glad to have you. Namrata from London. And I wonder if it is the same Namrata from Is it Kings or Imperial? I can't remember. Arturo, glad to see you there. Yeah, then we're like, Oh, it would have been good if I had not said the other college in London, but thank you. And Arturo, thank you for your New Year's greetings. It was so glad to hear from you. Welcome, everybody. It is two past. Why don't we just give one more minute to our friends and we'll get started. In the meantime, please open up your chat windows if you haven't already, fill up your coffee cups, tea, water bottles, or whatever else you might be having at the end of your day. Mohan, I'm pointing to you. Get comfortable and we'll get started soon. And it looks like we have Mihir online here as well. We need to be playing Metallica for Mihir. All right. Looks like we have a quorum of sorts, so let's at least get started, and let me formally welcome you all to Experience Point's latest webinar, in which we'll focus on two of our most in demand innovation products. That is the iconic Experience Innovation Learn and the newest addition to the family, Impact by Experience Point. My name is Vishal Bhatia, and I'm a master facilitator at Experience Point. In my role, I get the joy of conducting human centered design and innovation workshops globally to a variety of organizations, from Fortune five hundred companies, small businesses, governments, universities. And joining me as co host is my star colleague and the person who curates all these amazing client relationships, Amber Rutgers. Amber, can you please introduce yourself to the group? Yeah, thanks Vishal. Hi everybody. Thanks for joining from all over the world today. So I'm a key account director at Experience Point and I've been here for almost five years now working with our Fortune fifty clients. And what my work is really focused on specifically in the tech space right now is to understand how can design thinking help our clients achieve their business goals and then work with them to map out that learning led journey to get there. Sometimes that might look like filling in skills gaps revealed by digital transformation or creating competitive edge by accelerating customer centricity. Thank you, Amber. And welcome again, everyone, including those who've just joined us. So our webinar is scheduled for sixty minutes. We'll use the first twenty, twenty five minutes to walk you through our first product, the Experience Innovation Learn. And then we'll showcase the other one we call Impact. We'll use the remainder of the time for Q and A. I mean, said, you can always submit questions anytime either by posting them in the chat or through the Q and A tab. And if there's any question that is relevant in the moment and widely applicable, we'll try and answer it right away, or we'll just park it till we get to the Q and A. Another thing you may see, there is a flashing red light in the upper corner of the screen. All it indicates is we are recording the webinar, and we'll email it to you just so you can see it. We'll also put it up on our website, experiencepoint dot com, if you'd like to share it with others. So let's begin. I'll leave it for Amber to take the slide. Yeah, thanks, Michelle. So I'll do a quick overview of who Experience Point is before diving into the product focus. So Experience Point is a workforce transformation company, which means we help organisations scale innovation capability and mindsets across business units and entire organisations. We really believe that innovation is a skill that can be learned and mastered. And we'll get into this concept a little bit more when we look at learn and impact. So we offer a suite of experiential digitally driven workshops that train people and organisations in the problem solving methodology of human centred design. The overviews of our products that you'll see here today are just two of many workshops that we offer, which all range in time, level of application, depth of dive, virtual versus in person. So we'd strongly recommend that you head over to our website to check out the full product offering in more detail, or please reach out to any of us, Vishal or myself today or afterwards about it. And we'd be happy to answer questions. It's worth pointing out, we're really well known for our engaging workshop experiences. And if you're also interested in learning more about how we work with clients to ensure that new skills and behaviours transcend the workshop moment, and really permeate the culture of your organisation, we'd be pleased to tell you more about that and tell you more about our transformation offering that really combines a training people approach with also developing the right conditions for those new capabilities to thrive. So happy to chat about that as well. Yeah, and please don't hesitate to connect. All right, let's dive into the topic of innovation, and we want to start off by hearing from you. So as you see the prompt on the screen, we'd love to hear from you any examples that come to mind. You know, examples of new innovations or some creative solutioning that you may have seen during this pandemic that really impressed you, or perhaps something you yourself were a part of. So please share your responses in chat. We'll give you a few seconds to type out your response. Yeah, Jane, I like that answer of masks. The one that comes to mind for me is thinking about how a lot of our clients in the moment of the pandemic really quickly use design thinking to spin up a way to help provide for their community like the example of Ford spinning up PPE really quickly out of their plants, super exciting and inspirational. Yeah, QR payment. Yeah, I think more people have been using. In fact, just in the last week, I know at least three of my friends who've started to use, they use it for the first time. Any other thoughts that come to mind? Online schools, the blessing and the bane of many, many parents in our midst. Cure menus when we could still go and eat. That's quite something. I was fascinated by that personally. QR code really had a resurgence. It came back. It kind of felt old school last year, and now it's all in vogue. Well, thank you for your responses. Tremendous. Pedestrian light buttons. Katrina, right, indeed. I've seen something like this in Quebec as well, where it actually just scans your body as you're standing next to it. It's amazing. Absolutely. So, yeah, thank you for sharing such inspiring