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January 29, 2016

Technology. Talent. Training. And a Transformation in the Making.

Posted by Krishnamurthy Shankar (View Profile | View All Posts) at 5:54 AM

Davos 2016 - Press Conference: Educating the Masters of the Fourth Industrial Revolution [Source:]

We are on the cusp of a technological tipping point that has the potential to transform the world. Already we see great innovations in robotics, AI and smart systems disrupting multiple industries.

These same technological forces are also having a transformative impact on talent. But, unless people are equipped with the education and skills to navigate these forces and the new dynamics of employment it is creating, we will be unable to realize the potential of this big opportunity. In fact, we recently undertook a global study - Amplifying Human Potential - to understand the challenges, concerns and opportunities facing young people as they pursue their education, training and career aspirations in these digitally dominated, fast-evolving times.

The primary takeaway from the study is that our younger generations are both pragmatic about the increasing competition and complexity in the labor market as well as optimistic about the future. Young people in emerging markets tend to be significantly more confident about having the skills required for a successful career than their peers in developed markets. And not surprisingly, we also found that strong technological capabilities inspired greater confidence about the future as well as fuelled interest in building those capabilities further.

But there are a couple of gaps within this broadly upbeat narrative that definitely need our collective attention. Many young people believe that education has failed to prepare them for their working life. To compound the issue, their expectations of training and skills acquisition are not being met even after they join the workforce. The problem seems even more acute in the case of honing creative skills and the ability to reimagine things and articulate a clear vision which will be in great demand in the age of automation.

This sets up a two-fold challenge. The first is to modernize the education system so that it accurately reflects the realities of the new workplace and equips our people with the knowledge and skills required to succeed there. We need to invest in the learning structures and systems that enable this generation to acquire both technological and liquid skills. Unless we begin now, we run a real risk of creating a divide of employability skills 'haves' and 'have-nots'. The second mandate is for enterprises. Businesses must also create structured opportunities for the continuous development of their employees. After all, our youngsters expect to learn throughout their careers, in fact lifelong. Hence nurturing their uniquely human abilities - like able problem finding and creative solution creation - must be an integral part of a company's training commitments.

At Infosys, we are fully signed on to place this right up top on our agenda.

January 26, 2016

Design Thinking: What's In It For Us?

Posted by Pramod Prakash Panda (View Profile | View All Posts) at 5:32 AM

Service offering on Design Thinking and design-led initiatives [Source:]

Infosys has been deemed a Leader in the Winner's Circle in the HfS Research Design Thinking Blueprint, for excellence in innovation and execution. Our clients are really beginning to reap value from our Design Thinking services, spanning strategic consulting, digital experience redesign, and even training. Recognitions such as this clearly bear testimony to that value.

But, a more interesting question is what Design Thinking might have had to offer to us - the people.

73,000 Infoscions (and counting) have been through Design Thinking workshops. We've put that learning into practice to collectively come up with thousands of innovative ideas, channeled through the Zero Distance framework And of course, it befits our track record as the company with the one of the largest corporate training facilities in the world to have set a record of sorts in Design Thinking training as well.

That being said, the Design Thinking session is not just another entry on our pretty busy training calendar. Design Thinking, while being a skill, is more than just that; it's a way of life. It has the power to change the world around us, and the one within. It helps us bring back our focus to the things that really, truly matter, to discovering the greatest problems and challenges of our times, so we may then go on to overcome them with equally great solutions.

While this may sound grand, it is nothing less than the need of the hour. In study after study, leading organizations around the world have spoken their mind about how technology companies have evolved into super-efficient execution machines, but stopped short of making a strategic difference. These organizations speak from experience, having poured big bucks to plug new solutions into the same old ways of doing business, with little to show for it than the same mess for less. That's because over the years, technology providers have perfected the art of the solution, without getting into the heart of the problem. Traditionally, innovators pour their all into creating the solution, but that alone is rarely enough.

Design Thinking enables us to strike at the root of this issue. Its starting point is empathy, a state of connecting deeply with customers by helping them discover their biggest problems. Those of us who have been through the program know that the solution comes later, and when it does, must be evaluated using the 'Desirability, Feasibility, Viability' framework to establish that it is indeed something our customers will deeply care about, is technically possible to produce/ deliver, and is commercially sustainable. This approach brings together our skills and the customer's need through a life cycle of rapid prototyping, early validation, and iterative, agile processing repeated till the most desirable solution is found.

