# Operations Co-Creation

> By David Bingham · https://studiobing.com/davidbingham/work/operations-co-creation/
> Work by David Bingham.

In 2015 GE Digital formed an Emerging Verticals team to take the Predix industrial IoT platform into industries outside of GE's core: Automotive, telecommunications, heavy equipment, and food & beverage, for example. With the platform lacking mature applications to position, discovery had to happen with customers in their work environments before anything could be proposed. I led experience design for the team and built a participatory discovery practice around “Ecosystem Mapping,” a structured session focusing on the people, things, and environments of an operation, their connections, and pains. This method mapped use cases with high context, identified and prioritized by those in the room. I hired and trained the researchers & designers, taught them the method, and codified it in a playbook. Each engagement resulted in a synthesized report returned to the customer, so what we learned fed both the proposal and the product. A double loop, per Chris Argyris's work. Through 2017 the practice ran 60+ workshops in 18 countries, brought UX into pre-sales, and influenced over $100MM of SaaS. It taught me that on-site, high-context research yields better data and deeper empathy than a purpose-built studio, and that methods must flex to the nuances of the culture.

- **Role:** UX Design Director
- **Period:** 2015–2017
- **Client:** GE Digital

## Operations Co-Creation

Block `operations-co-creation/opener` · https://studiobing.com/davidbingham/work/operations-co-creation/#opener

The title block: the workshop room in Istanbul, at the ecosystem map on the wall. The practice put design at the front of GE Digital's commercial engagements, in industries new to the company.

- Image: Four people at a wall of paper sheets covered in a hand-drawn ecosystem map and blue sticky notes, one reaching up to add a note

A user-centric approach to aligning outcomes to solutions.

## Established verticals

Block `operations-co-creation/established-verticals` · https://studiobing.com/davidbingham/work/operations-co-creation/#established-verticals

GE's three established verticals, energy, aviation and healthcare, set beside the emerging verticals my team was formed to open: automotive, telecommunications, heavy equipment, food and beverage. It frames the business problem: a platform built on GE's own industries, and a mandate to take it elsewhere.

- Image: A GE gas turbine opened on a blue shop floor, seen from above, with four technicians working on it — GE Energy
- Image: A jet engine with a blue spinner hanging under an airliner's wing on the tarmac — GE Aviation
- Image: An MRI scanner carrying the GE monogram in a blue-lit scanning room — GE Healthcare

- Emerging Verticals
  - Automotive
  - Telecommunications
  - Heavy Equipment
  - Food & Bev
  - etc…

## Question

Block `operations-co-creation/question` · https://studiobing.com/davidbingham/work/operations-co-creation/#question

The question the team was set, in its 2022 wording: how to grow GE's industrial IoT platform and product portfolio beyond the verticals GE already knew. Everything that follows is the method we built to answer it.

How might we grow GE’s industrial IoT platform & product portfolio beyond the core businesses and into new and emerging verticals?

## Engagement

Block `operations-co-creation/engagement` · https://studiobing.com/davidbingham/work/operations-co-creation/#engagement

How we placed design in the commercial engagement: before development, at the Qualify, Discover and Proposal stages, so product management and UX could shape opportunities early. This is the structural move the whole practice rests on.

To connect with commercial opportunities, we prefaced our development with the Qualify, Discover, and Proposal stages of a customer engagement. This allowed PM and UX functions to engage early and outline new opportunities to which our design & engineering team could develop and productize.

## Double loop

Block `operations-co-creation/double-loop` · https://studiobing.com/davidbingham/work/operations-co-creation/#double-loop

Chris Argyris's double loop, then the engagement approach redrawn as one path from customer engagement into product development, and the anti-pattern it guards against: a release sent straight back to sales, with discovery skipped.

