What we offer


Our approach to innovation projects is characterized by a reinterpretation of Design Thinking processes, adding a pre- and post-phase to the creation process

Design thinking is a methodology consisting of group co-creation workshops, with users and employees of the company, aimed at generating innovative ideas for products/services that better meet the needs of users. However, this methodology was originally in the hands of designers who, despite demonstrating a great mastery of creative techniques, had, in my view, serious shortcomings:


  • A lack of strategic vision to identify the challenge correctly.

  • Despite talking about customer-/human-centric design, they usually carry out a very superficial analysis of user needs, given their lack of experience in analyzing the behavior and needs of consumers. An empathy map can be a good way to summarize the characteristics of a user, but I believe that it should by no means be understood as an exploratory technique to detect the needs of a target.

  • They do not conduct an analysis of market trends to align with them and thus gain speed and relevance, but rather are guided by the originality of the proposal.


  • They put the testing of the idea in the hands of its creator, instead of using professional market analysts to reduce the risk of uncertainty.


In this way, we understand design thinking as a combination of analytical and creative thinking, throughout well-defined work phases, which also include important work before and after the creative phase, without thereby losing agility


1. Defining the challenge

2. Understanding your target

3. Trends that inspire


4. Devising

5. Prototipar

6. Shortlist


7. Test

1. Defining the challenge

Correctly defining the challenge to be solved is one of the main difficulties of an innovation process, since the challenge must meet several requirements to be considered as such, which are often overlooked. We define the challenge by always answering these 4 questions:

QUESTION 1: Does the problem have the 3 key elements of a challenge?

1) WHAT: what problem or opportunity are we addressing?
2) FOR WHOM: what customer or user are we solving the problem for?
3) WHY: what benefit do we get from solving the problem?

QUESTION 2: Is it a Project or a Problem?

PROJECT: the need can be met using known tools and routines, or by hiring an expert.
PROBLEM: we cannot meet the need with standard tools, and must apply creative ones.

QUESTION 3: What level is it?

If our challenge is of a very high level, very general, we have to work a little more, we can certainly divide the challenge into parts and find more specific challenges. Working on a very generic challenge leads to very vague solutions.

QUESTION 4: Can the challenge be understood when we explain it?

The final test is to explain the challenge to someone who has not participated in its definition, and see if they understand it.

2. Understanding your target

Those in design thinking have always boasted of its customer-/human-centric nature and the need to empathize with the target. But to do so, they usually limit themselves to completing empathy maps or buyer persona templates which, in our opinion, are totally insufficient when it comes to creating proposals that truly motivate the target. For this reason we go a step further and, prior to the sessions, we carry out an analysis of the target through qualitative market research to detect their needs, motivations, desires and most basic fears.

Because it is not a matter of filling out colorful templates to make a crude portrait, but of knowing in depth what motivates your target.

3. Trends that inspire

Many people believe that creative processes should be 100% unguided. However, I believe that, in the business world, it is necessary for ideas to align with new trends, so as not to create niche products or services. All of our creative workshops, therefore, begin with a presentation to the participants of trends in the sector, or neighboring sectors, which can serve as a framework and inspiration. For this purpose, we sometimes have inspirational talks by industry experts or present a collection of Best Practices, which are the result of previous benchmarking work.

Because we understand that stimuli do not limit creative capacity, but, on the contrary, give it wings and a sky in which to fly, without leaving the universe.

4. Devising

In design thinking we always hear about disruptive ideas. But we don't lose our heads. We know that disruptive innovation, i.e. creating new products/services for new targets, represents only 10% of the innovation generated in the markets. Conversely, 70% of innovation is incremental, i.e. new products for your current target, or new targets for your current product. Keeping this in mind, we believe it is essential to create economically viable options for companies.

After the divergent phase of ideation, in which a multitude of possible options are imagined, it is time to converge; that is, to reduce the number of possible ideas in order to turn the process into something useful and applicable. Here, the main challenge lies in the agility of the process:

5. Prototyping

In line with the 'Lean Startup' methodology, i.e. 'learning by doing', we ask participants to make prototypes (minimum viable products or MVPs) that allow us to get quick feedback and see what went wrong, in order to improve the idea quickly and without economic costs.

