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Credit Suisse, a leading financial services company, faced a significant challenge in fostering creativity and productivity among its globally distributed design team. The company's design leaders believed in the power of autonomy and sought to remove barriers to creative collaboration. However, the geographical distance between team members posed a significant challenge to working autonomously and asynchronously. The company needed a solution that would not only connect disparate design teams and functions but also cultivate a safe space for creativity. The goal was to empower productivity through autonomy and leverage collaborative tools to build better outcomes.

Gap Inc., a renowned retail company with brands like Gap, Banana Republic, Athleta, Old Navy, and Intermix, has been facing stiff competition from a multitude of online retailers. This has necessitated the company to invest more in enhancing the experience of customers who browse and shop online. The challenge was not just limited to the online platform; the in-store experiences also needed a revamp. The company's design teams were tasked with the responsibility of creating superior online experiences and reinventing the point-of-sale system and other in-store experiences. The teams were expected to build prototypes, gather quick feedback from customers, and continuously improve their products.

Google, a technology giant with over a million employees, is constantly in search of new ideas, better processes, and ways to optimize. The challenge lies in operationalizing these ideas at scale, ensuring a unified customer experience across various products and platforms, and reducing design and technical debt. The company also aims to understand its customers and new markets better, particularly in emerging areas of the world. This requires executives to immerse themselves in different cultures, which is a more challenging approach than simply sending a research team. Furthermore, Google's design system, Material, is one of the most comprehensive and widely used in the world, but it needs to be effectively utilized to ensure cohesive customer experiences.

Herman Miller, a globally recognized furniture design company, was facing a unique challenge. Despite having a strong design heritage and a brand that is synonymous with iconic furniture designs, the company was struggling to translate this design prowess into the digital realm. The company's brand and product teams were tightly integrated, producing significant works with small teams. However, the company had more designers than developers building digital products, a rarity in enterprise businesses today and a reversal of the usual designer-to-engineer ratio. This imbalance was creating a bottleneck in the development of digital products. The company was also working towards adding more in-house software engineering expertise with the goal of fully integrated product and platform teams. The challenge was to maintain the company's strong design heritage while transitioning into the digital space.

IBM, a century-old company with a strong engineering tradition, found itself needing to adapt to the modern market and user needs. Despite its rich history of design, the company faced the challenge of intentionally designing a design thinking-driven corporate model. The company needed to shift towards a more user-centered culture, which required a significant investment in design and designers. This transformation was not just about hiring more designers, but also about embedding design thinking into the company's culture and processes.

Intuit, a financial services and software company, faced the challenge of designing products that not only meet the needs of their customers but also provide a delightful user experience. The company wanted to ensure that their users have the same level of confidence in their products as they would in a professional accountant. This was particularly important for their TurboTax product, which is used by individuals to file their taxes. The challenge was to create a design system that could be used across all their products, while also being flexible enough to cater to the unique needs of each brand under the Intuit umbrella. Additionally, the company wanted to ensure that their design process was informed by customer insights and research, and that these insights were shared across the organization.

Nationwide, a large insurance and financial services company based in Columbus, Ohio, was grappling with the challenges of digital transformation. Founded in the 1920s, the company had a long history and a well-established brand, but was struggling to meet the evolving expectations of customers who were increasingly seeking digital access to products and services. The company's leadership recognized the need to rethink their approach to product design in order to better understand and meet the needs of their customers. The challenge was to make the design process more transparent and inclusive, bringing in engineers and business partners early in the process and communicating the value of design through design thinking workshops.

Netflix, a streaming service and content production company, has a unique culture and perspective on design where freedom reigns. However, this approach presents a challenge as it deviates from the standardized design systems, tool stacks, and processes that many large companies employ. Netflix values flexibility over standardization, which can lead to inconsistencies and a lack of cohesion in their design process. Furthermore, the company's innovative process called 'mountain' or 'multivariate' testing, which involves making radical changes to the interface, interaction design, navigation patterns, gesture support, and content, requires a high level of coordination and precision.

