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Amanda Wirth :: Portfolio
Developing an innovation culture atPitney BowesPitney Bowes Internship Concept Studio Summer 2008
Understanding wine consumers and their experienceDesign Analysis and Synthesis J.Pipino Spring 2009
Facilitating the merger of two departments at the City of ChicagoObserving Users B.Jacobson Fall 2008
Creating versatile live/work spacesInterior Design Semester Abroad D.Colgan Summer 2005
Enhancing physician relations at Good Samaritan HospitalWellness Workshop J.Gregory Spring 2009
Amanda Wirth :: Concept Studio at Pitney Bowes :: Summer 2008
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Developing an innovation culture at Pitney Bowes
Pitney Bowes, traditionally a mailstream management company was looking to diversify their value proposition to information management. The company wanted to encourage innovation throughout the company in order to realize this strategic change. The challenge was to understand how employees at every level of the organization could participate and through what process and platform.
Our team started by understanding the corporate strategy of Pitney Bowes and their evolving brand. The research focused on profiling existing innovation cultures and immersing ourselves in the employee culture. Finally the platform was evaluated and an implementation strategy was articulated.
Solving everyday problems is made possible by ‘connectors’ that facilitate the process of finding the appropriate person or resolution. This is a time consuming process and may be expedited by enabling connections among employees.
Innovation is an ambiguous word for some and is interpreted as limited to a certain group of people or department. While encouraging the appropriate form of innovation, language must be inclusive to all job functions.
Employees want to connect with and understand the company as a whole; how the company is organized and where they fit within it. Foster greater transparency about the company strategy, goals, and direction of the company for the future.
“Innovation isn’t a part of my job.”
Understanding employee cultureAdapting with a maturing industry
Connecting corporate objectives and front-line needs
“Knowing people is the path to solving problems.”
“I can tell people what I do, but I can’t tell them what my company does.”
Company MissionEngage, Innovate, Grow.
Brand StatementConnections that Matter
BenchmarkingInnovation Cultures
ResearchEmployee Culture
DevelopmentPlatform Development
ImplementationGrowth Strategy
The Enabling Innovation Group (EIG) would act as stewards of pbLink. A multidisciplinary team working with corporate leadership to oversee the idea challenges and growth of the innovation community.
An engaging experience, both online and offline, must entice people to enter, engage them in the initiative, extend their experience and bring them back
Enabling connections throughout the company will build a strong community and facilitate rich and dynamic ideas through collaboration. These design actions will support Engaging Innovation by creating the tools necessary for employees to really build the grassroots initiative.
The most difficult and time-consuming process of building an innovation culture will be creating the environment to sustain it; translating the vision of an innovative culture into a living guide for Pitney Bowes employees to apply in every interaction.
Defining an implementation strategy
Engaging Innovation
Entice people to enter with relevant campaigns and appropriate incentives
Engage people in the initiative with a transparent process and resources
Extend the experience and bring people back with feedback and results
Enabling Connections
Sustaining a Culture
Structuring a process to identify, nurture and accelerate innovation
EngageEntice Extend
Team Members :: C.Chen, A.Dahl, T.Dong, A.Mack, J.Kaplan, D.Rathbun, N.Wang, J.Zhang
Amanda Wirth :: Design Analysis and Synthesis :: Spring 2009
Understanding wine consumers and their experience
This project focused on experimenting with multiple tools and frameworks to understand an industry and its consumers. Once this analysis was completed the project turned to using additional frameworks to generate and evaluate potential concepts.
Era Analysis helped the team understand how the industry has evolved and how it might progress into the future.
Turning data into wine
1945 Growing Up
consumption per capita
consumer perception
forces in the industry
sources: The Wine Institute, Wine Business Monthly, Wines and Vines, Trendwatching.com and Wikipedia
gallons
1.0
2.0
2.5
1.5
0.5
1960 1970 1980
peak consumption1985: 2.43 gal.
Industry low in two decades1993: 1.74 gal.
1990
Light beers and alcopop (Zima/Bacardi Breezer) are introduced to the market.
