The Chief Information Officer of one of the most populated states in the US was facing a challenge. He was entrusted with creating transformational change, but he felt that the organization had lost its way. Prior to his tenure, the state’s technology agency had become very bureaucratic and almost restrictive in nature.

The beginning of 2021 was a strange time for everyone across the world. The entire planet was on its ninth month of lockdown because of the COVID-19 pandemic. Many lives had been lost and the economy was in turmoil. In January it was announced that multiple vaccines would be approved in the next few weeks and that they would be supplied to individual states for mass deployment. There was no playbook for vaccinating millions of people within a few months.

A 25 year old hospitality software firm was experiencing a period of flat sales and revenue growth. The CEO of the organization had made the decision that market conditions were right for growth, but that the firm needed a partner to assist with strategy design and execution. After meeting with Stonehill they were excited about the possibilities of using design thinking and design sprints to execute on this vision.

A leading historically black public university was working on their enrollment forecast for the next 10 years. This projection was based on simple demographic information as millennials were having less children than generation x. The provost of the university needed ideas for how to diversify the schools revenue and wanted to investigate using design thinking to engage her staff and continue on their mission of empowering a diverse population of students to reach their potential by providing innovative academic programs and transformational experience.

A leading industrial products organization had grown dramatically over the last several years and was starting to forecast a slowing growth curve with decreasing margins. Having been founded in 1955 traded on the NYSE, and being a constituent of the S&P 500 index they had an established culture with well known processes. Their leadership was curious if design thinking could help an organization with over 25,000 continue their growth by becoming more aligned, engages, and accountable.

A leading agricultural products company was experiencing a decrease in employee and customer satisfaction. The executive management of the organization forecasted that if they did not reverse these trends, their revenue would soon be in decline. They approached Stonehill with the hope of utilizing Design Thinking to engineer a revised organizational experience that would drive increased revenue.

The largest Clinically Integrated Healthcare Network (CIN) in Florida was growing rapidly and trying to ensure it was delivering on its mission of providing cost effective care. As the organization grew, its operating procedures had become ineffective and it was faced with potential deficits within their value based care contracts. The Chief Medical Officer was interested to see if design thinking could solve their issue.

A multi-regional bank was looking to increase its commercial banking opportunities across several designated markets. They needed to differentiate their brand away from being just another community bank. The CMO wanted to ensure they included the perspective of the bank’s customer in developing the strategy and looked to find a leader in design thinking that had deep change management experience.