《Design Thinking (DT) Cross-Departmental Innovation Workshop 》
设计思维赋能跨部门创新工作坊
主讲：梁展红老师
Workshop Background
工作坊背景
In the B-end business sector, many enterprises face a common dilemma: "aspiring to innovate but struggling to implement."在 B 端业务领域，许多企业正面临着 “想创新却难落地” 的共性困境：
•Severe cross-departmental information silos: Business teams (client liaison, sales/post-sales) understand explicit client needs (e.g., "slow service response," "cumbersome operations") but lack awareness of technical implementation boundaries and costs; technical teams (R&D, operations) excel in system feasibility but have no in-depth access to clients’ actual usage scenarios and market trends, leading to a deadlock: "demands proposed by business teams are technically unfeasible, while products developed by technical teams are unused by clients."跨部门信息孤岛严重：业务团队（客户对接、销售 / 售后）熟悉客户显性需求（如 “服务响应慢”“操作复杂”），却不了解技术实现的边界与成本；技术团队（研发、运维）精通系统可行性，却未深入触达客户真实使用场景与市场趋势，导致 “业务提的需求技术做不了，技术做的产品客户不用”。
•Wasted resources due to collaboration gaps: Without a unified "client perspective" and "business perspective," cross-departmental improvement directions conceived in the early stage are either "detached from client reality (tech teams working in isolation)" or "unimplementable (business teams making arbitrary demands)." Repeated trials yield no results, and market opportunities are missed.协作断层浪费资源：因缺乏统一的 “客户视角” 与 “商业视角”，跨部门前期设想的改善方向要么 “脱离客户实际（技术闭门造车）”，要么 “无法落地推行（业务拍脑袋提需求）”，反复试错却难见成效，错失市场机会。
•Inefficient decision-making and innovation: B-end businesses involve multiple internal departments (business/tech/commercial) and external stakeholders (client procurement/usage/decision-making teams), resulting in long decision-making chains. Additionally, roles have inconsistent perceptions of "what constitutes valuable innovation," confining innovation to "superficial process optimization" and failing to address core pain points.决策与创新低效：B 端业务涉及内部多部门（业务 / 技术 / 商务）、外部多利益相关方（客户采购 / 使用 / 决策层），决策链条长，且各角色对 “什么是有价值的创新” 认知不一致，导致创新停留在 “流程优化表层”，难以突破核心痛点。
When organizations are trapped in a cycle of "difficult cross-departmental collaboration, unimplementable innovation, and misaligned demands," they need a tool and method to break barriers and focus on value — the Design Thinking (DT) Cross-Departmental Innovation Workshop is tailored to solve these common problems. 当组织陷入 “跨部门难协同、创新难落地、需求难对齐” 的循环时，需要一套能打破隔阂、聚焦价值的工具与方法 ——Design Thinking（DT）跨部门创新工作坊，正是为解决这些共性问题而来。
Workshop Objectives
工作坊目标
1.Tool Mastery & Scenario Identification: Enable cross-departmental teams to proficiently use core DT tools, jointly identify specific improvement scenarios that "align with market demands, address client pain points, and have commercial potential," and avoid aimless efforts.工具掌握与场景锁定：让跨部门团队熟练运用 DT 核心工具，共同找到 “符合市场需求、适配客户痛点、具备商业化潜力” 的具体改善场景，避免无的放矢。
2.Process & Journey Co-creation: Around the identified scenario, cross-departmental teams collaborate to map end-to-end business processes and reconstruct the complete user journey (including key touchpoints and bottlenecks for both clients and internal collaborators), clarifying the full-link logic "from demand to implementation."流程与旅程共创：围绕锁定的场景，跨部门协作梳理端到端业务流程，还原完整用户旅程（含客户方、内部协作方的关键触点与卡点），厘清 “从需求到落地” 的全链路逻辑。