responses to extraordinary times. You know, it's always great to see people sort of rise to the challenge, right? Whenever there's crisis, people tend to just surface, the creativity abounds, people come with amazing ideas. You know, yet, for every team and organization that innovated well through these times, there are also many who just couldn't. In fact, many CEOs have singularly called out the skill gap in innovation in their organizations. You know, even before COVID, the annual PwC global survey of two thousand nineteen, it revealed that fifty five percent of CEOs claimed they weren't able to innovate effectively. So so why is it that companies are having such a hard time innovating effectively? You know, in a word, it's people. It's a people problem. In a study that IBM did, it's called the Enterprise Guide to Closing the Skills Gap. In that study, the CEOs across the world ranked investment in people as the number one path to accelerating company performance. And, you know, helping companies invest in its people is at the very heart of what we do at Experience Point. So we'll look at this shortly, but before, we'd love to get your response to this poll. Do you feel there's a skills gap right now in your organization? And of course, it's subjective, but at least we'll get a sense of what shows up. Yeah, maybe while folks are filling that out, I love this question because especially in the tech sector, COVID has accelerated digital transformation demand by six years. And so what we're seeing with our clients is it is creating a skills gap as they skill up their folks to have the technical skills, then they need human centred design problem solving skills to really optimize those new skills. We've got a client moving from completely paper based over to no paper at all. And so new skills are needed to help that journey. All right. So we'll get the poll results soon, but I will say Oh, there we are. Wow. There is. I think we all have CEOs in our midst, just like the CEOs echo fifty five percent. This is a higher number. Absolutely, I think, you know, if you're all humble and real and self aware, we'll realize that is indeed the case, and the good news is that anyone can learn the tools and techniques to become more innovative. You know, the same tools that are used by the world's most gifted innovators. And training people in those skills is our bread and butter. I mean, we've spent the better part of two decades helping organizations build innovation. And I say culture because in that people use these creative tools and techniques, whether it's simply to do their day to day work, you know, just more innovatively, or to band together and solve complex challenges, whether it's related to product, service, policies, processes, whatever. And we've created this impact through training people in human centered design or design thinking or design as it's commonly known. I'm once again just curious how familiar this group is with human centered design. So let's take another poll and respond to see. We'll see what we get in this group. Do we have the poll results? Wow, a very enlightened group here. Well, you, it's amazing. And I would love to have seen another question here. How many of us actively use it? Because that's a whole different story sometimes, right? But it comes with practice and that's why the culture part, right? The more we do, the more people we do, you know, it really lends itself to the muscle that the entire organization can move together. But I will say this much, you know, from having worked with hundreds of clients over the years, we can tell you that integrating the design approach in your organization and training your people in it has numerous benefits. And here are some key ones that this approach can almost guarantee you. So, first, in just the way this framework is built, it kind of ensures that no matter what problem you're solving, you stay focused on your user. You know, we say it, but very rarely do we do it, and we can depend on ourselves. It is the framework that forces us to stay focused on the user, whether it's the end customer we are talking about or an internal stakeholder. I mean, often, when we are solving a challenge, we make assumptions about what our users need, what they desire, without truly knowing, you know, without truly knowing that for a fact. But with human centered design, we actually engage with our customers. We observe them. We speak to them, and we get to their true needs and even true motivations. It is such fact based, qualitative understanding that enables us to create solutions that truly address our users' unmet needs. And isn't that what innovation is all about? So here's another benefit that we've repeatedly, repeatedly seen. Whatever an employee's role, training them in human centered design enables them to do their work more creatively. And that's an amazing individual win, but also organizational win because on the organization level, it builds a common mindset, a common language around innovation. It grounds people in the same tools and techniques. And all of this helps people to problem solve and innovate more collaboratively, and with less friction, because most of the time we are managing that very friction. And of course, let's talk dollars, right? I'm sure we all have bottom lines to worry about. Research from McKinsey and Company shows that companies that use design tend to realize about ten percent more revenue than others. Now, we've personally worked with many clients and seen firsthand just how they use design to generate new ideas and then evolve them into brand new revenue streams or even reduce costs for that matter. In fact, the supply chain division of a very large tech firm we partner with has attributed over one hundred million dollars in savings. That's a big number, you know, as a result of using this approach in savings. So And lastly, when companies use design to solve problems, they just create an environment where people aren't afraid to fail because the approach forces you once again to try out a variety of ideas, but with the discipline of investing very little, always using low fidelity prototypes, small scale experimentations, and such nature before bringing anything to market. And what this does is this limits the risk for teams and gives them room to try out some really out of the box ideas, and that is what drives innovation. So plenty of benefits as you see, and we help organizations create all