- Image: Diagram of three circles, Beliefs, Actions and Results: beliefs guide actions, actions lead to results, a single-loop feedback arrow returns from results to actions, and a double-loop arrow returns from results to beliefs — Single-loop feedback corrects the action; double-loop feedback questions the belief that guided it. After Chris Argyris, Harvard Business School: [“Double Loop Learning in Organizations”](https://hbr.org/1977/09/double-loop-learning-in-organizations), 1977, and [“Teaching Smart People How to Learn”](https://hbr.org/1991/05/teaching-smart-people-how-to-learn), 1991.
- Image: Diagram of a teal arc, Qualify, Discover and Propose, labeled Customer Engagement, running into a red loop, Discover, Define, Develop and Deploy, labeled Iterative Product Development — Product development operates on a loop of continuous refinement: Discovery, Define, Develop, Deploy. Our team connected that to the customer engagement pipeline that commercial teams use to Qualify, Discover, and Propose new opportunities.
- Image: The same diagram faded, with a dashed red arrow from Deploy on the product loop back to Qualify at the start of the customer arc, crossed out with a red X — The anti-pattern: This process rejects the casual motion of hastily positioning deployed solutions without proper discovery.

## Forward deployed

Block `operations-co-creation/forward-deployed` · https://studiobing.com/davidbingham/work/operations-co-creation/#forward-deployed

Three readings of the same path: product discovery moved forward into the customer engagement, the proposal drawing on both discovery and what is already deployed, and the double loop laid over the whole.

- Image: The diagram faded, with the product loop's Discover circled in a dashed green ring and a green arrow, labeled Forward Deployed, carrying it back to Discover on the customer arc — Our team of researchers and designers took methods that were well-honed within the product development practice and fast-forwarded them into pre-sales. This forward-deployment allows the team to simultaneously learn and co-create with customers at speed.
- Image: The diagram faded, with dashed green arrows into Propose from Discover on the customer arc and from Deploy on the product loop — This generates an increased portfolio:market fit. Gaps between what is discovered and deployed solutions feed the product team backlog with data, context, and customer validation.
- Image: The diagram faded, with three green circles laid over it: Beliefs on the customer arc between Qualify and Discover, Results near Deploy and Discover on the product loop, and Actions between Define and Develop — The double loop laid over the path: beliefs are tested with the customer, actions lead to results in development, and the results return to the beliefs, not only to the next release.

## Discover aims

Block `operations-co-creation/discover-aims` · https://studiobing.com/davidbingham/work/operations-co-creation/#discover-aims

The two aims I set for the Discover phase: gather as much as possible while building customer stickiness, and keep the time between qualifying and proposing short. They are the trade-off the workshops were designed around.

Maximize info gathering & customer stickiness.
Minimize time between qualify & proposal.

## How to solve

Block `operations-co-creation/how-to-solve` · https://studiobing.com/davidbingham/work/operations-co-creation/#how-to-solve

Ecosystem mapping, the core design-thinking structure we developed for discovery and the one I taught the team, and the seven questions of a session, from the business or operational problem-space through the people, things and environments and how they connect, to why the current situation causes pain and how the outcome might improve, beside a room working the map.

We developed a powerful design thinking structure around “Ecosystem Mapping”. This process dives into a business domain, structures IoT components, and focuses solving an identified problem within that system. This is only one design thinking tool used during discovery workshops, but I was able to teach my team this process with success across multiple engagements.

1. What is the general business or operational **problem-space**?
2. Who are the **people** involved and their persona information?
3. Which physical devices or **things** are included in the operation?
4. Where are the **environments** in which this work occurs?
5. How are the people, things, and environments **connected**?
6. Why is the current situation causing **pain**?
7. How might we take this understanding and improve the **outcome**?

- Image: Four people at a long wall of paper, one drawing on a hand-sketched ecosystem map of trucks, people and blue sticky notes

## Design center

Block `operations-co-creation/design-center` · https://studiobing.com/davidbingham/work/operations-co-creation/#design-center

GE Digital's purpose-built space for sessions with partners and customers, in three views, one with its moving wall open. We had the room; I still preferred to work at the customer's site, and the next block shows why.

