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Design thinking


WHY DESIGN THINKING WORKS

It addresses the biases and behaviors that hamper innovation.
by
 * Jeanne Liedtka

by
 * Jeanne Liedtka

From the Magazine (September–October 2018) · Long read
Marcos Chin 
Summary.    While we know a lot about practices that stimulate new ideas,
innovation teams often struggle to apply them. Why? Because people’s biases and
entrenched behaviors get in the way. In this article a Darden professor explains
how design thinking helps people...more
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IDEA IN BRIEF

THE PROBLEM

While we know a lot about what practices stimulate new ideas and creative
solutions, most innovation teams struggle to realize their benefits.

THE CAUSE

People’s intrinsic biases and behavioral habits inhibit the exercise of the
imagination and protect unspoken assumptions about what will or will not work.

THE SOLUTION

Design thinking provides a structured process that helps innovators break free
of counterproductive tendencies that thwart innovation. Like TQM, it is a social
technology that blends practical tools with insights into human nature.

Occasionally, a new way of organizing work leads to extraordinary improvements.
Total quality management did that in manufacturing in the 1980s by combining a
set of tools—kanban cards, quality circles, and so on—with the insight that
people on the shop floor could do much higher level work than they usually were
asked to. That blend of tools and insight, applied to a work process, can be
thought of as a social technology.

In a recent seven-year study in which I looked in depth at 50 projects from a
range of sectors, including business, health care, and social services, I have
seen that another social technology, design thinking, has the potential to do
for innovation exactly what TQM did for manufacturing: unleash people’s full
creative energies, win their commitment, and radically improve processes. By now
most executives have at least heard about design thinking’s tools—ethnographic
research, an emphasis on reframing problems and experimentation, the use of
diverse teams, and so on—if not tried them. But what people may not understand
is the subtler way that design thinking gets around the human biases (for
example, rootedness in the status quo) or attachments to specific behavioral
norms (“That’s how we do things here”) that time and again block the exercise of
imagination.

In this article I’ll explore a variety of human tendencies that get in the way
of innovation and describe how design thinking’s tools and clear process steps
help teams break free of them. Let’s begin by looking at what organizations need
from innovation—and at why their efforts to obtain it often fall short.


THE CHALLENGES OF INNOVATION

To be successful, an innovation process must deliver three things: superior
solutions, lower risks and costs of change, and employee buy-in. Over the years
businesspeople have developed useful tactics for achieving those outcomes. But
when trying to apply them, organizations frequently encounter new obstacles and
trade-offs.


SUPERIOR SOLUTIONS.

Defining problems in obvious, conventional ways, not surprisingly, often leads
to obvious, conventional solutions. Asking a more interesting question can help
teams discover more-original ideas. The risk is that some teams may get
indefinitely hung up exploring a problem, while action-oriented managers may be
too impatient to take the time to figure out what question they should be
asking.

It’s also widely accepted that solutions are much better when they incorporate
user-driven criteria. Market research can help companies understand those
criteria, but the hurdle here is that it’s hard for customers to know they want
something that doesn’t yet exist.

Finally, bringing diverse voices into the process is also known to improve
solutions. This can be difficult to manage, however, if conversations among
people with opposing views deteriorate into divisive debates.


LOWER RISKS AND COSTS.

Uncertainty is unavoidable in innovation. That’s why innovators often build a
portfolio of options. The trade-off is that too many ideas dilute focus and
resources. To manage this tension, innovators must be willing to let go of bad
ideas—to “call the baby ugly,” as a manager in one of my studies described it.
Unfortunately, people often find it easier to kill the creative (and arguably
riskier) ideas than to kill the incremental ones.


EMPLOYEE BUY-IN.

An innovation won’t succeed unless a company’s employees get behind it. The
surest route to winning their support is to involve them in the process of
generating ideas. The danger is that the involvement of many people with
different perspectives will create chaos and incoherence.

Underlying the trade-offs associated with achieving these outcomes is a more
fundamental tension. In a stable environment, efficiency is achieved by driving
variation out of the organization. But in an unstable world, variation becomes
the organization’s friend, because it opens new paths to success. However, who
can blame leaders who must meet quarterly targets for doubling down on
efficiency, rationality, and centralized control?

To manage all the trade-offs, organizations need a social technology that
addresses these behavioral obstacles as well as the counterproductive biases of
human beings. And as I’ll explain next, design thinking fits that bill.


THE BEAUTY OF STRUCTURE

Experienced designers often complain that design thinking is too structured and
linear. And for them, that’s certainly true. But managers on innovation teams
generally are not designers and also aren’t used to doing face-to-face research
with customers, getting deeply immersed in their perspectives, co-creating with
stakeholders, and designing and executing experiments. Structure and linearity
help managers try and adjust to these new behaviors.

