We design solutions to complex problems
Making life easier for the self-employed through a digital solution
Together with the Innocells team, we identify different business opportunities based on the detected needs of the self-employed, conceptualise a business model based on simplifying the most time-consuming bureaucratic processes (taxes, invoices, etc.), and design a digital solution.
Engaging citizens in the energy transition
We participated in a research and innovation project with 16 other companies from 9 countries leading the strategic and social part. We conceptualised a digital energy flexibility solution for consumers by translating language, simplifying energy complexity and understanding people’s needs and desires.
New P2P payment business models
We analysed the market and determined two opportunities adapted to the current context and the different payment methods.
How we relate to each other also includes transactions, and users now pay with confidence.
Designing the store of the future
We redefined the shopping experience for the future store, understanding that this design includes the strategy to be followed, the omnichannel experience, the different store formats, types of spaces and their contents.
A new business model built around mobility
Ferrovial had initiated a project aimed at improving mobility in cities and asked for our collaboration to design a start-up with this objective. The design opportunity developed is based on the use of Ride Sharing in densely populated urban nodes. The alternative routes planning, the knowledge of idle times as well as alternative transport options are some of the features of the solution.
Designing a new service for pharmacies
We designed a service starting from different patterns; dietary care, genetic analysis and service through the pharmacy. We considered the more strategic part and detailed the journey on the more tactical issues.
To make the communication strategy travel throughout the Americas region
Expand the TCA (transparency, clarity and accountability) communication strategy by involving country teams in building changes in their areas and countries.
Digital transformation towards mobile banking
We designed the mobile banking experience, responding to users’ needs and humanizing the entire relationship process.
Establishing a culture of trust after the merger
We worked on rediscovering the new company’s purpose after the integration of Siemens Windpower and Gamesa. We co-designed and globally transformed the culture that unites the company through people. We involved more than 250 employees in 12 countries with whom we worked to co-design the global culture and its translation into the local reality of each region.
Redefining the tendering process
We improved internal tendering processes by understanding the friction points and bottlenecks and lengthening them. We focused on the transformation of assets, collaboration between areas and the transformation of ways of thinking and working of the teams involved, who actively participate in the project.
Finding business opportunities in FMCG retailing
We conducted an exploratory exercise on the future of FMCG to build services that enhance emotions in the shopping experience.
Designing the future of health
We worked to understand the role of health today and what health would be like without constraints. We designed a product that integrated health and wellness as a preventive measure.
Integrating sustainability into the company’s strategy and DNA
We transitioned from the CSR model to consider sustainability as a transversal axis of the company’s entire strategy through collaboration and integration with all areas and defining an action plan with short- and long-term commitments.
Designing the future of financial freedom
In a collaborative model with a dedicated client team, we identified a business opportunity around savings for clients from the perspective of financial freedom over time. We conceptualised and designed a business model and digital product under the corporate venture building model.
Align internal culture around purpose
Contextualising the culture based on the company’s purpose. Taking curiosity as a transformation lever and empathy as a listening tool. Making caring for each other part of everyday life.
Redefining the creative process
We worked with the creative and strategic department to redefine the process, structure and way of creating new clothing.
We took inspiration from the company’s origin and refined the process to make it purer and more effective.
Definir el modelo de fidelización con cliente
Designing a new financing model for SMEs
We worked with a dedicated team from BBVA to identify new business opportunities for Spain’s most significant business sector, SMEs. We understood their behaviours and needs and found a way to make it easier for them to access finance based on the trust of friends and family. We conceptualised and designed the product of this fintech corporate venture.
Newspaper redesign strategy in its digital version
We developed a strategic framework to guide all the actions of the newspaper’s redesign. Working lines were defined to accompany and help the newspaper generate a new commitment to its purpose and contribution to society.
Defining new legitimate territories for the brand
Through the Future Design methodology, we defined new territories beyond the conventional ones for Ballantines, related to the consumer, where the brand has legitimacy and can generate business volume.
Redesigning the portfolio of services with a customer vision
We identify the archetypes of consumer behaviour in the energy transition. We redesign the portfolio of traditional and smart products and services according to the transformation moment the sector goes through and from a relevant vision for the user. We materialise the proposal through prototypes in the different digital channels.
Design of a digital health service
We developed a new independent digital health service through the corporate venture building model. We work from the identification of the opportunity, the conceptualisation of the value proposition, business model and product and accompany throughout the process of development and market launch.
Incorporate the customer vision in a product company
We identified customer archetypes based on their in-store behaviour. We generated a strategic framework and a relationship model between the customer, the employee and the store as a compass to define the action plan to incorporate the customer view. We piloted the solution as we worked on changing perspective and culture in 11 stores with more than 6,000 employees.