- Image: A long room with a whiteboard wall, blue storage doors, colored stools and people at standing tables and a wall screen
- Image: A corridor through the Design Center, with a blue-curtained lounge and tea trolley at left and a whiteboard room with colored stools at right
- Image: The Design Center with its moving wall drawn back, opening two rooms of whiteboards, blue doors and colored stools

*GE Digital created a purpose-built space to host these design-thinking research engagements with partners and customers.
[See more at Rapt Studio](https://raptstudio.com/work/ge-design-center/)*

## Customer sites

Block `operations-co-creation/customer-sites` · https://studiobing.com/davidbingham/work/operations-co-creation/#customer-sites

Four customer sites: an electrical substation in Japan, an elevator installation in Switzerland, the control room of a water desalination pumping station in Saudi Arabia and a mining tire yard in Australia. We preferred working in context, with the business owners and subject-matter experts, to working in our own space, and each place taught us something about how to work there.

- Image: An engineer in a hard hat and Chubu Electric Power work jacket holds open a binder of drawings at a fenced substation site — Japan – Electrical sub-station
- Image: Three men in red Schindler hard hats crouched in an elevator shaft, one pointing upward, one holding a circuit board — Switzerland – Elevator installation
- Image: Men in a pumping station control room before rows of electrical panels, one in a white hard hat and yellow vest, one in a white thobe and red ghutra — Saudi Arabia – Water desalination
- Image: Five people in hard hats and high-visibility vests talking on a muddy yard in front of stacked giant mining tires — Australia – Mining tire repair

*As our practice matured and customers realized the value of this engagement, we conducted most of our sessions on-site and in the customer's work environment. This allowed first-hand, high-context research which improved the quality of the collected data, established deeper empathy, and forged strong working relationships. Cultural sensitivities learned: Japanese want outlines ahead of time and few surprises. The Swiss respect attention to detail in methods and analysis. Saudis will show you all they have accomplished. Australian miners want to see it work.*

## Ford otosan

Block `operations-co-creation/ford-otosan` · https://studiobing.com/davidbingham/work/operations-co-creation/#ford-otosan

The case study: two days with Ford Otosan, a truck manufacturer in Istanbul. The building and an engine on display set the scene for the workshop that follows.

- Image: The Ford Otosan R&D building, a long gray ribbed facade, with a red vintage Ford truck parked at the entrance
- Image: A Ford Ecotorq truck engine on a white display plinth inside the building

*In this case, it was 2 days with a truck manufacturer in Turkey.*

## Agenda

Block `operations-co-creation/agenda` · https://studiobing.com/davidbingham/work/operations-co-creation/#agenda

Who was in the room and what the two days covered: GE's UX, product management, country leader, account manager and solution architect across from Ford Otosan's CDO and its engineering, communications and cybersecurity leads. The agenda runs from goals and business challenges to use-cases, prioritization and a roadmap.

- **Ford Otosan** — JV between Ford & Koç Holding · Located in Istanbul, Turkey · Center for product R&D · Heavy truck, engine, gearbox, and powertrain manufacturing
- **Attendees · GE** — User Experience · Product Management · Turkey Country Leader · Account Manager · Solution Architect
- **Attendees · Ford Otosan** — CDO · Process Engineering · Communication Systems · Powertrain Engineering · Cybersecurity
- **Agenda · Day 1** — Goals & Objectives · GE Digital Overview · Ford Otosan Business Challenges · Customer Ecosystem · Internal Beneficiaries
- **Agenda · Day 2** — Marketing and R&D · Cybersecurity · Use-Case Review · Prioritization · Platform & Product Alignment · Roadmap & Nextsteps
- **Workshop report** — [Download PDF · 16.4 MB →](/media/operations-co-creation/reports/ford-otosan.pdf)

## Goals

Block `operations-co-creation/goals` · https://studiobing.com/davidbingham/work/operations-co-creation/#goals

The goals board from day one, with the five goals as typed into the report beside it. Agreeing what both sides wanted from the two days came before any talk of solutions.

- Image: A flip-chart sheet headed Goals, with yellow sticky notes clustered into five hand-drawn circles labeled GE info, collaboration and capabilities, solve similar problems, MVP and dollar benefit

- GE Info: GE’s transformation and business model
- Collaboration: Mutual capabilities and use-cases
- Problems: Data value to fleet customers
- $-Benefit: Identify stakeholder needs
- MVP: Create a roadmap, opportunities, and KPIs

## Customer ecosystem

Block `operations-co-creation/customer-ecosystem` · https://studiobing.com/davidbingham/work/operations-co-creation/#customer-ecosystem

The two ecosystem sheets from Ford Otosan: the people in the domain, each drawn as a doodle-person icon with notes, then the scenarios that connect them. Drawing the people first makes a large amount of information holdable at a glance.

