Ben Taylor

And to folks that are engaging with the actual customer, or if you have the opportunity to talk to the customer themselves, right. And get some of that feedback that that's people don't a lot of time for that. They take their 40 hours to 50 hours a week. They have production. They have checklists that they have to do.

And to folks that are engaging with the actual customer, or if you have the opportunity to talk to the customer themselves, right. And get some of that feedback that that's people don't a lot of time for that. They take their 40 hours to 50 hours a week. They have production. They have checklists that they have to do.

It's a really hard thing to feel like I'm going to devote 10 hours this week to sitting and thinking. It's a scary proposition for a lot of people at work. So for me, it has been about giving them the permission to do that, my team, the permission to do that, holding us accountable to thinking about it and not just holding us accountable to the output. So if you change, I mean...

It's a really hard thing to feel like I'm going to devote 10 hours this week to sitting and thinking. It's a scary proposition for a lot of people at work. So for me, it has been about giving them the permission to do that, my team, the permission to do that, holding us accountable to thinking about it and not just holding us accountable to the output. So if you change, I mean...

It's a really hard thing to feel like I'm going to devote 10 hours this week to sitting and thinking. It's a scary proposition for a lot of people at work. So for me, it has been about giving them the permission to do that, my team, the permission to do that, holding us accountable to thinking about it and not just holding us accountable to the output. So if you change, I mean...

Think about it this way. You're an employee. Think of an employee, like a customer employee experience, right? How do I make them feel comfortable? What are they fearful of? Like you can do the same exact sort of thing with an employee that you can with a customer.

Think about it this way. You're an employee. Think of an employee, like a customer employee experience, right? How do I make them feel comfortable? What are they fearful of? Like you can do the same exact sort of thing with an employee that you can with a customer.

Think about it this way. You're an employee. Think of an employee, like a customer employee experience, right? How do I make them feel comfortable? What are they fearful of? Like you can do the same exact sort of thing with an employee that you can with a customer.

Well, if I give them the air cover and the trust that they can sit there for a little bit of time each week and think about these problems, suddenly it starts to change the whole body of work and the whole impact that we're making.

Well, if I give them the air cover and the trust that they can sit there for a little bit of time each week and think about these problems, suddenly it starts to change the whole body of work and the whole impact that we're making.

Well, if I give them the air cover and the trust that they can sit there for a little bit of time each week and think about these problems, suddenly it starts to change the whole body of work and the whole impact that we're making.

I mean, there's a really... We do design thinking workshops. We do empathy mapping as part of that. And then we tie that in. I mean, we also are an agile marketing team. So we kind of run through an agile design thinking sprint. So if you're talking really the mechanics of it, we have...

I mean, there's a really... We do design thinking workshops. We do empathy mapping as part of that. And then we tie that in. I mean, we also are an agile marketing team. So we kind of run through an agile design thinking sprint. So if you're talking really the mechanics of it, we have...

I mean, there's a really... We do design thinking workshops. We do empathy mapping as part of that. And then we tie that in. I mean, we also are an agile marketing team. So we kind of run through an agile design thinking sprint. So if you're talking really the mechanics of it, we have...

time boxed periods at the beginning of a release cycle that are focused on design thinking and on empathy mapping. It is part of our process. It is not just a loose like sit here and think about it. It is we are going into our next phase of what we're doing to develop against this use case. We are going to have this be phase one where we're carving out this sprint or this time

time boxed periods at the beginning of a release cycle that are focused on design thinking and on empathy mapping. It is part of our process. It is not just a loose like sit here and think about it. It is we are going into our next phase of what we're doing to develop against this use case. We are going to have this be phase one where we're carving out this sprint or this time

time boxed periods at the beginning of a release cycle that are focused on design thinking and on empathy mapping. It is part of our process. It is not just a loose like sit here and think about it. It is we are going into our next phase of what we're doing to develop against this use case. We are going to have this be phase one where we're carving out this sprint or this time

to actually go into that design thinking. And that happens before we start defining our personas, before we go into our journey mapping, before we go into actual content production. That is actually a really distinct part of our plan and how we actually implement it.

to actually go into that design thinking. And that happens before we start defining our personas, before we go into our journey mapping, before we go into actual content production. That is actually a really distinct part of our plan and how we actually implement it.

to actually go into that design thinking. And that happens before we start defining our personas, before we go into our journey mapping, before we go into actual content production. That is actually a really distinct part of our plan and how we actually implement it.