Design thinking and Agile are changing how companies build products and services to improve the experience of customers. “But the right customer interactions, implemented the right way, don’t just happen. They must be actively designed.”1 MURAL’s digital platform helps organizations increase both the quality and efficiency of design thinking programs for product design, Agile collaboration, customer support, and nearly every other facet of business operations.
MURAL commissioned Forrester Consulting to conduct a Total Economic ImpactTM (TEI) study and examine the potential return on investment (ROI) that enterprises may realize from using MURAL. The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of MURAL on their organizations.
To better understand the benefits, costs, and risks associated with MURAL, Forrester interviewed IBM as it has used MURAL for several years in different areas of its enterprise. IBM provides a wide range of technology products and services to companies around the globe and is investing significantly in design thinking programs. The scale of the investment in design thinking may seem daunting, but readers should remember that IBM employs 380,000 people, more than 1,600 design professionals, and more than 100,000 employees have received structured training applying design thinking to their work. It currently employs hundreds of design specialists who are training product managers, engineers, business analysts, developers, and customer support professionals in design thinking. IBM also applies design thinking for customer experience design, for internal operations, and in Agile development and delivery by the IT organization. IBM found that it was able to leverage MURAL to conduct some design thinking sessions virtually.
Prior to adopting MURAL, IBM managed design thinking sessions by getting participants into a conference room for several days, using whiteboards and sticky notes, and utilizing live facilitators. Meghan McGrath told Forrester: “It was hard to get a whole team together, and it usually wouldn’t include everyone because of schedules. Some voices are stronger than others in the room. Ideas flow randomly, and it’s sometimes hard to keep progressing in a systematic way, especially with teams that are working on design thinking projects for the first time.”
Meghan continued: “Using MURAL, the team took a more structured approach during sessions. People ‘speak up’ more because working online makes everyone equal, nullifies dominant voices, and as a result, we have more ideas put forward. We collect better data because we come up with better questions to ask in the first place. There is more ownership by the team. As a design professional, I’m able to spend more time doing my job rather than explaining what we are trying to achieve. Overall, I believe that we accomplish much more design thinking work using MURAL.”
Design thinking and Agile are changing how companies build products and services to improve the experience of customers. “But the right customer interactions, implemented the right way, don’t just happen. They must be actively designed.”1 MURAL’s digital platform helps organizations increase both the quality and efficiency of design thinking programs for product design, Agile collaboration, customer support, and nearly every other facet of business operations.
MURAL commissioned Forrester Consulting to conduct a Total Economic ImpactTM (TEI) study and examine the potential return on investment (ROI) that enterprises may realize from using MURAL. The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of MURAL on their organizations.
To better understand the benefits, costs, and risks associated with MURAL, Forrester interviewed IBM as it has used MURAL for several years in different areas of its enterprise. IBM provides a wide range of technology products and services to companies around the globe and is investing significantly in design thinking programs. The scale of the investment in design thinking may seem daunting, but readers should remember that IBM employs 380,000 people, more than 1,600 design professionals, and more than 100,000 employees have received structured training applying design thinking to their work. It currently employs hundreds of design specialists who are training product managers, engineers, business analysts, developers, and customer support professionals in design thinking. IBM also applies design thinking for customer experience design, for internal operations, and in Agile development and delivery by the IT organization. IBM found that it was able to leverage MURAL to conduct some design thinking sessions virtually.
Prior to adopting MURAL, IBM managed design thinking sessions by getting participants into a conference room for several days, using whiteboards and sticky notes, and utilizing live facilitators. Meghan McGrath told Forrester: “It was hard to get a whole team together, and it usually wouldn’t include everyone because of schedules. Some voices are stronger than others in the room. Ideas flow randomly, and it’s sometimes hard to keep progressing in a systematic way, especially with teams that are working on design thinking projects for the first time.”
Meghan continued: “Using MURAL, the team took a more structured approach during sessions. People ‘speak up’ more because working online makes everyone equal, nullifies dominant voices, and as a result, we have more ideas put forward. We collect better data because we come up with better questions to ask in the first place. There is more ownership by the team. As a design professional, I’m able to spend more time doing my job rather than explaining what we are trying to achieve. Overall, I believe that we accomplish much more design thinking work using MURAL.”
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