Because, as David Kelley, founder of IDEO, said in his famous phrase “Fail faster, succeed sooner”, it is important to learn to fail quickly.

6. Shortlist

Once the prototypes have been presented and optimized through everyone's feedback, participants are asked to rank ideas/prototypes in order to find those ideas that we call 'WOW', that is, original ideas which are also easy to implement.

Because it is vital to find a balance between originality and viability, avoiding technological or budgetary constraints.

7. Test

Finally, we consider it essential to test the ideas that emerge among your target audience. But obviously, not just any old way.

Here, the recommendations of the ‘Lean Startup’ philosophy, so popular in design thinking, that market research should be carried out by the creators of ideas or the founders of startups themselves, seem to us to be totally inadequate. The ‘simple’ techniques that are recommended, such as Rob Fitzpatrick’s ‘The Mom Test’,which gives tips on “how to interview customers and avoid being lied to”; or techniques such as the ‘solution Interview’, to “post-test prototypes in 10 simple steps”; seem to us to be the main reasons why 9 out of 10 startups fail, since, if the creator of the idea is the one in charge of testing it, there is a risk that:

  • they over-sell/over-explain their product, when the reality is that the product will have to fend for itself when it is on the market.
  • they reveal aspects of the product that would be better for the potential user to mention spontaneously.
  • they jump from one topic to another without a clear preliminary structure.
  • they are unfamiliar with the techniques required to get deep into the consumer’s mind and bring emotional motives to the surface.
  • they do not get an honest opinion from the user, since the user knows that they are giving their opinion to the creator of the idea.
  • the potential user feels used, given the frequent lack of appreciation shown by the creator of the idea.
  • they are not able to reach their potential audience, as they only know, and know how to reach, their existing customers.
  • they are not able to correctly interpret and analyze the information received.

Only market research conducted by professionals can reduce uncertainty in decision making, which is especially relevant in VUCA environments (Volatility, Uncertainty, Complexity and Ambiguity) where innovation processes usually take place.

Types of study

Some examples of the type of innovation studies we carry out applying our interpretation of design thinking are:

  • Development of new products/services
  • Exploration of possible new targets
  • Product/service portfolio update
  • Development of new workspaces
  • Creation of digital worlds
  • Optimization of the business model of a product/service
  • Optimization of the process and experience of purchase or use
  • Creation of naming or packaging of a new product or service

Special mention should be made of the new initiative we have designed to help companies meet the growing consumer demand for businesses to lead the transition towards a more sustainable world:

Sustainability Lab ©:this is a new, exclusive product, in which we offer companies the chance to create a laboratory for experimentation and innovation, formed by members of the various departments of the company, in which they will work on a new challenge related to sustainability each month, over the course of a year. Working on 12 different challenges will give rise to a multitude of ideas for improvement in many different areas, which will be gradually implemented in some departments or will be reflected in prototypes of products/services, in order to optimize and validate them.

The main advantage of this tool is the fact that it provides a space for experimentation in which teams’ fear of failure is diluted, while generating a mentality of improvement and greater involvement of the workforce, which begins to view itself as a driver of change.

What our clients say

Victoria is one of the most skilled and natural researchers I have met in the creative industry. She has a deep understanding of creative techniques and a natural talent for managing problem-solving oriented creative groups, even with high-level participants. She has a great organizational spirit, she always has everything under control and with her in command a group always arrives at port motivated and happy.

Livio Gigliuto

Vice president
Istituto Piepoli
Market research and opinion institute

Victoria has been a valued and trusted partner for all of our projects. She is a great professional, who easily understands the needs of each project and provides high quality services. She makes sure projects run smoothly, responsibly managing any challenges we may encounter, delivering the best possible outcome.

Ioanna Mentzou-Barks

Senior manager of production and field work Human Innovation Innovation agency UK