As individuals, Design Thinking reminds us of our true purpose, which is to fulfill the deepest needs of our clients, even helping them find and frame those needs where necessary. It gives direction and meaning to our work, empowers each one of us to co-build the environment around us and helps us be equal partners in finding and solving both the seen or unseen problems around us. It helps us stay ahead of the curve, as purposeful new-age professionals and as an organization.

Now, if that is not professional insurance, I don't know what is.

January 22, 2016

Walk Like An Infoscion

Posted by Krishnamurthy Shankar (View Profile | View All Posts) at 5:30 PM

I've always enjoyed walking. In fact, by simply walking mindfully I find I often learn surprisingly significant things about the place and people that surround me. That's why, I make it a point to try and make the time to walk to the offices in our sylvan campus - when I am required to join in meetings there.

Breathing in the scent of freshly cut grass and enjoying the pleasantly bright sun dappling through the trees, I like nothing better than to draw upon the human energy around me. And it abounds. I often consciously tune into the surroundings to catch snatches of energizing conversations - a newbie Infoscion gushing over the phone to a parent, I imagine, about her all-new experience, another animatedly discussing an exciting technical challenge with a friend, a colleague from one unit trading notes with another, so many many languages - Bengali, Oriya, Malayalam, Hindi, Tamil , and on some days, strains of music in preparation for an in-house event or celebration perhaps, or far away the ping of shuttle hitting gut on the newly minted outdoor courts. This same realization hits me often - it is the emotions of people that make the world. Their aspirations, dreams, relationships, successes, challenges - that is the real world!

It never, ever fails to remind me that this same force that seeks to model and precisely automate so much of our everyday work into mechanizable, repeatable activities - is itself so irrepressibly, variedly, uniquely human. What a fascinating contrast and combination this is - an organization at the leading edge of digital, artificial intelligence and automation with a core that's so totally human. So, which one is the real Infosys? Is it our technology? Is it our people?

The answer to that question, I think is - our people, greatly amplified in potential by our technology. And that is the core of the future human revolution - people being able to do much more of the hitherto unimaginable things, because they are amplified by technology.

As our CEO Vishal says, "Our most valuable future resource actually lies within us - our passion, creativity and imagination. Only when we open our minds into new areas will we solve the greatest challenges of our time. These notions, and the things we need to achieve them, are uniquely human capabilities. We can leave the mundane and routine tasks to artificial intelligence and automation, freeing us to pursue new ideas, new societies, new ways of connecting with each other - the important things, the things no computer program will ever achieve. Embracing technology is precisely what I believe will unleash this human potential."

That's why, every Infoscion knows what he or she does is not just a job. No robot ever questioned the status quo. Or pushed the boundaries of the known. Or asked why. And why not. It's people, amplified by technology, that challenge the undoable. It's the human mind that reimagines yesterday to craft tomorrow.

My 5-minute walk done, entering the meeting room, I am deeply aware that I am in the company of people. Seekers of the unknown. Makers of tomorrow. And I am reminded, once again, of how exciting it is to be an Infoscion.

Find And Ye Shall Solve

Posted by Binod Hampapur Rangadore (View Profile | View All Posts) at 5:15 PM

These are incredibly exciting times to work in the technology arena, and not just from a technology point of view. Although Artificial Intelligence, Big Data, Blockchain, Advanced Mobility et al are pretty nifty in themselves, together these digital technologies are destined for much bigger things - a human revolution, no less. The core purpose of this human revolution is to help people - ordinary, regular people like you and I - exceed their boundaries to achieve things they never thought possible.

Interestingly, last year, a survey of about 3,500 representatives from nearly 550 companies in different industries and regions around the world painted a less than rosy picture of the IT industry. While respondents were appreciative of the industry's execution abilities, they wanted to see a lot more when it came to thought leadership, or advisory and strategic skills.

The technology services companies have always been good at doing things they've been told to do, and they're getting better at doing them better, faster and cheaper than before. Granted, that's important. But it is equally important that they transcend their known boundaries to scratch deeper than the surface of their potential. One of the most fundamental ways in which IT companies can amplify the capabilities of their organizations (read their people) is by learning to identify the actual problems that need to be solved, before attempting to solve them. So far, they have generally put the cart before the horse. But now digital technologies, with all their intelligence and capabilities, are opening up unprecedented opportunities to understand the world around us in greater depth, including what ails it the most. When IT organizations leverage those opportunities to the fullest, they will add incredible value to their own enterprises as well as to those of their clients. The following real life example is illustrative.

