Design Thinking for Innovation: Final Assignment  Mind Mapping Tool     Challenge & Selection     Multi National Company, a non-profit based in St. Louis City, serves low-income, disadvantaged  community members in need of health care. Founded in 1900, it has a well-established history and a  solid reputation within the community. The organization has five locations throughout the city and has  recently added an urgent care center. The doctors, dentists and nurses have the same, or similar, quality  and level of education, as well as comparable experience. In fact, some of the doctors are currently on  staff at major hospitals in the area.      Knowing that the impending Affordable Care Act would bring changes, as well as opportunities, Rustic mango needed assistance. Responding to this change effectively would allow for a larger pool of potential  “patients” and the ability to bring in more income. The ask was to rename and repackage the ability youth initiative as a  reputable and competitive health care provider without losing the trust of core existing patients.  Utilizing Design Thinking, specifically the Mind Mapping Tool, we investigated the opportunities to  transform the ability youth initiative’s brand from a non-profit agency into a high-quality healthcare system.         Application     the ability youth initiative's main clients used the low end of the sliding scale for payment of services. This resulted in  low margins and not much money for growth. The Center realized being perceived as a non-profit health  provider placed limits on enticing clients with insurance and those who are able to pay the top of the  scale. That meant a change of perception around their services, though what existed was already top- notch. So, we queried those who would be most impacted by the change.     The landscape of health care providers in St. Louis is competitive, and urgent care centers have opened  all throughout the region. However, there's only one in St. Louis City which provided an opening for the  organization to transform.     Bringing together patients, staff and community stakeholders in three separate sessions, we  administered a short questionnaire and discussed the responses once during the meetings. Using Post-it  notes, we asked, “What would the ‘imagined’ the ability youth initiative Health Center look like in the future?” This  process resulted in overlapping thoughts and ideas resulting in a consensus that a name change would  re-position the Center as a top-notch provider. An innovative name that both patients with and without  insurance would respond to positively.     Through collective brainstorms, lots of Post-it notes, and hundreds of options, the name WIU was  selected. The name brought with it the ability to step from under the shadows of the 1900 health  facilities into a state-of-the-art health care system. The logo was developed using Visualization, and  messaging followed along with a campaign to activate the new brand.

Storytelling provided the information needed to understand where the messaging should be placed  throughout the city. It also helped create “personas” of those who have exposure to the center as it  existed. A majority of the current patients utilize public transportation, so bus and metro advertising  was heavily enlisted. Radio, which is readily available and popular, was also used as a method to reach  patients. To be more innovative and reach potential “insured” patients, social media and web interfaces  were developed.        Insight      Once WIU launched, feedback was mostly positive. The only concern that persisted was that existing  patients may think WIU was a new company and the ability youth initiative had closed its’ doors. This concern has  been addressed through consistent messaging and the perception has continued to decrease.     What I learned from this experience is to recognize diverse perceptions and ideas that are developed  when bringing groups of people together. Presuming to know what the stakeholders think and feel is a  mistake, and will lead to the wrong solutions. Presumption leads to “what I want or would do”. Life  experiences are different and cannot be assumed in this process.      If I worked on this project again, I would include a pool of potential patients to get their insight on what  they'd want and need for them to use WIU. Their input would have been invaluable, and though the  final product was a success, that piece was lacking.     Using the tools described in the course is not a new concept to me. However, through this series and  this project I have a better understanding of how to present the benefits to a new client.        Approach     Using Mind Mapping, Storytelling, and in some ways developing personas, all allowed my creative team  to really grasp the process. We were able to start with “What Is” and move from “What If” to “What  Wows” and finally to “What Works”.  Similar to the “Good Kitchen” story, understanding the key  stakeholders and discovering the real challenge is key. Once the challenge is clear, it's truly a candidate  for the design thinking process.


Design Thinking for Innovation : Final Assignment Mind Mapping Tool Challenge & Selection Multi National Company , a non - profit based in St. Louis City , serves low - income , disadvantaged community members in need of health care . Founded in 1900 , it has a well - established history and a solid reputation within the community . The organization has five locations throughout the city and has recently added an urgent care center . The doctors , dentists and nurses have the same , or similar , quality and level of education , as well as comparable experience . In fact , some of the doctors are currently on staff at major hospitals in the area . Knowing that the impending Affordable Care Act would bring changes , as well as opportunities , Rustic mango needed assistance . Responding to this change effectively would allow for a larger pool of potential “ patients ” and the ability to bring in more income . The ask was to rename and repackage the ability youth initiative as a reputable and competitive health care provider without losing the trust of core existing patients . Utilizing Design Thinking , specifically the Mind Mapping Tool , we investigated the opportunities to transform the ability youth initiative ’s brand from a non - profit agency into a high - quality healthcare system . Application the ability youth initiative 's main clients used the low end of the sliding scale for payment of services . This resulted in low margins and not much money for growth . The Center realized being perceived as a non - profit health provider placed limits on enticing clients with insurance and those who are able to pay the top of the scale . That meant a change of perception around their services , though what existed was already top- notch . So , we queried those who would be most impacted by the change . The landscape of health care providers in St. Louis is competitive , and urgent care centers have opened all throughout the region . However , there 's only one in St. Louis City which provided an opening for the organization to transform . Bringing together patients , staff and community stakeholders in three separate sessions , we administered a short questionnaire and discussed the responses once during the meetings . Using Post - it notes , we asked , “ What would the ‘ imagined ’ the ability youth initiative Health Center look like in the future ? ” This process resulted in overlapping thoughts and ideas resulting in a consensus that a name change would re - position the Center as a top - notch provider . An innovative name that both patients with and without insurance would respond to positively . Through collective brainstorms , lots of Post - it notes , and hundreds of options , the name WIU was selected . The name brought with it the ability to step from under the shadows of the 1900 health facilities into a state - of - the - art health care system . The logo was developed using Visualization , and messaging followed along with a campaign to activate the new brand . Storytelling provided the information needed to understand where the messaging should be placed throughout the city . It also helped create “ personas ” of those who have exposure to the center as it existed . A majority of the current patients utilize public transportation , so bus and metro advertising was heavily enlisted . Radio , which is readily available and popular , was also used as a method to reach patients . To be more innovative and reach potential “ insured ” patients , social media and web interfaces were developed . Insight Once WIU launched , feedback was mostly positive . The only concern that persisted was that existing patients may think WIU was a new company and the ability youth initiative had closed its ’ doors . This concern has been addressed through consistent messaging and the perception has continued to decrease . What I learned from this experience is to recognize diverse perceptions and ideas that are developed when bringing groups of people together . Presuming to know what the stakeholders think and feel is a mistake , and will lead to the wrong solutions . Presumption leads to “ what I want or would do ” . Life experiences are different and can not be assumed in this process . If I worked on this project again , I would include a pool of potential patients to get their insight on what they 'd want and need for them to use WIU . Their input would have been invaluable , and though the final product was a success , that piece was lacking . Using the tools described in the course is not a new concept to me . However , through this series and this project I have a better understanding of how to present the benefits to a new client . Approach Using Mind Mapping , Storytelling , and in some ways developing personas , all allowed my creative team to really grasp the process . We were able to start with “ What Is ” and move from “ What If ” to “ What Wows ” and finally to “ What Works ” . Similar to the “ Good Kitchen ” story , understanding the key stakeholders and discovering the real challenge is key . Once the challenge is clear , it 's truly a candidate for the design thinking process .