Challenge:

Our Client is in the in the Automobile Membership, Insurance and Leisure space. They wanted  to engage in emerging technologies to understand how it might better solve some of their  challenges or even provide new product and service offerings to their own customers. The  issue for our client is that they had not specifically identified these challenges or opportunities  and therefore lacked focus. Our client was specifically interested in how Augmented and  Virtual Reality [AVR] could assist them.    Selection:     The tool our exercise primarily used to illicit information was Visualisation through what we  called an Executive AVR Playground workshop. We used this model to introduce a wide group  of stakeholders to AVR and to get them to generate solutions and tangible project ideas which  could be taken further into pilots and larger initiatives.     The participants were grouped into 5 teams, consisting of 3-4 members each. There were 5  different activity tables, and each team would have a turn at each table. The aim of this  ‘visualisation’ phase of the workshop was to generate as many ideas as possible around how  ARVR could change the client’s business for the better.    We selected this method as we believed that by using some of the AVR equipment as part of  their groups and providing specific scenarios for them to consider they would then be able to  visualise the outcomes they were after. Especially because the technology we had them using  was immersive, which further added to the strength of the visualisation concept.    At the conclusion of the workshop, they were to “pitch” their idea/s to their colleagues.

Application:

In order to get the most out of the workshop we provided a number of situations/scenarios for  the teams to visualise themselves as part of. To make this visualisation process even more  effective we provided access to the AVR technologies so that they could have an immersive  experience which created a richer visualisation. The scenarios we created were:

1. The Disruptors

Here the teams had to imagine themselves as a Silicon Valley start-up.  How could they disrupt their business with AVR, free of the constraints and  everyday business as usual they otherwise faced.

2. Vision 2030

We asked the teams to imagine the world in 2030. How were students  learning? How were teachers engaging? What role would their business  have in 2030 to support changing needs? Virtual Reality examples were  provided on the table with mobile phones and pairs of AVR glasses.

3. Phone to Dome

AVR is more than just HTC Vive & Mobile with glasses. This table show- cased how 10 different companies are using 10 different hardware  solutions from across a variety of industries. How could any of these  solutions apply to their business and its customers? We provided a fully  immersive HTC experience for the table to get a sense of the power of the  technology

4. Existing Assets & Augmented Reality Applications running on tablets can

use markers to place digital objects in a physical world. How could  business’s existing assets be leveraged for AR? How else could their

business make their mark on the world with AR? Markers and devices were  provided to again visualise possibilities.

5. Customer Persona

Ultimately technology is just a tool; one that’s used by humans. In coming  up with new ideas, the teams needed to reflect on the core Customer  Personas that would interact with these technologies. What mattered to  them? Where could they be found? How could their business utilise  technology to give them a better experience? For this we asked them to  become the customer and use a variety of the technologies we were  providing to brainstorm their challenges.

After generating so many ideas via these groups and with the technology in the  first half of the day, the teams were then given some tools to help refine them. At  this stage, the teams hadn’t necessarily agreed on which ‘big idea’ they wanted to  refine into a pitch.    They were provided with a Massive Canvas, noting that the canvas also provided  an opportunity for visualisation, as ideas were able to be documented and iterated  as they matured. Helping to ensure their idea could scale from pilot to a grand  vision. They were also challenged to consider how these ideas would impact their  brand: from existing customers, new customers, market share and  margin.    As the teams doodled and pitched to each other, each team agreed on an impactful,  scalable idea to take forward. They were then given a Business Model Canvas, to  start thinking about their Customer Segments, Unique Value Proposition, Revenue  Model and other areas to consider when pitching to their stakeholders. These were  all things they might want to include in their pitch and ultimately the kinds of focus  areas they’d have to convince internal stakeholders of, to turn their ideas into a  reality

Insight:

The sheer volume and depth of ideas generated by the teams was impressive.  When we combined the Clients various verticals with the possibilities of AVR,  there were many different scenarios that could make an impact for the Client.

The teams were fiercely competitive throughout the day, keeping some notes ‘to  themselves’. Ultimately however, they were very supportive of each other’s  pitches, lending ideas and helping build on them.

In future I would use this tool is more situations. Providing tools to help with  visualistions be they devices, scenarios nor indeed canvases are simple ways  to encourage creativity and get people thinking outside of their normal square.  By have a variety of “tools” available for people to engage with we were able  to cater for a variety of different styles amongst the team members.

Approach:

The common favourite ‘scenario’ or table activity was ‘The Disruptors’.  Participants commented that the scenario gave them the freedom to discard any  reasons that an idea wouldn’t work within their business and to just focus on big  ideas with more freedom. Given the commonality of this sentiment, it would be

something that we would look to implement more often as a starting point for clients,  particularly where innovation and creativity are at the core.  It confirmed the  importance of creating a safe environment where a culture of intrapreneurship can  thrive, helping teams be more creative, more often.