A major retailer of sporting goods in the United States was struggling with long checkout times at their stores. Rather than expanding the number of checkout lines - which is what most people would have done - the retailer along with their IT partner decided to investigate the issue further. That led to the discovery of the real problem, which was the time spent in identifying items whose hangtags were missing. The retailer's existing POS system's item lookup functionality unfortunately lacked the ability to search for items based on visual attributes, such as color and size, which would have sorted the issue.

Once it had found the real problem, the IT partner was able to suggest an innovative solution that obviated the need for costly customization of the POS system. This innovative solution involved leveraging the item description field in the system to facilitate search by size or color. In the interface file that sent out item information, item color and size were concatenated along with the description and sent to the POS system. When it would be finally implemented, this innovation was expected to prevent up to US$ 6 million worth of sales from being lost because of missing hangtag issues.

By focusing on getting to the root of the problem, the IT partner was not only able to resolve it successfully, but also cemented its credentials as a thinking organization capable of delivering much more than merely efficient execution.

And did I hear someone ask how I came upon this rather interesting anecdote? Well, I should know. The IT partner I speak of is none other than Infosys.

Of Freedom, Fulfillment, And Finding Your Way

Posted by Aruna C. Newton (View Profile | View All Posts) at 5:01 PM

A typical day at Infosys [Source:]

Growing up in an age of intense competition is never easy and then add to that growing up in a developing economy in the third world and competition assumes an entirely new meaning.

There is a whole structuring and shaping that defines who you are, how you think and how you are supposed to think and respond. This discipline is essential. It is what guarantees you success. Despite the wisdom distilled and handed down to me, my appreciation for it continued to wane.

Imagine, I thought, studying hard, working even harder just to hang on to a frame that everyone defined as the success mantra for the generation. If you are free-spirited like I am, you will be forgiven for experiencing an attack of 'elutheromania' which Google defines as an intense and irresistible desire for freedom.

For the first decade of my career, I moved from one job to another experiencing a growing restlessness, feeling quite unfulfilled while continuing to notch up an impressive count of working years. I could not quell the feeling that there had to be 'more to life.' If you are reading this and saying, 'soul mate' then read on...

Apparently there is a lot of research that supports the idea that money is rarely enough to keep the millennial (Gen Y) employee on board in organizations and engaged. Members of Generation Y, it is said, are driven, tech-savvy, ambitious, and well-aware of the social context of their life and their work. Sure, they want money and 'stuff,' but they also value the communal and social aspects of their lives. I came into the workforce a couple of decades before this generation did, but I swear I know the feeling. At that time they called us 'free-spirited' and scowled darkly and muttered under their breaths about what the world was coming to when we chanced to make eye-contact. Now we have an entire generation of 'free-spirited' people and the world celebrates them as the doughty 'millennials.'

Coming to Infosys 16 years ago was like a breath of fresh air. Here was a workplace that finally celebrated that you could 'Be More!' I joined to set up the Learning & Development group, providing a focused effort to behavioral and managerial development in the organization. One of my first experiments was 'learning through play' and I created Pravesh, our milestone program for first-time managers. Developed in an experiential learning format using the outbound to drive leadership lessons, the program was a heady experience for both the learner and the facilitator. I could already see an appreciation of new learning formats hinting at the changing demographics at the workplace. Over the decade that followed, we created newer learning formats gaining the appreciation of the learner and the rest as they say is history!

Many years later as I reflect back on my journey here, I cannot help but wonder at the various roles and opportunities that came my way, each new and unique, and each new opportunity more defining than the previous one. There is a saying, 'if you want to move, you've got to get up first.' And every time I got up, I moved!

Another aspect of this 'free-spirit' that I alluded to, apart from choosing my areas of work and defining the success I wanted to accomplish, was this immense freedom to work in spaces that appeared at the time unrelated to your work at all. In 2006, I remember getting up and expressing my dismay at the state of road infrastructure in a particular stretch of Bangalore that caused huge stress to commuters and suddenly, I was leading the project. I, without a clue about building roads, interacting with the government, and setting up infrastructure, surprised myself by getting the project completed in 15 months. This was the National Highways' first elevated road project in the country delivered on time with zero accidents.