of this impact using a slew of our products, including Experience Innovation Learn and Impact, which we are showcasing today. Maybe Amber can share a bit about how we sort of bring all of this to life for our clients. Thanks, Vishal. So the plan will be, we'll do some overviews of both the two products we're gonna look at today and then share some stories of how this has come to life for clients. And if it isn't clear yet, we really believe in learning by doing and you'll see that as we go forward. And we really, really believe in the power of human centred design, and the power it has to ignite innovation. So I'll walk you through two of our workshops that really immerse participants in human centred design through practice and application. First, we're going to look at Experience Innovation Learn, which is the backbone of our programs in human centred thinking and completely centred around doing. This program takes the core concepts of an innovation project, something that could take from four months to as much as fourteen months, maybe more if you ask friends at IDEO, and it distills it down to just four hours. As one of our participants have said, it's four hours that can change your life. The program focuses on a realistic design challenge. And by gaining both exposure and practice with the core principles of design thinking, participants can collaborate together in teams to tackle that problem. We'll take a closer look at this and how it unfolds. So here's the video to show you that. Experience innovation learn is ideal for teams who need to apply the tools of innovation to their organization's real projects and initiatives. This highly engaging, one of a kind simulation guides participants through the essentials of a four month innovation We a that on design and leave the workshop ready to tackle real world team and organizational business challenges. Built for anyone who needs practical experience with human centered thinking, Experience Innovation Learn uses leading edge technology to create an accelerated and relevant learning experience that leads to tangible applications. Cross functional teams at any level and within any function or industry can benefit from learning how to approach an innovation project from beginning to end. In the workshop, participants tackle a realistic innovation project by learning to apply the six steps of the design thinking innovation process. The workshop follows a path of solving a real life client challenge for various simulated cases. This process starts with a deep exploration of user needs and the related opportunities to make a difference in their lives. The participants then work to imagine solutions and the process deliberately pushes them to think beyond the obvious and helps them learn their way into better and better versions of their ideas. By first learning how to frame a question using human centered design principles, participants identify the right problem to solve for. Next, they gather inspiration to spur new thinking by going deeper, to learn and discover what people really need, not just what they say they want. Once participants have accumulated their data, they make meaning out of diverse information and synthesize for action to identify a strategic focus. Empowered with proven brainstorming tools, teams push past obvious solutions to generate breakthrough ideas. Next, teams build rough representations of their ideas to make them tangible and help them think through possibilities and pitfalls. Finally, teams learn how to experiment their way toward market quickly and cost effectively through prototyping. They test to learn what aspects of their ideas are most effective and which require additional work. Each section of Experience Innovation Learn has a brief overview given by the facilitator, video, then staged activities with embedded timers. Activities in this experience are primarily team directed and the facilitator checks in with teams to offer timing reminders and moderate coaching support. Entire workshop has been crafted to provide a consistent and reliable experience. By the conclusion of Experience Innovation Learn, your people will be equipped with the confidence to apply the essentials of human centered thinking to their work, elevating the innovative confidence of your organization's culture. Wow. You know, if you caught me smiling, it's just because it truly gives me joy in what I do. Mean, such a joy to see people animated, collaborating, creating. You can almost feel the energy in those rooms, can't you? But what's amazing is that even after having virtualized all our products and, you know, our workshops, you will see that none of that energy, engagement, and impact has been lost. And that's amazing. If anything, people now also get a chance to practice remote collaboration, and they actually seem pleasantly surprised to discover that they can create and innovate with just as much impact and fun even virtually. So anyway, moving from the experience to the methodology. So here is the framework at the heart of the human centered design we train people, and many of you are familiar with design, so you are probably familiar with this or some iteration of this. But in broad strokes, we start with framing any problem from our user's point of view, not ours. And then instead of right away considering solutions like we tend to do, what we do is engage with our users to learn more about the problem and their needs, which is what reveals the actual opportunity to solve for. And that's the first half of the process. And so it is this opportunity we solve for in the second half where we generate ideas, and then also quickly and cheaply test those ideas out with users. And it is this rigor of staying close to our users throughout our problem solving journey, it is that which ensures that the solution we come up with is actually rooted in their true needs, and that is what increases the chances of any idea's success. So I've described this process very linearly, by the way, you know, but it's not a linear process. I mean, we learn our way into each step and that's how we move forward. There's plenty of going back and learning more. And that's what makes this process so rigorous. Yeah, and when participants go through the LEARN workshop and practice that methodology, what you'll see is behaviour change and skills application immediately when they're back at their desks. So right after the workshop, participants will have