3.Innovation Opportunity Mining: From bottlenecks in business processes and user journeys, excavate high-value innovation opportunities, forming a "implementable, valuable, and multi-stakeholder-approved" list of innovation opportunities to provide clear directions for subsequent product/system optimization.创新机会挖掘：从业务流程与用户旅程的卡点中，挖掘高价值创新机会点，形成 “可落地、有价值、获多方认可” 的创新机会清单，为后续产品 / 系统优化提供明确方向。
Workshop Target Audience
工作坊对象
To ensure cross-departmental collaboration and demand alignment, the workshop requires the participation of the following roles (number of participants can be adjusted based on enterprise size; 2-3 people per role is recommended):为确保跨部门协作与需求对齐，工作坊需以下角色共同参与（根据企业规模可灵活调整人数，单角色建议 2-3 人）：
•Internal Business Team: Client Liaison Roles, Sales/Post-sales Teams, Business Operations; Core Value: Output explicit client pain points, daily collaboration bottlenecks, and market feedback. 内部业务端：客户对接岗、销售 / 售后团队、业务运营；核心价值：输出客户显性痛点、日常协作卡点、市场反馈。
•Internal Technical Team: R&D Teams, Technical Operations, System Integration Roles; Core Value: Explain technical implementation boundaries, existing capabilities, and feasibility of implementation.内部技术端：研发团队、技术运维、系统集成岗；核心价值：解读技术实现边界、现有能力、落地可行性。
•Internal Commercial/Support Team: Market Analysis, Financial Calculation, Policy Liaison Roles; Core Value: Evaluate commercial value, market trends, and compliance requirements.内部商务 / 支持端：市场分析、财务测算、政策对接岗；核心价值：评估商业价值、市场趋势、合规要求。
•External Client Team: Client User Departments (core users), Procurement/Decision-making Teams; Core Value: Verify the authenticity of demands and provide feedback on actual usage pain points.外部客户方：客户使用部门（核心用户）、采购 / 决策层；核心价值：验证需求真实性、反馈实际使用痛点。
•Workshop Initiator: Innovation Leaders within the Organization (e.g., Business Directors, Change Managers); Core Value: Coordinate overall progress, control objectives, and drive subsequent implementation.项目发起方：组织内推动创新的负责人（如业务总监、变革经理）；核心价值：统筹协调、把控目标、推动后续落地。
Workshop Process
工作坊大纲
Phase 1: Empathize & Align (DT-Empathize Stage)
阶段 1：共情对齐（DT-Empathize 阶段）
Stage Task: Cross-departmental teams jointly excavate explicit + implicit client needs, align internal capabilities with market opportunities, and eliminate the information gap where "business teams understand clients, while technical teams understand systems."阶段任务：跨部门共同挖掘客户显性 + 隐性需求，对齐内部能力与市场机会，消除 “业务懂客户、技术懂系统” 的信息断层。
Key Actions: Use generalized tools to organize client needs (e.g., "User Demand Co-creation Template") and analyze market opportunities (e.g., "Market & Capability Matching Canvas"); mark cross-departmental demand gaps (e.g., "known to business but unknown to tech," "tech-feasible but unmentioned by business").关键动作：用通用化工具梳理客户需求（如 “用户需求共创模板”）、分析市场机会（如 “市场与能力匹配画布”），标注跨部门需求断点（如 “业务已知但技术未察觉”“技术能做但业务未提及”）。
Phase 2: Define & Focus (DT-Define Stage)
阶段 2：定义聚焦（DT-Define 阶段）
Stage Task: From the demands and opportunities identified in the Empathize phase, select 1 core improvement scenario that "addresses urgent client pain points, has high commercial value, and is highly feasible," avoiding scattered efforts.阶段任务：从共情阶段的需求与机会中，筛选 “客户痛点迫切、商业价值高、落地可行性强” 的 1 个核心改善场景，避免分散精力。
Key Actions: Use the "Cross-Departmental Scenario Screening Matrix" (including general dimensions such as "client value, commercial potential, and implementation difficulty") for quantitative scoring; clarify scenario boundaries and core objectives to form unified cognition.
