Reflection – Mind Mapping        Challenge     In leading one nation’s largest health systems in a digital business transformation, I discovered  that incredibly enough, a data diagram of its current state systems and data flow did not exist.  My role as program director was to lead the conversion of legacy ERP (Enterprise Resource  Planning) back-office functions to a fully integrated state-of-the-art platform. The first  foundational step was to understand “What Is,” or how all existing systems and data fitted  together. As we learned in this course, “attending to the present pays dividends by broadening  our definition of the problem and uncovering unarticulated needs.”    Selection     Interviewing stakeholders one-on-one yielded a valuable list of systems, but only sketchy  information on how the systems interface and their purpose. We needed more precise  information on the data and its use, as well as some way to form around a common  understanding of the current reality. Mind mapping helps formulate a shared view of the  problem, opportunities, and business needs. Additionally, mind mapping levels the playing field  between stakeholders. This exercise enabled us to translate what stakeholders held in their  minds into a visual picture that became the authoritative source throughout the program.    Application     I facilitated a four-hour stakeholder mind mapping workshop in a large conference room —  thirty-three stakeholders attended from across the enterprise. Posted around the room were a  list of legacy systems, current system interface diagrams, application screenshots, and a list of  current system limitations and challenges collected from stakeholders.    Each stakeholder was equipped with a clipboard, a Sharpie, and sticky notes and was directed to  browse around the room and write-down comments, ideas, and missing information on their  sticky notes.    After 30 minutes, the stakeholders divided into three groups of five and three groups of six, with  each group assigned to a table. Within their groups, each group member arranged their sticky  notes into themed clusters on their clipboard. Each group identified common themes that were,  in turn, written on whiteboards with plenty of space between them. Each group member  presented their sticky notes related to a theme and placed their sticky notes under the matching  theme on the whiteboards.    Each of the themes became an insight, which populated a mind map that we built together as a  group. The mind map identified systems, their usage, and the input and output of each system.

Leftover sticky notes that contained outliers that didn’t fit into themes or additional insights were  added to the mind map to stimulate further conversation or spark innovative ideas for current  state limitations.    This exercise yielded a collection of highly valuable insights that enabled the production of a  complete data map and high-level criteria for future state UX requirements and design  innovation. The mind map was the perfect springboard into “What If” innovation.    Insight     The mind mapping exercise developed a shared understanding and cross-functional empathy for  current state conditions. It led to insights that we otherwise would have never had and enabled  functional subject matter experts in other areas to begin to understand and sympathize with  limitations and needs in other areas. This exercise proved to my team and me that mind mapping  is tremendously insightful and creatively liberating, producing insights and crucial  understandings about “What Is” that provides a solid foundation for innovation.    Approach     The mind mapping workshop was so successful that I have been asked to facilitate workshops for  other programs and projects that are in the initiation or planning phase. Stakeholders that  participated continue to refer to the mind map and the insights and have become evangelists for  design thinking. The only change that I plan to make is to have an assistant serve as moderator  to help support the groups, ensuring the process is followed, and the teams aren’t stuck. It was  challenging to cover the questions and needs of all six tables and maintain forward momentum.  My ability to manage this will likely improve as I gain experience. Our Executive Sponsor has  reviewed workshop insights and is eager to see the results of our “What If” exercises. She is now  a Design Thinking convert.


Reflection – Mind Mapping Challenge In leading one nation ’s largest health systems in a digital business transformation , I discovered that incredibly enough , a data diagram of its current state systems and data flow did not exist . My role as program director was to lead the conversion of legacy ERP ( Enterprise Resource Planning ) back - office functions to a fully integrated state - of - the - art platform . The first foundational step was to understand “ What Is , ” or how all existing systems and data fitted together . As we learned in this course , “ attending to the present pays dividends by broadening our definition of the problem and uncovering unarticulated needs . ” Selection Interviewing stakeholders one - on - one yielded a valuable list of systems , but only sketchy information on how the systems interface and their purpose . We needed more precise information on the data and its use , as well as some way to form around a common understanding of the current reality . Mind mapping helps formulate a shared view of the problem , opportunities , and business needs . Additionally , mind mapping levels the playing field between stakeholders . This exercise enabled us to translate what stakeholders held in their minds into a visual picture that became the authoritative source throughout the program . Application I facilitated a four - hour stakeholder mind mapping workshop in a large conference room — thirty - three stakeholders attended from across the enterprise . Posted around the room were a list of legacy systems , current system interface diagrams , application screenshots , and a list of current system limitations and challenges collected from stakeholders . Each stakeholder was equipped with a clipboard , a Sharpie , and sticky notes and was directed to browse around the room and write - down comments , ideas , and missing information on their sticky notes . After 30 minutes , the stakeholders divided into three groups of five and three groups of six , with each group assigned to a table . Within their groups , each group member arranged their sticky notes into themed clusters on their clipboard . Each group identified common themes that were , in turn , written on whiteboards with plenty of space between them . Each group member presented their sticky notes related to a theme and placed their sticky notes under the matching theme on the whiteboards . Each of the themes became an insight , which populated a mind map that we built together as a group . The mind map identified systems , their usage , and the input and output of each system . Leftover sticky notes that contained outliers that did n’t fit into themes or additional insights were added to the mind map to stimulate further conversation or spark innovative ideas for current state limitations . This exercise yielded a collection of highly valuable insights that enabled the production of a complete data map and high - level criteria for future state UX requirements and design innovation . The mind map was the perfect springboard into “ What If ” innovation . Insight The mind mapping exercise developed a shared understanding and cross - functional empathy for current state conditions . It led to insights that we otherwise would have never had and enabled functional subject matter experts in other areas to begin to understand and sympathize with limitations and needs in other areas . This exercise proved to my team and me that mind mapping is tremendously insightful and creatively liberating , producing insights and crucial understandings about “ What Is ” that provides a solid foundation for innovation . Approach The mind mapping workshop was so successful that I have been asked to facilitate workshops for other programs and projects that are in the initiation or planning phase . Stakeholders that participated continue to refer to the mind map and the insights and have become evangelists for design thinking . The only change that I plan to make is to have an assistant serve as moderator to help support the groups , ensuring the process is followed , and the teams are n’t stuck . It was challenging to cover the questions and needs of all six tables and maintain forward momentum . My ability to manage this will likely improve as I gain experience . Our Executive Sponsor has reviewed workshop insights and is eager to see the results of our “ What If ” exercises . She is now a Design Thinking convert .