As Kaaren Hanson, formerly the head of design innovation at Intuit and now
Facebook’s design product director, has explained: “Anytime you’re trying to
change people’s behavior, you need to start them off with a lot of structure, so
they don’t have to think. A lot of what we do is habit, and it’s hard to change
those habits, but having very clear guardrails can help us.”

Organized processes keep people on track and curb the tendency to spend too long
exploring a problem or to impatiently skip ahead. They also instill confidence.
Most humans are driven by a fear of mistakes, so they focus more on preventing
errors than on seizing opportunities. They opt for inaction rather than action
when a choice risks failure. But there is no innovation without action—so
psychological safety is essential. The physical props and highly formatted tools
of design thinking deliver that sense of security, helping would-be innovators
move more assuredly through the discovery of customer needs, idea generation,
and idea testing.

In most organizations the application of design thinking involves seven
activities. Each generates a clear output that the next activity converts to
another output until the organization arrives at an implementable innovation.
But at a deeper level, something else is happening—something that executives
generally are not aware of. Though ostensibly geared to understanding and
molding the experiences of customers, each design-thinking activity also
reshapes the experiences of the innovators themselves in profound ways.


CUSTOMER DISCOVERY

Many of the best-known methods of the design-thinking discovery process relate
to identifying the “job to be done.” Adapted from the fields of ethnography and
sociology, these methods concentrate on examining what makes for a meaningful
customer journey rather than on the collection and analysis of data. This
exploration entails three sets of activities:


IMMERSION.

Traditionally, customer research has been an impersonal exercise. An expert, who
may well have preexisting theories about customer preferences, reviews feedback
from focus groups, surveys, and, if available, data on current behavior, and
draws inferences about needs. The better the data, the better the inferences.
The trouble is, this grounds people in the already articulated needs that the
data reflects. They see the data through the lens of their own biases. And they
don’t recognize needs people have not expressed.



SHAPING THE INNOVATOR’S JOURNEY

What makes design thinking a social technology is its ability to counteract the
biases of innovators and change the way they engage in the innovation process.

Problem Design thinking Improved outcome Problem



Innovators are trapped in their own expertise and experience.

Design thinking



Design thinking provides immersion in the user’s experience, shifting an
innovator’s mindset toward…

Improved outcome



…a better understanding of those being designed for.

Problem



Innovators are overwhelmed by the volume and messiness of qualitative data.

Design thinking



Design thinking makes sense of data by organizing it into themes and patterns,
pointing the innovator toward…

Improved outcome



…new insights and possibilities.

Problem



Innovators are divided by differences in team members’ perspectives.

Design thinking



Design thinking builds alignment as insights are translated into design
criteria, moving an innovation team toward…

Improved outcome



…convergence around what really matters to users.

Problem



Innovators are confronted by too many disparate but familiar ideas.

Design thinking



Design thinking encourages the emergence of fresh ideas through a focused
inquiry, shifting team members toward…

Improved outcome



…a limited but diverse set of potential new solutions.

Problem



Innovators are constrained by existing biases about what does or doesn’t work.

Design thinking



Design thinking fosters articulation of the conditions necessary to each idea’s
success and transitions a team toward…

Improved outcome



…clarity on make-or-break assumptions that enables the design of meaningful
experiments.

Problem



Innovators are lacking a shared understanding of new ideas and often unable to
get good feedback from users.

Design thinking



Design thinking offers pre-experiences to users through very rough prototypes
that help innovators get…

Improved outcome



…accurate feedback at low cost and an understanding of potential solutions’ true
value.

Problem



Innovators are afraid of change and ambiguity surrounding the new future.

Design thinking



Design thinking delivers learning in action as experiments engage staff and
users, helping them build…

Improved outcome



…a shared commitment and confidence in the new product or strategy.



Design thinking takes a different approach: Identify hidden needs by having the
innovator live the customer’s experience. Consider what happened at the Kingwood
Trust, a UK charity helping adults with autism and Asperger’s syndrome. One
design team member, Katie Gaudion, got to know Pete, a nonverbal adult with
autism. The first time she observed him at his home, she saw him engaged in
seemingly damaging acts—like picking at a leather sofa and rubbing indents in a
wall. She started by documenting Pete’s behavior and defined the problem as how
to prevent such destructiveness.

But on her second visit to Pete’s home, she asked herself: What if Pete’s
actions were motivated by something other than a destructive impulse? Putting
her personal perspective aside, she mirrored his behavior and discovered how
satisfying his activities actually felt. “Instead of a ruined sofa, I now
perceived Pete’s sofa as an object wrapped in fabric that is fun to pick,” she
explained. “Pressing my ear against the wall and feeling the vibrations of the
music above, I felt a slight tickle in my ear whilst rubbing the smooth and
beautiful indentation…So instead of a damaged wall, I perceived it as a pleasant
and relaxing audio-tactile experience.”

