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Imag­ine your orga­ni­za­tion has a prod­uct or ser­vice that’s a con­stant chal­lenge to your team. The cus­tomer inter­face hasn’t been updat­ed in a decade. Its infor­ma­tion archi­tec­ture is more puz­zling than the Sun­day cross­word. Acces­si­bil­i­ty is an after­thought. Cus­tomers can’t reli­ably find what they need. 

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Your office is inundated with questions—often about the same handful of issues—and constantly dropping everything to address them is eating up time you could be spending on other work.

You’ve done your homework about human-centered design, or HCD — the practice of developing products, services, processes, and systems around the needs of customers — and you know that it could be the solution to your organization’s persistent problems. HCD may even be on your executive team’s radar thanks to Executive Order 14058 and its early success in transforming how the federal government serves Americans. But how exactly do you get executive leadership buy-in to implement HCD? Over the past 25 years, Anthro-Tech has helped dozens of government agencies, nonprofit organizations, and private enterprises use HCD to improve their products and services. Based on our experience, here are the four steps we’ve found to be essential when building the case for HCD to executive teams.

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