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C9550-512 - IBM Business Process Manager v8.5.7 Application Development using Process? - BrainDump Information

Vendor Name : IBM
Exam Code : C9550-512
Exam Name : IBM Business Process Manager v8.5.7 Application Development using Process?
Questions and Answers : 63 Q & A
Updated On : November 16, 2018
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C9550-512 exam Dumps Source : IBM Business Process Manager v8.5.7 Application Development using Process?

Test Code : C9550-512
Test Name : IBM Business Process Manager v8.5.7 Application Development using Process?
Vendor Name : IBM
Q&A : 63 Real Questions

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IBM IBM Business Process Manager

How IBM and crimson Hat Will have an impact on Your Cloud approach | killexams.com Real Questions and Pass4sure dumps

Barring a heavy-passed approach to the contemporary acquisition, IBM and crimson Hat can do some fantastic things available in the market.

IBM is an extended way from making actual machines. That a part of the company went with Lenovo a couple of years in the past. So, what has been their focal point ever for the reason that? application and capabilities. And, amongst those application pieces and features has been the cloud.

until these days, you can also have heard little about IBM’s cloud presence. despite the fact i will be able to assure you it’s there, it become definitely struggling to compete with the likes of AWS, Azure, and even GCP. Now, with predictions like these from Gartner stating that by way of 2020, 90% of groups will undertake hybrid infrastructure management capabilities and that the market in regular can be price $240 billion or greater – this become nearly as good a time as any to truly take a dive into the cloud management and birth ecosystem.

Image: Shutterstock

graphic: Shutterstock

And IBM truly took the plunge. definitely, this changed into the biggest acquisition or deal that IBM has ever gambled on during its 107-12 months existence. In knowing the technology they simply took beneath their huge Blue wings, it might truly pay off.

What this capacity for IBM, red Hat, and your cloud

Let’s start with IBM. It’s been a difficult trip for this organization. once familiar for regular increase and innovation, IBM has been struggling when it comes to maintaining with major business avid gamers. This stagnation was new and in fact uncomfortable for IBM’ers and fanatics alike. So, what to do? buy a magnificent, multinational, open-source application enterprise that’s been setting up some main solutions. This includes crimson Hat commercial enterprise Linux, middleware solution JBoss, CloudForms, and the very effective cloud and container management device – OpenShift.

For IBM, this skill opening the aperture into a quick-paced and growing to be hybrid cloud market. Most of all, this ability targeting enterprise purchasers and arming them with leading tools around cloud administration. definitely, the use of one of the crucial industry’s greatest container management solutions (OpenShift) will provide IBM shoppers the kinds of equipment and services to strategy digital transformation efforts as well as complete technology modernization shifts.

The total concept of "monolith to microservices" can also be encompassed by this IBM+purple Hat deal. know-how like OpenShift will provide IBM a leading Kubernetes management platform able to providing true-world cloud-native solutions. This isn’t simply IBM paperware any longer, with pink Hat, the ammunition is absolutely there. combine this with a much bigger portfolio of middleware and strong cloud-competent (and validated) developer equipment and you have got a extremely amazing story for hybrid cloud deployment and management.

“With IBM’s recent circulate to containerize its middleware, these days’s landmark partnership between IBM and pink Hat gives consumers with greater option and adaptability. Our standard imaginative and prescient for hybrid cloud using container architectures allows tens of millions of businesses – from banks, to airlines, to government organizations - to entry main expertise from each agencies without needing to make a choice from public and private cloud.”

- Arvind Krishna, Senior vice chairman, IBM Hybrid Cloud

For IBM, crimson Hat (and OpenShift) is a right away gateway into a developer neighborhood that’s actually designing the structure for commercial enterprise organizations and their hybrid cloud initiatives. Did IBM pay a premium for red Hat? You improved consider it. became it price it? Time will inform. Coming from in the back of is rarely handy, but here's a very good means to position a turbo engine on your cloud enterprise.

For crimson Hat, there are fairly large advantages, too. apart from the huge amounts of components and scale capabilities, pink Hat is entrenching itself even further into an business market that’s primed and equipped for the cloud. Now, imagine leveraging red Hat tools to influence all of those awesome IBM valued clientele which have been itching for an IBM-ready hybrid cloud architecture.