READ MORE ABOUT

4 Organizational Design Issues That Most Leaders Misdiagnose

Katie’s immersion in Pete’s world not only produced a deeper understanding of
his challenges but called into question an unexamined bias about the residents,
who had been perceived as disability sufferers that needed to be kept safe. Her
experience caused her to ask herself another new question: Instead of designing
just for residents’ disabilities and safety, how could the innovation team
design for their strengths and pleasures? That led to the creation of living
spaces, gardens, and new activities aimed at enabling people with autism to live
fuller and more pleasurable lives.


SENSE MAKING.

Immersion in user experiences provides raw material for deeper insights. But
finding patterns and making sense of the mass of qualitative data collected is a
daunting challenge. Time and again, I have seen initial enthusiasm about the
results of ethnographic tools fade as nondesigners become overwhelmed by the
volume of information and the messiness of searching for deeper insights. It is
here that the structure of design thinking really comes into its own.

One of the most effective ways to make sense of the knowledge generated by
immersion is a design-thinking exercise called the Gallery Walk. In it the core
innovation team selects the most important data gathered during the discovery
process and writes it down on large posters. Often these posters showcase
individuals who have been interviewed, complete with their photos and quotations
capturing their perspectives. The posters are hung around a room, and key
stakeholders are invited to tour this gallery and write down on Post-it notes
the bits of data they consider essential to new designs. The stakeholders then
form small teams, and in a carefully orchestrated process, their Post-it
observations are shared, combined, and sorted by theme into clusters that the
group mines for insights. This process overcomes the danger that innovators will
be unduly influenced by their own biases and see only what they want to see,
because it makes the people who were interviewed feel vivid and real to those
browsing the gallery. It creates a common database and facilitates
collaborators’ ability to interact, reach shared insights together, and
challenge one another’s individual takeaways—another critical guard against
biased interpretations.


ALIGNMENT.

The final stage in the discovery process is a series of workshops and seminar
discussions that ask in some form the question, If anything were possible, what
job would the design do well? The focus on possibilities, rather than on the
constraints imposed by the status quo, helps diverse teams have
more-collaborative and creative discussions about the design criteria, or the
set of key features that an ideal innovation should have. Establishing a spirit
of inquiry deepens dissatisfaction with the status quo and makes it easier for
teams to reach consensus throughout the innovation process. And down the road,
when the portfolio of ideas is winnowed, agreement on the design criteria will
give novel ideas a fighting chance against safer incremental ones.

Consider what happened at Monash Health, an integrated hospital and health care
system in Melbourne, Australia. Mental health clinicians there had long been
concerned about the frequency of patient relapses—usually in the form of drug
overdoses and suicide attempts—but consensus on how to address this problem
eluded them. In an effort to get to the bottom of it, clinicians traced the
experiences of specific patients through the treatment process. One patient,
Tom, emerged as emblematic in their study. His experience included three
face-to-face visits with different clinicians, 70 touchpoints, 13 different case
managers, and 18 handoffs during the interval between his initial visit and his
relapse.

The team members held a series of workshops in which they asked clinicians this
question: Did Tom’s current care exemplify why they had entered health care? As
people discussed their motivations for becoming doctors and nurses, they came to
realize that improving Tom’s outcome might depend as much on their sense of duty
to Tom himself as it did on their clinical activity. Everyone bought into this
conclusion, which made designing a new treatment process—centered on the
patient’s needs rather than perceived best practices—proceed smoothly and
successfully. After its implementation, patient-relapse rates fell by 60%.


IDEA GENERATION

Once they understand customers’ needs, innovators move on to identify and winnow
down specific solutions that conform to the criteria they’ve identified.


EMERGENCE.

The first step here is to set up a dialogue about potential solutions, carefully
planning who will participate, what challenge they will be given, and how the
conversation will be structured. After using the design criteria to do some
individual brainstorming, participants gather to share ideas and build on them
creatively—as opposed to simply negotiating compromises when differences arise.

When Children’s Health System of Texas, the sixth-largest pediatric medical
center in the United States, identified the need for a new strategy, the
organization, led by the vice president of population health, Peter Roberts,
applied design thinking to reimagine its business model. During the discovery
process, clinicians set aside their bias that what mattered most was medical
intervention. They came to understand that intervention alone wouldn’t work if
the local population in Dallas didn’t have the time or ability to seek out
medical knowledge and didn’t have strong support networks—something few families
in the area enjoyed. The clinicians also realized that the medical center
couldn’t successfully address problems on its own; the community would need to
be central to any solution. So Children’s Health invited its community partners
to codesign a new wellness ecosystem whose boundaries (and resources) would
stretch far beyond the medical center. Deciding to start small and tackle a
single condition, the team gathered to create a new model for managing asthma.