Of course, Infosys is full of enthusiastic people like me who have accomplished some amazing stuff and will warm your heart with their accounts of these acts of care and kindness. Read more through our sustainability reports on and welcome to the enchanted world of dreamers and free spirits, seeking and achieving professional and personal success with equal aplomb.

Train To Sustain

Posted by Atul Sahgal (View Profile | View All Posts) at 4:20 AM

The 2015 edition of a talent shortage survey of nearly 42,000 hiring managers located in 42 countries around the world reported a rise in the proportion of employers struggling to fill jobs, from 36 percent in 2014 to 38 percent in 2015. This figure was the highest since 2008. The problem was severe enough for more than half of the employers surveyed to say that it was hampering their ability to serve the needs of their clients. Which is why ensuring talent sustainability ranks among enterprises' pressing priorities everywhere.

Talent sustainability, or an organization's ability to attract and retain talent in the present and future, is a function of many things - the ability to satisfy employees' expectations of compensation, working environment and culture, engagement, and above all, in my view, learning. A study, with a remarkably symmetric respondent base of 2,700 employees and 2,700 executives in 27 countries, found that analytics, cloud, mobile and social media were top areas of professional development and learning. While there is no doubt that imparting these skills is crucial in order to retain employees as well as customers, there are some other areas that merit equal, if not greater, attention. One of these is the art of problem finding.

Is that a real competency? Our educational and professional training has conditioned us to get problems out of the way as quickly as possible. So our standard response is to jump into a solution, often the first one that comes along, and progressively hone it to the best of our ability. Traditional organizations have built their businesses on this principle of solution ownership. Now innovative, nimble upstarts are coming out of nowhere, and they are doing exactly the opposite - they are owning the problem by working at the problem end of things, identifying problems that aren't yet recognized and delving deeper into those that are. Once they've nailed the problem, they go about finding an often breakthrough solution. Think autonomous cars, which are not only offering themselves as a means of transportation, but also as a way to solve traffic congestion in cities like New York by reducing the total number of taxis on the road, over time.

An enterprise that invests in training its employees to look for problems stands to gain on several fronts. It would be in a better position to solve problems satisfactorily, and thereby meet client needs (a significant issue reported by the survey cited at the beginning of this post). It would also improve talent sustainability by building a pool of versatile problem solvers who could slip into any current or future role with ease.

Organizational Diversity: The Differentiation Is In The Difference

Posted by Shamita Chatterjee (View Profile | View All Posts) at 4:15 AM

Culture Café - Turkey [Source:]

In an increasingly multicultural and globalized business environment, workplace diversity is a competitive advantage. Over the years there have been many studies that have established a correlation between diversity and stock market performance, return on equity, and innovation.

As markets become more heterogeneous in terms of culture, ethnicity and gender, it becomes imperative for businesses to build teams that are representative of their customer base. Beyond demographic diversity, organizations should also foster cognitive diversity so they can benefit from the broader worldview, thinking processes, beliefs and value systems of their employees. And finally, a strategic focus on diversity would help organizations recruit from a wider and deeper talent pool and enhance the value of their human capital.

Diversity, then, is no longer about compliance or compassion. It is, as I mentioned earlier, about competitive differentiation and advantage. Diversity strategies must therefore focus on two critical factors, among many others.

The first is ensuring alignment with the existing organizational culture. Or vice versa. Diversity can only thrive in a culture that is proactively committed to managing it as an enterprise asset. It is therefore essential to assess how ready the existing culture is to embrace diversity and then orchestrate the diversity strategies along with those for cultural transformation. Unless diversity is embedded in the vision, values and beliefs of the business, most strategies will at best yield very limited and tactical organizational benefits.

The second is alignment with business goals. Unless leaders are able to clearly articulate the business imperative for diversity it will be almost impossible to define or measure the ROI of its strategy. Sometimes the imperative could be as straightforward as the need to enter a new market or address a significant change in the company's existing customer base. In other cases, it could be to raise the level of creativity and innovation within the business. It is therefore extremely important that an enterprise defines the performance metrics of its diversity strategy in terms of tangible business outcomes.

Take the example of a global consumer packaged goods company that featured consistently on the DiversityInc Top 50 list. The company had successfully created resource groups to generate new ideas for products targeted at underrepresented groups. And yet, its diversity rankings continued to flatline. It turned out that the company had not defined the key performance metrics of the resource groups. Without a tracking framework, it becomes quite difficult to commit the resources required to tweak or expand the program.

