Form 02 · Workshop · Developing

Workshops

I design workshops around the shift in understanding a group needs to make.

When understanding is distributed across people, a workshop can create a shared experience through which assumptions, differences, and possible directions become visible. I design the sequence of activities around what the group needs to understand differently by the end.

Example 01 · Innovation Week

Making Innovation Lanes possible

During an Innovation Week in the Service Stellar context, product designers explored different possible roles for the bank. The challenge was to open several strategic directions without forcing them into a single roadmap or maturity sequence.

01 Warm up assumptions
Use language and association to loosen the group’s existing definition of autonomous banking.
02 Establish the question
Surface why autonomous banking matters and what participants already associate with it.
03 Sense innovation forces
Look beyond the current banking experience to technological and behavioral forces that may reshape it.
04 Explore possible futures
Use metaphor, future trajectories, and degrees of autonomy to expand the solution space.
05 Bring autonomy back to tasks
Ask what could be automated and what customers might actually want automated.
06 Synthesize strategic lanes
Turn the accumulated exploration into distinct future positions for the bank.

The lanes supported strategy tiering and prioritization, but what was prioritized and which decisions followed still need confirmation. No adoption or measurable outcome is implied.

Underbanking

The bank recedes

Customers set preferences once and let the service run, with the bank stepping forward mainly when attention or a decision is needed.

Overbanking

The bank participates

The bank takes a more active role by anticipating needs, offering guidance, and supporting decisions beyond isolated transactions.

Bank as backend

The interface disappears

The bank provides trusted services and APIs while customer interaction moves into other companies’ interfaces.

Example 02 · Platform foundations

Navigation & IA principles

As teams prepared a unified platform, differing terminology and mental models made local decisions difficult to align.

Situation: The group needed shared reasoning without replacing local judgment with prescribed screens.

Contribution: I designed and facilitated a progression from everyday observations and metaphor to future needs, shared definitions, and evaluative criteria.

01 Experience first
Participants completed and photographed an everyday navigation experience before the workshop.
02 Compare observations
Grocery shopping, travel booking, and buying a present exposed differences in familiarity, frequency, collaboration, and interpretation.
03 Expand through metaphor
Driver · journey · vehicle · environment created a shared way to discuss movement, guidance, context, and information.
04 Define the problem space
The group separated Navigation from Information Architecture and agreed on working definitions.
05 Turn observations into principles
The discussion was synthesized into Movement, Orientation and Signaling for Navigation, and Structure, Semantics, Connections, Findability and Governance for IA.