The session brought together hospital administrators, physicians, nurses, social
workers, parents of patients, and staff from Dallas’s school districts, housing
authority, YMCA, and faith-based organizations. First, the core innovation team
shared learning from the discovery process. Next, each attendee thought
independently about the capabilities that his or her institution might
contribute toward addressing the children’s problems, jotting down ideas on
sticky notes. Then each attendee was invited to join a small group at one of
five tables, where the participants shared individual ideas, grouped them into
common themes, and envisioned what an ideal experience would look like for the
young patients and their families.

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Champions of change usually emerge from these kinds of conversations, which
greatly improves the chances of successful implementation. (All too often, good
ideas die on the vine in the absence of people with a personal commitment to
making them happen.) At Children’s Health, the partners invited into the project
galvanized the community to act and forged and maintained the relationships in
their institutions required to realize the new vision. Housing authority
representatives drove changes in housing codes, charging inspectors with
incorporating children’s health issues (like the presence of mold) into their
assessments. Local pediatricians adopted a set of standard asthma protocols, and
parents of children with asthma took on a significant role as peer counselors
providing intensive education to other families through home visits.


ARTICULATION.

Typically, emergence activities generate a number of competing ideas, more or
less attractive and more or less feasible. In the next step, articulation,
innovators surface and question their implicit assumptions. Managers are often
bad at this, because of many behavioral biases, such as overoptimism,
confirmation bias, and fixation on first solutions. When assumptions aren’t
challenged, discussions around what will or won’t work become deadlocked, with
each person advocating from his or her own understanding of how the world works.

In contrast, design thinking frames the discussion as an inquiry into what would
have to be true about the world for an idea to be feasible. (See “Management Is
Much More Than a Science,” by Roger L. Martin and Tony Golsby-Smith, HBR,
September–October 2017.) An example of this comes from the Ignite Accelerator
program of the U.S. Department of Health and Human Services. At the Whiteriver
Indian reservation hospital in Arizona, a team led by Marliza Rivera, a young
quality control officer, sought to reduce wait times in the hospital’s emergency
room, which were sometimes as long as six hours.

The team’s initial concept, borrowed from Johns Hopkins Hospital in Baltimore,
was to install an electronic kiosk for check-in. As team members began to apply
design thinking, however, they were asked to surface their assumptions about why
the idea would work. It was only then that they realized that their patients,
many of whom were elderly Apache speakers, were unlikely to be comfortable with
computer technology. Approaches that worked in urban Baltimore would not work in
Whiteriver, so this idea could be safely set aside.

At the end of the idea generation process, innovators will have a portfolio of
well-thought-through, though possibly quite different, ideas. The assumptions
underlying them will have been carefully vetted, and the conditions necessary
for their success will be achievable. The ideas will also have the support of
committed teams, who will be prepared to take on the responsibility of bringing
them to market.


THE TESTING EXPERIENCE

Companies often regard prototyping as a process of fine-tuning a product or
service that has already largely been developed. But in design thinking,
prototyping is carried out on far-from-finished products. It’s about users’
iterative experiences with a work in progress. This means that quite radical
changes—including complete redesigns—can occur along the way.


PRE-EXPERIENCE.

Neuroscience research indicates that helping people “pre-experience” something
novel—or to put it another way, imagine it incredibly vividly—results in
more-accurate assessments of the novelty’s value. That’s why design thinking
calls for the creation of basic, low-cost artifacts that will capture the
essential features of the proposed user experience. These are not literal
prototypes—and they are often much rougher than the “minimum viable products”
that lean start-ups test with customers. But what these artifacts lose in
fidelity, they gain in flexibility, because they can easily be altered in
response to what’s learned by exposing users to them. And their incompleteness
invites interaction.

Such artifacts can take many forms. The layout of a new medical office building
at Kaiser Permanente, for example, was tested by hanging bedsheets from the
ceiling to mark future walls. Nurses and physicians were invited to interact
with staffers who were playing the role of patients and to suggest how spaces
could be adjusted to better facilitate treatment. At Monash Health, a program
called Monash Watch—aimed at using telemedicine to keep vulnerable populations
healthy at home and reduce their hospitalization rates—used detailed storyboards
to help hospital administrators and government policy makers envision this new
approach in practice, without building a digital prototype.


LEARNING IN ACTION.

