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Leading teams


THE RIGHT WAY TO LEAD DESIGN THINKING

How to help project teams overcome the inevitable inefficiencies, uncertainties,
and emotional flare-ups
by
 * Christian Bason
   and
 * Robert D. Austin

by
 * Christian Bason
   and
 * Robert D. Austin

From the Magazine (March–April 2019) · Long read
Yasu+Junko 
Summary.    The authors studied almost two dozen major design-thinking projects
within large private- and public-sector organizations in five countries and
found that effective leadership is critical to their success. They focused not
on how individual design teams did their...more
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IDEA IN BRIEF

THE CHALLENGE

Design-thinking methods—such as empathizing with users and conducting
experiments knowing many will fail—often seem subjective and personal to
employees accustomed to being told to be rational and objective.

THE FALLOUT

Employees can be shocked and dismayed by findings, feel like they are spinning
their wheels, or find it difficult to shed preconceptions about the product or
service they’ve been providing. Their anxieties may derail the project.

THE REMEDY

Leaders—without being heavy-handed—need to help teams make the space and time
for new ideas to emerge and maintain an overall sense of direction and purpose.

Anne Lind, the head of the national agency in Denmark that evaluates the
insurance claims of injured workers and decides on their compensation, had a
crisis on her hands. Oddly, it emerged from a project that had seemed to be on a
path to success. The project employed design thinking in an effort to improve
the services delivered by her organization. The members of her project team
immersed themselves in the experiences of clients, establishing rapport and
empathizing with them in a bid to see the world through their eyes. The team
interviewed and unobtrusively video-recorded clients as they described their
situations and their experiences with the agency’s case management. The approach
led to a surprising revelation: The agency’s processes were designed largely to
serve its own wants and needs (to be efficient and to make claims assessment
easy for the staff) rather than those of clients, who typically had gone through
a traumatic event and were trying to return to a productive normal life.

The feedback was eye-opening and launched a major transformation, Lind told us.
But it was also upsetting. Poignantly captured in some of the videos was the
fact that many clients felt harmed by the agency’s actions. One person
half-joked that he would need to be fully healthy to endure the stress of
interacting with the agency. (The design team was dismayed to discover that
during the claims process, clients received an average of 23 letters from the
agency and others, such as hospitals and employers.) Lind’s staffers had won
productivity awards for the efficiency of their case-management processes and
thought of themselves as competent professionals. They were shocked to hear such
things from clients.

Lind decided to share the interview videos with employees across the
organization, because their expertise and buy-in would be needed to develop
solutions. They, too, were shocked and dismayed. Lind worried that many of them
were taking it too hard. She wanted them to be motivated, not disabled. It was a
moment that called for leadership. Her organization looked to her to help it
process this troubling information and figure out what to do. What she did next
would determine whether people rose to the challenge of transforming how they
helped clients or sank into demoralized frustration.

Even more than other change-management processes, design thinking requires
active and effective leadership to keep efforts on a path to success. Much has
been written, in HBR and elsewhere, about how organizations can use design
thinking for innovation (see “Design Thinking,” HBR, June 2008, and “Design
Thinking Comes of Age,” HBR, September 2015). Our in-depth study of almost two
dozen major projects within large private- and public-sector organizations in
five countries suggests that effective leadership is critical to success. We
focused not on how individual design-thinking teams did their work but on how
the senior executives who commissioned the work interacted with and enabled it.

Insurance agency staffers were shocked to hear clients’ negative comments.

Typically, leaders sponsored project teams—composed of external consultants or
in-house specialized units—that worked with a subset of employees to generate
solutions that were eventually implemented more widely, often across the entire
organization. In some cases, when change would involve different areas of an
organization and the core team lacked expertise in their processes, the project
expanded to include people in those areas—an approach that also helped secure
their buy-in. In most cases the leaders who commissioned these projects had no
prior experience with design thinking. Although some were involved more directly
than others, all were looking to the approach to help them achieve their
strategic objectives.