Northwestern Mutual, a life insurance company founded in 1859, has always prioritized integrity and accountability. However, the changing needs of its clients and evolving expectations in the financial services industry necessitated a reevaluation of its business practices. The company recognized the need to be forward-thinking, experimental, and innovative to meet and anticipate the future needs of their clients, employees, and financial advisors. The challenge was to drive a digital transformation that would enable clients to see their whole financial picture in a way that is relevant, empowering, and tailored to their current lifestyle and work habits. The design team at Northwestern Mutual, which grew from 7 to 70 in two years, was tasked with this challenge.

Pinterest, a social networking software company based in San Francisco, has a strong design culture that emphasizes humility and a focus on the user and the product. The company believes in working cross-functionally when creating new features or products and showing work before it’s done. However, maintaining this design-driven culture while growing rapidly and retaining employees posed a challenge. The company also faced the challenge of operationalizing processes within hybrid organizational structures, which can get complex. Furthermore, Pinterest needed to ensure that there was a connection to the needs of the customer in every project.

Shopify, a leading e-commerce software company, faced a significant challenge in maintaining a unified user experience across its broad portfolio of products and services. With over 3,000 employees spread across five locations, the task of ensuring a consistent design philosophy and voice was daunting. The company needed a solution that would allow them to maintain their design DNA while also providing room for exploration and expansion. Additionally, the company's decentralized organizational structure, while promoting autonomy and leadership, posed potential risks such as isolation of designers and a weakened design culture.

Slack, a software company based in San Francisco, faced the challenge of maintaining a transparent and collaborative design process as it grew from a startup to a company valued at over 5 billion dollars. The company's product, a communication platform, necessitated an open and inclusive design process. The challenge was to ensure that all stakeholders, including the executive team, product managers, engineers, and designers, were involved in the design process from the early stages. This was crucial to ensure that the product remained user-friendly and continued to delight customers, a key factor in Slack's rapid growth.

USAA, a fully integrated financial services organization, was facing the challenge of scaling its design process to meet the needs of its growing digital customer base. The company, which has been committed to digital growth since the launch of its first website in the 1990s, was looking for ways to bring exceptional service to all digital channels without compromising efficiency or empathy in the design process. The challenge was to maintain technical design consistency across all product teams and to develop a design-specific scorecard that could monitor engagement with compliance and legal, as well as the accessibility of the design program. Another challenge was to develop individual designers' skills and deploy them within the lines of business to work on specific projects.

Nokia, a global communications and technology company, faced the challenge of effective collaboration and communication among its 90,000 employees spread across multiple locations. The company's UX design teams were distributed across India, Bulgaria, Canada, Portugal, and Finland, making it difficult to work cohesively due to different time zones. The two main groups that benefited from a collaboration platform were Cloud and Network Services (CNS) and Network Infrastructure. The CNS team was part of the Common Software Foundation, an initiative to bring CNS applications together into a coherent software suite. The UX designers worked on three legs of the design system, core UI widgets, mapping, and charting. However, the company was at a stage where design was important but received little funding.

The case study revolves around the challenge faced by the Senior UX Designer at BlazeMeter, a testing platform under Broadcom’s Enterprise Software Division. The core application of BlazeMeter is the performance testing section which allows teams to test products by simulating thousands or millions of virtual users (VUs) that interact with their site from different locations. The 'Booting screen' that follows the Test Configuration screen is a crucial part of this process. However, the existing booting screen was outdated and designed for a much lighter test profile. The challenge was to design a new, user-friendly booting screen that could handle a large amount of information in a simple and accessible way. The main issue was the booting progress bar, which needed to display multiple statuses like 'pending', 'booting', 'downloading', and 'ready' at different paces, making it impossible to represent with a traditional progress bar or a spinning loader.

The University of Cape Town (UCT) Shuttle, a private bus service providing transportation to 29,000 students and 5,000 staff members, was struggling with manual planning and scheduling processes. The shuttle service, which operates 19 routes with a fleet of 27 buses and 60 drivers, was essential for the university community to commute between the campus and greater Cape Town. However, the manual processes were tedious, time-consuming, and prone to human error. The UCT Shuttle team, despite their expertise in traditional manual processes, lacked experience in digital planning and scheduling systems. They sought a digital, automated solution to streamline their operations and improve efficiency.