Special interest groups raise concerns and establish anti-drinking campaigns; winelabels are required to have sulfite andethanol warnings and wine tax triples.
Effects from the prohibition are stillpresent; some states are dry while othersestablish monopoly liquor stores
Research universities assist in developing a new breed of vintners that are committed to high quality standards.
The Sixties are marked with counterculture trends including experimental drug use.
Consumers are more aware of personal and environmentalhealth concerns while demanding information and transparency.
Beverage trends include energy drinks, designer water, super-fruit juices and micro-brew beers.
2000 2010
1965 Building a Reputation
First wine bar opens in San Francisco
California wines are prized at a French tasting
Wines labeled using varietal
Demand during the war was a catalyst for over-production, hastily aged and poorly mixed wines, giving the industry a less than favorable image.
Wine coolers enter the scene
Say hello toTwo Buck Chuck
Sideways features California wine country
Boxed wines are all the rage
1980 Mid-life Crisis 2000 Learning to Walk Again
Growth in the wine industry is attributed to the aging Baby Boomer generation and high recognition of California wines aroundthe world.
The 80’s and 90’s experience the best and worst of times for the wine. Many different innovations occur in the industry, including wine bars, boxed wines and wine coolers.
The wine industry struggled to penetrate the American consumers that perceived wine as elite and only for special occasions. This results in a large range of wine personas and prices ranges.
1950
competitors
Team members :: A.Garga, A.Geppert, P.Girshman, J.Haupt
Identifying moments of anxiety Generating and evaluating concepts
EnthusiastCreate experiences that ease wine anxiety through simplified and relevant solutions.
Charmed Information - a branding system adding value through an engaging experience and compelling information.
occasion research select consume evaluate Value Statement
Concept Prototype
• origin• grape varietal• food pairing• narrative
• friend or professional recommendation
• reputation
• convenience• label design• price
• promotion
“ I need accurate information to find the perfect pairing.”
“ This bottle has a good reputation, right?”
“ Why can I never find what I’m looking for?”
“ I’m not even going to bother shopping for a good wine.”
Our consumer research leveraged existing market research from Constellation Wines supplemented by surveys examining what purchasing criteria was important to each segment. In addition, the team used an Experience Map to understand the sequence of events that consumers follow when interacting with wine. The consumer experience was understood through interviews and shop-alongs. Interestingly we found that not all consumers take the same path for wine consumption but most encounter anxiety in their experience.
Design Principles were articulated to help guide concept generation. A matrix was used to cross reference the principles with a phase of the consumer experience. The team was able to ask “How might we support wine recollection in the selection phase?”
A Concept Storyboard helped the team understand the new experience for wine consumers and work through issues with the concept.
Satisfied Sipper
Overwhelmed
Social Sipper
wine charms assembly line
provide relevant information
enable convenient purchasing
simplify decision making
create approachable experiences
premade packunique info channels
guided toursupport wine recollection
BEEP
Amanda Wirth :: City of Chicago Inspection Department :: Fall 2008
Facilitating the merger of two departments at the City of Chicago
Two inspection departments for the City of Chicago were soon to be consolidated. Our team of six students followed eight inspectors, four from each department, to learn about the inspection process. Once we understood how each department worked we looked for opportunities to simplify and align processes as well as overcome organizational orthodoxies.
Each inspector is given their assignments in the morning and must prepare before heading out. Between the two departments one was working with toughbooks while the other was still using paper tickets.
Maximizing efficiency / minimizing disruptions
Preparation
Inspection
Interaction
Enforcement
Closure
Experiencing a day in the life of a city inspector
Varying preparation
Proprietors interact with many different city departments in order to establish their business. In the process they receive many forms, permits and tickets that are difficult to distinguish between.
Indistinguishable departments and forms
Once the appropriate enforcement is determined, the inspector instructs the proprietor on next steps to resolve the issue. While time consuming, this is the activity that the inspector feels most positive about.
Inspector as counselor
Inspectors must sift through numerous ordinances in order to find the appropriate one for each case. In addition, due to their complex nature, specific infractions or rules are difficult to cite.
