The problem is rarely the one on the brief.
Complaints rise. Satisfaction scores stall. Programmes land on time and change nothing. Usually that is because the work started from the wrong question. We find the real cause before you spend on the answer.
Where the method comes from
leapSTONE was founded in 2009 and works through a network of senior associates. Our founder, Neal Stone, ran design at British Airways and led the team behind the world's first lie-flat business class bed. Instead of being commissioned as a seat project, it became a rethink of the entire overnight journey, and it moved the commercial numbers because the question changed.
Where have we done this?
Work across aviation, rail, hospitality, healthcare and public services. British Airways, GNER, InterContinental Hotels Group, the NHS, the Department for Transport, London 2012 and SWR. Organisations large enough to have the problem and complex enough that nobody inside can see all of it.
“We have made fantastic progress since we started our project work and Neal has been great to work with. Neal has been instrumental in making this happen, and we would hope to work with him and his team again in the future.” - County Council Programme Director
1. The Diagnostic ‘Day’
A 'day' with your team and your evidence, ending in a written view of what the real problem is. If it turns out you were already solving the right one, we will tell you that.
2. The Reframe Sprint
Several weeks testing the real cause directly with customers and frontline teams, and co-creating the direction for what to do about it.
3. Delivery Partnership
Working alongside your team from research through to rollout, and seeding the operating changes that keep it in place once we step back.
“leapSTONE has supported our Global Innovation & Design team for a number of years. leapSTONE has helped craft focused design briefs from complex project needs; assisted in identifying design teams to partner with; and provided design management support on a wide range of projects.” - SVP Global Guest Expereience & Desgin
Explore
Start outside. We begin with the people using the service, then work inwards to the systems and incentives producing what they experience.
Identify
Separate cause from symptom. We name the few things actually driving the numbers, and the many things that are noise.
Create
Set the direction. We agree what to do, in what order, and assemble the team to do it.
Deliver
Do the work. We work alongside your teams from research through to rollout.
Change
Make it hold. Our method seeds the operating changes that keep the improvement in place after we have gone.
“Neal’s experience has been invaluable, taking time to understand what we do and what we want to achieve. Without Neal’s help I think we would have spent a lot more time and money with less results.” - Founder and MD
A good answer to the wrong question
Most failed programmes were executed well. They failed because the question was settled before anyone tested it.
The performance gap
Organisations built around the customer's experience outperform their peers. The Design Management Institute tracked a 211% stock market advantage over ten years. McKinsey found the top performers grew revenue 32 percentage points faster than their sector.
Same thinking, same answers
Run the same process and you get the same answer. Most failures sit in the gaps between departments, in the handoffs nobody owns and no dashboard measures. Nobody inside the organisation is positioned to see those gaps, because everybody inside sits on one side of them.
Who we work with
Our clients are directors and executives accountable for a number that will not move. Complaint volumes, satisfaction scores, regulatory ratings, conversion. In almost every case, something has already been tried internally, and it hasn't worked, because the problem was never inside one department to begin with.
“To get to better outcomes faster you have to step back and explore problems thoroughly. It reduces the chance of getting a great answer to the wrong question.” - Neal Stone
Where to start
Most engagements begin with a diagnostic 'day'. Working with your team and your evidence forming a shared view of what the real problem is. If it turns out you were already solving the right problem, we will tell you that.
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