Unveiling new business opportunities within seven weeks
At DAY21, we help organizations transform effectively. One of our key strengths is our ability to seamlessly move from research to digital product design, uncover new business opportunities, and develop strategic plans for progress. Projects like these typically take months, and we understand that many companies hesitate to start large projects due to substantial budgets and uncertain outcomes. To address this, we've developed a seven-week project approach designed to serve as an evidence-based catalyst for launching new projects that will transform your business in various areas.
Our seven-week project approach consists of seven phases, delivering actionable insights and recommendations, along with a well-designed concept that clearly outlines how it will improve a given business and what steps to take next.
Quotes from clients:
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You have been the missing piece for us. We’ve truly realized the importance of involving our partners.
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I encourage all of you (colleagues) to use the research repository. It is intuitive to use and has a lot of new insights to offer across departments.
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There are so many possibilities in this, and it will create value for our partners and for us.
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Introducing the seven-week project approach
When we start a seven-week project with a client, we tailor the approach to fit their specific business needs and the problem at hand. In a recent project, we worked with a non-disclosed client seeking to improve internal processes currently causing frustration and inefficiency. The client knew they needed a new solution, but lacked the time, budget, and mandate to dive into large-scale product development. So, we agreed to initiate a seven-week project encompassing our seven phases, from research to concept proposal and vision.
Model 1: The seven-weeks project approach
Week 1 / Research
Whether it's a seven-week project or not, all processes at DAY21 begin with research. We can't address the right problem or solve it effectively without understanding the root issue. Our research typically begins with desk study, complemented by an initial meeting with the client and relevant stakeholders. However, the outside-in perspective is crucial for bringing fresh insights. In this project, we conducted seven interviews, striking a balance between gaining new perspectives and enabling analysis within the upcoming weeks.
Week 2 / Findings
To ensure knowledge and data from our research is accessible across the organization, now and in the future, we follow an atomic research method. This approach breaks down knowledge and data into individual data points that can be filtered through a taxonomy. For example, someone in marketing can use filters in our research repository to intuitively find specific knowledge and data without needing to read an entire report.
Image 1: Research repositories (Google Sheets and Dovetail): I gather all research findings in Google Sheets or Dovetail, depending on the method used. Both follow the atomic research approach, structuring data points into a taxonomy linked to insights and recommendations, allowing for quick tracing of the underlying reasoning.
Week 3 / Insights
Once the data points are structured in the research repository, we analyze our findings by connecting various data points and presenting these connections through insights that explain both what is happening and, more importantly, why (see image 3: Example of an insight format from TheyDo). In our recent seven-week project, we uncovered insights directly related to optimizing the core issue of inefficient internal processes and identified insights connected to parallel processes, procedures, and products that the client was unaware of. Some insights were operational and could be implemented immediately, while others were more strategic and had a broader business impact. These insights were included in the final concept proposal and vision.
Image 2: Insight format example from TheyDo journey management software: This demonstrates my approach to documenting and managing insights, linking them to specific journeys to identify new opportunities. Clients can access this overview, but insights are always presented through a storytelling keynote that reflects the perspectives of our key segments.
Week 4 / Ideas
Once insights are structured, formalized, presented, and prioritized, we start ideating on new solutions that leverage identified opportunities and address current challenges. This is my favorite part of the process, as it's when I, the researcher, bring our talented designer into the project. The designer is introduced to the insights, the user stories and their ‘jobs-to-be-done’. Based on the prioritization and format of insights together with our user stories and tasks, the designer knows exactly what is needed and why.
Image 3: Two different examples of a user story step: The format varies based on the designer's involvement in previous weeks. However, each step must detail the purpose and potential impact of the idea, supported by insights and a visual element like an illustration, design mock-up, or image to improve comprehension.
Week 5 / Direction
Different ideas are presented to the client's project team and sometimes stakeholders from other teams. During this meeting, we discuss the ideas and decide what to keep, discard, or further develop. The output of this phase is a clear concept description, outlining initiatives that can not only address the core issue but also improve the business overall, such as reducing costs or increasing revenue through various initiatives and solutions.
Week 6 / Concept Proposal
This phase is where the magic happens, where the client sees the smooth transition from research to digital product design. During week number 6, our designer creates a concept proposal presented from the perspective of potential users and stakeholders and including key business objectives. The concept proposal is designed to visually represent the potential final product or service, with the goal of 1) convincing decision-makers of the concept's value and 2) representing the target group while helping the organization achieve its overall business goals.
Week 7 / Vision
This final step is crucial to our seven-week project approach, as our vision establishes the foundation and acts as a catalyst for future progress. Rather than just setting a direction and stepping back, we create a phased implementation plan tailored to the needs of the organization. With the insights gained, we are equipped to define the parameters necessary for a robust business case. We also facilitate alignment across the organization, ensuring that both the challenge and proposed concept are clearly understood and actionable. As we move forward, our role is to ensure the vision is not just envisioned but realized, providing our expertise at every step to bring the concept to life.
Creating a shared vision and moving forward with confidence
Our seven-week project approach has proven that this 'minimum viable process' can serve as a vital stepping stone for business transformation. When decision-makers are presented with the concept proposal and the vision, they can intuitively envision how it can unfold and more importantly, how it will impact their business. They're equipped with fresh insights mapped to key business areas, set up for further planning and strategy development.
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I hope you found this article insightful and interesting. If you have any questions or would like to learn more about specific projects, please feel free to reach out.