Autodesk provides a great case study for tapping the full potential of The Grove’s Storymap® offering. Being so at home in a design-oriented milieu, the software company intuitively understood the power of visuals and was quickly able to leverage that power when it came time to roll out a visual communication within the organization.
Michele Wolpe, director of Employee Communications at Autodesk, was the project lead. She joined the company at a time when it was experiencing quite a bit of change with its business model and with changing market factors. Engaging in a Storymap process would provide a framework for employees to understand and navigate these changes.
Touring Autodesk’s Museum
As a project kickoff, The Grove’s David Sibbet and Bobby Pardini did a walkthrough of the Autodesk Gallery, where some of the amazing results created by people using Autodesk software are showcased. The diverse innovations and range of impacts displayed was fascinating and helpful. We don’t usually get to go into a museum and see what a client has done before we embark on a Storymap process! A great deal of what we saw ended up being reflected in the Storymap. read more…
At The Grove we see the importance of strong, thoughtful internal leadership when undertaking a Grove Storymap® process (1). We spoke to one of our recent clients to hear her perspective on how to make the process go smoothly and get a fulfilling result.
If your organization wants to align on its strategy and vision and is thinking about doing a Storymap process, here are seven tips to set your organization up for success:
1. Engage a great team of people and a great outside partner who are interested in the project and motivated to move things forward. Involving the right people early lays the groundwork for a streamlined process and prevents time-consuming derailments and delays down the road.
2. Ensure that the person driving the process has a clear vision for the project. Otherwise, a plethora of opinions can easily pull you in so many different directions that you end up with something without a strong design quality to it. read more…
Have you ever been in the Despondent Pit of Techno-Despair?
You know what I’m talking about if you’ve been there. You’ve been trying to get some type of technology to work, usually in front of other people. It probably worked yesterday, or even earlier today when you tested it by yourself, but the controls are now mysteriously incomprehensible and you’d swear they look different from how they did just an hour ago.
Possibly a lot of people are waiting to do some very important work supported by the technology you’re fooling with. Time stretches and warps in a weird way, and it feels as though everyone else is holding their breath and staring at you with saucer-sized eyes. You start to feel that you are at the bottom of a giant black hole.
Yeah… welcome to the Pit. read more…
Do you know, I mean really know, what your teammates do? Do you know how they produce information they give to you and what they do with information you give to them? Do you understand their roles to the point where you could fill in for them for a day?
The better you and your teammates understand each other’s roles, the more effective the team will be overall. Points of intersection, where people’s work either overlaps or provides inputs to other team members’ work, are where the team will feel the greatest impacts from clarifying roles.
Map Your Team’s Roles
Mapping the intersections of roles will give your team clearer insight into how to work together more effectively. The following is a process that I have found useful for this.
The San Francisco Museum of Modern Art (SFMOMA) is undergoing a substantial expansion that will more than double its exhibition space (1). While closed for construction, its Public Dialogue Department is engaging with the Bay Area arts community as a “Museum-on-the-Go.”
Recently the department convened four day-long Public Dialogue workshops with local thinkers, artists, designers, and others working to nurture community arts and culture. This was an opportunity for reflection about the issues that impact Bay Area visual artists.
The department requested The Grove’s graphic-recording services to support discussions in each of the four workshops and weave together their inputs into a coherent synthesis. Senior Consultant Giselle Chow was The Grove’s project lead, teaming with Senior Associate Paula Hansen to record four days of rich conversation.