- Image: A detail of a paper sheet of hand-drawn stick figures labeled fleet owner, master driver, fleet driver, self-owners, driver's family and fleet operator, with notes beside each — The team discussed and captured the people, things, and environments that were key to understanding the complexities of Ford Otosan. These iconographic representations allowed encapsulating large amounts of shared information into a representative form then leveraged into more and more complex scenarios.
- Image: A detail of a paper sheet headed Vehicle score / health: hand-drawn scenarios linking drivers, a plant, the central warehouse, suppliers and roadside assistance with arrows, trucks and small figures

## Use case wall

Block `operations-co-creation/use-case-wall` · https://studiobing.com/davidbingham/work/operations-co-creation/#use-case-wall

The whole use-case wall and three details. The use-cases were written on blue notes and placed on the ecosystem map where they belonged, so each sat in its context; the three shown ranked first, second and third in the vote.

- Image: The full ecosystem wall at Ford Otosan: four joined paper sheets of hand-drawn people, trucks and scenarios, with blue use-case sticky notes placed across it — The ecosystem map provides context to complex systems. It communicates the inter-connectedness of the business domain.

- **68.2 27.5 18.7 22.6** — 1. Provide driver services.
  - Image: A blue sticky note reading Provide (yet defined) driver services, dot-voted, above a list of questions and a drawing of a truck driver
- **48.7 18.6 17.9 21.7** — 2. Provide truck data into existing fleet management systems.
  - Image: Two dot-voted blue sticky notes, Develop an extensible fleet mgmt system and Provide truck data into existing fleet mgmt systems, beside drawings of a telematics box and a cloud
- **16.5 33.4 15.7 19.1** — 3. Provide condition-based maintenance to fleet operators.
  - Image: A dot-voted blue sticky note reading Provide planned condition-based maint. schedule to fleet operators and drivers, beside a drawing of a driver on the phone and a note that the maintenance plan has no condition awareness

## Prioritization

Block `operations-co-creation/prioritization` · https://studiobing.com/davidbingham/work/operations-co-creation/#prioritization

The prioritization board: fifteen use-cases placed by value and feasibility and dot-voted by the room, the top twelve transcribed in the ranked order. The vote was the room's, not mine; my job was to structure it so a ranking came out.

- Image: A paper sheet with a hand-drawn axis running from Less Feasible at the foot to More Feasible at the top, and fifteen dot-voted blue use-case notes placed along it — Across the identified scenarios, we voted (in this case) on value and feasibility.

1. Provide driver services.
2. Provide truck data into existing fleet mgmt systems.
3. Provide condition-based maintenance to fleet operators.
4. Create performance + services package marketplace.
5. Provide simulation environment for R&D team.
6. Optimize supply chain from central warehouse to dealer.
7. Create truck sharing platform for drivers.
8. Expedite unplanned roadside maintenance events.
9. Develop an extensible fleet mgmt system (Co + others).
10. Increase transparency and communications between plant and suppliers.
11. Decrease warranty claims using part failure data.
12. Create truck consumables marketplace.

## Roadmap

Block `operations-co-creation/roadmap` · https://studiobing.com/davidbingham/work/operations-co-creation/#roadmap

The connected plan I produced after the workshop: the top five use-cases as work streams with their outputs, dependencies and decision points over the following months. The report packaged this with the proposal, so the design and development resourcing could be argued for.

- Image: A roadmap chart: five numbered use-cases down the left, each with colored work streams, outputs and decision points laid across two quarters towards pilot solutions

*I aligned use-cases and their inter-dependencies. The workshop report is packaged to complement the formal proposal and inform additional design and development resourcing requirements.*

## Print Process Optimization

Block `operations-co-creation/print-process` · https://studiobing.com/davidbingham/work/operations-co-creation/#print-process

The first example: print process optimization with Pitney Bowes, which became the first application publicly deployed on Predix. The screen is the Clarity Advisor product; the figures are the machine efficiency and yield gains it reported.

