INNOVATION

& FUTURE
FOCUS
BY-SONAKSHI GOYAL
EMP NO.217778
HVAC DEPT.
 INTRODUCTION TO DESIGN
THINKING
To define design thinking in the context of today's business world, it's a making-
based approach to problem solving that's rooted in human empathy and done in
collaborative multidisciplinary teams. So let's break that definition down. In teams
with a strong design thinking approach, you'll see people making ideas tangible. It
might be exploring a complex ecosystem on the whiteboard, or it might be in a
customer journey map that shows how people experience a service over time. It
could be in a rough prototype made to explore how a product works so it can be
evolved and improved, and sometimes it's even a performance of what it will be
like to experience the solution. Making ideas tangible allows them to be
experienced by the team, by the people who might use it, and stakeholders. It
helps you synthesize the key elements of what's important and communicate
them more clearly, and iterate upon them and quickly change them with what
you're learning.

HOW TO ACHIEVE DESIGN THINKING?

The best design thinking teams and leaders tend to approach hard questions and
ambiguity with a mind set of six characteristics. The first, asking "What if?" The first
part of the mind set is this welcoming of big ideas and unusual perspectives. Listen
for ideas that feed one another. The other thing to listen for here is, does your team
actively seek outside perspectives? Or are they always going back to the usual
suspects every time to gather information?The third is human empathy. You'll
sometimes find organisations which think they do human centered design
because they have a high net promoter score and they do a lot of useability testing
with end users, but those metrics don't necessarily mean the team has a rich
understanding of the people using the products. The fourth characteristic is
experimentation. The fifth characteristic is collaboration. Listen for how the
collaboration is working on all the channels and slack in the team space, over
email and over drinks. Is everyone being engaged? The last characteristic is
experience focused. Does the team have a mind set that is focused on just the
point solution?
 SKILL OF DESIGN THINKING LEADER
As a leader of a team it's often tempting to focus on how the team is doing, are
they getting things done, do they seem to be collaborating well, is the work they
are producing clear. For that you need two skills .
1.Confidence in your own judgment, so that you don't need to seek outside
security in an answer or the one solution. With this confidence, you allow and
encourage optimism of the team, and you give them the freedom to experiment.
2.The second skill is the ability to be alert and present in what is going on with the
team. When you're with the team, if you're worried about the next meeting, the
budget or how the team is thinking about you, you aren't in the thinking with
them. As a leader, you need to be in it, asking "Why". Helping to frame the problem
and encouraging those "What if" questions.

CONCLUSION
The top four things to remember about design thinking are that design-led
organizations are outperforming their competition because of how designers
approach problem solving, but that this benefit comes from a mindset and an
organizational culture, not a process, and it can take time to develop a culture of
design thinking. Also remember that design thinking is tied to human-centered
design. So get to know the people who use your product or service as well as as
you know your own team members. And if nothing else, to bring design thinking
into your every day, ask "what if" and welcome unusual ideas, and then sketch and
prototype to refine those ideas.
 LEADING LIKE A
FUTURIST
CHARACTERISTIC OF A FUTURIST
They are keen and curious observers, willing to interrogate the present and not
simply accept what is. This helps create a wider set of the possible. They seek
out ideas and perspectives from diverse people and places. This informs and
enriches their views on three different framings of the future, the close and
probable, the adjacent possible, and the expansive preferred. They're skilled at
recognizing patterns and finding clarity in complexity, thinking systemically
and broadly across disciplines and expertise. This helps them find surprising
connections and new solutions. They are comfortable with ambiguity and
create opportunities to advance learning through rapid cycles of testing and
experimentation. This enables them to accelerate innovation. And they are
vivid and compelling communicators. They're able to share a narrative that
engages the heads and hearts of their audience. These aren't just skills of our
most successful leaders, these are the skills all of us need to thrive and succeed
in an increasingly complex world. These skills create agency, optimistic
possibility, and most of all, hope.