“with the aid of extending our lengthy-standing collaboration with IBM, we’re bringing collectively two leading business application structures in crimson Hat OpenShift Container Platform and IBM Cloud private and adding the energy of IBM’s utility and cloud solutions.”

- Paul Cormier, President, products and technologies, crimson Hat

in keeping with a recent purple Hat remark, during the acquisition, IBM and crimson Hat clients can now:

  • Maximize their present know-how investments and circulate them greater simply to the hybrid cloud with IBM Cloud deepest and crimson Hat OpenShift serving as the usual foundation;
  • construct and install containerized purposes on one single, built-in container platform IBM Cloud deepest offering a single view of all business records;
  • permit developers to design, modernize, and install new purposes greater straight away while taking abilities of IBM’s cloud-based functions equivalent to synthetic intelligence (AI), cyber web of things (IoT) and blockchain with IBM Cloud inner most on red Hat OpenShift Container Platform.
  • “joining forces with IBM,” pointed out purple Hat CEO Jim Whitehurst, “will deliver us with a greater level of scale, resources and capabilities to speed up the have an impact on of open source because the groundwork for digital transformation and bring pink Hat to a good wider audience, all while protecting our enjoyable way of life and unwavering dedication to open supply innovation.”

    this is the place I deserve to pump the brakes, simply a bit of. I truly hope that IBM doesn’t go heavy-exceeded in making an attempt to exchange crimson Hat’s market definition and subculture. as a result of if it tries to push red Hat to undertake a broader IBM cultural and company mannequin, I don’t basically see it ending neatly. Plus, I’m bound there are now additional concerns from latest pink Hat valued clientele: What’ll ensue to RHEL? How does this impact licensing and the equipment that i use? Do I need to analyze competitors like Pivotal or other options like Cloud Foundry? once more, time will tell how this may all play out. My hope is for a simple integration, while preserving purple Hat just as surprising as it is today.

    at last, it’s important to be mindful what this may suggest to your hybrid cloud and standard cloud management solution. Barring a heavy-handed method to this acquisition, IBM and pink Hat can do some definitely astonishing issues out there. here is honestly the first time in a long time that IBM pushed itself into the forefront of cloud, container, and hybrid cloud innovation. The exciting half is how IBM will integrate other solutions, Watson for example, into pink Hat items. If accomplished appropriate, there can be a lot of advantages for the customer, organisations, and the cloud in standard. I’m staying positive.

    bill is an enthusiastic technologist with journey in plenty of industries. This contains statistics center, cloud, virtualization, safety, AI, mobility, facet options, and a whole lot more. His architecture work comprises giant virtualization and cloud deployments in addition to ... View Full Bio We welcome your comments on this theme on our social media channels, or [contact us directly] with questions concerning the web page.

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    IBM Launches New enterprise system administration utility and features | killexams.com Real Questions and Pass4sure dumps

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    Whirlpool signs IBM as cloud administration associate | killexams.com Real Questions and Pass4sure dumps

    Whirlpool organization has became to IBM to support it manage its bevy of world digital operations within the cloud.

    The Benton Harbor-primarily based equipment maker pointed out closing month it'll use IBM Cloud “to control and supply 24/7 access to the company’s important enterprise purposes,” including enterprise useful resource planning, client relationship administration and business warehousing.

    Whirlpool plans to leverage the “flexibility and scalability” of the IBM Cloud to run Whirlpool’s SAP HANA environments, including around-the-clock insights into its 70 international manufacturing websites, its distribution and make contact with centers and a number of different systems to supply “global entry and accelerated efficiencies.”

    SAP HANA is a database administration device developed by way of Walldorf, Germany-primarily based SAP.

    “Whirlpool organization is a manufacturing leader, and we now have moved our work to the cloud aggressively,” referred to Mike Berendsen, VP of IT, Whirlpool employer. “This collaboration with IBM will proceed to allow us to leverage the capabilities of SAP on HANA, as we continue to be a tech-ahead company within the products we design and our world work environments.”

