We make products,
services and experiences
for the digital age

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From strategic vision
to market reality

We use design thinking, data science and applied technology to find unique opportunities to grow your business – and then we make those opportunities real.

As part of the GlobalLogic group we have the support of 16,000 technologists, engineers and designers that can then scale and maintain your vision.

Make product and service strategy real

Get closer to your customers

Find opportunities
for growth

The Economist

Our Product Accelerator service helped The Economist launch new app features, build a product backlog, plus the means to scale the process beyond their Espresso app.

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Stellar

Our Service & Product Innovation service helped Stellar define a new design language, launch a new app, and realize a market-differentiating system.

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Hitachi

Our Future Business Vision service was used in partnership with Hitachi to explore narratives centered around the role of trust, brought to life through speculative futures set in 2030.

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EVRY

Our Digital Transformation service enabled Method & EVRY to co-found the Strategic Design Lab, developing strategy and innovation capabilities within EVRY, bolstering their initial public offering.

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McDonald's

Our Service & Product Innovation service helped the world’s largest restaurant chain transform and unify their omnichannel customer experience.

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Our client partners rely on us to deliver true value in times of change

News and updates

Designing for Value in Private Equity

September 23

We are often brought in by PEs to design platforms to help their portfolio companies optimize operations or accelerate product innovation — but there is a need for the PE industry to digitally transform itself as well. Where do we start?

Quantifying Belief: How to Make Better Decisions

August 25

Putting your faith in statistics and modeling alone can be quite risky, as data-driven analytics and insights are very prone to “crimes” of malpractice and misuse. But an over-reliance on intuition can lead to suboptimal decision making. So how might we balance intuition and data to make better group decisions?