This is Progress.
How might we get unstuck in generating new ideas for new products and businesses that address emerging consumer needs?
ZX Ventures, the global growth and innovation group within Anheuser-Busch (the world’s leading brewer) invited Sharehold to lead an elite group of market leaders from within Anheuser-Busch’s Brazil, China, and Europe offices through guided brainstorming and idea generation sessions to develop new business ideas. We were asked to developa workshop that was fun and casual to match the company’s culture and compliment the end of a grueling day of presentations.
As part of a 3-day company retreat and following a deep-dive into emerging consumer insights, Sharehold was tasked with closing the day by inviting leaders to apply their newly acquired insights to the future. Framed around both pre-identified and impromptu opportunity areas (including “delight,” “experience,” and “connection”) Sharehold facilitated rapid-fire idea generation and evaluation in a spirited and playful format. Ideas generated ranged from global marketing campaigns to mobile apps, all with an eye to Anheuser-Busch’s future growth and new market ideas.
The workshop participants generated more than 300 generated ideas and prioritized three concepts Anheuser-Busch pursued for further evaluation.
Most importantly, Sharehold left each market leader with a repeatable process and toolkit for brainstorming and idea generation to bring back to their local teams.
Three prioritized concepts that applied emerging consumer insights
Provided a repeatable methodology for rapidly generating and evaluating new ideas
How might we rebuild the AMA physician member experience in a way that resonates with members, yet strives toward the AMA’s business goals?
After realizing their online community programs weren’t as effective as they’d hoped, the AMA invited Sharehold to rebuild AMA’s approach to serving physicians. The focus of this project was on defining and aligning AMA’s strategy with member needs.
Sharehold conducted design research alongside quantitative assessments with the AMA team and members to find where community and organizational needs overlap. We also audited the current community platform experience and performance.
We facilitated a Design Sprint workshop to generate and evaluate many ideas and concepts for the community moving forward, ultimately prioritizing five program solutions, both online and offline.
From there, Sharehold developed a community strategy and roadmap based on the insights to shape both online and offline community programs.
Finally, we identified the requirements for a new community platform that better aligned with their programmatic, business and member needs. Sharehold vetted and selected a vendor for this, saving the AMA about $500,000 per year.
Selected a community platform vendor based on organizational and community needs, saving the AMA ~$500,000 per year
Designed five program solutions that changed how AMA serves physicians
Facilitated three co-design workshops with the senior team to define a strategic plan and community strategy
Conducted design research with the AMA team and more than 20 physicians
Delivered a robust strategic plan for digital and offline programs to both expand the reach of networks and the depth of connection between the AMA and other physicians
How might we align Austin College’s faculty, students, funders, and employers around a shared vision for the future of the university’s business education?
With the upcoming reconstruction and opening of Austin College’s Jack B. Morris Center for Business Studies, Sharehold was asked us to lead Austin College’s strategic planning process. Our goal was to align all stakeholders – students, alumni, faculty, local employers, funders, and the Mayor – around a shared vision for Austin College’s new business program. This included the vision/mission, value proposition, and competitive advantage. It also required developing strategies for curriculum, concentrations, programs, and career services. Sharehold also included an architectural and interior design strategy for fostering community in the physical space of the new building to support the vision and anticipated activities.
We conducted design research with the faculty and administrators of Austin College and with the community who would be served by the Center, including students, alumni, local employers, and more, as well as an Inspiration Scan that included best-in-class business programs within liberal arts colleges and internal centers of excellence within leading corporations.
Sharehold then gathered the Strategic Planning Committee, faculty, students, the Mayor, and local business owners for a Co-Design Workshop to evaluate and build upon four distinct design opportunities for Austin College. The aim was to shape the future of Curriculum & Programming, Resources & Staffing, Community Engagement, and Architectural Strategy at Austin College’s Jack B. Morris Center for Business Studies.
Based on the concepts from the Co-Design Workshop, we circulated surveys within the student body and faculty to validate concepts and confirm the strategy for moving ahead.
Sharehold provided Austin College with a clear plan to fundraise for the future, as well as straightforward next steps for internal faculty development, program testing, and iteration.
Designed a shared vision for the future of Austin College’s business education
Facilitated two interactive co-design workshops with faculty, students, and other community members
Interviewed 40+ individuals across students, alumni, faculty, and inspirational business programs
Conducted a survey with current students and faculty
Lead the architectural strategy to express the vision
Validated the Strategic Plan
How might we design a culture of creativity, permission, and collaboration for a company enduring a challenging leadership transition?
Champalimaud Design, one of the top luxury interior design companies in the world, approached Sharehold to a cultural reboot after their magnetic founder moved into a new role
Sharehold conducted design research with their team at all levels. From junior designers to senior partners, the goal was to identify perspectives on and desires for the Champalimaud work experience. This project focused on fostering a culture of creativity, permission and collaboration.
At the company retreat, we facilitated our Design Thinking Workshop using Champalimaud’s culture as the design subject. We led the team through explorations of cultural pillars, generating many solutions to foster creativity and collaboration across the company.
Ultimately, the team designed and prioritized three strategic programs for the company to organize around and bring into the workplace.
Post-workshops, employees self-organized around these programs and brought them into life as employee-led initiatives.
Identified three strategic programs to bring into fruition for culture change
Interviewed 10 members of Champalimaud Design to uncover Organizational Insights
Facilitated a co-design workshop for 22 members of the leadership team at an intimate upstate retreat to explore cultural pillars
Taught design thinking in practice
How might we inspire everyday New Yorkers to solve local challenges using the tools of design thinking and product design?