    IBM lately introduced a new SAP-licensed managed functions offering for SAP HANA workloads. it is an integrated approach for hardware, utility and capabilities, and the company mentioned it is the first to present “this level of cloud guide” for workloads of up to 24 terabytes through the use of IBM energy methods and IBM Storage. IBM noted the method will provide “even the largest consumers” the skill they deserve to control analytics within the cloud.

    IBM talked about its innovation became “key” to gaining Whirlpool as a client, as the company has company necessities that drive “very massive” HANA structures exceeding “commonly attainable” cloud capacities for HANA.

    “The creation of rising technologies has supplied businesses like Whirlpool agency with an entire new platform to innovate on,” said Mark Slaga, global know-how functions customary supervisor, IBM functions for Managed functions. “Prior solutions commonly lacked the means to scale to fulfill the wants of consumers like Whirlpool and required enormous customization, which might pressure up fees.

    “With this answer, we’re offering Whirlpool organisation the capacity to scale its HANA ambiance to sustain on strategy.”

    beneath the brand new partnership, Whirlpool now has options to expand its SAP HANA portfolio and “can focus on what’s most crucial to its business,” IBM spoke of.

    Whirlpool

    Whirlpool agency (NYSE: WHR) is an appliance manufacturer with ninety two,000 personnel and 70 manufacturing and know-how analysis facilities everywhere.

    The company markets the manufacturers Whirlpool, KitchenAid, Maytag, Consul, Brastemp, Amana, Bauknecht, Jenn-Air, Indesit and other predominant brand names.

    The enterprise said 2017 sales of $21 billion.

    IBM capabilities

    established in 1995, IBM features is the skilled capabilities arm of Armonk, long island-based mostly IBM.

    The division uses superior technology to support valued clientele cut back charge and possibility, achieve compliance, speed up pace to market, create new earnings streams and establish a “protection-prosperous and professional” infrastructure that’s able for AI and hybrid cloud.

    It presents a considerable number of features: applications features; enterprise manner, operations, resiliency, approach and design; cloud, digital office, network and protection features; and expertise aid and consulting.




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    Business Process Management (BPM) PaaS market substantial rise in industrial sectors to offer growth prospects by 2025 | killexams.com real questions and Pass4sure dumps

     As the adoption of cloud services globally is growing at a significant rate, the BPM service providers have shifted to the PaaS model for providing BPM services. BPM PaaS is a pre-integrated platform, which is hosted by the cloud service providers who provide BPM platform as a service, for the creation and execution of overall business process application.

    The drivers who are driving the global market are rising adoption of cloud computing and the need for the development of business processes. However, lack of awareness about the benefits of BPM solution in an organization and high implementation cost hinders the growth of the global business process management (BPM) PaaS market.

    Sample Copy of this Report is Available at: www.theinsightpartners.com/sample/TIPHE100001362/

    The "Global Business Process Management (BPM) PaaS Market Analysis to 2025" is a specialized and in-depth study of the business process management (BPM) PaaS with a focus on the global market trend. The report aims to provide an overview of global business process management (BPM) PaaS market with detailed market segmentation by component, function, deployment model, organization size, vertical and geography.

    The global business process management (BPM) PaaS market is expected to witness high growth during the forecast period. The report provides key statistics on the market status of the leading market players and offers key trends and opportunities in the market.

    Top Companies profiled in Business Process Management (BPM) PaaS Market are IBM Corporation, Software AG, OpenText, Inc., Oracle Corporation, Tibco Software, Red Hat, Inc., Appian Corp., PegaSystems Inc., BP Logix. And Adobe Systems Inc. among others.

    The report provides a detailed overview of the industry including both qualitative and quantitative information. It provides overview and forecast of the global cloud robotics market based on by component, function, deployment model, organization size and vertical.

    It also provides market size and forecast till 2025 for overall business process management (BPM) PaaS market with respect to five major regions, namely; North America, Europe, Asia-Pacific (APAC), Middle East and Africa (MEA) and South America (SAM). The market by each region is later sub-segmented by respective countries and segments.