already started to realize where traditional thinking might hinder their problem solving or opportunity seeking, and they'll have new design thinking behaviours to put in place of that. Examples of this would be moving from solution orientation to a growth and learning mindset, redundant analysis to rigorous testing, avoidance of failure to learning fast, secondary self research to deep customer understanding and from debating to doing. Everyone will be speaking the same language and suddenly in meetings when somebody suggests taking five minutes out to draft a quick easy prototype, this is met with support and others jumping into help versus skepticism or more questions over time spent. These are really leading indicators of behaviour change, and they can scale quickly to those lagging indicators of success like perception change. So customers and employees are really starting to view your team or organisation as innovative, and eventually those project outcomes, so dollars saved and dollars made. So let's review, we'll take a look at a case study to show how some of these outcomes have played out for some of our clients that have leveraged learn in a specific way. So we worked with California's leading provider of workers compensation insurance. And they had the approaches with kind of a goal statement of wanting to reconnect to their customer and their talent base to become the carrier of choice and employer of choice. That's important that last part because they're really based out of Bay Area. And so they're competing with Silicon Valley for talent and those new innovators. So we worked with the Director of Talent, helped her assemble a core team. And in December twenty seventeen, the Director of Talent of this organization was reaching out to us to explore how do we support their initiative for innovation? Because leading up to this, they had already been on a journey to develop customer experience skills to help them become the provider of choice. But the learning wasn't sticking beyond learners just being able to regurgitate that customer experience process that they had learned. Their staff weren't really living this way of serving clients despite being trained on that new model. So the investment in that training and the investment in time put towards learning it wasn't being realized. So in our work together, early work together, what we discovered was really missing was empowerment. Employees didn't feel empowered to solve customer challenges that customers were bringing to them. They felt that any new ideas that they surfaced wouldn't be heard or endorsed, they weren't really sure of how to even source and surface those new ideas and share them across. This led to a lack of leveraging the customer experience skills that they had already been trained on and paid for. So ultimately, a drop in employee retention for those other kind of more appealing Silicon Valley companies. So the CEO's challenge statement revised to how might we enable employees to feel empowered to solve customer problems. So to achieve employee improvement, they needed to skill them up and ensure they were creating the conditions for these innovative behaviours and skills to thrive. So the training needed to give employees real practice to develop the skills, safe place to try out the new behaviours. And then for those skills to scale and stick, a critical mass approach to training was needed versus sprinkling and then sending out a few change trained people out into the organisation. Critical mass approach equals not only new skills, but also those conditions for the behaviour change to stick versus what they had experienced before with some people trained without any impact or change to how the work got done. So they needed a practical workshop like learn that could easily and consistently scale across the organization. So in year one, five core team members brought in twenty design coaches or their internal facilitators to deliver learn to seven hundred leaders and ninety percent of their workforce in just year one, because it scales so consistently. Learn was featured heavily because it's a really quick and engaging way to introduce people to design thinking, and to align them really quickly on a model and language for working in that new day, new way so that when they're back at their desks, they can actually use those skills. It's a cornerstone workshop to a strategic approach to skilling design thinking capability. Majority, so yeah, across the organization trained up and learned to really create that shared model and language. So how did the leaders that the how did leaders at this organization know that design thinking behaviours were finally embedded into the culture and that they were actually empowering people to use these tools to solve the problems? Well, first, within the first year, employees had started to notice opportunities to apply design thinking to improve internal and external processes and systems for clients and themselves. So within that first year, fifteen new projects were identified and move forward to redesign. That's fifteen new opportunities to be customer centric and show up as the carrier of choice that wouldn't have otherwise been brought forward and moved into project. The second way that the leaders knew that people were actually being empowered was through improved employee engagement scores. These folks were feeling more empowered and energized about the work being done at this organisation, a benefit to the organisation and the customers they serve. So now, kind of having that story and example of learn, we'll now take a look at the second product. So moving away from our cornerstone product, that's great for introduction to design thinking process into our sprint product, which is more focused on application, It's called Impact by Experience Point and Vishal will kick us off. I will, but I can't, you know, as I'm listening to you, Amber, I can't If we haven't done it, we should write this down. Like there is so much goodness in there to take in that, like, would love to read it. You know, every time I hear this story, I get a thrill, and I've heard it before. You know, few feelings compared to the joy of just making such an impact. And speaking of impact, let's look at impact by experience point, or just impact as it's commonly known now. This is the newest addition to our product family, as we've mentioned before. So to just give you a bit of a background, you know, and