Using Mind Mapping Towards a New CRM System

Section 1: Challenge

I was asked to design a workshop that would help key people in the organization define  their Business Application Transformation Road Map. The road map would identify the  desired modules and features, and the development timeline for a new Customer  Relationship Management (CRM) system. Prior to my arrival on the project, my client  had spent numerous months collecting a large quantity of data during their exploration  of their current reality – the “What is” phase. Elements of their data collection included:

• Ethnographic interview results – approximately 50 interviews were conducted.   • Creation of 4 User Personas.  • Cataloguing of 23 current modules and hundreds of corresponding features found in

multiple CRM systems.

• A heat map of the current relative level of pain points in their current multiple CRM

systems and processes.

• User survey results.  • Mission, vision and values of the organization.

Before moving to the next phase, “What if”, we needed to distill all that data into  information that could be easily communicated so as to enable the workshop  participants to look for patterns and gain insights in the data collected. Our first  challenge was to represent the data in such a way so that it could be processed to  ultimately generate better ideas, then from a more traditional approach to data  synthesis. Our second challenge was to replace the business-as-usual culture of debate  and perfection about the one right answer with a shift in focus on dialogue and  exploration.

Section 2: Selection

I chose Mind Mapping as an engaging alternative to the usual lengthy report format and  because the client had collected ample representative data from each of the key  stakeholders – customers and the various job roles in the client’s organization. The  client was eager to begin generating ideas (What if) and Mind Mapping is a powerful  segway from “What is” to “What if”. According to the video lecture: “Mind mapping is  looking for patterns and insights in a large quantity of data you collected during your  exploration of what is the current reality. The goal is to establish criteria for the what-if  idea generation phase, which comes next. This phase is pivotal in the design thinking  process.”

Section 3: Application

We started the workshop by addressing our second challenge which was to replace the  business-as-usual culture of debate and perfection about the one right answer with a  shift in focus on dialogue and exploration. I explained that Design Thinking was a team  sport and wasn’t just about phases but was also about mindsets. We presented 6  mindsets that were required for this to really work:

We added these 6 mindsets as poster banners that were posted in different places  throughout our “Art Gallery”.

To address our first challenge of needing to represent the data so that it could be more  easily processed we used the metaphor of an Art Gallery to tap into the power of  visualization by displaying the key elements of the data collected as listed above in  section 1. We made large poster sized copies of the data displayed in an easy to read  format and posted them on the wall.

Participants were asked to tour the Gallery a number of times individually (and silently)  and note their outputs on Post-it notes for each round. For round one, they were asked  to answer: What’s out there? Based on your experience, what’s out there that is really  good that we could adopt/adapt for our business application? For round two, we divided  participants into four groups with each group taking on the characterization of one of the  User Personas. Again, they were encouraged to add their ideas and insights based on  the behaviours, requirements and pain points of their assigned Persona. After each  round, new insights and ideas were shared with the whole group in plenary so as to  maintain a “common mind” about the current reality and decrease participant’s  allegiance to a particular solution.

The workshop was a big hit, people were engaged, and we received wonderful  feedback.

Section 4: Insight

The mindset piece of the workshop was a huge success as we often heard participants  quoting some of the taglines like “Yes and” and “Progress over perfection” as they  worked together. I had not expected that this piece would have the impact it had. I think  without it, the workshop wouldn’t have been as successful. The mindsets collectively

Six Mindsets for Innovation

ü Progress over perfection

§ If something has to be perfect before you  share it and get feedback to make it better,  you’re stuck in a slow way of working.

ü Learning over being right

§ Stop worrying about having all the answers.

§ Let’s be a team who is really good at  hypothesizing and discovering.

ü Doing over debating

§ Don’t get stuck in big debates, and  dissecting problems to their nth degree

§ Focus on getting out there and doing  something about it.

ü Ideation over solution

§ Taking time on the front end of a complex system  development for deeper understanding, and then  validating the information is essential for success.

ü “Yes, and” over “Yes, but”

§ When people are building and supporting each other’s  ideas quickly, they tend to filter and judge less.

§ When you take off filters, you allow ideas to go to new  places, and you discover new connections.

ü ONE – IRAP

§ With flexibility to meet regional needs, we work together  to co-create a more effective system for all  stakeholders.

§ We are about creating something better for our future  and not about fixing the past.

created a unified team which enabled the participants to be highly productive and  innovative at the same time. This reinforced in me that to do Design Thinking  successfully is so much more then applying phases from a book.

Section 5: Approach for Next Time

Under similar conditions I will definitely use Mind Mapping as a tool. It helps to get  people more engaged in exploration and discovery. It also is a great way to bring in user  experience into the mix. Having said that, the next time I use Mind Mapping I will ensure  that we develop scenarios for the User Personas. Personas have multiple needs and  requirements; without scenarios (like Use Cases) it was difficult for the participants to  capture even deeper insights.


