AMMAN, JO

5:18 PM

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The Broken-Window Framework

Elemenating the blind spot in innovation proccess

Human-Centered Design

2024

Innovation teams

Imagine stepping into a sweltering July day, 45 degrees Celsius, only to find your car is an oven. You start driving, windows open, AC blasting, but something’s off—it’s still blazing hot, and every car honking at you passes unnoticed as you push on. Just like this scene, our routines and habits can sometimes obscure the bigger picture. In our framework, we challenge these habits and built-in intuitions, rethinking the project approach to avoid the pitfalls of “automatic” problem-solving. We believe that innovation, especially for human-centered design and breakthrough ideas, requires more than routine frameworks.

Keywords

Operation Design

Organizational models

Let’s set the scene: It’s mid-July, the sun is blazing, it’s 45 degrees Celsius, and you need to get some groceries. You step outside, see the heat haze, walk up to your car while squinting and breathing hot air. You open the car door, and a blast of heat hits you in the face. Frustrated, you second-guess getting in the car but push through. You start the engine, open the windows, crank the AC to max, and start driving. After a few minutes, you close the window as usual, but this time, the car remains unbearably hot. You’re sweating, but you convince yourself it’s just an especially hot day. You drive for 45 minutes, still sweltering.

You then notice every passing car honking at you, but you’re too focused on finishing your errands to give it much thought.Let’s zoom out and look at your car from the outside. Here’s what’s happening: Most studies state that driving becomes a habit and intuition. In Exhibit A we can see the intuition process.

In Exhibition A is the usual process when receiving a new project, if you look closely to it, you'll find almost an exact framework in which intuition work.

Exhibit A

Exhibit B

Habits are actions we repeat enough to become automatic through repetition and reinforcement, as our brains create pathways that make actions easier to perform without much thought. For example, we don’t actively think about brushing our teeth or starting the car; instead, our brain recognizes the cue and “runs” the sequence. Intuition is slightly different; it’s a subconscious recognition of patterns and cues. Over time, our brains gather information and make connections, often without us realizing it. When we need to make a quick decision, our brain taps into this “database” of past experiences and gives us a gut feeling of what to do. Habits and intuition allow us to respond efficiently, though they differ in formation: habits form through repetition, and intuition develops through accumulated experience and subconscious recognition. Both work powerfully in daily life but can sometimes cause us to overlook the broader picture.

Let’s set another scene: You walk into the office and get an email assigning you to a new project. You’re already backed up, but your manager insists it’s essential. You dive in, doing your due diligence.

As you work, results look promising, and you deliver on schedule. However, the final output is less human-centered than expected, and it’s not as inclusive as intended.

Connecting the dots: The habits and intuitions you rely on in your work, while often helpful for efficiency, can sometimes limit your approach, especially in highly creative or human-centered projects. When working on innovative solutions, design systems, or human-centered designs, the usual frameworks may miss the bigger picture. Just like driving in the heat with a broken back windshield, following the usual processes doesn’t always guarantee the best outcome. This is why breaking habits and challenging intuition is crucial for projects requiring a fresh perspective.

Breaking habits and intuitions isn’t easy. However, creating a sequence of operations for such projects can transform your approach.

As you work, results look promising, and you deliver on schedule. However, the final output is less human-centered than expected, and it’s not as inclusive as intended.

Breaking habits and intuitions isn’t easy. However, creating a sequence of operations for such projects can transform your approach.

Exhibit C

Exhibit D

Understand the Project Core

Define the Core: Identify the primary impact areas, key stakeholders, and critical pain points. Use criteria such as the project’s objectives, context, and unique challenges to clarify the core.
Network Mapping: Map out a network with the core at the center. Assess interdependencies, influence, and priority levels for each element in this network. This map should highlight areas needing extra attention.

Set the Vision with Anti-Vision Role

Vision Definition: Create a vision that encompasses the effect of changes to the core on the overall network. Objectives and deliverables aren’t the focus yet; instead, this vision sets a holistic direction for the project.
Anti-Vision Role: Assign a team member as the “anti-vision” person, whose job is to critically analyze the vision from a contrary perspective. Encourage this person to identify any assumptions or overlooked risks.
Structured Debate: Use a SWOT analysis or pre-mortem exercise to challenge the vision and broaden perspectives early on.

Define Deliverables and Objectives with Stakeholder Alignment

Set Success Metrics: Along with deliverables and objectives, define success metrics, both qualitative and quantitative, to guide the project. These should align with the vision and provide a benchmark for evaluation later.
Stakeholder Engagement: Engage stakeholders early, gathering their input and ensuring alignment with the project’s vision, deliverables, and objectives. Cross-check your unified vision with all objectives to build a solid foundation.

Create and Maintain the Workbook for Learning and Tracking

Digital, Collaborative Platform: Use a digital tool accessible to the team (e.g., Google Docs, Notion) for real-time updates and transparency.
Integrate Past Insights: Link to lessons learned from similar projects. This repository of best practices and previous challenges can help the team avoid common pitfalls.