SHAPING THE FUTURE

One of the hardest things about imagining new futures and ultimately shaping
them is deciding where to start, but there are simple methods we can use to
move from what we can see today, the known, to explore a range of the
unknown, and we're going to try one right now. Starting with a single
observable, evidence-based trend, we can build the next obvious implication
from there. This process is known as the implications wheel, or the futures
wheel. This exercise is best done with a small group comprised of diverse
perspectives and backgrounds, but it also can be done individually as well. All
you need is paper, pens and a healthy imagination. In the following example,
we'll choose a hot technology trend, autonomous vehicles. Can we imagine a
future with them? Based on current progress, yes. It's almost a relative given,
but when and how they might show up, and more importantly, what are the
implications of them? This is where imagining a multiplicity of futures can be
really useful. Let's explore some potential outcomes. When autonomous
vehicles become mainstream, there are likely to be less accidents. Less
accidents means less fatalities. Less fatality means fewer organ donors. Less
organs means less organ transplants. Perhaps that opens up a new market.
Let's keep it going. Cars are likely to go faster, which may reduce the need for
speeding tickets.
 Fewer tickets means revenue goes down for public municipalities. With less
revenue, who will pay for the budget of local authorities? At the same time, there
may be more cars on the road, meaning more traffic jams, as we've already seen
by the increase in rideshares. Returning to the idea of autonomous vehicles
causing less accidents, what other implications can we imagine? With less
accidents, there's less need for body repair shops. People may own their cars
longer. Manufacturers may have to rethink their business models. Perhaps they
lease only, because it's not economically viable to sell cars. And what other
industries do this directly impact? You guessed it, insurance. Auto insurance is
ripe for massive disruption from this development. Who else might be watching
closely? If people don't have to stay awake to drive, they may need fewer
caffeinated or energy drinks, a growing market in the last 10 years. This might
affect convenience store sales and product offerings. And, if it's increasingly
convenient to get around, this could also affect other options, like trains and
subways. Even short-haul airlines, like Southwest. See how that worked? With
just a little structure and logical thinking, we began to identify very real, very
specific implications from this one trend.

OBSTACLES TO FUTURE THINKING

Organizations are wired to protect what is known, and create incentives to
deliver on short-term, measurable results. Even with the best intentions, there
are three common institutional obstacles that typically get in the way of leading
like a futurist. Obstacle number one, near-termism. Nearly every established
company favors and measures behavior that drive near-term results. From
deadline-driven projects, to quarterly earnings and annual goals. Near-term
investments are visible and easy to measure, so it follows that they require the
least justification. Conversely, investing in the future requires time. Time to
discover areas of hidden value, areas of emerging growth, areas not yet on the
market's radar. To overcome this near-term bias, we need to create incentives for
people to venture outside of their norm. This could include a specific allocation
of free time, or a reward structure for exploration. Placing a high value on
discovery-oriented behavior that keeps the organization connected to the
changing external environment is one of the best ways to overcome short-term
thinking. That brings us to the second obstacle, politics. Politics are a reality in
every company. There can be good politics, where people collaborate across
functions and geographies to accomplish shared goal, or bad politics, where
everyone's focused on protecting their people, their budgets, their accounts.
Thinking holistically and expansively about the future works best when we share
and socialize information ideas and experiments across boundaries,
departments, and geographies.
 CONCLUSION
The science fiction writer William Gibson famously said, "The future is already here.
"It's just unevenly distributed." Being a futurist is not about predicting the future,
nor is it about forecasting a single future and defending it at all costs. Being a
futurist means being willing to take the long view, to use our imagination to see
futures far beyond the visible horizon. It means leaning into our responsibility to
communicate these preferred futures with boldness and empathy, helping others
see how they might contribute.
 A3 PROBLEM SOLVING
What is A3 problem-solving?

The A3 problem-solving method gets its name from the size paper, just about 11
by 17 inches, used to manually capture and illustrate the issue that needs to be
resolved. It follows a plan, do, check, act cycle, sometimes referring to as a
Deming Cycle after W. Edwards Deming, a statistician who became a leading
figure in the total quality movement. Toyota, the car manufacturer, further
developed the idea into this A3 process. A3 is effective because it's a customer-
focused approach, making customer satisfaction the focus for solving any
problem. It centers on process improvement and involves cross-functional teams
to solve problems, which is key for complex problems that can't be solved by only
one area in the organization. In addition, the A3 methodology uses data and facts
for analysis of a problem, and the whole organization learns how to avoid
mistakes and discovers uncharted territory. While there's an absolute standard
for the total steps in an A3, based on experience, The use of this eight-step
worksheet because it has helped guide the teams I've worked with to achieve
real improvements. Let's look at each step in more detail. Step one, define the
problem clearly and show how it's impacting your customer and your
organization. For example, state the gap between what should be normal and
what's happening. Step two, metrics, current state. Measure the size of the
problem. Gather data that will provide an objective way to describe the problem.
Step three, metrics, desired state. Define your desired situation. State in a
measurable way what the situation should look like after you've taken actions to
improve it. Step four, identify contributing causes. Problems typically don't
happen because of one thing, so look for all possible contributing causes. Step
five, brainstorm potential countermeasures. Brainstorm any actions that can help
counter the problem and reduce its impact on your customer and your
organization. Step six, agree on an action plan. Get a commitment on who is
going to do what by when. Step seven, compare results against plans. After all
actions have been taken, measure the situation again and check to see if
improvements were made. And step eight, share lessons learned. Define with the
team if further improvement is needed on the problem and share the lessons
with the rest of your organization.