Using Mind Mapping Towards a New CRM System Section 1 : Challenge I was asked to design a workshop that would help key people in the organization define their Business Application Transformation Road Map . The road map would identify the desired modules and features , and the development timeline for a new Customer Relationship Management ( CRM ) system . Prior to my arrival on the project , my client had spent numerous months collecting a large quantity of data during their exploration of their current reality – the “ What is ” phase . Elements of their data collection included : • Ethnographic interview results – approximately 50 interviews were conducted . • Creation of 4 User Personas . • Cataloguing of 23 current modules and hundreds of corresponding features found in multiple CRM systems . • A heat map of the current relative level of pain points in their current multiple CRM systems and processes . • User survey results . • Mission , vision and values of the organization . Before moving to the next phase , “ What if ” , we needed to distill all that data into information that could be easily communicated so as to enable the workshop participants to look for patterns and gain insights in the data collected . Our first challenge was to represent the data in such a way so that it could be processed to ultimately generate better ideas , then from a more traditional approach to data synthesis . Our second challenge was to replace the business - as - usual culture of debate and perfection about the one right answer with a shift in focus on dialogue and exploration . Section 2 : Selection I chose Mind Mapping as an engaging alternative to the usual lengthy report format and because the client had collected ample representative data from each of the key stakeholders – customers and the various job roles in the client ’s organization . The client was eager to begin generating ideas ( What if ) and Mind Mapping is a powerful segway from “ What is ” to “ What if ” . According to the video lecture : “ Mind mapping is looking for patterns and insights in a large quantity of data you collected during your exploration of what is the current reality . The goal is to establish criteria for the what - if idea generation phase , which comes next . This phase is pivotal in the design thinking process . ” Section 3 : Application We started the workshop by addressing our second challenge which was to replace the business - as - usual culture of debate and perfection about the one right answer with a shift in focus on dialogue and exploration . I explained that Design Thinking was a team sport and was n’t just about phases but was also about mindsets . We presented 6 mindsets that were required for this to really work : We added these 6 mindsets as poster banners that were posted in different places throughout our “ Art Gallery ” . To address our first challenge of needing to represent the data so that it could be more easily processed we used the metaphor of an Art Gallery to tap into the power of visualization by displaying the key elements of the data collected as listed above in section 1 . We made large poster sized copies of the data displayed in an easy to read format and posted them on the wall . Participants were asked to tour the Gallery a number of times individually ( and silently ) and note their outputs on Post - it notes for each round . For round one , they were asked to answer : What ’s out there ? Based on your experience , what ’s out there that is really good that we could adopt / adapt for our business application ? For round two , we divided participants into four groups with each group taking on the characterization of one of the User Personas . Again , they were encouraged to add their ideas and insights based on the behaviours , requirements and pain points of their assigned Persona . After each round , new insights and ideas were shared with the whole group in plenary so as to maintain a “ common mind ” about the current reality and decrease participant ’s allegiance to a particular solution . The workshop was a big hit , people were engaged , and we received wonderful feedback . Section 4 : Insight The mindset piece of the workshop was a huge success as we often heard participants quoting some of the taglines like “ Yes and ” and “ Progress over perfection ” as they worked together . I had not expected that this piece would have the impact it had . I think without it , the workshop would n’t have been as successful . The mindsets collectively Six Mindsets for Innovation ü Progress over perfection § If something has to be perfect before you share it and get feedback to make it better , you ’re stuck in a slow way of working . ü Learning over being right § Stop worrying about having all the answers . § Let ’s be a team who is really good at hypothesizing and discovering . ü Doing over debating § Do n’t get stuck in big debates , and dissecting problems to their nth degree § Focus on getting out there and doing something about it . ü Ideation over solution § Taking time on the front end of a complex system development for deeper understanding , and then validating the information is essential for success . ü “ Yes , and ” over “ Yes , but ” § When people are building and supporting each other ’s ideas quickly , they tend to filter and judge less . § When you take off filters , you allow ideas to go to new places , and you discover new connections . ü ONE – IRAP § With flexibility to meet regional needs , we work together to co - create a more effective system for all stakeholders . § We are about creating something better for our future and not about fixing the past . created a unified team which enabled the participants to be highly productive and innovative at the same time . This reinforced in me that to do Design Thinking successfully is so much more then applying phases from a book . Section 5 : Approach for Next Time Under similar conditions I will definitely use Mind Mapping as a tool . It helps to get people more engaged in exploration and discovery . It also is a great way to bring in user experience into the mix . Having said that , the next time I use Mind Mapping I will ensure that we develop scenarios for the User Personas . Personas have multiple needs and requirements ; without scenarios ( like Use Cases ) it was difficult for the participants to capture even deeper insights .