[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"casestudy-vodafone-park-design-thinking-workshop":3},{"id":4,"title":5,"body":6,"client":45,"credits":46,"description":39,"extension":51,"featured":52,"gallery":53,"geo":54,"keyart":56,"lede":58,"mediaType":59,"meta":61,"navigation":62,"path":63,"seo":64,"sort":65,"status":66,"stem":67,"tags":68,"vertical":72,"year":73,"yt_video":74,"__hash__":75},"casestudies\u002Fwork\u002Fvodafone-park-design-thinking-workshop.md","Design Thinking Workshop",{"type":7,"value":8,"toc":38},"minimark",[9,14,18,21,25,28,31,35],[10,11,13],"h2",{"id":12},"the-brief","The brief",[15,16,17],"p",{},"In April 2016, the old Beşiktaş home ground near Dolmabahçe Palace was replaced by a new 41,903-seat venue branded as Vodafone Park. Vodafone Park wasn't just a football venue. It was a multi-purpose property hosting concerts, corporate events, and daily operations for one of the most passionately followed clubs in Turkish sport. Beşiktaş fandom in Istanbul is generational; people don't pick a club, they inherit one.",[15,19,20],{},"Vodafone Park needed a digital-experience strategy. The default framing was: \"design for the fan.\" We argued the brief was bigger than that.",[10,22,24],{"id":23},"the-expansion","The expansion",[15,26,27],{},"I co-led a design thinking workshop out of Fjord Istanbul, working with the client team to map experiences for everyone the property actually touched. Not just the season-ticket holder. The concession-stand worker logging in for a six-hour shift on match day. The maintenance crew servicing forty thousand seats every week. The vendor delivering supplies through a non-public entrance at five in the morning. The casual concertgoer who comes once and never again. The corporate-suite client. The neighborhood resident who lives in the property's daily shadow.",[15,29,30],{},"Each of those people interfaces with the same physical asset and walks away with a completely different relationship to it. A digital strategy that only optimizes for the season-ticket holder leaves the rest of the network unsupported, which means the asset itself runs less smoothly than it could.",[10,32,34],{"id":33},"what-came-out-of-it","What came out of it",[15,36,37],{},"The workshops produced a stakeholder map and a backlog of product opportunities for the digital platform, organized by who the change actually served. The most useful deliverable was the reframe itself: pushing the client's mental model from \"fan experience\" to \"every-person-the-property-touched experience\" gave the work a much more honest scope to ship against.",{"title":39,"searchDepth":40,"depth":40,"links":41},"",2,[42,43,44],{"id":12,"depth":40,"text":13},{"id":23,"depth":40,"text":24},{"id":33,"depth":40,"text":34},"Vodafone Park",[47],{"sort":48,"role":49,"value":50},1,"Agency","Fjord Istanbul","md",false,[],[55],"Middle East",{"src":57,"alt":5},"\u002Fwork\u002Fvodafone-park-design-thinking-workshop\u002Fdesign-thinking-workshop.jpg","A design-thinking workshop for Vodafone Park in Istanbul, run with Fjord, looking at not just fans but everyone Vodafone Park touched: employees, vendors, partners, and beyond.",[60],"Workshop",{},true,"\u002Fwork\u002Fvodafone-park-design-thinking-workshop",{"title":5,"description":39},150,"live","work\u002Fvodafone-park-design-thinking-workshop",[69,70,71],"Service Design","Stakeholder Mapping","Istanbul","Consulting",2016,null,"aefI3DNuZwqPsd5UEihMoACSa1qFuX7wrwfgc2o3VtA"]