How might we bring a more Human Centered Design approach to the briefing and innovation process?
Apply Campbell's storytelling model to a humanized persona and then design to story moments.
This process model enhances some current Strategy and Experience practices. It first focuses on breaking down conversations, storytelling, and general-occuring cycles. Next, it shows how other disciplines work with these roles and deliverables to arrive at their assigned work.
In forming the protagonist/persona for this project, we started with the general construct of the target. We then put together a focus group, and did phone and in-person interviews to map "a day in the life."
We took the interview notes, industry data, and anthropological anecdotes to develop a narrative around important moments.
To assist us in executing this method-acting excercise, we obtained an actress/model to portray the character we had built and created visual material to tell our story and brief creatives.
We took the constructed persona and humanized it in a way that allows us to better feel the same way one does during certain moments by writing a story emphasizing each stage of the journey.
The focus here was to identify states of feeling.
The brand constructed a journey that focuses on how the consumer engaged with it.
Different strategist or teams were responsible for different moments in the journey.
The focus here was to identify areas of opportunity with the brand.
The narrative maps the two journeys over top of Joseph Campbell's hero journey to aid in telling a story and in framing moments that we can design to.
There were several workshops done with various teams, groups, and departments. The innovation team was walked through the protagonist's story and asked to brainstorm through it. They played in a high-level space. This briefing method helped them explore different POVs to a moment, focus on human commonalities, and create an empathetic connection with the consumer. Designing to feelings as well as happenings.
Creative and client teams were walked through briefing sessions that were based on a singular moment in the brand journey that focused on a central question.
In some cases, mind-mapping exercises were done to conceptualize and ideate a multitude of ideas to narrow from.