Also in order to achieve long-term success, diversity programs need the full commitment and support of top management. Their commitment and vision for diversity has to be effectively communicated to the entire workforce to ensure buy-in at all levels of the enterprise. Needless to reiterate, they also need to have formal structures in place to allocate resources, define accountability and monitor and manage the diversity program as it evolves.

Innovating By The Book

Posted by Sai Kumar S (View Profile | View All Posts) at 4:10 AM

Organizational innovation: Between structure and white space [Source:]

For the past several months we have consciously worked to inculcate a culture of innovation in Infosys, from the ground-up. A simple five point innovation framework guides employees at all levels to learn from their own and others' projects; look for opportunities to do things better in current assignments; think up ways of delivering more than the scope of the project; articulate the benefits of these innovative ideas in clear business terms; and share that knowledge freely within the organization.

This 'grassroots innovation' movement has been successful beyond expectations to yield thousands of concepts and ideas, many of which have been implemented. Given the number of ideas being generated, there is a need for a formal and objective mechanism to select those that are worthy of implementation.

Design Thinking provides us exactly that. Design Thinking advocates that innovators must first and foremost identify the real problems of their customers before attempting to solve them. When they find a problem that's a huge challenge, and something their customers would really like resolved - those evoking an emotional response or connection are obvious choices - only then should they start thinking up of possible solutions. Every innovative idea that results from this process must then be subjected to a stringent three-way 'DFV' test - to establish whether the solution is Desirable to customers - meaning, will they actually welcome it; whether the idea, while brilliant, can in fact be built in the real world - in other words, is it technically Feasible; and whether the business can implement the innovation without losing money - meaning, is it financially Viable.

Only those ideas that meet all three criteria should qualify for the next stages of prototyping and production. It is our belief that this would result in innovations that are very closely aligned, or as we like to say, at Zero Distance, to clients' needs. To give clients exactly that which they need - even if they have not yet found the imagination to articulate it themselves - isn't that the greatest purpose of all innovation?

When Talent Meets Technology

Posted by Varadharaj Venkataraman (View Profile | View All Posts) at 4:05 AM

When Talent Meets Technology

That technology can amplify human potential needs little validation in this digital age. So it is only natural that technology will have a dominant play in the way enterprises manage their human capital as well. I believe the talent management function is at a turning point, as significant as the one that took it from labor relations and personnel management to where it is today. And the pivot is digital technology. In 2016, watch out for 5 digital trends that will impact the way enterprises find, hire and nurture their talent.

  1. Human resources consumerize

    Until now, most HR systems and applications were typically designed to strengthen and streamline service delivery for HR professionals. Employees were respondents rather than participants in the entire process. In a consumerized HR model, applications and tools will be designed with the end user, namely the employee, at the center, with HR managers being seen as stewards of the process. The role of HR will be to provide employees with the self-service tools they need to manage their careers on their own, as well as fulfill enterprise reporting activities. Employee experience will become an essential component of talent management success.

  2. Mobile-first talent management goes mainstream

    An entire mobile-first generation will soon enter the workplace, bringing along heightened expectations for apps to manage the employment cycle, from application and learning to collaboration and workload management. A smartphone app from a leading Australian bank highlights the advantages of this new approach - for instance, the streamlining of HR duties by drastically reducing mundane requests for payslips and time-approval. An app-based approach to HR can also help uncover new layers of data to provide a more nuanced perspective of employee performance and motivation.

  3. Analytics-led insights redefine human resource management

    Advanced analytics will almost eliminate the role of instinct and intuition in talent acquisition, management and retention. As more HR processes are digitized, managers will be able to tap into a rich vein of insights to continuously fine tune their talent strategies and align them with enterprise goals. More importantly, they will also be able to personalize strategies to individual employees by identifying or even predicting needs, expectations and behavioral patterns at the level of the 'employee of one'.

  4. Talent management gamifies

    Gamification will become an increasingly potent tool in the HR arsenal for enhancing employee skill, engagement and motivation. Typically dull training and development programs can be energized by using game mechanics to create more interactive and experiential learning. Gamification also creates individualized data streams that can help HR professionals monitor and manage each employee on the basis of performance and progress. There is also the potential for companies to transform their health and wellness programs by leveraging a combination of gamification and fitness wearables to motivate staff to adopt healthier lifestyles.