CONCLUSION Contact :
A good problem-solving methodology should provide us a way 123-456-7890
to learn from your
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successes and failures so in the future you can hello@reallygreatsite.com
repeat the good and avoid the
bad. The eighth step of the A3 problem-solving123methodology
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guiding your team to capture lessons learned about what went well and what
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 Plus, we get to share it with the rest of the organization. Making this a deliberate
step in the A3 process helps ensure that organizational learning habits, which
can improve your team's capacity for innovation and effective problem-solving.
Let me share some simple steps for conducting a lessons learned session. To
begin, invite the team that took part in solving the problem, and ask each
individual to write out on cards two separate lists, one list of actions that resulted
in successes and a second list of actions that resulted in failure. Getting
individuals to separately write out their own experiences helps avoid groupthink
so that people don't just go along with the rest of the group and instead
contribute what they each experience directly. This lesson helped leadership
improve role clarity throughout the organization and avoid similar problems later
on.

Contact :
123-456-7890
www.reallygreatsite.com
hello@reallygreatsite.com
123 Anywhere St., Any City

BORCELLE INC ANUAL REPPORT 2027

PRESENTATION SKILLS
EFFECTIVE PRESENTATION SKILLS
Effective Presentation skills are important because they help keep a presentation
interesting, help the presenter communicate with confidence, and motivate the
audience to listen. Some essential presentation skills are: Creating variety.
Speaking with optimal audibility.

1.MASTER YOUR PRESENTATION

Knowing the ins and outs of your presentation will help build your confidence. You
should know what each slide on your presentation says, and you should also know
what you're going to say about each slide. You don't want to read off of your slides.
Instead, do your best to learn your presentation's subject matter by heart. Your
accompanying PowerPoint presentation is just a visual aid. Don't spend too much
time fine-tuning your slide animations and transitions. Rather, focus on perfecting
your message and making sure it's easy enough for your audience to understand

2.PRACTICE
As the popular saying goes, practice makes perfect. While you don't have to aim for
'perfect,' delivering a presentation that actually meets your goals should be at the
top of your list. There's no definite number on how many times you should practice
your presentation. But practicing once or twice probably won't suffice.

3.KNOW YOUR AUDIENCE

Knowing who you're speaking to will help you deliver a presentation that will
resonate with your audience. Find something that's common with your audience
and mention that in your presentation. You may not know your audience on an
individual level (this will be impossible if you're presenting to hundreds or
thousands of people), but finding common ground is certainly possible.

4.ARRIVE EARLY AT VENUE

Coming to your presentation prepared is one of the best ways to ensure your
presentation's success. You'll be able to survey the venue, double and triple check
all equipment you're going to use and make sure everything's working perfectly.
You can even try squeezing in one last practice, if possible.
5.THINK POSITIVELY
Thinking positively can go a long way in helping you overcome presentation
fear. If you think your presentation's going to be a disaster, then it is going to be
a disaster. However, if you think it's going to be a smashing success, then you're
going to do your absolute best to make sure that happens. When you're
optimistic, you tend to project your optimism while you're presenting.

6.MAKE EYE CONTACT

No one wants to sit through a presentation where the presenter is fixated on his
or her shoes, his computer screen, or anywhere else but the audience. The truth
is most of us would think the presenter is being disrespectful. If you don't want
your audience to think of you that way, then you should start working on
making eye contact with the crowd.

7.HAVE A SENSE OF HUMOR

Having a sense of humor is great. Learning how to put that to good use in your
presentations is even better. No one wants to sit through a dry and boring
presentation. Even if you're presenting a serious subject matter, saying a well-
timed joke can help break the ice. What's even better is that when you know
who your audience is, you'll be able to think of jokes that they'll find funny.

8.BE FLEXIBLE
Knowing your presentation's subject matter by heart is more important than
writing a speech word-for-word. When you've got an entire speech laid out in
front of you, you can easily fall into the trap of reading it out loud.

9.BE CONFIDENT
When you're a nervous wreck on stage, your audience is not going to believe a
word you say. In fact, they probably will tune you out shortly after you open your
mouth. If you want your audience to give you the time of day, then you're going
to have to work hard for it.
10.ENGAGE WITH YOUR AUDIENCE
Your audience is going to be spending their time listening to you. Make it worth
their while. Respect them and address them as fellow human beings. Don't
disrespect them by ignoring them and not engaging with them. When you
engage with your audience, you not only gain their attention, but you also help
ensure they understand your message perfectly. After all, if they get nothing
from your presentation, then they might as well have been absent from your
presentation

11.FINAL WORDS
Improving your presentation skills is not going to happen overnight. It's going to
take a lot of hard work and effort from you. Follow the tricks we've outlined in
this article and you'll be well on your way to being a presenter your audiences
will love!