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    Modernizing IBM i Apps with Microservices | killexams.com real questions and Pass4sure dumps

    November 7, 2018 Alex Woodie

    Application modernization means different things to different people. For some, it could be turning a 5250 screen into a Web or mobile interface, or replacing database access with SQL. But for others in the IBM i community, including the vendor OpenLegacy, modernization refers to exposing existing business logic as APIs through a microservices architecture.

    Microservices refers to a software development technique whereby applications are broken down into multiple self-contained components and served via APIs in a loosely coupled but coordinated manner. The main advantage of this approach is each microservice is built independently of others, which can boost productivity and result in more resilient applications. It’s pretty much the direct philosophical opposite of the monolithic approach behind many (if not most) IBM i applications.

    The modern distributed microservices architecture is similar in some respects to the service oriented architecture (SOA) technique that rose to prominence in the early 2000s, including the componentization of business process and reliance on APIs. However, there are important distinctions that set microservices, including the use of lighter weight API protocols such as REST (instead of SOAP and XML) and the use of containerization technologies like Kubernetes and Docker.

    While microservices have been in the news a bit, they’re still relatively new and there is a lot of work being done at the moment to develop the tooling that companies can use to build and expose their own microservices. A recent survey by microservices software provider Perficient found that 70% of companies are investigating microservices architectures, but are facing IT headwinds as the companies shift to become more agile and DevOps-focused.

    Microservices are being adopted with new applications, but that doesn’t mean they’re irrelevant to existing ones. A recent Red Hat survey found that about almost 80% of users of its Kubernetes platform, called OpenShift, were looking at microservices as part of their efforts to re-architect existing applications.

    To be sure, there are plenty of stories of organizations adopting microservices technologies and techniques to gain more value from legacy systems. In its recent whitepaper “How APIs Can Modernize Legacy Systems,” API management firm MuleSoft discusses how several large organizations like Siemens and Mount Sinai Health System re-architected business processes housed in legacy systems like IBM mainframes around APIs, which improved access to the systems while reducing maintenance costs.

    MuleSoft supports the IBM i platform with its API management platform. You can also find IBM i support with some of the top-tier API management vendors, such as IBM with its Connect offering, CA Technologies and its Layer 7 offering, and Google with its Apigee offering.

    APIs are a core enabling component of microservices. But increasingly companies are looking for microservices platforms to help accelerate the creation of a microservices architecture in their environment. One vendor developing such a microservice platform for IBM i is OpenLegacy.

    A microservices architecture enables business logic to be called via APIs in decentralized and resilient fashion. (Image courtesy Smartbear.)

    The New Jersey-based company has been plying the application modernization waters for IBM mainframe and IBM i with its API-centric offering since it burst onto the scene a few years ago. At the time, the company was espousing its capability to re-package and expose business processes on IBM i and mainframe systems as individual SOAP and REST APIs.

    But as momentum has built around microservices, OpenLegacy has adapted its API strategy and adopted the microservices approach to legacy modernization, according to OpenLegacy Chief Product Officer Zeev Avidan. “Two years ago we were at the beginning of that journey,” Avidan tells IT Jungle. But now we’re providing a complete microservice architecture out of the box.”

    The company’s microservices-based application integration platform has several components, Avidan says. There’s a Java-based software development kit (SDK) that exposes an individual business process as an API and also allows users to add new capabilities, such as analytics or security. This JDK generates a standard Java object that be served from the IBM i server or any other environment with a JVM. The runtime environment instantiates what’s called a microservices “mesh” that allows the services to be invoked. There’s also a management console that lets administrators control what’s going on.

    OpenLegacy is gaining traction with its microservice offering in the banking and insurance field, Avidan says. The company has multiple clients around the world that are exposing IBM i and mainframe business processes as microservices via REST APIs.

    “It enables them to create digital offering and digital interfaces that pull data form their mainframe, and doing it without using any middleware,” Avidan says. “So they don’t need MQ or any of those things. It’s a direct connection. It’s scalable and it performs very well.”

    There’s nothing stopping IBM i and mainframe customers from developing their own microservices. “It’s not impossible to do. You can absolutely create APIs using those techniques,” Avidan says. “The problem with that is all that work is manual.”

    To get a headstart on microservices, many companies pay systems integrators to generate APIs for them, which they can then expose as part of a microservices architecture. While that can also work, it doesn’t leave the customer with the ability to change and adapt those microservices going forward, Avidan says.