关键动作：用 “跨部门场景筛选矩阵”（含 “客户价值、商业潜力、落地难度” 等通用维度）量化评分，明确场景边界与核心目标，形成统一认知。
Phase 3: Journey Decomposition (DT-Ideate Preliminary Stage)
阶段 3：旅程拆解（DT-Ideate 前置阶段）
Stage Task: Around the core scenario, cross-departmental teams collaborate to reconstruct "client usage processes + internal collaboration processes," mapping full-link key nodes, pain points, and role interaction relationships.阶段任务：围绕核心场景，跨部门协作还原 “客户使用流程 + 内部协作流程”，梳理全链路关键节点、痛点与角色互动关系。
Key Actions: Use "User Journey Maps" and "Business Process Decomposition Forms" to mark "client pain points, internal bottlenecks, and cross-role collaboration needs" at each node, visualizing hidden problems.关键动作：用 “用户旅程图”“业务流程拆解表”，标注每个节点的 “客户痛点、内部卡点、跨角色协作需求”，让隐藏的问题可视化。
Phase 4: Ideate & Diverge (DT-Ideate Stage)
阶段 4：构思发散（DT-Ideate 阶段）
Stage Task: Targeting pain points and bottlenecks in the journey, conduct cross-departmental brainstorming to diverge innovation directions that "cover client value, internal efficiency, and business objectives," and converge into implementable opportunities.阶段任务：针对旅程中的痛点与卡点，跨部门头脑风暴，发散 “覆盖客户价值、内部效率、商业目标” 的创新方向，收敛为可落地的机会点。
Key Actions: Use the "Pain Point-Opportunity Conversion Form" to guide collaboration (e.g., "for a specific pain point, business teams propose process optimization suggestions, while technical teams propose technical empowerment solutions"), ensuring innovation opportunities do not deviate from actual needs or technical boundaries.关键动作：用 “痛点 - 机会转化表” 引导协作（如 “针对某痛点，业务提流程优化建议、技术提技术赋能方案”），确保创新点不脱离实际需求与技术边界。
Phase 5: Validate & Decide (DT-Test Preliminary Stage)
阶段 5：验证决策（DT-Test 前置阶段）
Stage Task: Evaluate the feasibility and value of innovation opportunities, determine priorities, clarify "which opportunities to advance first, which to iterate on, and which to suspend," and form a subsequent action plan.阶段任务：评估创新机会点的可行性与价值，确定优先级，明确 “哪些机会先推进、哪些需迭代、哪些暂搁置”，形成后续行动计划。
Key Actions: Use the "Opportunity Evaluation Matrix" (including dimensions such as "value level, feasibility, and resource requirements") for quantitative screening; output the Top 3 innovation opportunities, and clarify responsible parties and preliminary timelines.关键动作：用 “机会点评估矩阵”（含 “价值度、可行性、资源需求” 等维度）量化筛选，输出 Top3 创新机会点，明确责任方与初步时间节点。
Workshop Schedule
工作坊安排
(Note: The schedule can be adjusted based on enterprise needs. The following is a standard 2.5-day arrangement, running 9:00-17:00 daily with a 1.5-hour lunch break.)（注：时间可根据企业需求调整，以下为标准 2.5 天安排，每天 9:00-17:00，含午休 1.5 小时）
Time 时间 Phase
阶段 Core Tasks
核心任务 Participating Roles
参与角色 Outputs
输出成果
Day 1 第一天 Morning: Phase 1
上午：阶段 1 1.Kickoff & Icebreaker: Clarify objectives and rules, eliminate cross-departmental barriers 开场破冰：明确目标与规则，消除跨部门隔阂;
2.Demand Co-creation: Organize client needs using tools, mark cross-departmental gaps 需求共创：用工具梳理客户需求，标注跨部门断;