WHY STRONG LEADERSHIP IS CRUCIAL

“Design thinking” can mean different things, but it usually describes processes,
methods, and tools for creating human-centered products, services, solutions,
and experiences. It involves establishing a personal connection with the
people—or users—for whom a solution is being developed. Designers seek a deep
understanding of users’ conditions, situations, and needs by endeavoring to see
the world through their eyes and capture the essence of their experiences. The
focus is on achieving connection, even intimacy, with users.

But to employees long accustomed to being told to be rational and objective,
such methods can seem subjective and overly personal. Of course, businesses want
to understand their customers—but design-thinking connections with customers can
feel uncomfortably emotive and sometimes overwhelmingly affecting.

The challenges don’t end there. Another potentially unsettling aspect of
design-thinking methods is their reliance on divergent thinking. They ask
employees to not race to the finish line or converge on an answer as quickly as
possible but to expand the number of options—to go sideways for a while rather
than forward. That can be difficult for people accustomed to valuing a clear
direction, cost savings, efficiency, and so on. It can feel like “spinning
wheels”—which in a way it is.

As if that were not enough, design-thinking approaches call on employees to
repeatedly experience something they have historically tried to avoid: failure.
The iterative prototyping and testing involved in these methods work best when
they produce lots of negative results—outcomes that show what doesn’t work. But
piling up seemingly unsuccessful outcomes is uncomfortable for most people.

Enduring the discomfort of design thinking is worth it, because great new
possibilities for change, improvement, and innovation can result. The truth is
that the same aspects of design-thinking methods that make them difficult for
employees to handle are also the source of their power.

Consequently, employees who are unfamiliar with design thinking (usually the
majority) need the guidance and support of leaders to navigate the unfamiliar
landscape and productively channel their reactions to the approach. Our research
has identified three categories of practice that executives can use to lead
design-thinking projects to success: leveraging empathy, encouraging divergence
and navigating ambiguity, and rehearsing new futures.


LEVERAGING EMPATHY

In the early phases of a design-thinking process, employees working on a project
need to set aside their preconceptions about the product or service they are
offering. Leaders can help them do this by endorsing the process, which uses
information about customers to evoke empathy in employees and get them to
question how their actions affect customers. Our research shows, however, that
leaders must do more than back the process. They also need to support employees
who are dealing with distressing emotions that arise when the effectiveness of
their work is questioned. Unexpected findings can generate defensiveness and
fear, interfering with empathy and undermining motivation.

Lind understood that she had to turn the revelation about clients’ experiences
with her agency from a morale buster into a positive force for change. That
meant getting employees to focus on customers rather than themselves. She
accomplished that by involving people across the organization in interpreting
findings from the early stages of the design-thinking project and then assigning
mid-level managers to orchestrate idea-generation exercises in their units. One
group came up with the notion of making the case-management process easier for
clients to navigate by posting a visualization of it on the agency’s website.
Another group suggested a “Got Questions?” hotline on which clients could easily
obtain help. In effect, Lind motivated people to think in terms of steps that
individually might not solve the whole problem or be a final solution but would
move things in the right direction.

Design-thinking approaches call on employees to repeatedly experience failure.

Consider also a design-thinking project led by Mette Rosendal Darmer, the head
nurse at Denmark’s National Hospital. Interviews conducted by her project team
suggested that patients felt confused, worried, fearful, and sometimes
humiliated while going through the hospital’s heart clinic processes. Darmer
shared the feedback with the nearly 40 doctors, nurses, and administrative
staffers who played major roles in the clinic’s work. Those employees, whose
help Darmer knew she would need to develop ideas for addressing patients’
concerns, were taken aback: They thought of themselves as delivering services
that restored patients to healthy lives. Darmer intended the effect: “What I
wanted was to disturb them,” she told us. But she did not stop at surfacing the
disconnect; she also suggested practical ways of framing the new realizations to
make them a powerful impetus for organizational and process change.