Midway Check-In with Data-Driven Debate

Data-Driven Insights: During this check-in, incorporate findings from user testing, pilot studies, or stakeholder feedback to validate or adjust the project’s direction.
Structured Agenda: Review the workbook, vision alignment, metrics, and new blind spots. This structured debate brings together the team, the anti-vision member, and the workbook tracker to foster rich discussions and new discoveries.

Create a Revised Workbook with Updated Insights

Workbook Refresh: Start a new workbook incorporating insights from the halfway check-in. Use this updated document as the basis for continued alignment and learning.

Final Review with a New Debate for Inclusivity and Blind Spot Analysis

Inclusive Debate: Hold a final debate to discuss findings, check for inclusivity, and minimize blind spots. This step ensures the project considers diverse perspectives and reduces the risk of overlooked issues.

Final Network Visit and Stakeholder Input

Evaluate Success Metrics: Assess the project’s outcome against the success metrics defined in Step 3 to establish its effectiveness.

Curious about the project thesis? Drop me an email

Curious about
the project thesis?
Drop me an email

Exhibit C

Exhibit D

All Work

Innovation Design

Strategy

Adidas

▶▶▶

Work

Adidas

▶▶▶

Work

Understand the Project Core

Define the Core: Identify the primary impact areas, key stakeholders, and critical pain points. Use criteria such as the project’s objectives, context, and unique challenges to clarify the core.
Network Mapping: Map out a network with the core at the center. Assess interdependencies, influence, and priority levels for each element in this network. This map should highlight areas needing extra attention.

Set the Vision with Anti-Vision Role

Vision Definition: Create a vision that encompasses the effect of changes to the core on the overall network. Objectives and deliverables aren’t the focus yet; instead, this vision sets a holistic direction for the project.
Anti-Vision Role: Assign a team member as the “anti-vision” person, whose job is to critically analyze the vision from a contrary perspective. Encourage this person to identify any assumptions or overlooked risks.
Structured Debate: Use a SWOT analysis or pre-mortem exercise to challenge the vision and broaden perspectives early on.

Define Deliverables and Objectives with Stakeholder Alignment

Set Success Metrics: Along with deliverables and objectives, define success metrics, both qualitative and quantitative, to guide the project. These should align with the vision and provide a benchmark for evaluation later.
Stakeholder Engagement: Engage stakeholders early, gathering their input and ensuring alignment with the project’s vision, deliverables, and objectives. Cross-check your unified vision with all objectives to build a solid foundation.

Create and Maintain the Workbook for Learning and Tracking

Digital, Collaborative Platform: Use a digital tool accessible to the team (e.g., Google Docs, Notion) for real-time updates and transparency.
Integrate Past Insights: Link to lessons learned from similar projects. This repository of best practices and previous challenges can help the team avoid common pitfalls.

Midway Check-In with Data-Driven Debate

Data-Driven Insights: During this check-in, incorporate findings from user testing, pilot studies, or stakeholder feedback to validate or adjust the project’s direction.
Structured Agenda: Review the workbook, vision alignment, metrics, and new blind spots. This structured debate brings together the team, the anti-vision member, and the workbook tracker to foster rich discussions and new discoveries.

Create a Revised Workbook with Updated Insights

Workbook Refresh: Start a new workbook incorporating insights from the halfway check-in. Use this updated document as the basis for continued alignment and learning.

Final Review with a New Debate for Inclusivity and Blind Spot Analysis

Inclusive Debate: Hold a final debate to discuss findings, check for inclusivity, and minimize blind spots. This step ensures the project considers diverse perspectives and reduces the risk of overlooked issues.

Final Network Visit and Stakeholder Input

Evaluate Success Metrics: Assess the project’s outcome against the success metrics defined in Step 3 to establish its effectiveness.

In today’s rapidly evolving business landscape, innovation is a critical driver of competitive advantage, especially for global consulting firms. Despite their vast expertise, these firms often face challenges in fostering cross-unit collaboration due to organizational silos. This thesis presents a comprehensive organizational framework designed to accelerate innovation across various business units within a leading consulting firm. The proposed system integrates artificial intelligence (AI) for project alignment, revamps the hiring process to identify and recruit innovative talent, and establishes an Innovation Acceleration Center (IAC) to nurture and implement groundbreaking ideas. By leveraging cross-unit collaboration and strategic talent development, the firm aims to enhance its innovative capabilities, drive growth, and maintain a competitive edge in the consulting industry.

Exhibit E

Curious about the project thesis?
Drop me an email

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The Broken-Window Framework

Elemenating the blind spot in innovation proccess

Curious about the project thesis? Drop me an email

Curious aboutthe project thesis?Drop me an email

Curious about the project thesis?Drop me an email

Curious about
the project thesis?
Drop me an email

Curious about the project thesis?
Drop me an email