Via Ouro, an urban transportation operator in Nova Lima, Minas Gerais, Brazil, was grappling with the challenges of manual planning and scheduling of their bus routes. The company was struggling with heavy traffic and congestion in the region, and the unpredictability of daily operations. The situation was further exacerbated by the COVID-19 pandemic, which led to a 70% drop in ridership across most public transportation providers. The company was also dealing with the issue of fleet optimization, with many buses idling unused at stops and terminals. The need for a solution that could help them optimize their resource usage and reallocate buses to reduce idleness was evident.

Viação Alvorada, a major public transportation operator in Lisbon, Portugal, recently won a significant tender from the Metropolitan Area of Lisbon (AML) to manage 33% of the city's bus transportation. This massive operation required efficient planning, scheduling, and rostering of optimal operating scenarios. However, the company faced challenges in managing such a large-scale operation. They were limited by preset preferences and could only implement less than 100 rules, which hindered their flexibility and created a significant amount of manual work. Every duty had to be understood in its specific context, which was time-consuming and inefficient. Additionally, with the Lisbon tender, Viação Alvorada faced increased pressure to be on-time and compliant. They needed an advanced software that ensures no regulations slip through the cracks and that protects them from substantial fines for violations.

The Western Reserve Transit Authority (WRTA), a public transportation agency in the greater Youngstown, Ohio area, was grappling with a significant driver shortage. This led to large-scale service cancellations, delays, and increased pressure on drivers, agencies, and operators. The agency, which operates thirty bus routes and serves over one million annual passengers, was struggling to maintain its services. The situation was further complicated by the fact that a significant portion of their ridership, 48% use WRTA to commute to their jobs and 69% do not own cars. The challenge was to manage the driver shortage without compromising the quality of service, while also optimizing their budget and improving the quality of drivers' work shifts.

The Austin metro region, encompassing rural, suburban, and urban areas, was grappling with limited access to the city’s fixed route transit system. This posed a significant challenge for residents, particularly those with limited mobility. The existing transit options were inadequate and inconvenient, making daily commuting a struggle for many. A previous dial-a-ride service had been implemented but it was not cost-effective and failed to meet the growing demand. In 2017, a pilot project between Via and CapMetro quadrupled ridership and halved the cost per passenger, prompting CapMetro to consider a more extensive solution. The goal was to re-launch the 'Pickup' service in five zones covering a combined 18 square miles within the Austin region, with plans to expand to additional zones.

The City of Chandler, located in Arizona, US, was seeking to digitize and expand its transit network to better serve its residents, particularly students in K-12 schools. The city wanted to make the entire system more accessible and convenient for residents, especially for students traveling to and from extracurricular activities. The city had secured funding through an 'A for Arizona Transportation Modernization Grant' in July 2022, but needed a partner to help them implement a solution that would meet their goals of increased accessibility and convenience.

The City of Edmonton, Canada, faced a significant challenge in overhauling its bus network for the first time since 1997. The goal was to bring more frequent service to heavily-trafficked corridors, reroute local bus routes, and introduce a new service, Edmonton On Demand, to bridge transit gaps in lower-density areas. The city aimed to provide more convenient connections to high-frequency routes and accessible transit to local destinations. The challenge was to implement this in 30 communities and 18 large senior residences. The city also had to deal with fluctuating community needs due to the ongoing COVID-19 pandemic response.

Transport for Wales (TfW), the Welsh Government’s transportation authority, was faced with the challenge of providing safe, affordable transportation to its citizens. The goal was to connect people to essential destinations while complementing the existing fixed route bus network. The task was to create a unified, tech-enabled network that could serve multiple rural, urban, and suburban areas. The network needed to be flexible enough to accommodate the needs of different communities and efficient enough to encourage people to use public transport over private vehicles. The challenge was further compounded by the need to coordinate with multiple local councils and bus operators across different zones.