The reframing that ultimately proved most useful called on staff members to ask
themselves, “What if the patient’s time were viewed as more important than the
doctor’s?” This shift in perspective led to the achievable goal of optimizing
the patient’s journey, which guided the eventual process redesign. But Darmer
had to actively legitimize the shift; her staffers were concerned that ceasing
to optimize efficiency would be unwelcome, because it might increase costs. She
assured them that the clinic supported the goal of putting patients first. And
in the end, costs didn’t rise, because improving the patient experience led to a
50% reduction in overnight stays.

The takeaway from both cases: Leaders need to push employees to open up but then
be supportive about how they feel afterward—to help them get on a positive path
and not brood or act defensive when confronted with deficiencies in existing
practices. They need to frame the findings as opportunities for redesign and
improvement rather than as performance problems.

The leaders we studied worked hard to illuminate users’ real needs, even if the
process initially struck employees as pointless or the findings made them
uncomfortable. Poula Sangill, the leader of an organization that delivers
prepared meals to senior citizens in the municipality of Holstebro, Denmark, was
somewhat atypical of the leaders in our study, because she took a direct role in
leading the design-thinking process. When she first proposed an improvement
project, the appointed team of mid-level managers became extremely defensive and
resistant to the notion that change was possible: They complained about how
little time was allocated for food services (10 minutes per delivery) and
insisted that nothing could be done in such a short time. In response, Sangill
ran them through a step-by-step role play of the process to look for
opportunities to improve even within the time constraints. Eventually her team
began to offer ideas.

The leaders we studied also pushed their employees to go beyond their accustomed
reliance on statistics to get close to what users were experiencing and how they
felt about it. Employees were rarely familiar with the ethnographic methods used
in design thinking. Leaders had to de-emphasize traditional consulting studies
and instead arrange circumstances—guided by design-thinking experts—that put
employees into user situations. For example, when the New York City Department
of Housing Preservation and Development was working on new offerings, leaders
arranged for employees to spend weeks in the field interacting with people who
lived in rent-controlled properties in Manhattan. The goal was to help them
understand renters’ daily lives. Through observational studies and interviews
employees could identify and experience firsthand the services that really
mattered to residents and how offerings might be reconceived.

Leaders must help their people resist the urge to converge quickly on a
solution.

Leaders encouraged project teams to gather and later present their data to other
employees in evocative formats, such as audio recordings or videos of people in
their own contexts, rather than in the dry tables and graphs commonly used in
the past. Gathering information in such forms achieves several purposes: It
ensures that employees gain a deep understanding of users’ circumstances. It
provides a way of communicating those circumstances powerfully to others. And,
if well handled by the leader, it delivers an emotional payload to motivate and
generate change. To remember why change is needed, one has only to go back and
listen to the voices in the recordings.


ENCOURAGING DIVERGENCE AND NAVIGATING AMBIGUITY

The exemplary leaders we observed ensured that their design-thinking project
teams made the space and time for diverse new ideas to emerge and also
maintained an overall sense of direction and purpose. It’s up to leaders to help
their people resist the urge to converge quickly on a solution without feeling
they lack direction.

The deputy dean of Stenhus High School, in Holbaek, Denmark, asked a team of
nine teachers to come up with suggestions for transforming a program. After they
set to work, the dean deliberately broke from her usual practice of closely
scrutinizing progress, frequently requesting updates, and pressuring the team to
complete the project quickly. Team members reported being baffled when expected
management interventions failed to occur and they were repeatedly sent back to
come up with more ideas. “You really didn’t try to control us,” they noted after
a sustained period of fruitful ideation. “No, I really didn’t,” the dean told
us. “It was a loss of control, but it was a positive loss of control.”