Challenge : Our Client is in the in the Automobile Membership , Insurance and Leisure space . They wanted to engage in emerging technologies to understand how it might better solve some of their challenges or even provide new product and service offerings to their own customers . The issue for our client is that they had not specifically identified these challenges or opportunities and therefore lacked focus . Our client was specifically interested in how Augmented and Virtual Reality [ AVR ] could assist them . Selection : The tool our exercise primarily used to illicit information was Visualisation through what we called an Executive AVR Playground workshop . We used this model to introduce a wide group of stakeholders to AVR and to get them to generate solutions and tangible project ideas which could be taken further into pilots and larger initiatives . The participants were grouped into 5 teams , consisting of 3 - 4 members each . There were 5 different activity tables , and each team would have a turn at each table . The aim of this ‘ visualisation ’ phase of the workshop was to generate as many ideas as possible around how ARVR could change the client ’s business for the better . We selected this method as we believed that by using some of the AVR equipment as part of their groups and providing specific scenarios for them to consider they would then be able to visualise the outcomes they were after . Especially because the technology we had them using was immersive , which further added to the strength of the visualisation concept . At the conclusion of the workshop , they were to “ pitch ” their idea / s to their colleagues . Application : In order to get the most out of the workshop we provided a number of situations / scenarios for the teams to visualise themselves as part of . To make this visualisation process even more effective we provided access to the AVR technologies so that they could have an immersive experience which created a richer visualisation . The scenarios we created were : 1 . The Disruptors Here the teams had to imagine themselves as a Silicon Valley start - up . How could they disrupt their business with AVR , free of the constraints and everyday business as usual they otherwise faced . 2 . Vision 2030 We asked the teams to imagine the world in 2030 . How were students learning ? How were teachers engaging ? What role would their business have in 2030 to support changing needs ? Virtual Reality examples were provided on the table with mobile phones and pairs of AVR glasses . 3 . Phone to Dome AVR is more than just HTC Vive & Mobile with glasses . This table show- cased how 10 different companies are using 10 different hardware solutions from across a variety of industries . How could any of these solutions apply to their business and its customers ? We provided a fully immersive HTC experience for the table to get a sense of the power of the technology 4 . Existing Assets & Augmented Reality Applications running on tablets can use markers to place digital objects in a physical world . How could business ’s existing assets be leveraged for AR ? How else could their business make their mark on the world with AR ? Markers and devices were provided to again visualise possibilities . 5 . Customer Persona Ultimately technology is just a tool ; one that ’s used by humans . In coming up with new ideas , the teams needed to reflect on the core Customer Personas that would interact with these technologies . What mattered to them ? Where could they be found ? How could their business utilise technology to give them a better experience ? For this we asked them to become the customer and use a variety of the technologies we were providing to brainstorm their challenges . After generating so many ideas via these groups and with the technology in the first half of the day , the teams were then given some tools to help refine them . At this stage , the teams had n’t necessarily agreed on which ‘ big idea ’ they wanted to refine into a pitch . They were provided with a Massive Canvas , noting that the canvas also provided an opportunity for visualisation , as ideas were able to be documented and iterated as they matured . Helping to ensure their idea could scale from pilot to a grand vision . They were also challenged to consider how these ideas would impact their brand : from existing customers , new customers , market share and margin . As the teams doodled and pitched to each other , each team agreed on an impactful , scalable idea to take forward . They were then given a Business Model Canvas , to start thinking about their Customer Segments , Unique Value Proposition , Revenue Model and other areas to consider when pitching to their stakeholders . These were all things they might want to include in their pitch and ultimately the kinds of focus areas they ’d have to convince internal stakeholders of , to turn their ideas into a reality Insight : The sheer volume and depth of ideas generated by the teams was impressive . When we combined the Clients various verticals with the possibilities of AVR , there were many different scenarios that could make an impact for the Client . The teams were fiercely competitive throughout the day , keeping some notes ‘ to themselves ’ . Ultimately however , they were very supportive of each other ’s pitches , lending ideas and helping build on them . In future I would use this tool is more situations . Providing tools to help with visualistions be they devices , scenarios nor indeed canvases are simple ways to encourage creativity and get people thinking outside of their normal square . By have a variety of “ tools ” available for people to engage with we were able to cater for a variety of different styles amongst the team members . Approach : The common favourite ‘ scenario ’ or table activity was ‘ The Disruptors ’ . Participants commented that the scenario gave them the freedom to discard any reasons that an idea would n’t work within their business and to just focus on big ideas with more freedom . Given the commonality of this sentiment , it would be something that we would look to implement more often as a starting point for clients , particularly where innovation and creativity are at the core . It confirmed the importance of creating a safe environment where a culture of intrapreneurship can thrive , helping teams be more creative , more often .