Based in California’s San Francisco Bay Area, Autodesk is among the world’s most innovative technology companies, with a portfolio of more than 150 software programs “for people who make things,” including its AutoCAD product line. For years, Autodesk used a seat-license business model to sell software for desktop computing. But rapid advances in computing technology created an enormous opportunity for the company – making a transition from seat licenses for desktop computing to a subscription model for software delivered from the cloud and used on desktop, web and mobile platforms. To make the colossal pivot, Autodesk needed something it didn’t have – a common design standard and language across all its product lines and business operations, for thousands of employees worldwide.

In early 2013, an AutoCAD lead researcher attended LUMA’s Fundamentals of Innovation through human-centered design workshop in San Francisco. The AutoCAD team tried the methods she learned, saw significant results, and developed a broader strategy – train key advocates in each product group, highlight successes and build momentum. A turning point came when software architects used LUMA methods to tackle an especially tough problem. “That meeting really demonstrated to very technical people that the methods will help them get to a better outcome sooner,” recalls Amy Bunszel, vice president of digital engineering products. Autodesk expanded the LUMA System to other areas of the company, including sales, marketing, finance and top leadership, and has ambitious plans to educate all 8,500 employees worldwide in the LUMA System.

Autodesk has used the LUMA system to smoothly transition the company’s extensive product offering from perpetual seat licensing to the new cloud-based subscription approach — a transformation that has involved every part of the company. In addition, Autodesk product teams and customer success teams are using LUMA methods to expand client relationships in new ways — co-creating new products, envisioning different solutions, and helping clients use human-centered design to solve problems with their own customers. In 2016, 90 percent of Autodesk’s participatory research projects used LUMA methods collaboratively with customers, up from 50 percent not long ago. Autodesk clients love the new way of working, says Bunszel: “It deepens our relationship. They view us as a trusted partner instead of a vendor.”