NTT Data’s financial sector has announced a new Mission, Vision, and Values (MVV) for 2024. To incorporate a design perspective, FOURDIGIT has supported the formulation process. How was design utilized to clarify the business vision and management strategy central to internal branding? What role did FOURDIGIT play? This cross-talk features leaders from NTT Data and FOURDIGIT discussing the project that extended to renewing the internal web newsletter in line with the MVV.

Aoyagi:

Before this project, you helped us visualize NTT Data’s strategy, didn’t you?

Suenari:

Yes, during the “BCE Strategy.”

Aoyagi:

NTT Data initially focused solely on financial institutions’ systems. However, we aimed to expand into cross-industry initiatives, leading to the “BCE—Beyond/Connect/Expand” strategy. To effectively communicate this strategy to a broader audience, we received visual support from FOURDIGIT in fiscal year 2021.

Suenari:

That’s right.

Aoyagi:

The strategy became very clear thanks to our discussions and visualizations. However, the next challenge was that we lacked communication words to convey the strategy. In other words, it wasn’t effectively communicating the foresight of the strategy both internally and externally. This led to the initiation of this project to reorganize and visualize the Mission, Vision, and Values.

Suenari:

By the way, have you ever had the opportunity to consider your strategy with an external company before?

Aoyagi:

No, we haven’t. Corporate strategy is usually deliberated by internal members familiar with the company culture. However, during our collaboration on the “Yucho Passbook App” project with FOURDIGIT, they mentioned that “visualizing with design can also change the strategy.” I experienced firsthand that design thinking could be applied to reforming management strategies through customer proposals, so I decided to boldly involve an external company this time.

Suenari:

In the financial sector, We have traditional businesses,serving as a stable foundation, and newly restructured digital businesses. They both have employees and customers involved in each. Consequently, the image can differ entirely depending on the involvement. In such a context, understanding and engaging both sides to determine what new value to pursue, what to communicate, and what vision to depict presents a challenge akin to “ambidextrous management,” as Aoyagi frequently mentions. This was the starting point for our initial kickoff.

Aoyagi:

The process involved conducting interviews with a wide range of employees, from executives to young members, from the end of 2022 to early the following year and delivering a prototype in March.

Suenari:

Yes, that’s correct.

Aoyagi:

The initial prototype used traditional wording like “Financial” and “Enabler,” consistent with NTT Data’s typical impression. However, the head of the financial sector, Suzuki, pointed out that it “doesn’t seem different from before” and raised the question of whether the word “financial” was even necessary. As a result, we decided to consider it from the management’s perspective. We held a workshop with all executives and department heads. Following the discussions, with FOURDIGIT’s assistance, we arrived at the phrase “Beyond Finance: Creators of Tomorrow’s Society.”

Suenari:

Initially, we followed the usual process of hearing, research, workshops, prototype creation, interviews, and refinement. However, the participation of various stakeholders, particularly those with strong opinions, led to a rather ad-hoc development where we restarted from the prototype’s feedback. In retrospect, the repeated feedback on the output, the “stimulus,” seemed to embody the most fundamental aspect of the design process.

Suenari:

Through Aoyagi, we received various feedback. How did the situation appear from within the company and to FOURDIGIT?

Aoyagi:

FOURDIGIT has extensive experience in product design. However, they might find it challenging to grasp the concept of designing philosophies and strategies. Conversely, We,members involved in management, frequently consider business and organizational slogans, so Wehave a certain familiarity. Just having a”stimulus” and that allowed us to have active opinions that pivoted significantly from the anticipated image, ultimately elevating us to new heights, which I believe contributed positively.

Suenari:

We went all out when we proposed the prototype, considering everything from movie and document template designs to visual images for release. However, the feedback was, “Isn’t it the same as before?” (laughs)

Aoyagi:

You developed it so thoroughly that it became easier to voice various opinions. Clear opinions are difficult to express when not visualized, and specific discussions do not emerge. Since the prototype reflected on-site opinions from employee interviews, it naturally incorporated words that captured the current business. This time, we emphasized the importance of indicating a slightly forward-looking course as a management intention, leading to the phrase “Beyond Finance: Creators of Tomorrow’s Society” as a seemingly inevitable outcome.

Suenari:

It’s about where to shine the light. Internal communication channels, such as the internal web newsletter, effectively highlight what employees work on. Therefore, the MVV can focus on “what we want to become” and “how we want to be.”

Suenari:

How was the response to the MVV and its associated design within the company?

Aoyagi:

The visual representation of “Beyond Finance: Creators of Tomorrow’s Society” created by FOURDIGIT’s Art Director and the merchandise like hoodies and caps using the logo conveyed to many employees that “something is changing.” The renewal of the web internal newsletter, aligned with the MVV, was also well-received with a similar visual approach.