- Image: The Clarity Advisor web application, powered by Predix: a performance overview of print machines at one site, with efficiency trends, alarm counts and a 30-day chart

- [First application publicly deployed onto Predix](https://investorrelations.pitneybowes.com/news-events/press-releases/detail/576/pitney-bowes-harnesses-the-power-of-the-industrial-internet-to-reinvent-production-mail)
- +10% Machine Efficiency
- +20% Machine Yield
- Mail: Print, Insert, Sort
- Outcome: Maximize SLA fulfillment

## Print process work

Block `operations-co-creation/print-process-work` · https://studiobing.com/davidbingham/work/operations-co-creation/#print-process-work

The working material behind the print example: the mail process drawn as one line from planner to inserter, the discovery whiteboard with the first product screens sketched on it, and the work presented on the Predix Transform stage in 2016.

- Image: A hand-drawn process line from print planner and printer through warehouse, container tags and inserter to the operator, with numbered steps and the project scope marked — Research-derived ecosystem map
- Image: A whiteboard densely covered in red and black marker: notes on data sources and throughput, and sketched dashboard screens for site and machine views — Co-designed initial product UIs
- Image: A conference stage at Predix Transform 2016, a speaker on the big screen beside a slide titled Collaborative Approach with GE Emerging Verticals Team — On-stage at GE developer conference

## Construction Service Scheduling

Block `operations-co-creation/service-scheduling` · https://studiobing.com/davidbingham/work/operations-co-creation/#service-scheduling

The second example: construction service scheduling with Lixil in Japan, where the team stayed engaged from pre-sales through eight releases. The wireframe is the Job Scheduler; the figures are the scheduling accuracy and cost reduction it reached, and the original users stayed in the decisions throughout.

- Image: The Lixil Job Scheduler wireframe, powered by Predix: a job queue at left, job details in Japanese, team assignments on a May 2017 calendar and suggested teams below

- Team engaged from pre-sales through delivering 8 releases
- 90% scheduling accuracy
- 85% cost reduction
- Outcome: Align job parameters to matched installation teams
- Validation: Keeping original users involved in decision making through/beyond delivery
- [Workshop report · PDF · 32.9 MB →](/media/operations-co-creation/reports/lixil.pdf)

## Service scheduling work

Block `operations-co-creation/service-scheduling-work` · https://studiobing.com/davidbingham/work/operations-co-creation/#service-scheduling-work

The scheduling work from sale to launch: a consultation at a Lixil showroom, the whiteboard from the design-thinking workshop, the refined sketch of the Job Details screen, and the launched product tested with a user at his desk.

- Image: Two women at a small white table in a showroom, one reading through printed product sheets as the other writes on a clipboard, a bathroom rendering on the screen behind them — Lixil showroom sales consultation
- Image: A whiteboard covered in orange, yellow and blue sticky notes and marker sketches of a job's flow from reception through controller to installers, with Japanese addresses and dates — Design-thinking workshop whiteboard
- Image: A pen sketch of a laptop screen showing a job details page: a job list at left, customer, dates and bill of materials in the middle, three inspectors at right — Refined product UI sketches
- Image: Over the shoulder of a man at his desk, working in the Job Scheduler on a laptop beside a desk calculator — Launched product testing with users

## Mining Truck Tire Repair

Block `operations-co-creation/tire-repair` · https://studiobing.com/davidbingham/work/operations-co-creation/#tire-repair

The third example: mining truck tire repair with Bridgestone, mapped end to end across the mine site, the repair center and the logistics between them. The deal aligned the work into GE ServiceMax and cut repair time and carried inventory.

- Image: A process diagram titled Bridgestone OTR Repair Process: eighteen numbered steps from tire inspection at the mine site through the repair center and back, with stakeholders and opportunities marked

- Multi-million dollar deal
- Reduced tire repair time and carried inventory
- Aligned into GE ServiceMax
- [Workshop report · PDF · 7.2 MB →](/media/operations-co-creation/reports/bridgestone.pdf)

## Tire repair work

Block `operations-co-creation/tire-repair-work` · https://studiobing.com/davidbingham/work/operations-co-creation/#tire-repair-work

The tire-repair work in the field and the studio: on-site research at the tire repair facility, the workshop reviewed with senior leadership, and the scheduling screens refined in Sketch. The flows came straight from what the yard showed us.