Real-world experiments are an essential way to assess new ideas and identify the
changes needed to make them workable. But such tests offer another, less obvious
kind of value: They help reduce employees’ and customers’ quite normal fear of
change.

Consider an idea proposed by Don Campbell, a professor of medicine, and Keith
Stockman, a manager of operations research at Monash Health. As part of Monash
Watch, they suggested hiring laypeople to be “telecare” guides who would act as
“professional neighbors,” keeping in frequent telephone contact with patients at
high risk of multiple hospital admissions. Campbell and Stockman hypothesized
that lower-wage laypeople who were carefully selected, trained in health
literacy and empathy skills, and backed by a decision support system and
professional coaches they could involve as needed could help keep the at-risk
patients healthy at home.

Their proposal was met with skepticism. Many of their colleagues held a strong
bias against letting anyone besides a health professional perform such a service
for patients with complex issues, but using health professionals in the role
would have been unaffordable. Rather than debating this point, however, the
innovation team members acknowledged the concerns and engaged their colleagues
in the codesign of an experiment testing that assumption. Three hundred patients
later, the results were in: Overwhelmingly positive patient feedback and a
demonstrated reduction in bed use and emergency room visits, corroborated by
independent consultants, quelled the fears of the skeptics.


. . .

As we have seen, the structure of design thinking creates a natural flow from
research to rollout. Immersion in the customer experience produces data, which
is transformed into insights, which help teams agree on design criteria they use
to brainstorm solutions. Assumptions about what’s critical to the success of
those solutions are examined and then tested with rough prototypes that help
teams further develop innovations and prepare them for real-world experiments.

Along the way, design-thinking processes counteract human biases that thwart
creativity while addressing the challenges typically faced in reaching superior
solutions, lowered costs and risks, and employee buy-in. Recognizing
organizations as collections of human beings who are motivated by varying
perspectives and emotions, design thinking emphasizes engagement, dialogue, and
learning. By involving customers and other stakeholders in the definition of the
problem and the development of solutions, design thinking garners a broad
commitment to change. And by supplying a structure to the innovation process,
design thinking helps innovators collaborate and agree on what is essential to
the outcome at every phase. It does this not only by overcoming workplace
politics but by shaping the experiences of the innovators, and of their key
stakeholders and implementers, at every step. That is social technology at work.

A version of this article appeared in the September–October 2018 issue
(pp.72–79) of Harvard Business Review.
Read more on Design thinking or related topics Innovation, Creativity,
Experimentation and Customer experience
 * JL
   Jeanne Liedtka (liedtkaj@darden.virginia.edu) is professor of business
   administration at the University of Virginia’s Darden School of Business.

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Read more on Design thinking or related topics Innovation, Creativity,
Experimentation and Customer experience



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bottom of this page or in our privacy policy where you can withdraw consent.

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Data preferences


MANAGE YOUR DATA

You can choose how your personal data is used. Vendors want your permission to
do the following:

TCF vendors

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STORE AND/OR ACCESS INFORMATION ON A DEVICE

Cookies, device identifiers, or other information can be stored or accessed on
your device for the purposes presented to you. View details
Consent


SELECT BASIC ADS

Ads can be shown to you based on the content you’re viewing, the app you’re
using, your approximate location, or your device type. View details
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CREATE A PERSONALISED ADS PROFILE

A profile can be built about you and your interests to show you personalised ads
that are relevant to you. View details
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SELECT PERSONALISED ADS

Personalised ads can be shown to you based on a profile about you. View details
Consent


CREATE A PERSONALISED CONTENT PROFILE

A profile can be built about you and your interests to show you personalised
content that is relevant to you. View details
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SELECT PERSONALISED CONTENT

Personalised content can be shown to you based on a profile about you. View
details
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MEASURE AD PERFORMANCE

The performance and effectiveness of ads that you see or interact with can be
measured. View details
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MEASURE CONTENT PERFORMANCE

The performance and effectiveness of content that you see or interact with can
be measured. View details
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APPLY MARKET RESEARCH TO GENERATE AUDIENCE INSIGHTS

Market research can be used to learn more about the audiences who visit
sites/apps and view ads. View details
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DEVELOP AND IMPROVE PRODUCTS

Your data can be used to improve existing systems and software, and to develop
new products View details
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ENSURE SECURITY, PREVENT FRAUD, AND DEBUG

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Your data can be used to monitor for and prevent fraudulent activity, and ensure
systems and processes work properly and securely. View details


TECHNICALLY DELIVER ADS OR CONTENT

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Your device can receive and send information that allows you to see and interact
with ads and content. View details


MATCH AND COMBINE OFFLINE DATA SOURCES

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Data from offline data sources can be combined with your online activity in
support of one or more purposes View details