Suenari:

It turned out trendy. We also proposed a serious-toned design plan that followed the traditional image of the financial business, but the direction we took was better for conveying the image of “let’s change, let’s transform.” It’s also more conducive to merchandise development.

Aoyagi:

The financial business inevitably carries a “serious” public image. It’s about how to alter that perception intentionally.

Suenari:

The web internal newsletter, ‘Financial Express,’ has a somewhat serious tone. We proactively proposed a logo design that doesn’t convey that impression. When creating merchandise, the Art Director reached out, contemplating what would genuinely excite recipients and what attire would make NTT Data executives stand out. This led to the idea of a “hip-hop style financial top executive.” It became visually intriguing when we ventured to the edge of blending finance with hip-hop.

Aoyagi:

Some executives were students during the hip-hop boom and were unexpectedly thrilled (laughs). We observed the reactions at the merchandise announcement event, and there was a unique atmosphere, with some expressing interest in acquiring the items.

Suenari:

Shall we try them on since we’re here?

Suenari:

Although financial businesses inherently need to maintain a level of seriousness, what we share internally can certainly be more something in-trend and popular.

Aoyagi:

Of course, it’s not limited to internal use.

Suenari:

Mr. Aoyagi, you’ve already utilized the “Beyond Finance: Creators of Tomorrow’s Society” design for external purposes, right?

Aoyagi:

We’ve created a PowerPoint template and shared it internally. Repeated use increases exposure, gradually solidifying the image, so we intend to continue using it until it permeates both internally and externally.

Aoyagi:

In terms of challenges, what was your experience? For example, formulating a management strategy involves a left-brain process, logically structuring it while visualizing it right-brain to convey it emotionally. There were both aspects.

Suenari:

Indeed, that was the case. FOURDIGIT’s past projects have predominantly targeted general consumers, focusing on usability and experience even for employee-oriented projects. While understanding the significance of leadership intentions in considering “what we want to become,” projects necessitating left-brain judgment were not that easy.

Aoyagi:

That’s right..

Suenari:

At FOURDIGIT, the top executives are close to employees on a day-to-day basis with no strong top-down directives. Even in projects we’ve undertaken, we’ve rarely approached them from a management perspective.

Aoyagi:

However, design firms like FOURDIGIT resemble consulting firms, sharing a similar business mindset. Meanwhile, we operate in a platform business, resembling a manufacturing industry with an element of machinery. Without fear of misunderstanding, work sometimes becomes componentized.

Suenari:

Do you mean It’s systematized?

Aoyagi:

Yes. Constructing financial systems within predetermined manuals and guidelines isnecessary . That’s the challenging part. If it came down to “following instructions” in the design realm…

Suenari:

It would become “unnecessary” (laughs).

Aoyagi:

That’s the difficulty to be facing.

Suenari:

With the dissemination of the MVV and the creation of web internal newsletter content underway, what are your future plans?

Aoyagi:

This fiscal year, we’ve launched “Project Beyond.” We’re brainstorming new merchandise that reflects the MVV, creating commercials, and exploring ways to bring excitement to the financial sector through workshops. We’ve invited young employees, primarily in their 20s, to participate, and we’d love to have FOURDIGIT join us.

Suenari:

That sounds intriguing.

Aoyagi:

Since we’ve gathered young talents, I want them to have the freedom to explore. It’s also an excellent opportunity for young employees to experience the power of design.

Suenari:

The most significant gain for FOURDIGIT through this experience was deepening our relationship with NTT Data and building trust. Although we’ve collaborated before, we hadn’t seen the internal dynamics, so it offered a different perspective. Understanding the thoughts and aspirations of the management team and employees was also significant for us.

Aoyagi:

My concept is “open innovation,” combining what I lack with others to create new value. In the “Yucho Passbook App” development with FOURDIGIT, if we had prioritized appearance alone, it wouldn’t have turned out the way it did. Also, the cat animation probably wouldn’t have existed. Similarly, while we could have devised the MVV independently, we wanted to incorporate an external perspective. Although there were various internal opinions, working with FOURDIGIT would yield something remarkable due to their understanding of the quality of output.

Suenari:

I believe this experience will resonate across the various collaborative projects we’re involved in. We gained insights into how everyone works and how we can align with them, which significantly enhanced our understanding.

Aoyagi:

You’re all innovators, but as an internal innovator like myself, it’s crucial to skillfully involve everyone internally. Innovation doesn’t arise from doing whatever you please. This project successfully combined the strengths of NTT Data and FOURDIGIT. Next, I’d like to explore initiatives that transform customer experiences and perceptions.

Suenari:

Thank you very much.

Editing and Writing: glassy&co.
Photography: Shuhei Yoshida