Peter Gadsdon, the head of customer insight and service design for the London
borough of Lewisham, arranged to video-record frontline workers’ interactions
with citizens in the homelessness services unit. This was not normal
practice—and citizens’ privacy had to be protected. But once it was approved and
arranged by Gadsdon, these videos could be used, in accordance with common
design-thinking practice, to spark ideas. “The staff interviewed many different
people over a period of about three weeks, and just caught lots and lots of
footage,” Gadsdon told us. One clip showed children of non–English-speaking
immigrants translating their parents’ conversation with caseworkers. This was
counter to the preferred practice of using a professional translator to avoid
traumatizing young children by involving them in conversations about complex
adult issues such as potential homelessness. After viewing the clip, Gadsdon
asked frontline employees, “What might we do to address this kind of problem?”
The designers used the films to open up people’s minds, he said, adding, “They
had lots of ideas.”

At Boeing we saw Larry Loftis, then a manufacturing executive at the aerospace
giant, insist that process-improvement teams use an approach called the seven
ways—identifying at least seven options when brainstorming possible solutions.
“The first two or three come very easily,” Loftis said, “but then it becomes
very difficult to come up with those other solutions. You have to unanchor [from
your initial thoughts] and open up your mind.”

The aim of divergent thinking is to get beyond easy answers and find options
that might be truly innovative. Extreme options are rarely chosen, but they can
be stepping-stones to more-practical solutions. “You can get really crazy on
some of them, where you know there’s no way they’re going to happen,” Loftis
told us. “But then some dialogue takes place around what if you take that idea
over to the side a little bit and come up with some new idea that does work.”

“Going sideways” for the purpose of generating more ideas than will ever be used
and getting to ideas so crazy that they’ll never fly makes some people
uncomfortable. To goal-oriented people, divergent thinking can seem to generate
unnecessary ambiguity about where a project is heading. Leaders need to help
those people deal with their insecurities and worries.

That’s not always easy, because managers may be experiencing the same feelings.
“How do you explain to your staff that you are deploying a methodology you don’t
fully understand yourself?” a manager who ran business-support services for the
city of Helsinki asked us. She had commissioned a design-thinking project to
find ways to cut red tape for businesses. The main focus was streamlining the
permitting process for outdoor restaurants and entertainment venues, which at
the time involved as many as 14 city agencies. She answered her own question by
leading by example: She shared her feelings of uncertainty with employees even
as she jumped fearlessly into the process, and she communicated clearly that she
saw the open-endedness of the new approach as a way of stretching for solutions,
not as a lack of direction.


REHEARSING NEW FUTURES

A fundamental element of design thinking is testing possible solutions with end
users, staffers, and other stakeholders in quick-and-dirty ways. Boeing calls
this try storming—it’s like brainstorming, but it goes beyond thinking up ideas
to actually carrying them out in some fashion. It might entail building models
or making videos of imagined future arrangements. Such tangible artifacts
generate conversations that tend to be much more detailed, concrete, and useful
than hypothetical discussions are. Leaders should enable this practice by
providing time and resources and address skepticism about the value of the work
by conveying to employees that “failed” prototypes represent progress. They
should clearly spell out what they’re trying to achieve and for whom they are
trying to achieve it.

Seth Schoenfeld, the founding principal of Olympus Academy, a public high school
in Brooklyn, New York, wanted his organization to rethink how it created
learning outcomes (for example, how it taught new skills to students). His usual
approach was to convene a group of teachers and students to come up with new
ideas on the basis of their own experiences. In this instance he was invited to
try design thinking as part of an initiative by the New York City Department of
Education, which provided advisers and tools, including a video camera.
Schoenfeld proposed that the team make a short video depicting a day in the life
of an imaginary student in a fully digital and student-centric learning
environment. People involved in the project used the video to illustrate new
scenarios: teaching materials available online, lessons tailored to each
student’s abilities and pace of learning, follow-on courses to be instantly
available upon completion of previous ones, and so on. The video, in which a
student on the team played the main role, provoked rich discussions about the
merits of alternative futures for the school. As they talked about the video,
the principal and the teaching staff moved closer to understanding how to enact
broader, visionary objectives, most of which were later realized. Since this was
vastly different from their usual way of working, it helped enormously to have
support and guidance come from the top.