- Image: A group in orange high-visibility vests and hard hats beside a giant mining tire chalked with repair codes, outside a workshop with a forklift — On-site research at tire repair facility
- Image: A workshop room with whiteboards of sketches and yellow notes; a presenter in a lanyard points at the board while five participants watch — Reviewing workshop with senior leadership
- Image: A Sketch canvas of fifteen scheduling screens in three rows: add job to upcoming schedule, add job to full schedule and add job to existing truck — Repair scheduling UI refinement

## Market Verticals

Block `operations-co-creation/market-verticals` · https://studiobing.com/davidbingham/work/operations-co-creation/#market-verticals

The fifteen market verticals the practice worked across, from aerospace to transportation. It is the breadth the emerging-verticals mandate turned into.

Company Engagements

Aerospace · Agriculture · Automotive · Construction · Consumer Packaged Goods · Energy · Fleet Vehicles · Food & Beverage · Heavy Equipment · Manufacturing · Marine · Mining · Semiconductor · Telecommunications · Transportation

## Engagements

Block `operations-co-creation/engagements` · https://studiobing.com/davidbingham/work/operations-co-creation/#engagements

The thirty-three companies named on the slide as engagements, shown as their marks in alphabetical order. The breadth is the point: the same method ran in mining, airlines, shipbuilding and consumer goods.

- AGCO
  - Image: AGCO logo
- Al-Futtaim
  - Image: Al-Futtaim logo
- Allison Transmission
  - Image: Allison Transmission logo
- Alstom
  - Image: Alstom logo
- BHP Billiton
  - Image: BHP Billiton logo
- BMW
  - Image: BMW logo
- Bridgestone
  - Image: Bridgestone logo
- Chubu Electric Power
  - Image: Chubu Electric Power logo
- DSME
  - Image: DSME logo
- Evonik
  - Image: Evonik logo
- Ford Otosan
  - Image: Ford Otosan logo
- Gavilon
  - Image: Gavilon logo
- Hermes Microvision
  - Image: Hermes Microvision logo
- H.W. Richardson
  - Image: H.W. Richardson logo
- Ishida
  - Image: Ishida logo
- Japan Airlines
  - Image: Japan Airlines logo
- Lixil
  - Image: Lixil logo
- Lockheed Martin
  - Image: Lockheed Martin logo
- Marubeni
  - Image: Marubeni logo
- Mazak
  - Image: Mazak logo
- Nissan
  - Image: Nissan logo
- Olam
  - Image: Olam logo
- Philip Morris
  - Image: Philip Morris logo
- Pitney Bowes
  - Image: Pitney Bowes logo
- Ryder
  - Image: Ryder logo
- Samsung Heavy Industries
  - Image: Samsung Heavy Industries logo
- Schindler
  - Image: Schindler logo
- SoftBank
  - Image: SoftBank logo
- South32
  - Image: South32 logo
- Toshiba
  - Image: Toshiba logo
- Unison
  - Image: Unison logo
- Yanmar
  - Image: Yanmar logo
- Zoetis
  - Image: Zoetis logo

## Tools

Block `operations-co-creation/tools` · https://studiobing.com/davidbingham/work/operations-co-creation/#tools

The two tools we made around the workshop: a playbook that lets facilitators structure agendas and add activities, and a report theme that speeds the synthesized results to customers. Both were about making the method teachable and repeatable beyond me.

We created two tools for use before and after the workshop. The playbook assists facilitators in structuring agendas and gives expert facilitators an authoring outline for adding new activities. Box Notes document each activity in high detail and are paired with a Keynote presentation slide for in-session guidance with participants. To speed delivery of synthesized results, a report theme was created with a variety of lightly branded slide templates. This allows the team to focus on delivering clear content to customer and GE stakeholders.

## Design Thinking & Research Playbook

Block `operations-co-creation/playbook` · https://studiobing.com/davidbingham/work/operations-co-creation/#playbook

The playbook's Getting Started page and nine of its activities. Each activity has a Keynote slide for the room and a Box Note that documents it in detail, so another facilitator can run it.

