Bringing design thinking to life: Embedding a user-centred mindset into everyday work
Design thinking isn’t just a framework, it’s a mindset. But for that mindset to stick, it has to move beyond workshops and whiteboards. It has to become part of how teams work, day in and day out.
In this entry, I’m sharing the story of how we embedded design thinking into the daily rhythms of a global SaaS organisation, shifting our culture from reactive delivery to proactive problem-solving, and unlocking better outcomes for users, teams, and the business.
The results? Stronger collaboration, sharper focus on user needs, and a measurable boost in product quality and customer satisfaction.
Here’s how we made it happen.
The Challenge: Frameworks That Didn't Quite Fit
Before we began this journey, our design team was functioning, but not flourishing. We had talent, tools, and ambition. But we also had some cracks in the foundation:
Inconsistent methods: Each team approached problem-solving differently. There was no shared process, no common starting point.
Cross-functional misalignment: Our partnerships with engineering and product often felt rushed or reactive.
Stifled creativity: Deadlines and delivery pressure left little space for exploration.
User disconnect: Too many decisions were being made without involving users early or often enough.
“Our processes were functional but rigid, leaving little room for the kind of deep user empathy and creative problem-solving that leads to breakthrough ideas.”
We knew something had to change. So we set out to embed design thinking, not as a one-off initiative, but as a core philosophy woven into how we work.
The approach: Make it real, make it practical
We took a phased, collaborative approach, bringing in voices from across the organisation to make sure what we built wasn’t just smart, but sustainable.
Phase 1: Discovery & Alignment
Start with listening.
We surveyed over 30 designers, PMs, and engineers to understand current challenges, pain points, and hopes.
We benchmarked against other companies known for innovative design cultures.
We ran alignment workshops with leadership to build a shared vision, and get clear on how design thinking could tie directly to business impact.
This gave us the buy-in we needed, and it helped everyone understand that this wasn’t about “slowing down to think.” It was about thinking smart so we could move faster, with confidence.
Phase 2: Designing the Framework
Grounded in theory. Tailored for reality.
We built a flexible, practical framework anchored in the five classic pillars of design thinking:
Empathise → Define → Ideate → Prototype → Test
But we didn’t just copy and paste. We adapted it to fit our fast-moving, multi-product SaaS environment. That meant:
Creating lean versions of each phase to fit various project sizes and timelines.
Developing tools like empathy maps, journey templates, ideation prompts, and test scripts.
Packaging everything in a playbook filled with real-world examples and practical guidance, not jargon.
This wasn’t a textbook exercise. It was built by and for the people using it every day.
Phase 3: Training & Adoption
From theory to muscle memory.
We hosted immersive, hands-on workshops that gave cross-functional teams a chance to apply the framework to live product challenges.
We built role-specific training, tailored sessions for designers, product managers, and engineers, so everyone saw where they fit in.
We introduced “Design Thinking Champions” across teams: passionate advocates who coached others, answered questions, and kept the momentum alive.
And we curated a living repository of case studies, showcasing how teams used the framework to solve real problems.
Little by little, what started as a framework became a mindset, and that mindset began to spread.
The solution: A new way of thinking, embedded in how we work
This wasn’t about making people follow a checklist. It was about giving them permission, structure, and support to solve problems more thoughtfully, collaboratively, and creatively.
Key outcomes included:
Integrated workflows that unified design, product, and engineering around a shared process.
Clearer problem framing, helping teams focus on solving the right problems—not just delivering features.
Scalable practices that adapted across teams, products, and timelines.
One of our product managers summed it up beautifully:
“Design thinking has shifted how we work as a team. We now approach every challenge with a shared language and a clear focus on the user.”
The results: Impact that went beyond the Design Team
We saw measurable improvements across the board:
50% reduction in rework
By validating earlier, we wasted less time and effort.35% improvement in cross-functional alignment
Stakeholders reported smoother collaboration and fewer communication gaps.20% increase in customer satisfaction
Feedback showed users noticed the difference in clarity, usability, and overall experience.A stronger innovation culture
Teams reported higher confidence, more experimentation, and greater pride in their work.
Reflections & what’s next
This experience reinforced what I’ve always believed:
Tools are just the start. Embedding design thinking is about shifting culture, not just process.
Education is ongoing. We kept interest alive through workshops, mentorship, and storytelling.
Adaptability matters. Our success came from tailoring the framework, not forcing it.
Success should be shared. Highlighting team wins helped build momentum and show that the shift was working.
Looking ahead, we’re building out ways to integrate data-driven insights into our design thinking practice, so we can continually measure impact and optimise our approach over time.
Because design thinking isn’t a phase in a project. It’s a way of showing up: curious, collaborative, and relentlessly focused on the people we’re building for.
If you’re embedding design thinking into your team or product org, I’d love to hear how it’s going.