which is remarkable, like I feel proud to be part of Experience Point as a result of this, just, you know, if I may say so, like, impact was conceived in response to COVID. You know, last March, April, as we started to see more and more of our clients grapple with the pandemic and with all sorts of complex challenges that came with it, you know, we started to wonder internally just how we could help. You know, of course, it would help innovate our business too, but I think there's a real need, and it is such a brilliant thing when you see the need and you want to do something about it, and, you know, it's a communal effort. And it became apparent to us quite quickly that COVID like would leave a lasting mark on global commerce. And, you know, ten, twelve months later, we know that it has. I mean, all nature of disruption from supply chain, production, human resources, marketing, name it, it has upended the decision making frameworks for every department, every division, every business unit, even the most mature and robust businesses. I mean, every business realizes that the pandemic has irrevocably changed the way that they will operate and compete in the future. So while this uncertainty has left many feeling uncomfortable, and understandably so, like anything else, right, I mean, it has also presented an unprecedented opportunity to innovate, and IMPACT was designed to help leaders navigate this very opportunity, this new world, but with agility, and uncover these opportunities that are out there. So IMPACT, just to give you a sense of what impact is, it's roughly eight to ten hour virtual sprint, and that's what it is. It is a sprint. It quickly ramps up the client on human centered design, but then it creates immediate business impact by also helping them right away apply this human centered thinking, this design, these approaches to a real challenge that the business is facing. And this is a live virtual facilitated workshop, you know, perfect for whether you're tackling a critical new business challenge or just advancing an existing one. And then in this workshop, you know, participants learn how to use the tools and methods of human centered design, and they do it to more granularly understand the challenge, to explore a wide range of possible solutions that challenge might have. They identify the most viable ideas that come out during the workshop and also bring them to life with low fidelity prototypes and feedback. And the, you know, it's an expertly guided facilitated workshop and so the facilitator guides the project work interspersed with modules of microlearning. And of course helps participants advance the challenge by facilitating radical collaboration. You know, I use the word radical because I'll show you an image that kind of highlights that, but also managing unproductive behaviors and a lot of debate cycles that can really slow down problem solving. So it is something to behold, and actually, this is just a sample board, right? I mean, just to give you an idea of what collaboration virtually looks like in this kind of an environment. And this is an example of the mural board that we use for the sprint. This is a visual of when teams have virtually brainstormed their ideas, And it's an amazing tool for creative collaboration, very high energy, and I hope you get to experience it in the context of how we use it for impact. By the way, we've also made impact program quite flexible. Like I said, it's a eight to ten hour sprint, but realizing how busy everyone is, we, you know, clients can choose to do the sprint in two days or four days or five days. The format and timings can be customized based on the needs of the team, the projects, the business priorities. So hopefully, all of this gives you a sense of the program, but I will tell you, I'm personally amazed at just how within a year of its conception, Impact has already helped so many of our clients restart and refocus their innovation journeys. In fact, once again, I'll lean on Amber to maybe share an example or two from the few Impact programs that you've managed. Yeah, and before I take us into the story, I'll just highlight some of the outcomes that you'll wanna listen for. So with impact, the outcomes are really twofold because you're learning and practicing designing behaviors and tools while advancing a project forward. So for the learner, that means the deeper dive on design thinking skills and behaviours, and understanding the relevancy of design thinking and how to apply it to their own work. And then they also have a success story to share back and reference when they go back into the organisation and start to bring it into their own work. For the business, these outcomes mean that there's more design thinking practitioners in the organisation, more advocates for design thinking and increased energy for innovation. And then also advancing towards business outcomes by working on real project work. So the case that we'll look at to highlight the outcomes from impact is one I really like because it's going to show you different populations and outcomes that impact can serve, kind of sprinkled out throughout a journey for a client. So we were working with multi this year, obviously, because impact was just created, working with a multi billion dollar organisation that was succeeding before the pandemic. They had a unique broadcasting and retail model that required no traditional brick and mortar stores. And they began to thrive even more because of this during the pandemic. They have established deep expertise in helping people envision their lives with new products, and delivering those products at the right price with great efficiency. But the issue was many forces were hyper accelerated by the pandemic. Those conditions multiplied their number of competitors and also increased the rate at which those competitors could innovate. So to continue to best serve their customer base and keep their strong market share, and keep up with the customers rapidly evolving needs, this organisation knew that they had to have a new approach to strategy and innovation, which begins with deepening customer centricity in all that they do. So they needed a human centred skills approach, and they needed them to be applying it to real work that was surfacing and finding and pushing forward new business opportunities. So the impact will feature heavily for those reasons here. So we began working with this organization when they were