Transformation in action:
Measurable Design Thinking results
Explore how our human-centered approach delivers measurable business transformation across leadership, learning, innovation, and organisational culture.
Case Studies
40% greater leadership confidence, 15% faster project delivery
1. Challenge
A leading telecommunications company faced persistent leadership gaps:
Market and tech disruptions demanded a new kind of leadership at scale
Siloed teams and risk-aversion hindered innovation and collaboration
Past leadership training delivered knowledge, but low business impact
2. Approach
- Understanding leadership realities
Mapped capability gaps through surveys and interviews with leaders - Designing a transformational journey
Built phased learning focused on strategy, leadership, and innovation, paired learning with coaching, real projects, and cross-team collaboration - Sustaining real change, not theoretical concepts
Reinforced new habits through toolkits, peer support, and playbooks
3. Results
Leaders shifted from executors to confident champions
- 40% boost in leadership confidence
- 15% improvement in project delivery speed
- 90% increase in leadership capability knowledge
- 70%adoption of new behaviours across teams
What Made a Difference
Real work, real change: Business-led projects accelerated capability building
Executive sponsorship: Senior stakeholders created accountability
Reinforcement matters: Tools and peer support drove sustainable change
75% increase in skill application, 20% higher engagement
1. Challenge
A global bank’s APAC L&D team struggled with poor learning adoption:
Low engagement with learning offerings leading to minimal skill application
Inconsistent learning experiences across APAC
Learning seen as irrelevant to daily work, despite major tech investments
2. Approach
- Empathising deeply with learner
Identified learning barriers through user research and journey mapping - Co-creating effective experiences
Designed pathways tailored to real roles and challenges, standardised design with reinforcement tools and local relevance - Building internal L&D capability
Upskilled the L&D team and embedded consistent design governance across APAC
3. Results
L&D shifted from pushing content to enabling genuine behaviour change
75% increase in confidence to apply skills on the job
20% rise in engagement across regional markets
60% to 90% increase in workshop satisfaction
Structured, repeatable learning design now embedded across APAC
What Made a Difference
Start with research: Learner needs must shape the solution
Learning is a journey: Shift from isolated events to integrated pathways
Build internal capability: Equip L&D teams to design with impact
$1.5M saved, 90% customer adoption in 3 months
1. Challenge
A leading financial institution faced a critical moment in a pivotal digital project:
Development was approved without direct customer validation
Strong internal support for the initiative
Management expectation for immediate implementation
2. Approach
- Questioning assumptions through Design Thinking
Paused the project to test assumptions through targeted user research - Engaging real external users
Observed real-world workflows first-hand to uncover process gaps, mapped the complete customer journey alongside users - Validating solutions before launching
Developed lightweight alternative solution prototypes, validated idea concept with users before proceeding with full development
3. Results
The team shifted from assumption-led development to user-validated design
$1.5M saved by avoiding unnecessary build
90% customer adoption within three months
65% faster processing time
100% ROI on the Design Thinking workshop investment
What Made a Difference
Customer-first mindset: User needs drove smarter digital decisions
Confidence and courage: Pausing against management expectations to test saved time and cost
Outcome over output: The team prioritised impact, not complexity
6 months from idea concept to top revenue generator
1. Challenge
A media company struggled with market stagnation and product irrelevance:
Flat growth and shrinking margins due to price competition
Existing products no longer matched customer expectations
Traditional development cycles were too slow
2. Approach
- Discovering unmet user needs
Revealed a clear gap between current products and what customers actually valued - Creating stand-out product solutions
Co-created bold concepts in cross-functional sprints, prioritised based on customer value and business viability - Testing fast, learning faster
Prototyped and refined solutions through rapid feedback loops, strategic product roadmap with customer-centred marketing campaigns
3. Results
The company shifted from competing on price to delivering distinctive, high-value products
New product launched within 6 months from first idea
Became the company’s highest revenue generator within six more months
4.5/5 user satisfaction rating
What Made a Difference
Customer closeness: Insights drove differentiated product thinking
Rapid speed: Innovation broke silos and sped up execution
Test early, learn fast: Iterations prevented costly mistakes
10 new products in 4 months through organisational culture change
1. Challenge
An insurance company faced critical innovation and cultural barriers:
Blame-culture stifling collaboration and innovation
Hierarchical decision-making and risk-avoidant culture
Repeated culture campaigns with little to no impact
2. Approach
- Discovering cultural realities
Mapped cultural blockers and bright spots through 1-1 interviews and field research - Rewriting the rules of culture, together
Cross-functional workshops to define desired behaviours and rituals, identified Culture Champions to lead and model change from within - Activating and embedding change
Launched pilots and built systems to track adoption and reinforce momentum
3. Results
The company shifted from playing it safe to building a culture of ownership and change
10 new product concepts developed in under 4 months
Strong network of active Culture Champions
42% increase in employee engagement
What Made a Difference
Inside-out ownership: Employees led the change, not just top-down management
Clear behaviour focus: Culture defined through visible daily actions
Momentum through pilots: Quick wins built belief and sustained energy
30% higher retention, 42% boost in engagement through EX redesign
1. Challenge
A multinational organisation was losing top talent:
High attrition among high-performers raised costs and hurt continuity
Engagement was low in key growth markets
Standardised EX failed to address diverse employee needs across regions
2. Approach
- Discovering EX realities
Identified critical moments across the employee lifecycle through focus groups and exit data - Designing differentiated experiences
Co-created segment-specific interventions based on personas and real needs, reimagined critical moments with employees to improve relevance and impact - Continuous rhythm of feedback, testing, and iteration
Tested and refined solutions through pilots and feedback loops, set up governance and measurement frameworks to ensure consistency
3. Results
The organisation shifted from generic engagement efforts to a targeted EX strategy:
30% drop in high-performer attrition
42% improvement in engagement scores
63% increase in internal mobility
28% reduction in recruitment costs
What Made a Difference
Segmented design: Different employee groups, different needs
Moments that matter: Focused on experiences that shaped how people felt and stayed
Shared ownership: Employees helped design the change they wanted to see
60% higher conversion, 40% drop in support requests
1. Challenge
A regional bank’s digital onboarding process was significantly underperforming:
High drop-off rates and poor app reviews damaged brand perception
Customers struggled with complexity leading to high support costs
Past technical fixes failed to address root customer experience issues
2. Approach
- Identifying real user challenges
Mapped customer journeys and pinpointed abandonment triggers through interviews and observation - Reimagining the digital customer experience
Simplified the process with progressive steps and clearer expectations, aligned operations, compliance, and design through cross-functional hands-on workshops - Testing with users to uncover friction and flow
Validated and refined the journey through rapid prototyping and feedback
3. Results
The bank transformed a weak digital journey into one that exceeded user expectations
60% improvement in completion rates
40% drop in support calls
25% increase in digital banking adoption
89% satisfaction with the new onboarding flow
What Made a Difference
Root cause clarity: Uncovered the real barriers behind user drop-off
Cross-functional fixes: Integrated solutions across silos
Tested with users: Feedback shaped a smoother, faster experience