LINK DIFFERENT DEVICES

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Different devices can be determined as belonging to you or your household in
support of one or more of purposes. View details


RECEIVE AND USE AUTOMATICALLY-SENT DEVICE CHARACTERISTICS FOR IDENTIFICATION

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Your device might be distinguished from other devices based on information it
automatically sends, such as IP address or browser type. View details


USE PRECISE GEOLOCATION DATA

Your precise geolocation data can be used in support of one or more purposes.
This means your location can be accurate to within several meters. View details
Consent

You can choose your data preferences. This site or app wants your permission to
do the following:

Site or app


STORE AND/OR ACCESS INFORMATION ON A DEVICE

Cookies, device identifiers, or other information can be stored or accessed on
your device for the purposes presented to you. View details
Consent


SELECT BASIC ADS

Ads can be shown to you based on the content you’re viewing, the app you’re
using, your approximate location, or your device type. View details
Consent


MEASURE CONTENT PERFORMANCE

The performance and effectiveness of content that you see or interact with can
be measured. View details
Consent

Vendor preferences

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CONFIRM OUR VENDORS

Vendors can use your data to provide services. Declining a vendor can stop them
from using the data you shared.

TCF vendors

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EXPONENTIAL INTERACTIVE, INC D/B/A VDX.TV

Cookie duration: 90 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ROQ.AD INC.

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
Consent


INDEX EXCHANGE, INC.

Cookie duration: 395 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


QUANTCAST

Cookie duration: 397 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


BEESWAXIO CORPORATION

Cookie duration: 395 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SOVRN HOLDINGS INC

Cookie duration: 365 (days).

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ADIKTEEV

Doesn't use cookies. Uses other forms of storage.

View details | Privacy policylaunch
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RTB HOUSE S.A.

Cookie duration: 365 (days). Uses other forms of storage.

View details | Privacy policylaunch
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THE TRADE DESK

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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ADMETRICS GMBH

Doesn't use cookies.

View details | Privacy policylaunch
Consent


AMOBEE INC.

Cookie duration: 180 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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EPSILON

Cookie duration: 184 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


YAHOO EMEA LIMITED

Cookie duration: 397 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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ADVENTORI SAS

Cookie duration: 90 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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TRIPLELIFT, INC.

Cookie duration: 90 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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XANDR, INC.

Cookie duration: 90 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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NEORY GMBH

Cookie duration: 90 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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UNRULY GROUP LLC

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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NEURAL.ONE

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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ADITION (VIRTUAL MINDS GMBH)

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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ACTIVE AGENT (VIRTUAL MINDS GMBH)

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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TABOOLA EUROPE LIMITED

Cookie duration: 366 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SMART ADSERVER

Cookie duration: 396 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ADFORM A/S

Cookie duration: 1 (days).

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


MAGNITE, INC.

Cookie duration: 365 (days). Uses other forms of storage.

View details | Privacy policylaunch
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ADARA MEDIA UNLIMITED

Cookie duration: 730 (days).

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SIFT MEDIA, INC

Doesn't use cookies.

View details | Privacy policylaunch
Consent


RAKUTEN MARKETING LLC

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


AVOCET SYSTEMS LIMITED

Cookie duration: 300 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


LIFESTREET CORPORATION

Cookie duration: 730 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SIZMEK BY AMAZON

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


OPENX

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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YIELDLAB (VIRTUAL MINDS GMBH)

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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ROKU ADVERTISING SERVICES

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


NANO INTERACTIVE GROUP LTD.

Cookie duration: 182 (days).

View details | Privacy policylaunch
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SIMPLIFI HOLDINGS INC

Cookie duration: 366 (days). Uses other forms of storage.

View details | Privacy policylaunch
Consent


PUBMATIC, INC

Cookie duration: 90 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


COMSCORE B.V.

Cookie duration: 720 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


FLASHTALKING, INC.

Cookie duration: 730 (days).

View details | Privacy policylaunch
Consent


MEDIAMATH, INC.

Cookie duration: 393 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


PULSEPOINT, INC.

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SMAATO, INC.

Cookie duration: 21 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SEMASIO GMBH

Cookie duration: 366 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
Consent


CRIMTAN HOLDINGS LIMITED

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


BETGENIUS LTD

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


CRITEO SA

Cookie duration: 390 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ADLOOX SA

Doesn't use cookies.

View details | Privacy policylaunch
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BLIS GLOBAL LIMITED

Cookie duration: 400 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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LOTAME SOLUTIONS, INC

Cookie duration: 274 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
Consent


LIVERAMP

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


GROUPM UK LIMITED

Cookie duration: 395 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


LOOPME LIMITED

Cookie duration: 365 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
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DYNATA LLC

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
Consent


ASK LOCALA

Cookie duration: 1 (days).