  5. Human resources enters the next generation with machine learning and AI

    Technologies like machine learning, natural language processing and artificial intelligence will all play a critical role in the digital HR paradigm. The point of entry for most of these technologies will be to release HR teams from standardized, low value adding activities to enable them to focus on more strategic priorities. There are already some solutions, from companies like Innotrieve and Simppler, which are leveraging machine learning and AI to revolutionize the way HR organizations use data. As these technologies evolve and become capable of being deployed at scale, they will completely transform the way talent managers discover, recruit and develop their people.

And thus shall the business of talent management be more - by renewing what we do today, and simultaneously looking to do the unprecedented. After all, in a world of bits, everything is possible.

January 18, 2016

Design Thinking : Art Of Empowerment And Innovation

Posted by Pramod Prakash Panda (View Profile | View All Posts) at 9:23 AM

Design Thinking helps discover the 'unknown-unknown' [Source:]

There's an urban legend surrounding one of the most respected business leaders of our time: Jack Welch, the former chairman and CEO of General Electric. The story of Welch begins when he was a newly-minted employee with GE. Fresh out of university with an engineering degree, he was asked where he saw himself in 20 years during his annual employee review. His answer: As Chairman and CEO of that company.
Having confidence in oneself is one thing. But Welch's answer took things to another level. The reason we still talk about that story today is that within 20 years or so of that employee review, he had indeed become GE's Chairman and CEO. What is it about certain business leaders that shows them a clear and unadulterated pathway to whatever or wherever it is they want to be? One of the reasons, I think, is the culture of the enterprise. If Welch's boss had laughed at him during that employee review, maybe things would have been different. But his supervisor, we're told, read his response and took Welch very seriously. GE had its eye on someone who aspired to greatness.
The success of a young, smart business associate with big aspirations starts with how he/she sees the world around him/her. One of my favorite leadership experts points to a construct in the education that most of us had that fundamentally hurts us as young leaders . We learn this construct from our bosses and professors and rather than questioning it, we propagate it. What I speak of is deductive and inductive logic. These are ancient frameworks that teach us to ask enough questions to test the veracity of issues and, by extension, to find out whether the problems facing us can be solved by conventional means. The problem with both deductive and inductive reasoning is that if the answers that we set forth cannot be answered within those frameworks, then we assume the problem before us cannot be solved. Frankly, that's a lousy way to face the host of problems you'll be up against as a business leader. What if we were not bound by formal constructs that force us to ask: Why? And we asked: Why not?
When you re-frame a problem, it's more likely that you will find new ways to answer it. These might not be the expected or orthodox ways of addressing the issue at hand. This is the fundamental concept that has inspired Design Thinking, in which asking the right questions to find the right problem is a necessary precursor to building a solution. To understand how Design Thinking works, consider the case of a mid-sized retailer that wanted to build a loyalty program to defend its business against large-format rivals. Deeper examination revealed that the real problem was not the absence of a loyalty program, but rather, the need to find a way to help a player of that size succeed amidst tough competition. That entirely changed the direction of the conversation. Customers were asked what bound them to the retailer, and not surprisingly they answered 'service'. But the real insight was that they defined service to include other business unrelated actions, such as the retailer's contribution to community welfare.  So when the loyalty program engine was built, it incorporated initiatives to help the retailer become more relevant to its community. This opened the door to new possibilities.
While Design Thinking fits in with every type of business or enterprise, it can also - and this is not so obvious - play  a similar role in helping people overcome their personal problems. An article on this subject describes how the author employed Design Thinking to 'get unstuck', which eventually helped her to deal with a weight problem that she had failed to solve the conventional way - by dieting. Introspection revealed that weight was not the core issue; there were larger ones like self-esteem and lack of energy at play. This understanding enabled her to make some new dietary changes, aimed at broader goals, which really started to pay off.
The lesson here is that when enterprises train their people to Design Think, they empower each individual to think beyond routine work and go after finding the right problems, then solve these hitherto unidentified problems for themselves and their customers, to co-build an outstanding work atmosphere which instills creative confidence in all and propels everybody with the appropriate thrust to become more innovative. And additionally, when enterprises create a core culture based on the platform of Design Thinking which focuses on desirability, promotes collaboration, rapid prototyping, iterative development and deployment while also recognizing all the people walking that path, they will undoubtedly also find that their employees are happier, more balanced and centered. What could be more important?

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