During her project to redesign the municipal “meals on wheels” service in
Holstebro, Poula Sangill asked the design-thinking team to craft a
restaurant-style service, which it tested and iteratively developed with actual
customers. She also asked the team members to playact various scenarios. At
first employees considered the exercise silly. Eventually, though, they found
that customer feedback led to ideas that they would not have come up with
otherwise. Some of these, such as smaller meals to match smaller appetites,
reduced costs, in keeping with an overall objective of the transformation.

Leaders of design-thinking projects must draw back when the team hits its
stride.

Rehearsing the future requires that leaders be specific about what overarching
outcomes need to be achieved. In a project aimed at transforming the customer
experience, the Norwegian insurance giant Gjensidige prototyped a wide variety
of ideas to arrive at three key elements of great customer service: Be friendly
and empathetic; solve the customer’s problem immediately; and always give
customers one piece of advice they didn’t expect. Although these principles may
sound straightforward, they were close to revolutionary for a financial
organization that had traditionally focused on risk management and control. They
entailed a shift from viewing customer claims with some skepticism to
systematically creating positive customer experiences. Leaders had to
communicate to employees that it was OK to make that shift. To be credible, they
had to react carefully if a risk was realized—for example, an employee was duped
by a false claim—and signal clearly that customer service remained preeminent
even when things went wrong. The transformation helped propel Gjensidige to the
top in customer service and loyalty rankings among the nearly 100 companies
operating in its market (Norway, Denmark, Sweden, and the Baltic states).

In testing solutions, the leaders we studied encouraged a focus on creating
value not just for external clients but also for employees (and sometimes other
constituencies). This broadened the potential benefits of change and secured the
buy-in of multiple groups, producing longer-lasting change.

When the industrial giant Grundfos, a world leader in water-pump technology,
began working on a next-generation pump, the design team knew that the control
and user interface had to be highly digital. But what would that mean in
practice? The natural inclination of the team was to research digital
technologies and inquire into customer needs—both essential to the project, of
course. But executives insisted that team members think more broadly about the
constituencies for whom value would be produced—including the technicians, some
of whom might work for other companies, who would be installing the pumps. What
was their work context? What were their needs?


CONCLUSION

Leaders can’t simply commission design-thinking projects and then step back.
They must keep a watchful eye on them and be vigilant in recognizing moments
when they need to engage with the team. They must help team members deal with
the emotions and discomfort that are inevitable in such endeavors. They must
encourage the team to take those all-important exploratory detours while also
helping maintain confidence that the initiative is moving forward. At the same
time, they must not be too heavy-handed: Teams need to make their own
discoveries and realize that they are engaging in a creative process, not just
executing management’s instructions.

Leaders who commission design-thinking projects must be coaches who inspire
their teams to achieve success, hand-holding when necessary but drawing back
when a team hits its stride. This role isn’t easy. Design thinking is
challenging because it involves something more fundamental than just managing
change: It involves discovering what kind of change is needed. The managers we
studied demonstrated that many leaders can do it. But it takes a deep
understanding of the job and an appreciation of the differences between design
thinking and other approaches for bringing about organizational transformation.

A version of this article appeared in the March–April 2019 issue (pp.82–91) of
Harvard Business Review.
Read more on Leading teams or related topics Motivating people, Managing people
and Design thinking
 * Christian Bason (@christianbason) was for eight years head of MindLab, a
   cross-governmental innovation unit in Denmark that involves citizens and
   businesses in developing new solutions for the public sector. Since November
   2014 he has been chief executive of the Danish Design Centre.
 * Robert D. Austin is a professor of information systems and the faculty
   director of the Learning Innovation Initiative at Ivey Business School. He is
   also a coauthor of The Adventures of an IT Leader (Harvard Business Review
   Press, 2016).

 * Tweet
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 * Share
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EXPONENTIAL INTERACTIVE, INC D/B/A VDX.TV

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ROQ.AD INC.

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INDEX EXCHANGE, INC.

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QUANTCAST

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BEESWAXIO CORPORATION

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SOVRN HOLDINGS INC

Cookie duration: 365 (days).

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ADIKTEEV

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RTB HOUSE S.A.

