Reflection – Mind Mapping

Challenge

An insurance client of mine had wanted to improve the efficiency of its planning and response operations  following catastrophe events. It takes coordination and collaboration amongst multi-functional teams  such as weather watchers, logistics, deployment, dispatch, and field personnel to respond and attend to  its customers in time of need. Though the teams worked hard and gave their fullest, the customer  satisfaction score (CSAT) was negatively trending for the last 6 months. After interviewing several  members of the teams, it became apparent that while they knew what their specific challenges were and  even what possible solutions are, we needed to step back and develop cross-functional insights and  identify patterns on current reality first, i.e. What is?

Selection

Before we can begin generating ideas and solutions to improve the operations and thus the CSAT, the  stakeholders needed to ‘map their minds’ and establish the design criteria together. We used the mind  mapping design thinking tool to accomplish this.

Application

In preparation for the mind mapping exercise, we had previously created personas of team members in  each of the departments. We had also collected quantitative data around the operations such as volume  handled per day, peak and trough staff strength, technology adoption, and workflow.  In a large  conference room, posters with information gathered were affixed on the walls. Stakeholders from each  department participated in the exercise. Line managers and Senior Executives were also allowed to come  in and participate. Participants used index cards to write down their viewpoints on operational challenges  faced. We then helped the team identify 5 broad themes and created clusters of index cards around the  themes. Outliers were recorded and weren’t ignored.

Insight

One of the immediate outcomes of the exercise was both enlightenment and appreciation of work  performed by each department and how it collectively helps serving their customers. Second, challenges  as noted by one department took on whole new implications when considered in the larger scheme of  operations. As an example, the logistics team was planning deployments without up to date information

on current whereabouts of field personnel. We further had a lot of input from each department that led  of more accurate description of problem statements. Third, a number of tactical items were resolved  through better understanding of the current reality. These were quick-hit solutions and helped with the  momentum of the exercise.

In summary, I thought the mind mapping technique really engaged the stakeholders and made them  realize that inter-departmental solutions are needed to address their business problem as opposed to  isolated initiatives. It also helped us to focus on 5 main themes namely, operating model, technology  upgrade, process streamlining, customer experience and employee engagement/training which were  then used as a basis for brainstorming to generate ideas.

Approach

I will continue to use the mind mapping technique to transition from the definition of problem(s) to  developing ideas to solve them. There was a strong but understandable inclination by the participants  towards solutioning the problem rather than establishing the design criteria. Through the experience  gained, I will be better able to conduct the exercise by impressing up on the need to establish ‘What is’  before moving on to ‘What if’. Also, I would employ the ‘So What’ question in the future more than I did  for the exercise above to help the stakeholders glean insights than mere observations.


Reflection – Mind Mapping Challenge An insurance client of mine had wanted to improve the efficiency of its planning and response operations following catastrophe events . It takes coordination and collaboration amongst multi - functional teams such as weather watchers , logistics , deployment , dispatch , and field personnel to respond and attend to its customers in time of need . Though the teams worked hard and gave their fullest , the customer satisfaction score ( CSAT ) was negatively trending for the last 6 months . After interviewing several members of the teams , it became apparent that while they knew what their specific challenges were and even what possible solutions are , we needed to step back and develop cross - functional insights and identify patterns on current reality first , i.e. What is ? Selection Before we can begin generating ideas and solutions to improve the operations and thus the CSAT , the stakeholders needed to ‘ map their minds ’ and establish the design criteria together . We used the mind mapping design thinking tool to accomplish this . Application In preparation for the mind mapping exercise , we had previously created personas of team members in each of the departments . We had also collected quantitative data around the operations such as volume handled per day , peak and trough staff strength , technology adoption , and workflow . In a large conference room , posters with information gathered were affixed on the walls . Stakeholders from each department participated in the exercise . Line managers and Senior Executives were also allowed to come in and participate . Participants used index cards to write down their viewpoints on operational challenges faced . We then helped the team identify 5 broad themes and created clusters of index cards around the themes . Outliers were recorded and were n’t ignored . Insight One of the immediate outcomes of the exercise was both enlightenment and appreciation of work performed by each department and how it collectively helps serving their customers . Second , challenges as noted by one department took on whole new implications when considered in the larger scheme of operations . As an example , the logistics team was planning deployments without up to date information on current whereabouts of field personnel . We further had a lot of input from each department that led of more accurate description of problem statements . Third , a number of tactical items were resolved through better understanding of the current reality . These were quick - hit solutions and helped with the momentum of the exercise . In summary , I thought the mind mapping technique really engaged the stakeholders and made them realize that inter - departmental solutions are needed to address their business problem as opposed to isolated initiatives . It also helped us to focus on 5 main themes namely , operating model , technology upgrade , process streamlining , customer experience and employee engagement / training which were then used as a basis for brainstorming to generate ideas . Approach I will continue to use the mind mapping technique to transition from the definition of problem(s ) to developing ideas to solve them . There was a strong but understandable inclination by the participants towards solutioning the problem rather than establishing the design criteria . Through the experience gained , I will be better able to conduct the exercise by impressing up on the need to establish ‘ What is ’ before moving on to ‘ What if ’ . Also , I would employ the ‘ So What ’ question in the future more than I did for the exercise above to help the stakeholders glean insights than mere observations .