    “What you really need is not someone to go and build it for you,” he says. “What you really need and what our customers realize, is you need that muscle of creating the services yourselves, because that is a core competency today. If you’re not able to move fast and support the business in terms of creating those services, then that’s a problem . . . . You need the muscle and the best way to do that is to have a set of tools and technology to do it yourself.”

    OpenLegacy isn’t the only vendor targeting IBM i APIs and microservices. Rocket Software also has an offering in this arena, called Rocket API, while LANSA also has the capability to generate RESTful services with its “low code” development environment. Rogue Wave Software‘s Zend subsidiary is also chasing the market with its XML Toolkit, and there are undoubtedly others.

    Whichever tools and techniques you use to generate microservices, there’s a good probability that microservices will play a more prominent role in IBM i application modernization in the foreseeable future.

    RELATED STORIES

    Visual LANSA Goes Low-Code With High Tech Update

    One IBM i Route Into the API Economy

    Goodbye, Java Enterprise Edition. Hello, Jakarta EE

    Don’t Be the Eeyore of Digital Progress, OpenLegacy Says

    What’s Legacy Now: WSDLs and Stored Procedures

    For OpenLegacy, Modernization Is All About the APIs


    How IBM, Intuit, and Rich Products Became More Customer-Centric | killexams.com real questions and Pass4sure dumps

    How well do you know your customers? This seems to be a key question on the minds of not just marketers, but company strategists these days. We have shifted from a competitive landscape in which companies are more exclusively focused on external forces affecting their industries and sectors, to one that has become significantly more customer centric. This intensive customer focus has increased as technology-enabled transparency and online social media accelerate an inexorable flow of market power downstream from suppliers to customers. Now, every company of any scale and in any sector wants to be closer to its customers, to understand them more deeply, and to tailor their products and services to serve them more precisely.

    Yet wanting to be closer with customers, and knowing what actual, operational pathways to take in order to achieve this are two very different things. In this article we look at three very different organizations – IBM, Rich Products, and Intuit – and the three different paths they have taken in reconfiguring their operations for more customer intimacy by changing methods, reengineering processes, and transforming culture.

    IBM: Applying a Hybrid Design-Thinking Approach

    Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. The issue arose as a result of changes to IBM’s business model for software. In the past, IBM mostly provided enterprise software to customers who installed it on their own computers. Its product development teams followed a traditional software development method – called “Waterfall” — in which they spent months defining customer requirements and functional specifications, coding the software, and testing it for quality and reliability. They followed a sequence that resulted in new products or major updates to products every year or two.

    The rise of cloud computing changed all this. Technology companies using the cloud model provide their clients software or other computer technologies in the form of services delivered over the internet. The clients don’t have to own or maintain the technology. That makes it possible for the producers of the software to improve it much more frequently, with no effort required by customers.

    In response to the rapid advance of cloud computing, IBM’s software engineering groups embraced the Agile development method — with teams focused on incremental delivery of new capabilities every few weeks or months. Over time, teams adopted an even more aggressive approach to software development called “continuous delivery,” a highly automated method that enables them to make many small changes per day. This way, they can respond very quickly to new or changing customer needs, incrementally.

    Insight Center

    At about the same time, however, IBM’s design group, which was created to improve the user experience, was adopting a new “design thinking” approach to application development. This method’s primary aim is to attain deep understanding of customer needs using ethnography, anthropology, and other user-research techniques — putting users, rather than features, first in the planning process. Designers engage directly with individual users, developing empathy, observing how they work, and uncovering surprising ideas to help make their lives better. With this approach, cross-functional teams quickly develop prototypes to bounce off of customers.

    Charlie Hill, distinguished engineer and CTO, IBM Design, told us, “To deliver fundamentally different and better user experiences, designers want to take a step back and observe users actually doing their jobs. They want to understand what the user is trying to do at work, not simply how they interact with an existing application. Without this kind of understanding and exploration, a product team’s backlog of coding requirements is unlikely to deliver a compelling user experience. We want to bring our design thinking muscles to explore and play with how the user’s experience could be better in the future.”