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THE TRADE DESK

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ADMETRICS GMBH

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AMOBEE INC.

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EPSILON

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YAHOO EMEA LIMITED

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ADVENTORI SAS

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TRIPLELIFT, INC.

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XANDR, INC.

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NEORY GMBH

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UNRULY GROUP LLC

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NEURAL.ONE

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ADITION (VIRTUAL MINDS GMBH)

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ACTIVE AGENT (VIRTUAL MINDS GMBH)

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TABOOLA EUROPE LIMITED

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SMART ADSERVER

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ADFORM A/S

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MAGNITE, INC.

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

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ADARA MEDIA UNLIMITED

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SIFT MEDIA, INC

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RAKUTEN MARKETING LLC

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AVOCET SYSTEMS LIMITED

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LIFESTREET CORPORATION

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SIZMEK BY AMAZON

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OPENX

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YIELDLAB (VIRTUAL MINDS GMBH)

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ROKU ADVERTISING SERVICES

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NANO INTERACTIVE GROUP LTD.

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SIMPLIFI HOLDINGS INC

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PUBMATIC, INC

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COMSCORE B.V.

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FLASHTALKING, INC.

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MEDIAMATH, INC.

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PULSEPOINT, INC.

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SMAATO, INC.

Cookie duration: 21 (days). Cookie duration resets each session. Uses other
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SEMASIO GMBH

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CRIMTAN HOLDINGS LIMITED

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BETGENIUS LTD

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CRITEO SA

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

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ADLOOX SA

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BLIS GLOBAL LIMITED

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LOTAME SOLUTIONS, INC

Cookie duration: 274 (days). Cookie duration resets each session. Uses other
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LIVERAMP

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GROUPM UK LIMITED

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LOOPME LIMITED

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DYNATA LLC

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

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ASK LOCALA

Cookie duration: 1 (days).

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NEAR INTELLIGENCE

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DOUBLEVERIFY INC.

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BIDSWITCH GMBH

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

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IPONWEB GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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NEXTROLL, INC.

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

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TEADS FRANCE SAS

Cookie duration: 365 (days).

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STRÖER SSP GMBH (SSP)

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

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STRÖER SSP GMBH (DSP)

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

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PLATFORM161 B.V.

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
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ADACADO TECHNOLOGIES INC. (DBA ADACADO)

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

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BASIS GLOBAL TECHNOLOGIES, INC.

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

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SMADEX, S.L.U.

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

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BOMBORA INC.

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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SPOTX, INC

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

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EASYMEDIA GMBH

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

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REMERGE GMBH

Doesn't use cookies.

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ADVANCED STORE GMBH

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

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MAGNITE CTV, INC.

Cookie duration: 366 (days).

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DELTA PROJECTS AB

Cookie duration: 365 (days).

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USEMAX ADVERTISEMENT (EMEGO GMBH)

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

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EMETRIQ GMBH

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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PUBLICIS MEDIA GMBH

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

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MCCANN DISCIPLINE LTD

Cookie duration: 25 (days).

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ONETAG LIMITED

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

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CLOUD TECHNOLOGIES S.A.

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

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SMARTOLOGY LIMITED

Doesn't use cookies.

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IMPROVE DIGITAL

Cookie duration: 90 (days).

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ADOBE ADVERTISING CLOUD

Cookie duration: 365 (days).

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BANNERFLOW AB

Cookie duration: 366 (days).

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TABMO SAS

Doesn't use cookies.

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INTEGRAL AD SCIENCE, INC.

Doesn't use cookies.

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WIZALY

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

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WEBORAMA

Cookie duration: 393 (days).

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JIVOX CORPORATION

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

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MOBILE PROFESSIONALS BV / SAGE&ARCHER BV

Doesn't use cookies.

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ON DEVICE RESEARCH LIMITED

Cookie duration: 30 (days).

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ROCKABOX MEDIA LTD T/A SCOOTA

Cookie duration: 365 (days).

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EXACTAG GMBH

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

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CELTRA, INC.