3.Market Alignment: Analyze market opportunities and internal capability matching市场对齐：分析市场机会与内部能力匹配度。 All roles (including clients)
全角色（含客户方） Cross-Departmental User Demand List, Market & Capability Matching Report
《跨部门用户需求清单》
《市场与能力匹配报告》
Day 1 第一天 Afternoon: Phase 2
下午：阶段 2 1.Preliminary Scenario Screening: Extract 3-5 potential scenarios from demands 场景初筛：从需求中提炼 3-5 个潜在场景；;
2.Quantitative Scoring: Score using the screening matrix, discuss differences 量化评分：用筛选矩阵打分，讨论分歧点；; 3. Focus Confirmation: Lock 1 core improvement scenario, clarify boundaries 聚焦确认：锁定 1 个核心改善场景，明确边界. All roles (including clients)
全角色（含客户方） Core Improvement Scenario Specification,
Scenario Screening Score Sheet
《核心改善场景》
《场景筛选评分表》
Day 2 第二天 Morning: Phase 3
上午：阶段 3 1. Process Decomposition: Co-create business processes and user journeys for the core scenario 流程拆解：共创核心场景的业务流程与用户旅程；; 2. Pain Point Marking: Label client pain points and internal bottlenecks at each node 痛点标注：标注每个节点的客户痛点与内部卡点；; 3. Consensus Confirmation: Ensure unified cross-departmental cognition of the journey 共识确认：确保跨部门对旅程认知一致. All roles (including clients)
全角色（含客户方） Scenario Business Process Map,
User Journey Pain Point Form
《场景业务流程图》
《用户旅程痛点表》
Day 2 第二天 Afternoon: Phase 4
下午：阶段 4 1.Brainstorming: Diverge innovation directions for pain points (at least 1 suggestion per person) 头脑风暴：针对痛点发散创新方向（每人至少提 1 个建议）；
2.Opportunity Convergence: Screen using tools to form 10-15 preliminary opportunities 2. 机会收敛：用工具筛选，形成 10-15 个初步机会点;
3.Value Evaluation: Preliminary assess client and commercial value of each opportunity.价值评估：初步判断每个机会的客户与商业价值。 All roles (including clients) 全角色（含客户方） Preliminary Innovation Opportunity Screening List,
Pain Point-Opportunity Correspondence Form
《创新机会点初筛清单》
《痛点 - 机会对应表》
Day 3 第三天 Morning: Phase 5
上午：阶段 5 1.Opportunity Evaluation: Use the matrix for quantitative scoring to determine Top 3 innovation opportunities 机会评估：用矩阵量化评分，确定 Top3 创新机会点；
2.Path Planning: Clarify subsequent actions (iterate/develop/suspend), responsible parties, and timelines for each opportunity 2. 路径规划：明确每个机会的后续动作（迭代 / 开发 / 搁置）、责任方、时间节点；; 3. Client Confirmation: Align with clients on opportunity value and collect feedback.客户确认：与客户方对齐机会点价值，获取反馈。 All roles (including clients) 全角色（含客户方） Top 3 Innovation Opportunities List,
Opportunity Implementation Path Form
《Top3 创新机会点清单》
《机会落地路径表》
Day 3 第三天 Afternoon: Summary
下午：总结 1. Outcome Review: Organize core outputs of the 5 phases, confirm cross-departmental consensus 成果回顾：梳理 5 阶段核心输出，确认跨部门共识; 2. Subsequent Planning: Clarify implementation steps and resource needs for 1-3 months post-workshop; 后续计划：明确工作坊后 1-3 个月的推进步骤、资源需求； 3. Tool Delivery: Provide DT tool templates used in the workshop for future reuse 工具交付：提供本次使用的 DT 工具模板，便于后续复用。 All roles
全角色 Workshop Outcome Summary Report, DT Toolkit, Subsequent Action Plan
《工作坊成果总报告》
《DT 工具包》《后续行动计划表》
