PUTTING EMPLOYEE SATISFACTION FIRST

Shifting from a technology focus to an experience focus. Learn how a regional energy and public utilities company designed a consumer grade service and support experience to increase employee satisfaction in just three months.

IT Tool Replacement

What started out initially as a conversation to replace the Information Technology Service Management (ITSM) tool at a regional energy and public utilities service provider quickly turned into a conversation about strategically rethinking the entire IT experience with the goal of providing consumer-grade quality service and support capabilities.

“ Connecting with Diana and her team quickly convinced us that we needed to look at this challenge more from the user point of view and strategically - to rethink our experience vs start with finding the best technology fit.”

— IT Leader

The Bold Plan

We started with an initial four week "True North" (strategic and directional) Design Thinking project which consisted of one week of user research, a five day design thinking workshop, and two weeks of finalizing four prototypes coming out of the sprint.

The True North project aligned key leaders within IT. This included:

  • agreeing to leverage the design thinking and design sprint process for developing the ITSM product and experience strategy

  • securing funding for the long-term effort

  • four strategic IT solutions: new employee mobile on-boarding experience, leadership dashboard, a crowdsourced collaborative learning platform, and an integrated mobile services application


“I loved that Diana and her team were able to enable our IT leadership team to think more futuristically and out of the box…the fast value to market focus…(and) how they taught and facilitated our teams to create end user-centric, consumer grade, innovative solutions. ”

— CIO

The three month effort that followed defined a detailed Future State IT Experience that included, personas, journeys, process maps, product backlog, and hi-fidelity wireframes.  These assets were included in the final functional specifications document and could be immediately used for technical development. Prior to this approach only high-level business requirements would have been completed within this time frame.

 

Air Cover => Focus => 3x Acceleration

The executive sponsor and program leader were integral to securing the right cross-functional team participation in each sprint.  They also provided air cover for each participant so that everyone could focus during the sprint. This enabled the organization to define and align on the business requirements together across eight, two day design sprints and move into development six months faster than if they had used the standard process.


“ What has taken most (enterprise) companies over a year to compile, we were able to complete in 3 months with the details to accelerate implementation. ”

— IT Leader

Post-Sprint

The client following the design sprints has since gone out to RFP and is currently in the process of implementation.

150+

User interviews and tests

4

Personas

 

8

ITSM capabilities

17

Prototypes

 
 

INDUSTRY

Energy & Utilities


PROJECT DURATION

Part 1 - True North. 4 Weeks

Part 2 - Product Roadmap Strategy. 3 Months

DESIGN SPRINT DURATION

9 Sprints

5 Day/2 Day

PROJECT TEAM

Engagement Manager

Design Thinking Lead

Business Analyst/Facilitator

Business Analyst/Data and Insights

Solutions Architect

Designer

SERVICES

Process Re-engineering

Data Rationalization

User Research

Personas

Empathy Map

Customer Journey Map

Design Sprint Workshops

Prototype Development

User Testing

Functional Specification Document

Solution Architecture and Design

Hi-Fidelity Mockups

Prioritized Product Backlog

User Stories

Style Guide and Pattern Library

LESSON LEARNED

 Enterprise design sprints can be both fun AND drive innovation at scale.

Enterprise design sprints can be both fun AND drive innovation at scale.