View details | Privacy policylaunch
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NEAR INTELLIGENCE

Doesn't use cookies. Uses other forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


DOUBLEVERIFY INC.

Doesn't use cookies.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


BIDSWITCH GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


IPONWEB GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


NEXTROLL, INC.

Cookie duration: 183 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


TEADS FRANCE SAS

Cookie duration: 365 (days).

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


STRÖER SSP GMBH (SSP)

Cookie duration: 365 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
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STRÖER SSP GMBH (DSP)

Cookie duration: 90 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


PLATFORM161 B.V.

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ADACADO TECHNOLOGIES INC. (DBA ADACADO)

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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BASIS GLOBAL TECHNOLOGIES, INC.

Cookie duration: 30 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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SMADEX, S.L.U.

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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BOMBORA INC.

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SPOTX, INC

Cookie duration: 366 (days). Uses other forms of storage.

View details | Privacy policylaunch
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EASYMEDIA GMBH

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
Consent


REMERGE GMBH

Doesn't use cookies.

View details | Privacy policylaunch
Consent


ADVANCED STORE GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


MAGNITE CTV, INC.

Cookie duration: 366 (days).

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


DELTA PROJECTS AB

Cookie duration: 365 (days).

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


USEMAX ADVERTISEMENT (EMEGO GMBH)

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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EMETRIQ GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
Consent


PUBLICIS MEDIA GMBH

Cookie duration: 90 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
Consent


MCCANN DISCIPLINE LTD

Cookie duration: 25 (days).

View details | Storage details | Privacy policylaunch
Consent


ONETAG LIMITED

Cookie duration: 730 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


CLOUD TECHNOLOGIES S.A.

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


SMARTOLOGY LIMITED

Doesn't use cookies.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


IMPROVE DIGITAL

Cookie duration: 90 (days).

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ADOBE ADVERTISING CLOUD

Cookie duration: 365 (days).

View details | Privacy policylaunch
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BANNERFLOW AB

Cookie duration: 366 (days).

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


TABMO SAS

Doesn't use cookies.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


INTEGRAL AD SCIENCE, INC.

Doesn't use cookies.

View details | Privacy policylaunch
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WIZALY

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
Consent


WEBORAMA

Cookie duration: 393 (days).

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


JIVOX CORPORATION

Cookie duration: 90 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


MOBILE PROFESSIONALS BV / SAGE&ARCHER BV

Doesn't use cookies.

View details | Privacy policylaunch
Consent


ON DEVICE RESEARCH LIMITED

Cookie duration: 30 (days).

View details | Storage details | Privacy policylaunch
Consent


ROCKABOX MEDIA LTD T/A SCOOTA

Cookie duration: 365 (days).

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


EXACTAG GMBH

Cookie duration: 180 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


CELTRA, INC.

Doesn't use cookies. Uses other forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


MAINADV SRL

Cookie duration: 1 (days). Cookie duration resets each session. Uses other forms
of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


GEMIUS SA

Cookie duration: 395 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


THE KANTAR GROUP LIMITED

Cookie duration: 914 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
Consent


IMPACT TECH INC.

Cookie duration: 720 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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NIELSEN MEDIA RESEARCH LTD.

Cookie duration: 120 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ORACLE ADVERTISING

Cookie duration: 180 (days).

View details | Storage details | Privacy policylaunch
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1000MERCIS (NUMBERLY)

Cookie duration: 180 (days). Cookie duration resets each session.

View details | Privacy policylaunch
Consent


AUDIENCEPROJECT APS

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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DEMANDBASE, INC.

Cookie duration: 730 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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EFFILIATION / EFFINITY

Cookie duration: 2 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
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ARRIVALIST CO.

Cookie duration: 365 (days). Cookie duration resets each session.

View details | Privacy policylaunch
Consent


SEENTHIS AB

Doesn't use cookies.

View details | Privacy policylaunch


COMMANDERS ACT

Cookie duration: 365 (days).

View details | Storage details | Privacy policylaunch
Consent


TRAVEL AUDIENCE GMBH

Cookie duration: 397 (days). Cookie duration resets each session.

View details | Privacy policylaunch
Consent


HUMAN

Doesn't use cookies.

View details | Privacy policylaunch
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ADLUDIO LTD.

Doesn't use cookies.

View details | Privacy policylaunch
Consent


NEODATA GROUP SRL

Cookie duration: 366 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


INNOVID LLC

Cookie duration: 90 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


PAPIRFLY AS

Doesn't use cookies.

View details | Privacy policylaunch
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NEUSTAR, INC., A TRANSUNION COMPANY

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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SALESFORCE.COM, INC.

