After we formed initial cross-functional teams we sent them out to meet with and observe customers trying to solve real-world problems. This example was conducted in the person's home.

In addition to interviews we observed consumers in a structured, brand-neutral environment to see how they performed specific tasks while talking to an interviewer in an open fashion. Unlike user testing this allowed the teams to gain a deeper appreciation for how users solved problems.

In addition to observing consumer's home research we also utilized our secret shopper team to "walk a mile" in the consumer's shoes at retail, identifying challenges and needs they would encounter.

We incorporated customer service data as well as listening into our research. While generally a good product "best practice" at Consumer Reports this was particularly relevant as consumers would call us with questions about products, not just their subscription account.

Teams were cross-functional encompassing design, product, engineering, content and marketing. Team members sat with each other throughout the day, eliminating the delays and diffusion of accountability that comes with distance. We continued embracing our remote-friendly culture through constant-on videoconferencing.

In an organization that tended to fixate on statistics and segments, we used personas derived from both segment data and what we learned in our listening labs to paint a clear picture of the type of person and specific needs we were solving for.

The team used collaborative design approaches that included not only design but also engineering, product, marketing, content and our product testing lab staff to translate user needs to concepts that could be prototyped and tested.

Using rapid prototyping tools we could quickly turn ideas into working prototypes that enabled us to discard elements quickly to bring meaningful software development into play faster. Using a combination of our new team format, rapid prototyping and agile lean/product development, we dramatically reduced time from concept to production launch.

Our teams worked in sprints, and weekly reviews were held in an open fashion where anyone in the organization could attend and ask questions or offer observations / ideas.

We held weekly informal get-togethers on Tuesdays to share what we had learned the prior week, usually focusing on a single team since we limited it to 30 minutes right before lunch. This was designed to address a Consumer Reports cultural tendency to "wait to be told" - instead we made them attractive events by staging in a public area and providing coffee/cookies (particularly effective during NY winter months). In this example our new Autos category leader was sharing what he learned in his first few weeks looking at our business and listening to consumers.

We emphasized constant connection (we were a Google shop and used Hangouts) to remote offices. Almost all sprint review meetings were public and were broadcast electronically (CR has several offices around the US so spanning geography was important).

Our design team created a "learning lab" space where most of these gatherings were held. When not used for gatherings, it contained the latest user interviews / research on iPad kiosks so the rest of the organization could directly empathize with consumers.