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How do you work design thinking into your organization and your leadership?

At Spice Money, we look at design thinking as a more human-centric approach for defining our designs. Sitting in your workspace doesn’t give you insight into what your customer wants. You may think that you have all the answers because you have all these brilliant minds in the room with you, but only the user knows exactly what they require. As a rural FinTech, we serve a lot of tier three and tier four cities, so it becomes important to have a resonance with them and figure out exactly what they need and what their real challenges are. When we take up a business problem, we ideate what we want to achieve and define the problem first. Then we create the low-level designs to get feedback. And we prepare the questionnaire in a way that will not influence the customers to answer with whatever we want to hear. It is important that you are not telling them what to think or putting words in their mouth. You need them to tell you what their honest reaction is. Sometimes we do this as a regular exercise, because one advantage during this pandemic is that you can just request a time slot with the user, and connect over Google Meet. Users can give you a lot of insights, which drives down the cost of development because you do not have to go back and rework things. From the beginning, you know that the customers who originally requested this solution have validated it. Sometimes they come up with ideas that help us, and the added benefit is that it makes our merchants feel like a part of the organization. Rather than just saying, "We are developing these products and services, here they are," we’re asking them, “What do you need?” They get involved and contribute to the overall product building, which is what helps us move forward and grow faster.

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At Spice Money, we look at design thinking as a more human-centric approach for defining our designs. Sitting in your workspace doesn’t give you insight into what your customer wants. You may think that you have all the answers because you have all these brilliant minds in the room with you, but only the user knows exactly what they require. As a rural FinTech, we serve a lot of tier three and tier four cities, so it becomes important to have a resonance with them and figure out exactly what they need and what their real challenges are. When we take up a business problem, we ideate what we want to achieve and define the problem first. Then we create the low-level designs to get feedback. And we prepare the questionnaire in a way that will not influence the customers to answer with whatever we want to hear. It is important that you are not telling them what to think or putting words in their mouth. You need them to tell you what their honest reaction is. Sometimes we do this as a regular exercise, because one advantage during this pandemic is that you can just request a time slot with the user, and connect over Google Meet. Users can give you a lot of insights, which drives down the cost of development because you do not have to go back and rework things. From the beginning, you know that the customers who originally requested this solution have validated it. Sometimes they come up with ideas that help us, and the added benefit is that it makes our merchants feel like a part of the organization. Rather than just saying, "We are developing these products and services, here they are," we’re asking them, “What do you need?” They get involved and contribute to the overall product building, which is what helps us move forward and grow faster.
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