just starting work with a leading innovation design firm begin advancing really strategic priorities and initiatives immediately. Recognizing though, that a change like this, so changing long held and successful mindsets that have led them to their success so far across the whole organization, is really a significant culture transformation. So they partnered with us to bolster those efforts and accelerate that journey. Experience Point partnered with a core team again, on the client side, and facilitated a process that helped them to design out carefully crafted communications and activities about the training capability building, and beyond even those training moments that would really sustain the customer centricity in a really complex organization. The tool we used here at the core team was Impact. That was the workshop, the sprint focus that helped them to advance these initiatives, and deepen their own design thinking skills while working on the Culture Change Initiative. We also facilitated a process to help them establish a carefully selected group of supported community of catalysts with really diverse ranges of expertise from across the many global markets they serve. These catalysts selected for their passion, resiliency, aptitude were developed through an evolutionary learning journey, project work, new expectations and supporting resources. So again, we use impact to deepen their expertise as leaders of this movement, and help them really early on have success applying design thinking to real projects help build their credibility in the organisation and their visibility. These catalysts were set up to energise the broader organisation around culture transformation, and train and support them and being more customer centric through their first engagement through impact. Beyond working with the catalyst, we ran a summit, we co ran a summit for the organization's top one hundred and sixty leaders from around the globe. When you're working with leaders, I think most of will know, the time has to be really valuably spent. So learning, yes, but doing. This happened virtually one hundred and sixty of them coming together, it began with their president and partner sharing more about why change is necessary. And then experience point led these leaders through impact spread over four days, where the leaders worked in teams to apply design thinking to a diverse set of really essential challenges facing the business. Then they participated in co creating expectations for how they would set the conditions and otherwise help design thinking thrive within the organisation. So impact was peppered throughout this entire journey. It was a big part of the learning program for core team and catalyst because in addition to learning design thinking they really needed to use the sprint to surface new insights for their work. And then the leaders, they also needed to understand design thinking at a deeper level and the value of design thinking and how it can accelerate business challenges. By participating in impact in this way, they immediately experienced and understood the business case for design thinking, which really increased their buy in and support for this new way of thinking. So the results that we saw, again, kind of a fresh engagement, just a quick side note to understand these results that I'll share, it's key to know what an NPS score is. So NPS score is the answer to the question of how likely are you to recommend this training experience to another person? Typically, training and consulting engagements see a score of between twenty and forty. So when we collected an NPS score from the Catalyst, their journey was one hundred. And resoundingly, they felt confident that they had what they needed to build capability across the organization, because impact equipped them with that deeper dive in the relevancy of application. The NPS score for the Leadership Summit was eighty point seven. So another high score. In fact, we heard from senior leaders that in his twenty five years in the organization, had never been more energized than he was at the climax of the summit. So that comment and that score just represents how impact really helped them understand what are we doing here? Why are we doing it? How's it going to help us? Impact accelerated this organization's capability building and behaviour change journey across the culture. Both learn and impact workshops can lead to these kinds of immediate results in your organisation, and those lagging ones that we talked about earlier. And so now Vishal will share how we can go deeper in your own exploration about these two workshops. What a terrific story, Amber. Thank you for sharing that. Yeah, we hear this so often that it leads us to believe that clearly folks must be experiencing, you know, incredible amount of impact individually, but also just in how they're equipped and empowered to bring others with them on this journey and truly create change and innovate. So thank you for sharing that. Very inspiring as always. You know, as inspiring as it may be to listen to something, nothing beats experiencing it for yourself. So join us for our virtual program event series. Some of you may be familiar with it. In this series, we are running the impact workshop on the twelfth of Feb, as you can see, Experience Innovation Learn workshop on the eighteenth, and also our other very popular workshop, Experience Innovation Aware on the first of March. Now you can firsthand participate and evaluate the experience of these workshops and of course their impact, especially if you're considering them for your own organization. I mean, in case you can't join us this time, I encourage you to stay in touch just so we can let you know when we host these workshops again in the future because we have this ongoing running series where we host different programs and we would love to have you join us. And of course, feel free to connect with us on LinkedIn anytime you'd like. You can also stay on top of Experience Point's thought leadership on innovation and human centered design through our blog, The Prototype. It has some cool reads. Do check it out. So having said all of this, it kind of brings us close to the end, but before we wrap up, I see that some questions have come in, but I'm curious what questions are you left with? So please throw your responses in the chat, your questions in the chat, and we'll be happy to answer any questions. So I'm just scrolling up