In partnership with Civic Hall Labs and the NYC Economic Development Corporation, we developed a series of eight design thinking workshops for BigApps NYC.
Aiming to engage and empower everyday New Yorkers from all five boroughs with design thinking methodology, tools and mindsets, the workshop focused on developing solutions to improve the quality of life for seniors, youth, and immigrants in NYC.
Using their newly acquired design thinking tools, participants researched and designed solutions for challenges within their own communities.
Delivered 8 workshops that reached over 800+ participants
Managed a network of 50+ mentors for teams to access during workshops
Prepped teams for the opportunity to win $30,000 to launch their products & services, some of which are still active today
One solution from the workshop went to market and is still active today. The SMS-based service provides schedules and updates for Dollar Vans, the word-of-mouth commuter ride-sharing service used predominantly by immigrant communities in New York City’s outer boroughs.
How might we thoughtfully build a community that grows young people’s leadership as changemakers while supporting DoSomething.org’s retention goals?
DoSomething.org, the digital platform for empowering offline action by young people for real-world impact, asked Sharehold to expertly guide their community strategy leading into the 2019 school year. The goal was to provide their team with the tools and best practices to bring their community-building skills into the future.
Sharehold lead the entire DoSomething.org team (including product, marketing, design, research, and community) through a full-day Community Leadership Workshop.
We started by teaching the team how to think with a user-first mindset to foster collaboration and co-ownership with community members. This meant aligning goals for the community program around community members’ needs.
Next, we explored how to distribute power and leadership among young people. The intention of this exercise is building an identity within community members as “doers” to form a life-long habit of taking action for social change. This, in turn, increases the capacity of DoSomething.org’s team and supports the organization’s retention goals.
Sharehold worked with DoSomething.org to create a prioritized decision matrix for evaluating ideas that support both the community and DoSomething.org’s goals.
Aligned community and company needs for a clear community leadership strategy that empowers young people to lead
How might we align the community and Lab/Shul’s team around a shared vision of the future and an inclusive membership model that supports all members?
Building on seven years of growth, Lab/Shul invited Sharehold to lead their strategic planning process and co-design a values-driven membership model to grow their community. Critical to success was building consensus and aligning the community, team, and board. The strategic plan focused on six capacity areas: Membership Model, Target Markets & Programming, Board & Lay Leadership, Physical Home, Digital Reach, and Infrastructure.
We conducted design research with the Lab/Shul team and board and community via interviews, community roundtables, and member-led interview formats.
Sharehold facilitated 4 interactive co-design workshops, including a team retreat, and a community co-design workshop. The community co-design portion included an “Idea Catalogue” at “Ideation Stations” where the community evaluated 30+ concepts developed by Sharehold. The community worked collaboratively to refine the options and co-create a new membership model, as well as the strategy for each pillar of the strategic plan.
We tested and validated membership pricing and strategies with core community members, as well as solicited additional feedback on concepts from the community-at-large via a survey.
We then finalized the strategic plan and designed it!
Designed an inclusive, values-driven membership model
Facilitated four interactive co-design workshops with the team, board, and community members
Hosted community roundtables and empowered members to lead interviews
Conducted an all-community survey and quantitative analysis
Developed, cataloged, and evaluated 30+ ideas for real estate, membership models, programming and more
Validated the Strategic Plan
Engaged more than 300 community members and community ties in the process
How might we inspire the InclusionPlus finalists with actionable takeaways to innovate and improve the customer experience of their financial inclusion products and services?
We partnered with the MetLife Foundation and Verb on the InclusionPlus Global Summit to create an interactive and immersive two-day experience. The program was designed to include 13 challenge finalist teams with more than 70 participants from over 13 countries including Bangladesh, China, Spain, Ireland, and South Korea.
The focal point of this experience was a Customer Journey Mapping Workshop designed to empower each team with a toolkit and mindsets to improve their customer experience.
In the workshop, participants did the following:
Explored one of the core methods of human-centered design through understanding and creating a customer journey map.
Expanded their understanding of why customers are an important resource when it comes to innovating products, services, and experiences.
Learned tools of ethnographic research to understand who their core users are (from their motivations, desires, hopes and fears - and how these influence each touchpoint of the experience, product or service)
Each participant left with a journey mapping template, methods, tools and list of ideas with next steps to bring back to their teams to improve their customers’ experience.
Facilitated the Customer Journey Mapping workshop for 70+ participants from more than 13 countries teaching participants how to bring a user-centered approach to their financial inclusion products and services
How might we increase intimacy between Wing Women and deepen their loyalty and engagement as The Wing scales internationally?
We were tasked by The Wing to understand the journey of current and future “Wing Women” and to better understand their needs and desires for membership and community.
We conducted design research with 14 Wing employees, 30+ Wing Women, plus additional research with women in comparable networks to understand The Wing experience and journey from start to finish — from first hearing about The Wing and applying through becoming a member, starting on your first day, and engaging with the community r over time.
Based on our insights, Sharehold developed a journey map and identified moments of opportunity to deepen community intimacy, loyalty, and engagement.
In a co-design workshop with The Wing’s leadership, we co-created 5 experiments/prototypes to address these moments of opportunity. Sharehold tested the prototypes and evaluated success.
One experiment moved forward — a buddy matching tool. Sharehold custom-built a system for matching members, which is now used by thousands of Wing Women nationally and( soon) internationally, as part of their Wing journey.
Designed 5 experiments, including the buddy matching system that exceeded engagement targets by 4X and scaled globally
Facilitated2 co-design workshop
Designed the journey map for the current member experience
Interviewed 14 team members and 30+ women
Surveyed non-Wing members to learn about external perceptions