As part of our capstone project at OCAD University’s M.Des. SFI program, we were tasked by the TTC’s Diversity Department to address the need for restructuring and developing a new strategy to enhance the department’s efficiency and effectiveness.
Our approach involved thorough research and analysis to define the core challenges and ideation to design targeted solutions. Our objective was to empower this two-year-old department to thrive and collaborate effectively within the framework of a century-old organization.
The Diversity Department is a two-year old department within the TTC, comprising of proficient consultants and instructors specialized in diversity, training, and anti-racism policies. Its primary objective is to promote awareness and prevent discrimination. Central to the TTC organization, the Diversity Department assumes a crucial role in driving and leading cultural transformation, striving to foster a sense of belonging where each individual is valued, respected, and included.
This project utilized the Double Diamond design process, guiding our approach through four key phases: Discovery, Define, Develop, and Deliver. Each phase informed the selection of steps and tools to address the challenge effectively.
Our team reviewed various published documents relevant to the IDEA initiatives within the TTC, aligning with Diversity team's objectives and identifying key concerns, benchmarked IDEA initiatives of leading organizations worldwide to gain insights into best practices and utilized STEEPV foresight tool to identify potential impacts on the Diversity department.
The major findings and key insights are conclusions drawn from our analysis of the current Diversity Department structure, data patterns, and pains identified during the synthesis and analysis process. We employ various tools, including Causal Layer Analysis, Jobs to Be Done, and Empathy Map, to analyze and identify major challenges, departmental needs, and key opportunities. Based on our findings and analysis, we have refined our initial challenge/problem statement, forming the foundation for our solution ideation.
After framing the challenge, the solution development phase was initiated with ideation, a significant part of the creative process where we tried to seek new ideas, solutions, or concepts. The aim was to involve the users (the Diversity Department) in freely exploring these ideas. Based on our understanding of the challenge, we developed "How might we" questions for the team member to answer individually and discuss each ideas.
These ideas are the fundamental building blocks for the solution development process and lay the foundation for crafting the final strategy. They represent the essential elements that must be incorporated to ensure the effectiveness and success of the proposed approach. By identifying these “must-haves,” we establish clear guidelines and priorities that will shape the development of the strategy, ensuring that it addresses key challenges, leverages opportunities, and aligns with the organization’s goals.
Through a collaborative ideation workshop, the TTC Diversity and OCAD design teams synergistically generated ideas and solutions to address a departmental challenge. These ideas were thoroughly analyzed and served as inputs to construct innovative concepts. Tools such as the Business Model Canvas were utilized to explore diverse approaches and possibilities. Subsequently, the TTC team engaged in interactive and collaborative discussions to refine and ultimately finalize the proposed solutions.
The major themes and ideas that emerged from this workshop are the fundamental building blocks for the solution development process. They represent the essential elements that must be incorporated to ensure the effectiveness and success of the proposed approach. Through this process, we identified key requirements for the proposed solution, including:
In our exploration of potential solutions, we designed alternative business models with distinct value propositions, drawing from established patterns to reimagine opportunities, expertise, and relationships within the TTC. Each of the three concepts introduces fresh approaches to foster collaboration, boost efficiency, and enhance organizational effectiveness. This exploration aimed to uncover untapped potential and pave new pathways for the department’s growth and success.
Through this process, the Diversity Department can reposition itself as a central hub for intelligence and guidance, empowering other departments to implement IDEA principles and strategies effectively. The department’s role will evolve to include overseeing mentorship programs and fostering a community platform that drives positive organizational impact. These concepts formed the basis of the recommended strategy and were translated into actionable initiatives.
We outlined 11 key initiatives, ensuring they were closely aligned with our project goals. Each initiative was defined with its purpose, significance, and timeline. The full report provided to the client includes detailed descriptions, required capabilities, resources, and anticipated impacts. Below is a brief overview of each initiative.
The final solution was delivered to the clients alongside a comprehensive strategic report, documenting the entire process in detail.