- Image: A Keynote window open on the playbook's Getting Started page, showing a Presentation Guide slide and its paired Box Note web repository side by side

- Stakeholder Alignment
- Ice Breakers
- Capturing Outcomes
- Decision Criteria Harvesting
- Prioritization Frameworks
- User Interviews
- Persona Definition
- Role Transformation
- Ecosystem Mapping

## Digital day

Block `operations-co-creation/digital-day` · https://studiobing.com/davidbingham/work/operations-co-creation/#digital-day

Presenting the ecosystem-mapping method at GE Digital Day in Tokyo in 2016, with a customer map on screen. Sharing the practice with GE's commercial teams was part of the job.

- Image: A large screen showing a hand-drawn ecosystem map under a Japanese heading, the speaker in silhouette at its lower right

*GE Digital Day, Tokyo Japan, 2016*

## Presentations

Block `operations-co-creation/presentations` · https://studiobing.com/davidbingham/work/operations-co-creation/#presentations

Where the practice was presented: GE Digital Day in Tokyo, the Predix Transform conference, the IDSA national conference, GE's software technology conference, and GE's commercial-team webinars, 2015 to 2016. Each event is cited where a public record of it stands.

- Event
- Citation

- **GE Digital Day, Tokyo Japan, 2016** — [Article · 2016 — Mynavi: “デジタルインダストリアルカンパニーへの転身を進めるGE”](https://news.mynavi.jp/techplus/article/20160713-gedd2016/)
- **Predix Transform Conference, 2016** — [Article · 2016 — Cloud Foundry: “Predix Transform Developer Conference”](https://www.cloudfoundry.org/blog/predix-transform-developer-conference)
- **IDSA 50th National Conference, 2015** — [Slides · 2015 — SlideShare: “IDSA2015 - Designing Industry”](https://www.slideshare.net/DavidBingham/idsa2015-designing-industry)
- **GE Software Technology Conference, 2015** — (internal)
- **GE Commercial Team Webinars** — (internal)

## Results

Block `operations-co-creation/results` · https://studiobing.com/davidbingham/work/operations-co-creation/#results

The practice's results on one map: more than sixty workshops in eighteen countries, and over a hundred million dollars of SaaS influenced. Each figure carries what I learned: cultural sensitivity and communication, a refined and documented process, and UX earning its place in pre-sales.

- Image: A dotted world map with red dots marking workshop locations across North America, Europe, the Middle East, Asia and Australia

- 18 Countries · Cultural Sensitivities · Communication Skills
- 60+ Workshops · Refined Process · Documented Playbook
- >$100MM SaaS · Business Outcomes · UX in Pre-Sales

## Team credits

- General manager: Yonatan Hagos
- UX design: Nirman Bisla, Lauren Bowers, Jason Campbell, Diana Freeman-Baer, Joanne Mendel, Andrew Milmoe, Andrea Perry, Michael Spear, Shaziya Tambawala
- Product management: Sara Ahmadi, Eric Bauer, Kohi Easwarachandran, Mattias Herrera, Jeremy House, Julian Loren, Chris Lyons, Nithia, Branko Raic, Brian Sparling, Julie Wenzel, Mayte Zavaleta
- Engineering: Dat Nguyen, Nitya Podila, Nihar Vaidya
- Data science: Sambasiva Dasari, Alireza Dibazar, Ram Narasimhan, Sergey Patsko, Alexander Ross
- Sales and accounts: Onur Aruz, David Berridge, Marc Drenning, Jason Irwin, Tetsuya Nakamura, Pierce Power, Michael Robichaud, Dan Smillie
- Country leadership: Vincent Champain, Uygar Doyuran, Ryo Kaneko, Ussal Sahbaz
- Solution architecture: Umut Ceyhan, Lee Jellum, Jose Marques, Mayoran Rajendra, Kei Toda
- Program management: Jakob Hall, Natsumi Hoshi
- Operations: Don Sanborn

- **AI:** 2, Ideas. AI helped with research, sources, brainstorming or structure. I wrote every word. The tiers: https://studiobing.com/davidbingham/writing/#ai