    As design expertise became more critical to the success of IBM products and services, increasingly designers worked more frequently in collaboration with software engineers on product development. They faced a culture clash, however. The designers were focused on creating better user experiences, while the engineers were focused on speed, quality, and efficiency. To the engineers, the design thinking process seemed like a return to the Waterfall method.

    Phil Gilbert, general manager of IBM Design, told us: “In design thinking, you need to listen to the people doing the job, while in continuous delivery you don’t need to talk to users; you just monitor what they do on the web.”

    In the end, through many discussions and much gathering of data, the company came up with a hybrid method for product development that combined elements of both approaches, which it calls IBM Design Thinking. It assembled teams for each product or service that combined designers with engineers and created a new development process. The key steps:

    1) Clarify three key objectives (called “hills”) framed as target outcomes for users for each software release.

    2) Engage people who are going to use the software or service (called “sponsor users”) from start to finish through the development process.

    3) Demonstrate the state of the proposed solution from the standpoint of the user in periodic reviews (called “playbacks”).

    This effort began two years ago, and more than 100 product teams have embraced IBM Design Thinking. These teams are delivering updates continually. Many of the updates are incremental improvements based on the data collected every time someone uses the application, and some are bigger changes to the experience resulting from insights gained during direct observation of users doing their jobs.

    The new approach is working. The parts of the business where the approach is used most intensively grew revenue by double digits in 2014.

    Rich Products: Achieving Customer Intimacy through Reengineering

    Rich Products, a $3.3 billion food products company, has made a startling transition in its process for developing and introducing new products in response to customer requests. In Rich’s old, functional “silo-based” process, a marketing person with a new customer opportunity would contact his or her favorite R&D associate, the regulatory and quality assurance departments, packaging, and the plant. This ad hoc, sequential approach was replaced by a cross-functional team, which simultaneously accelerated its time to market and created a much more “intimate” relationship between Rich’s associates and its customers.

    This transition was triggered both by struggles to meet the needs of customers with urgent turnaround requirements (such as a restaurant with a seasonal offer or a school system that needed to plan its menu) and by executives frustrated with losing the potential business from these custom orders. The pressure created by these inside and outside perspectives resulted in a strategic reengineering effort that targeted their new product development process, refocusing it to increase customer intimacy.

    The first step for the process redesign team: living with the customer in order to map customer journeys. They looked at the end use of new products and asked how they could build it faster and stay close to the customer. They expanded the scope of the process to go from generating the new product idea to following up with the customer after the product launched, delivering not just a product, but a service. They mapped the process for their teams, then put the teams together to do it. And they are continuing to refine the process and remove bottlenecks, as they seek to improve new metrics for speed.

    The new process design was reengineered with the customer as its main focus and the cross-functional team as its primary vehicle. Functions on the team include: process managers, dedicated coordinators, research and development, sales and marketing, operations, quality assurance, traffic, and regulatory. Rather than simply taking customers’ orders, these teams now push harder into exploring how the customer wants to use products and precisely how Rich’s can help the customer succeed. Bringing all of its functional capabilities together into one team, Rich’s can move far faster and with more agility than in its functional, sequential past. Decisions that once took weeks can now be made in moments as the team works together. These teams focus on more than just product formulation, now constantly probing customer usage, storage, and pricing plans to make sure that both Rich’s and the customer make profitable returns.

    “This has been a game-changer for us,” said Maureen Lynch, the new product development process owner.  “We’ve moved from ad hoc day-to-day product planning to the deployment of a long-term disciplined approach supported by purposeful metrics.” The main measure is the number of days from when a customer request comes in to when it goes out. The schedule is visible and there is clear communication about what they’re working on. They focus on fewer customer requests at a time, allowing for a more responsive turnaround.

    Results have included improvements in customer satisfaction and an overall positive “Rich experience.” On-time-delivery has improved by 10%. Resource utilization accuracy has increased. Obstacles have been removed in getting resources from functional groups. And visibility has improved.