Cookie duration: 180 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
Consent


VERVE GROUP EUROPE GMBH

Doesn't use cookies.

View details | Privacy policylaunch
Consent


KOCHAVA INC.

Doesn't use cookies.

View details | Privacy policylaunch
Consent


OTTO (GMBH & CO KG)

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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ADOBE AUDIENCE MANAGER, ADOBE EXPERIENCE PLATFORM

Cookie duration: 180 (days). Cookie duration resets each session.

View details | Privacy policylaunch
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LOCALSENSOR B.V.

Doesn't use cookies.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ONLINE SOLUTION

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
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RELAY42 NETHERLANDS B.V.

Cookie duration: 730 (days).

View details | Storage details | Privacy policylaunch
Consent


GP ONE GMBH

Cookie duration: Uses session cookies. Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


LIFTOFF MOBILE, INC.

Doesn't use cookies.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


THE MEDIAGRID INC.

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


MINDTAKE RESEARCH GMBH

Cookie duration: 93 (days). Uses other forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


CINT AB

Cookie duration: 730 (days).

View details | Privacy policylaunch
Consent


GOOGLE ADVERTISING PRODUCTS

Cookie duration: 396 (days). Uses other forms of storage.

View details | Privacy policylaunch
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GFK SE

Cookie duration: 730 (days). Uses other forms of storage.

View details | Privacy policylaunch
Consent


REVJET

Cookie duration: 730 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


PROTECTED MEDIA LTD

Doesn't use cookies.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


CLINCH LABS LTD

Cookie duration: 730 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


ORACLE DATA CLOUD - MOAT

Doesn't use cookies.

View details | Privacy policylaunch


HEARTS AND SCIENCE MÜNCHEN GMBH

Cookie duration: 60 (days). Cookie duration resets each session.

View details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


AMAZON ADVERTISING

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Storage details | Privacy policylaunch
ConsentLegitimate interesthelp_outline


MOLOCO, INC.

Cookie duration: 730 (days). Cookie duration resets each session. Uses other
forms of storage.

View details | Privacy policylaunch
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ADTRIBA GMBH

Cookie duration: 730 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
Consent


OBJECTIVE PARTNERS BV

Cookie duration: 90 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
Consent


ENSIGHTEN

Cookie duration: 1825 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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EBAY INC

Cookie duration: 90 (days).

View details | Storage details | Privacy policylaunch
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HURRA COMMUNICATIONS GMBH

Cookie duration: 366 (days). Cookie duration resets each session.

View details | Storage details | Privacy policylaunch
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General vendors

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GSKINNER

Privacy policylaunch
Consent


AKAMAI

Privacy policylaunch
Consent


FACEBOOK

Privacy policylaunch
Consent


AUNICA

Privacy policylaunch
Consent


BOOKING.COM

Privacy policylaunch
Consent


C3 METRICS

Privacy policylaunch
Consent


IBM

Privacy policylaunch
Consent


EVIDON

Privacy policylaunch
Consent


CUBED

Privacy policylaunch
Consent


INTELLIAD

Privacy policylaunch
Consent


ANALIGHTS

Privacy policylaunch
Consent


DSTILLERY

Privacy policylaunch
Consent


DMA INSTITUTE

Privacy policylaunch
Consent


ZMS

Privacy policylaunch
Consent


DENTSU AEGIS NETWORK

Privacy policylaunch
Consent


IGNITION ONE

Privacy policylaunch
Consent


OMNICOM MEDIA GROUP

Privacy policylaunch
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DIGISEG

Privacy policylaunch
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RESONATE

Privacy policylaunch
Consent


SOJERN

Privacy policylaunch
Consent


HAENSEL AMS

Privacy policylaunch
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BDSK HANDELS GMBH & CO. KG

Privacy policylaunch
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VIDEOLOGY

Privacy policylaunch
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TRADEDOUBLER AB

Privacy policylaunch
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TRUSTARC

Privacy policylaunch
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TRUEFFECT

Privacy policylaunch
Consent


MARKETING SCIENCE CONSULTING GROUP, INC.

Privacy policylaunch
Consent


DENTSU

Privacy policylaunch
Consent


ESSENS

Privacy policylaunch
Consent


TRAVEL DATA COLLECTIVE

Privacy policylaunch
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ADVOLUTION.CONTROL

Privacy policylaunch
Consent


WIDESPACE

Privacy policylaunch
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ADLEDGE

Privacy policylaunch
Consent


VIMEO

Privacy policylaunch
Consent


ADMAXIM

Privacy policylaunch
Consent


BATCH MEDIA

Privacy policylaunch
Consent


VODAFONE GMBH

Privacy policylaunch
Consent


SCENESTEALER

Privacy policylaunch
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