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

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MAINADV SRL

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

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GEMIUS SA

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

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THE KANTAR GROUP LIMITED

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

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IMPACT TECH INC.

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

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NIELSEN MEDIA RESEARCH LTD.

Cookie duration: 120 (days). Cookie duration resets each session. Uses other
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ORACLE ADVERTISING

Cookie duration: 180 (days).

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1000MERCIS (NUMBERLY)

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

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AUDIENCEPROJECT APS

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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DEMANDBASE, INC.

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

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EFFILIATION / EFFINITY

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

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ARRIVALIST CO.

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

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SEENTHIS AB

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COMMANDERS ACT

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TRAVEL AUDIENCE GMBH

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

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HUMAN

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ADLUDIO LTD.

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NEODATA GROUP SRL

Cookie duration: 366 (days). Cookie duration resets each session. Uses other
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INNOVID LLC

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

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PAPIRFLY AS

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NEUSTAR, INC., A TRANSUNION COMPANY

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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SALESFORCE.COM, INC.

Cookie duration: 180 (days). Cookie duration resets each session. Uses other
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VERVE GROUP EUROPE GMBH

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KOCHAVA INC.

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OTTO (GMBH & CO KG)

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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ADOBE AUDIENCE MANAGER, ADOBE EXPERIENCE PLATFORM

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

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LOCALSENSOR B.V.

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ONLINE SOLUTION

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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RELAY42 NETHERLANDS B.V.

Cookie duration: 730 (days).

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GP ONE GMBH

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LIFTOFF MOBILE, INC.

Doesn't use cookies.

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THE MEDIAGRID INC.

Cookie duration: 365 (days). Cookie duration resets each session. Uses other
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MINDTAKE RESEARCH GMBH

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CINT AB

Cookie duration: 730 (days).

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GOOGLE ADVERTISING PRODUCTS

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

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GFK SE

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REVJET

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PROTECTED MEDIA LTD

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CLINCH LABS LTD

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

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ORACLE DATA CLOUD - MOAT

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HEARTS AND SCIENCE MÜNCHEN GMBH

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

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AMAZON ADVERTISING

Cookie duration: 396 (days). Cookie duration resets each session. Uses other
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MOLOCO, INC.

Cookie duration: 730 (days). Cookie duration resets each session. Uses other
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ADTRIBA GMBH

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OBJECTIVE PARTNERS BV

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ENSIGHTEN

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EBAY INC

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HURRA COMMUNICATIONS GMBH

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General vendors

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GSKINNER

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AKAMAI

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FACEBOOK

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AUNICA

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BOOKING.COM

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C3 METRICS

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IBM

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EVIDON

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CUBED

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INTELLIAD

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ANALIGHTS

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DSTILLERY

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DMA INSTITUTE

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ZMS

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DENTSU AEGIS NETWORK

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IGNITION ONE

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OMNICOM MEDIA GROUP

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DIGISEG

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RESONATE

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SOJERN

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HAENSEL AMS

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BDSK HANDELS GMBH & CO. KG

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VIDEOLOGY

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TRADEDOUBLER AB

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TRUSTARC

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TRUEFFECT

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MARKETING SCIENCE CONSULTING GROUP, INC.

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DENTSU

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ESSENS

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TRAVEL DATA COLLECTIVE

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ADVOLUTION.CONTROL

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WIDESPACE

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ADLEDGE

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VIMEO

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ADMAXIM

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BATCH MEDIA

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VODAFONE GMBH

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SCENESTEALER

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NETQUEST

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MANAGE.COM

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CLOUDFLARE

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PIXALATE

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HAVAS MEDIA FRANCE - DBI

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NETFLIX

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MACROMILL GROUP

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EBUILDERS

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APPLOVIN CORP.

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FRACTIONAL MEDIA

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RACKSPACE

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MSI-ACI

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NAVEGG

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ADMEDO

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MOBITRANS

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ADEX

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SPOTAD

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AARKI

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SFR

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CABLATO

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WAYSTACK

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