Interpreting the law
IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft
turboPermit
Providing guidance
1. Help businesses and inspectors find answers Build an FAQ that can be accessed in the field by inspectors and online by businesses.
2. Help businesses ask the right question Develop software that leads businesses through business permitting process.
Consult with investigators, advisors and proprietors to begin identifying what common questions are and what the necessary questions are to get the appropriate licenses.
How to start
TurboTaxCreating tools to guide businesses through city ordinances
IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft
Team members :: J.Barton, M.Cirakoglu, D.Erwin, A.Hintzman, R.Nechas
Inspector Law
Employee Proprietor
Ordinances from Multiple Departments
Supervisor
Create communication pieces that enable investigators to translate the city’s message for proprietors.
Provide assistance to ensure that businesses understand the process and get the appropriate licenses.
Build more bottom-up communication to alleviate potential disruptions and encourage collegiality.
Identifying opportunities for simplification and alignment
Enhance feedback channels
Increase clarity of messages
Help navigate the process
Provide tools for investigators to recall detailed casehistories, relevant ordinances and share best practices.
Increase Institutional Knowledge
Recall of Institutional Memory
Needs:Contact with a records system of case history notesSearching ordinances to retrieve rule detailsProcessing power NOT necessary
Possibilities:FedEx/Meter Maid handheld devicesBlackberry/smartphones allow access of records over SMSConfirm investigator location using info retrieval?
IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft
IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft
Chicago Investigation IdeaAn online platform that involves the knowledge of investigators and proprietors in the legislation process
Aiding CommunicationProvide a space for proprietors communicate about their interaction with the investigator
Close the path of communication withbidirectional feedback
How to StartEstablish a top-down initiative that encourages ideas and contribution from those in the field.
Create online forums, suggestion box and meetings that provide feedback to communicate progress.
IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft
Proprietor
city
Proprietor
InspectorSupervisor
Ordinances
Contact Finder
Provide list of contact names and phone numbers to investigatorsSupport giving department contact adviceTeach investigators how to advise faster and share knowledge accurately and efficiently
Differentiated Forms
Increase Visual Difference Between Fines, Fees, Citations & WarningsIncorporate guidance on next steps into printed formsFor proprietor organizing, importance of dates?Place citations to ensure proprietor attention
IIT Institute of Design :: Inspection Observation Project :: J.Barton M.Cirakoglu D.Erwin A.Hintzman R.Nechas A.Wirth :: Confidential Draft
Increase Transparency: Low Hanging Fruit
Permit
Amanda Wirth :: Interior Design Semester Abroad :: Summer 2005
Creating versatile live/work spaces
This project was inspired by nomadic artists that constantly travel seeking inspiration. Our team focused on creating a versatile live/work space for those traveling to London.
Space requirements were articulated for typical London real estate for a studio apartment, public work space and cafe.
The team explored various boroughs and settled on Hackney, just north of central London, a well known artist community where a public workspace, cafe and studio would thrive.
Designing for nomadic artists
Defining space requirements
Drawing inspiration and building a design conceptBreakdown
minm2
max
40
60
20
Overall
min
100
40
60
20
m2
max
Living SpaceReceptionBedroomBathroomStudioKitchen/diningOffice AreaWorkstationsManagerCoffee ShopStorageWork/prepSeatingWater Closet
Team members :: S.Ball, K.Burlingame, V.Delarosa, D.Heitsch, A.Meskauskus, K.Misch, L.Strange, D.Worthington
Experimenting with spatial arrangements Completing final documents
Spatial PrototypingRough sketch models were used to quickly understand the space three-dimensionally.
Using the space requirements and existing floor plans, the team worked on multiple plans for the residential and commercial locations.
Nomadic Realm is a public workspace and cafe. All of the furniture is built-in or mobile to allow for gallery space in the evening.