    This new approach was recently on display in Rich’s participation with the “Pizza 4 Patriots” program. Using their new process design, Rich’s was able to ship 5,000 specially designed pizzas to military personnel in Afghanistan within a month to meet a Super Bowl deadline. They had a forum for a triage discussion already in place, and the group understood the requirements. They were ready to execute with a new process, clear roles, and the required tools.

    Intuit:  Reviving a Culture Built Around Customers

    From its founding 31 years ago, Intuit has been an entrepreneurial company, creating personal finance and tax preparation products such as Quicken, TurboTax, and QuickBooks.

    Intuit has always had a reputation as a customer-focused company, which is fairly unique among software companies. Hugh Molotsi, vice president, Intuit Labs Incubator, told us that in the early days (the 1990s), founder Scott Cook taught employees about observing customers and finding real problems in their lives and solving them. There were “usability labs” where customers would try products and employees would observe them and see where they had problems, and “Follow Me Homes” where employees would observe customers at work and at home. And they had an annual big survey to gather customer insights.

    But as Intuit grew, informality and entrepreneurship began to morph into procedure and bureaucracy. The focus on customers slowly turned into a hunt for “bugs” and problems rather than acutely listening for and responding to customer needs. In other words, the traditional visits to customers were more focused on problem-solving than discovery. They were “fixing” rather than learning.

    As Suzanne Pellican, vice president and design fellow at QuickBooks, told us, “The vast majority of our growth comes from word of mouth. When you fix bugs, it doesn’t generate enthusiasm from our customers. Fixing a bug isn’t compelling to get them to recommend us. We weren’t surpassing customers’ expectations. And it showed in our Net Promoter Scores. They were flat.”

    These issues came to a head with “Merlin,” a major initiative intended to simplify building component-based products. After three years of work, the project was abandoned after missing several milestones. However, recognizing that they had drifted away from the customer-centricity that characterized their entrepreneurial past, Intuit embarked on a major new cultural and operating initiative called “Design for Delight,” in recognition of the fact that “Intuit needed to go past meeting customer requirements to delighting them.” There are three core principles to Design for Delight:

  • Deep Customer Empathy – Immerse yourself with customers to know them better than they know themselves. To understand what really matters to customers, you should watch them, talk with them, and put yourself in their shoes.
  • Go Broad to Go Narrow – Create options before making choices. There are lots of possible answers, so to get one great idea, you need to create lots. The first idea is rarely the best.
  • Rapid Experiments with Customers – Get customer feedback early and often to understand the pros and cons of options. Watching customers react to prototypes through trial and error is better than relying on our own opinions.
  • Using these principles Intuit began driving design thinking deep into its culture and operations. To do this they trained and deployed a cadre of 200 Innovation Catalysts who were embedded into the business units, created and held a large number of immersive experiential workshops, and added design thinking into their leadership training programs.

    Here’s more from Suzanne Pellican:

    Design for Delight (D4D) is a core capability of our company. We knew that it would take seven years of nurturing to get it in our DNA, and we made an investment in insuring that our employees use it. For example, it takes practicing D4D (our version of design thinking) six or ten times before employees start using it in their daily work. We persisted because our ambition to improve our customers’ financial lives means that we are always falling short. Even when we could start to see the changes in the ways employees work and in some customer outcomes, we kept nurturing it because we needed to see it in better products that we’re proud of and that our customers love.

    Throughout these years of cultural transformation, Intuit’s leadership support has been constant. Besides tracking dashboards that measure customer satisfaction, their leaders model behaviors that show the importance of customers. For example, when CEO Brad Smith does his tour of 15 sites to share the state of the company, the first people he meets with at each site are customers. Then he meets with employees. Then he meets with the leadership team.

    One Destination, Three Paths

    All three of these organizations dramatically improved their level of customer connection, but each achieved it using a different kind of operational approach. IBM developed a hybrid design-engineering-based method which synthesized deep customer analysis and rapid product and service changes. Rich Products reengineered its product development process by demolishing traditional functional silos and creating a team primed for speedy responses to customer needs. And Intuit embarked on a multi-year cultural transformation to re-embed the idea of creating customer delight in its DNA. These approaches certainly are not mutually exclusive. As the business world inevitably becomes more customer-centric, you will need to draw on one or more of them to get and keep a competitive edge through customer intimacy.



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