to see a few questions here. To participate in an upcoming session. Well, is that. It's nice to see Janice, that's a comment. My question is, do you feel that design has caught up to technology? I feel that design is currently communicative rather than collaborative. What a fascinating question that is, Janice. Amber, do you have any thought on this? Yeah, if I understand the question correctly, Janice, some of the feedback I've heard from folks is that it can be really hard to collaborate virtually. You can't really replicate the city across from each other, Post its note flying everywhere and kind of feeding off each other. So some of the tools that we use help to try to buff that out, like, for example, really highly curated neural boards, so that participants are really guided in how to practice that skill. And then it is like that muscle of kind of getting good at how do you replicate that across the table when you're across Zoom to kind of have that collaborative approach even when we can't communicate in the same way we used to. Yeah. And I'll build on that, facilitating sessions, and it's been a learning journey for all of us. I mean, we have learned so much from our community of facilitators, some of whom are on the chat as well. And, you know, like any other thing, what can initially be an impediment ends up being an opportunity if you explore it. And I can think of couple ways, in some ways, that technology has actually proven to be more collaborative in some ways. And I can point to one thing. First of all, when people are working in teams or on MURAL board, like, you know, just to use MURAL as an example, there is no hiding. You can't hide. There are four or five of you working together, and at a table, you just might be able to. But here, you are just in each other's spaces, and there is no room to hide. So people are forced to reckon with collaboration. And for better or for worse, it highlights their tendencies, which can be very teachable moments, which otherwise would be missed in an in person. And secondly, I would say just what is happening right now in chat. There are multiple people can speak simultaneously. It does not happen in person. And so everybody has a time to, you know, have their say, and people can build and get triggered by other people's comments and ideas and questions, which is far more generative and fertile than I have experienced in person, right? So just a couple of. So yes, I think it's a new word for all of us, but I think we've pivoted really, really well and that's what I mean by virtualizing our products. I think, you know, imagine that this all started Feb March and we delivered our first workshop, I think it was end of Well, March, end of Start of April. And so we've been learning since then through everybody, through every session, but also facilitators, and hopefully we'll continue to improve. But what a fantastic question. The it's very aspirational. Thank you for that. Plus, we all get to collaborate in our pajama pants if we want to now. That's great. Lovely point there. With a drink in hand for some, I All right, what's next? Regarding impact, is there a version for the senior leaders and a more in-depth version for middle managers and below, or is a common program for everyone in the organization? You know, let me start off and maybe Amber can you can throw some perspective. Like absolutely, you know, first of all, most of our workshops, impact included, is they're malleable, they're versatile, and in that it is about whom are we working with and how can we create that experience for them that's meaningful. And with impact, know, one session comes to mind where the senior leadership needed to have a session before and we had a compact session for them so they could understand the methodology and play with the challenge, the real challenge we were working on and really see some quick results. But what they got was inspiration. They felt validated, okay, you know, this is a great cause to support our teams in. And so they they got a sort of an overview of it. They got to play with it, get their hands dirty, but they left feeling confident and so excited in their desire to support the rest of the team to sort of take an in-depth approach and get in and get, you know, dirtier, if you will. Amber, if you have anything to add in the story maybe. Yeah, I think it's a great question. And one of the things we know is really important on a learning led journey is having the right skills in the hands of the right people. So thinking about populations, and often what we do is try to understand what's the objective for this group of learners? And what are they expected to do in the business? Are they expected to create the conditions for this to thrive? Give permission for others that leaders might? Are they expected to move projects forward, do they just need an awareness they can speak to this and change their habits in their daily work or maybe all of that. So that really drives how we understand which workshops to put to a group and a population along the journey. And sometimes that's, you know, we do have a specific leadership workshop that we use. But when impact is the right choice, to Vishal's point, we can kind of layer on the right things to focus on and talk about while we're moving through the workshop. And because impact is application focused, we can make sure that the challenge that they're working on really does have value and add value to their role in the organization. And it's something that they do need to be advancing forward. But yeah, great question to be thinking about the interventions for the right people. Thank you for that. Understand, Roman asks, I understand what learning and impact are. Can you briefly describe AWARE? Surely, you know, it's So think of AWARE as the most practical of workshops. I mean, I hate to say that because they all are, but if you have no time and you have ninety minutes, I can literally give you six tools that you can readily apply to your work and become creative. And this is not like, I'm not a snake or a salesman here saying that. I literally have seen this work each and every time. Essentially, you know, the need for aware came from It's a ninety minute workshop where literally what I said, it consists of six tools that if practiced regularly can become creative habits and that you can apply to your day to day work. That's what Aware is. And the need for Aware came from, you know, that not