Nomadic Residence is temporary housing with living and studio spaces for artists travelling to London.
b u i lt i n c o m p u t e r s tat i o n
Amanda Wirth :: Advocate Good Samaritan Hospital :: Spring 2009
Lunchtime Lecturettes
VIP Lounge
Enhancing physician relations at Good Samaritan Hospital
GSH objective Initial concepts
Web Cam Meetings
Technology Initiative
SupportLearning
and Growth
OptimizingInternal
Communications
CreatingPhysician
Value
Mobile Meetings
Physician Coach
Virtual Good Samaritan
Good Sam in your Town
PersonasAmy Batchu :: Laura Franek
Leadership/Volunteerism
Simplicity
Sees patients everyday from
8am-5pm
Visits Good Samaritan on a
rotation basis every 5 weeks
Located in a building with other
physicians in practice.
Each physician has a private office
Lo-Tech 30 Year
Independent Physician
Support from consultants/staff
Physician-centric systems
Experience of his colleagues
Collaborative practicing
Collaborative practicing
Family time
Family time
Experience of her colleaguesMy Values
My Hours
My Office
My Org.
Sees patients everyday from
10am-8pm
Sees patients everyday at Good
Samaritan
Receives phone calls 24hrs a day
Sees patients everyday within
our practice
Visits Good Samaritan on a
rotation basis
Scheduled at Good Samaritan
for 24 hours
Takes 2-3 days off after
Sees patients everyday within
our practice
Visits Good Samaritan 2-3 times
per week
Located in a building. I am the
only physician in my practice
There is one private office room
Located in a building with other
physicians in my practice
There is a shared office room
Located in several hospitals,
each has a working desk
There is no one office
Located in a building with other
physicians in my practice
30 Year Independent
Physician
Newly Independent
Physician
Newly Employed
Hospitalist Physician
Part Time
Independent Physician
Research: leaders, staff, admin
Gadget of the Month
Service Ambassador
Rich Profiles
Intranet 2.0
Branding
Articulate strategy and develop
SG2 Leadership Retreat Tactical Development Workshop Communication Audit
Design Charette Prototype Evaluation Concept Prototype
Prototype and evaluate
Technology Threshold
novice intermediate expert
Co-creating strategic direction and facilitating implementation
Prior to starting the project, a previous team had conducted research with the medical staff, leaders and administration. From their insights they also developed multiple concepts that could improve physician relations.
Good to Great:Physician Relations
Advocate Good Samaritan Hospital recently introduced the Good to Great strategy. This strategy aimed to improve six areas within the organization: Clinical outcomes, Associate engagement, Patient satisfaction, Physician relations, Growth, and Funding our future. The Medical Staff leadership brought our team in to help them develop a strategy to improve physician relations.
Progressing from good to great
Improve communication between the Medical Staff leadership and the Medical Staff
Realizing near-term improvements
Streamline infrastructure of Medical Staff committees and functions
Exploring long-term transformations
The core issue of the structure is its inability to adapt with the functions of the Medical Staff. The current model is rooted in tradition and change is inhibited by regulations and bylaws.
Three key issues contribute to the need for improved communication between Medical Staff leaders and the physicians within the Medical Staff. When initiating a communication effort, leaders are easily deterred by the complexity entailed with determining the right mix of content, mode and format. Creating an effective message relies on an understanding of the audience, however there are few resources to accommodate for the numerous personality types. Finally, there is a lack of structure and alignment in the communication process.
Articulate purpose and audience
Identify best mode for the message
Customize to fit frequency and reach
Implement communication with regard to context
Understand the daily workflow of physicians
Document existing communication items
Ensure success with a feedback loop
CREATE a think tank that will compliment the existing structure with creative thinking and innovative strategies.
UNDERSTAND current communication and their place within physician’s day
STRUCTURE a process for developing effective communications
RECOGNIZE the strength of the Medical Staff and its ability to uphold governance.
Because we are people we have other things to do.
Because we are physicians we need the medical staff, but need is diminishing.
Because we are members we participate,but participation is lacking.
Because we are leaders we give direction,but direction is difficult to find.
Because we are the Medical Staff we govern,but governance is inflexible.
Team member :: A.Batchu