Market Entry and Capability Building

Paradigm Interactions is involved in Strategic, Tactical and Operational market entry and capability building. Often this will involve embedding people into organisations to deliver the required change or to drive adoption of a new way of working to become effectual.

Case Studies

  • Accenture EUX – Capability
  • Wipro Digital – Market Position and Launch
  • Decision Point AI – Market Position and Launch

Accenture Enterprise User Experience (EUX)

Back in 2010 the world was changing and the big corporate world knew that Customers (targeted, with money to spend) were fatigued from bad real world experiences and moving to online experiences that were as bad. They were asking their corporate consultancies for support and those tax and management consultancies provided people who had no design backgrounds, no user experience background and no research background who where trained to be the expert from afar but never held accountable for outcomes to end customers before.

Around this time we were courted by Accenture, PwC and KPMG, EY were not really involved in digital at this time. Each had their own rational for what they wanted and why, but also they saw UX as a production skill not a strategic one. While there was a massive influx of graphic design into the field at that time, most of the pretty graphic UI’s failed to aid the actual experience as they were skin deep and did not tackle the end to end (UI, logic, ETL, process, latency, integrated support issues etc) experience that UX actually covered and still does for professional practitioners.

We reviewed the various offers pros and cons and went with Accenture because they were willing to let us build a capability rather than just a body shopping function. Accenture accepted that UX required two types of people with very different mental models where conflict is normal. UX people from the usability and research side able to create solutions and graphic designers from a digital side also able to create solutions. This conflict between ‘what users need’ and ‘what users will adopt’ was combined with ‘what the business needs’ to establish Accenture EUX globally.

The work started in 2011 and was complete by 2012. What was established was a new hiring protocol focused on specialist skills over the generalist policy at that time for consultants and new role profiles for EUX. New hires were locked in through a salary that would allow them to live in London and have money over at the end of the month. However it was double the standard salary for these type of roles in London at that time. A new funding model was created so that EUX staff would have hardware and software needed to do their jobs without seeking project funding and sign off, a common consultancy practice at that time. Additionally a co location space was established along with the attributes of a digital agency feel (in a corporate office). A great deal of time was spent creating internal marketing material around the services and engaging cross verticals on any opportunity that would require a great customer or user experience.

Also there were a number of strategic M&A activities going on at that time so ultimately the plan was for this group to join Fjord as part of its hands off engagement with Accenture through Accenture Digital.

EUX is still in use within Accenture as a descriptor of this capability.

Wipro Digital

Near the end of our work at Accenture, Wipro Technologies contacted us as they also wanted UX. We were initially involved with them on this however it was clear that they had adopted the generalist approach to a point where specialists would not be hired. In fact they did hire a large number of graphic designers who were immediately required to lean how to code. As previously stated there are different mental models and skills that few people can cross over, to produce any degree of quality work. We had decided to walk away from Wipro Technologies and had given notice when we were invited to be involved in creating Wipro Digital from a blank canvass.

There were three consultants involved in creating Wipro Digital, Karl Smith, Andy Coghlan and Matt Burgess each with a specific focus on digital, together we formed a concept of

not knowing but wanting to find out

Karl Smith, Andy Coghlan, Matt Burgess

This open thinking was essential in not assuming we know the answer, together we came up with a concept of three circles of focus that intersected each other as drivers and influencers. The circles were Technology, Strategy and Design (there were lots of discussions around the last one being UX, however we in the end agreed the Customer Experience would be the at the Center to ensure advantage for our future clients) and that Design covered multiple skillsets. At this point we also decided to create a house style for all visual elements, so that we could enable the corporation to standout and be visually recognisable. At this point we proposed the use of Innova8™ to reduce the need for PowerPoints and look to output through films and animations.

Taking our concept company to market we adopted a Test and Learn Strategy rather than assuming we knew what clients wanted we used client engagements to learn their language around the issues and resolutions they were seeking. This enables us to build out a service catalogue under Technology, Strategy and Design and their touch points;

  • Technology driven Strategy
  • Technology driven Design
  • Strategy driven Technology
  • Strategy driven Design
  • Design driven Strategy
  • Design driven Technology

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We further supported Wipro Digital in hiring staff into Strategy and Design areas. Again we applied a financial lock in as part of the hiring process. We were involved in setting up teams and offices in London, NYC, Palo Alto and Bangalore.

Over a period of one and a half years it became clear that the commitment to being digital was being eroded by the use of generalists from Wipro Technologies and so we ended our engagement. Many of the fantastic consultants we hired have moved on and many have stayed.

Decision Point AI

We have been engaged since April 2019 on a new market definition and entry project that we named Decision Point AI. Again Karl Smith has been despatched to lead this engagement.

Decision-Point-AI-Cover

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The entry of a technology to any market requires not just a sales pitch but an ecosystem that engages at multiple levels;

An example of Scaling and positioning is the recognition that clients need support in understanding where they can gain value from AI in their organisations. To support this we have defined four key offerings for easier adoption. These four offerings also target potential client types, what they will gain, for what level of engagement and input required.

  • Decision Point AI™ Service Applications
  • Decision Point AI™ Enterprise Applications
  • Decision Point AI™ Expertise Applications
  • Decision Point AI™ OEM Applications

This project is in flight so details will remain scant. Useful links;

Associated Decision Point AI™ Businesses

If you have a product or service that requires market entry, product development or a strategy please contact us.