everybody had four hours that they could immerse. If you needed to really scale the tools across a very wide wealth of organization, not everybody could partake in a four hour experience which is the basic design thinking methodology. So we thought how could we distill the essence of design into some very basic tools. And once again, leveraging our partnership with IDEO, we created this workshop where in ninety minutes we are able to give you six tools and you apply those six tools to your own challenge, your own idea that so it becomes real. Once again to Amber's point earlier, every workshop, every product is learned by doing. It's not us sitting here yakking on, right? So you come up with an idea, you have a challenge and we take here, we show you the six tools that you put your idea through those six tools. And at the end of ninety minutes, you actually have something tangible to live with and work on it further. So magical experience. If you have a chance to experience that, I highly recommend it. Thank you for asking that question. Next, what do we have? We've got that, we've got that. What is the difference between impact and aware? I kind of alluded to this a little bit in the context of explaining both, but hey, Amber, do you want to just like very quickly? Yeah, I would say aware is like tactically shorter commitment and time, good for building awareness and getting demand built up to then maybe move into a deeper dive program like IMPACT. They both have the application focus, but IMPACT will just take us further along the journey to coming up with some ideas and aware, yeah, it's like that early kind of habit forming, starting to understand like, what is this thing and how might I bring it into my work? Great, thank you. And Monica or Arturo, depending on who's controlling the mouse there, you're welcome to sit in and experience it for yourself, and then tell us what you think is the difference between impact and aware. We have a question from Christina. Have you identified any specific challenges when applying the methodology with baby boomers and older generations compared to millennials? What a fantastic question that is. I kind of want to take a shot at this. How much time do we have? But I think, very quickly put, it's really no different than, if I may be tongue in cheek a little bit, no different than any, you know, any other situation, where, you know, perhaps those with a little more experience and a little more mileage on their odometer, they, like they're wise enough to slow down perhaps, but struggle with maybe the technology aspects of it, the methodology part of it. And the millennials maybe, they have a lot more energy to attack the problem but they rush too fast sometimes. So it's a Like I wouldn't want to generalize, right? That's not the point. But just for sake of a conversation, what I would say is the human tendency is to jump to a solution right away. Whenever we hear a problem, you know, our friend comes to us with a question, our instinct is to help solve. Why? Because it's just in our nature and we want to use our education, our experiences, our knowledge, but it doesn't really help the cause because we need to slow down to really understand the problem. And that's what the methodology is most useful for, to keep us in check about not jumping to solution, instead falling in love with the problem. And we fall in love with the problem by actually falling in love with people who are experiencing the problem, which are the users. And so I think that common tendency straddles both, and every generation, it's a human tendency. Tendency. But I'd say that I think if there a, if there is any difference at all, it's just about when you have been seeped for too long in a certain tendency, it takes a little more guidance to help them see the impact of a new way of thinking. Whereas if somebody who has, who's younger and hasn't had time to build a lot of, you know, unproductive tendencies, they might believe a little more quickly. Like that's the biggest distinction I will say I can think of. Amber, anything to add to that? Yeah, I think what you're pushing on Christina is kind of, I would frame it more as working with people that are maybe more tenured and maybe have helped build some of the models that already exist in the organisation or the early methodologies that might already be there, versus some that are new, and just kind of getting up to speed on how the organisation works and a bit more pliable and flexible. And so I think what we've seen work really well is making sure that design thinking doesn't feel like a brand new thing somebody has to learn or bring into their work, but rather hanging it on existing moments or existing models that show integration and show how design thinking can help elevate anything that's existing already. So I think it's just a matter of understanding and using design thinking itself to answer that question of how do you bring folks along that are already really tied and excited to maybe different ways of thinking, and showing that design thinking is not there to threaten any of that, but rather elevate it and be used in a certain way. Thanks for clarifying that, Christina. And yes, Amber, absolutely. And, you know, I will sort of wrap up that point by saying, and this is There are so many intrinsic challenges, you know, whether it's generational or cultural, that impede problem solving in general, no matter which part of the world you go to. And one of the things about the product, and we build products and our experiences taking in a lot of variables, a lot of these micro challenges that sort of go into learning, go into diving with something new, new tendencies, new reflexes, new mindsets, and hence the focus on learning by doing. All our workshops, you know, the question you pose here is so fantastic, but why, whatever the challenges might be, they kind of get resolved as all kinds of people when they interact with the approach, the mindset, the tools using a real case or their own real challenge, and they see the impact in ninety minutes, in four hours, in two days, nothing more left, you know, is left to be said. They see the potential. Now, how much they engage after, you know, is different. But the potential, like people leave feeling the potential like moment, that impact moment. And I think that is across and so we don't we haven't seen any difference on that count and sort of the experience, the product factor that in.