Lack of connection of design to the corporate objectives

“The C-Suite says that design is important but it doesn’t feel like that down here. It’s always a struggle to justify the design resource we need to meet the corporate objectives.”

Weak connection to customers

“We simply don’t listen enough to our customers. How can we rapidly change that?”

Need for internal communications

“We know we need an internal programme to deliver urgent change in a way that brings all our people with us. How can it convert to shifting attitudes and behaviour?”

We can’t do it ourselves

“As a design consultancy we deliver so much good strategy and insight for our clients, but we don’t seem to be able to do it for ourselves.”

Lack of innovation behaviour

“The role of user-centred design in evolving government policy is an opportunity not yet embedded across our civil service. We must be more innovative.”

Lack of direction and buy-in

“The Board has tasked me to deliver the vision but everyone else seems to be working against me.”

Need a new positioning or re-positioning

“We need to break free of the same old preconceptions of ourselves and our customers. This is particularly challenging, especially as our markets are moving so fast.”

Dimming or loss of purpose and identity

“I think we have lost touch with our true selves. How can we be clear with our customers and stakeholders when we have forgotten who we are and why we are here?”

Can’t see the wood for the trees

“Even though we are an experienced design team, we need someone to come in and mix it up a bit – to bring outside inspiration and more strategic depth to this project.”

Behaviours that clash with our values

“In the leadership team we say we believe in people but it doesn’t feel like it in reality. Whatever happened to our compassion and humanity?”