A multinational tech giant was seeking a solution to simplify commuting for its employees and reduce the use of single-occupancy vehicles (SOVs) near its offices. The company, with campuses in Sunnyvale and Mountain View, California, and Waterloo, Canada, wanted to sponsor an employee shuttle that would provide efficient and convenient transportation for its employees. The challenge was to design a system that would be able to efficiently transport employees to and from the offices, while also reducing the number of SOVs. The company contracted with Via in December 2019 to launch an on-demand, microtransit pilot offering free shared rides to employees at its California campuses, and later expanded the service to its Waterloo campus in October 2021.

Harvard University established the Evening Van Service to provide safe transportation for faculty, staff, and students around the campus. This service was a supplement to their fixed route service. However, the service, which was previously powered by TransLoc’s Microtransit application, was not meeting the expectations of riders and drivers. The University was seeking a more efficient and reliable solution that could enhance the utilization of the service, improve rider satisfaction, and adapt to changing circumstances such as the COVID-19 pandemic.

Myron’s Cabaret Jazz, a premiere jazz venue in Las Vegas, was faced with the challenge of updating their live sound consoles to support the largest touring acts. The venue, which hosts some of the biggest jazz artists, was struggling with their aging SC48 consoles that were unable to deliver the channel counts needed for larger shows. The SC48s lacked sufficient inputs for the shows and could not load enough plugins due to limited DSP. This resulted in the need for a sub-console and sending stems up to the stage, which was far from ideal. The venue needed a solution that could provide powerful processing, superior sound quality, and tight Pro Tools integration.

The National Broadcasting Services of Thailand (NBT), also known as Channel 11, is responsible for a wide range of production, from entertainment and government public relations to delivering a news service to the Southeast Asian nation. The Chief of Studio 2, Mr. Chatree Seangsuk, was tasked with ensuring the broadcast delivery systems and equipment function as effectively as possible. This required ongoing system upgrades to keep pace with rapid technological changes. The station had initially deployed Avid iNews broadcast solutions in 2010, and while the system had proven reliable, there was a need to improve upon the station’s deliverables. The challenge was to create compelling content while increasing operational efficiencies.

The National Film School of Denmark, an independent institution established in 1966, was facing a significant challenge with its post-production department. The school, which emphasizes practical training through numerous exercises and productions, was struggling with its existing infrastructure. With up to 96 students editing projects and simultaneously finishing and grading in 4K, the school needed an infrastructure that could handle the rigorous capacity and performance demands. The school's existing standalone storage solutions were insufficient, particularly during the production of graduation films, where a lack of space and speed were hindering students' work. The school needed an upgrade to a shared storage solution that could work with its existing Blackmagic DaVinci Resolve machines, deliver the required stability and performance, and remain affordable due to the school's public funding.

Nine Network Australia, one of the five free-to-air broadcasters in the country, was facing a significant challenge in producing high-quality, creative, and regionalized promotional content under tight deadlines. The network had expanded its service regions and added more channels, while also transitioning from analog to digital signaling. This growth, coupled with the industry's shift to file-based media acquisition and distribution, increased the pressure on Nine Network to produce up to 300 promotional content pieces per day. The network's existing production setup, an aging, tape-based system with disconnected storage architecture, was struggling to keep up with the volume and pace. The lack of integration and outdated systems were stifling creativity, reducing productivity, and making it difficult to target specific audiences and demographics. The network needed a solution that would streamline their production process, eliminate points of failure, and allow for last-minute creative changes without impacting schedules.

Opus, Israel’s largest post-production house, faced the challenge of supporting customers with high-bandwidth applications and shared workflows. With three locations and a staggering number of staff and editors, Opus needed to keep up with the demands of high-resolution media projects, including 4K. The facility had been an Avid-driven facility since its inception in 1993, and had evolved as a post-production destination for regional and international film and TV production. However, as customers began asking for shared storage and more collaborative workflows to facilitate high-resolution, bandwidth-demanding applications like 4K, Opus needed to upgrade its technology.