Matthew Mcstravick

Google (Design & User Experience teams) approached me with a two part request. To:

a) support their internal design teams to collaborate better across work streams and

b) to develop their skills in designing services for higher levels of meaningful human connection.

I designed and facilitated remote trainings using digital whiteboards to take them on a journey, mapping recent collaborations and identifying human connection gaps and opportunities. Team members experimented with our methods, created their own and adopted a range appropriate for their work.

The final outputs were a set of bespoke connection methods in the form of method cards. These could be shared with the wider team, alongside my existing design framework for human connection. The team developed skills that resulted in more effective collaboration amongst team members across Google.

I was approached by the Head of People at this Fintech company with a request to develop and facilitate training for the people team - an introduction to how they might use Design Thinking to address a number of challenges in their strategy.

"Deepr’s delivery caused lightbulb moments around the team we’d been trying to enable for months - it was like a year’s work in alignment slotted into place in a matter of hours." Jess Larson, Head of People, Truelayer

The British Red Cross approached me to support them to create an open and supportive working culture and enable them to work through contentious and highly emotive topics as they developed a set of vision statements, mission and action plans.

I worked closely with the whole team to develop a shared understanding of the required outcomes of the work and the needs of all participants. I knew this work would require a deeply relational approach to enable the type of open conversations necessary. Additionally, in order to facilitate the type of creative and empathic thinking we agreed to use a number of psycho technologies to achieve this.

Working rapidly and often playfully over many sessions, participants engaged in mirroring, constellations and guided meditations to create ambitious, collectively held visions for the future. We then co-designed and supported a process for the senior ops team to develop, prototype and iterate a set of vision statements, missions and 90 day action plans for them to work on immediately. This rapid design thinking approach to culture and strategic development enables teams to become agile in changing environments - reassessing and adjusting their course every 90 days, as necessary.