DESIGN ORG PROCESS IMPROVEMENTS
In this project I created a continuous learning culture at a Fortune 10 Healthcare client by identifying gaps in knowledge with workshops, interviews and surveys (Value Stream Mapping, 1:1 sessions, people-process-tools diagramming). I used coaching principles and tools in curriculum delivery to the embedded designer, content designer, accessibility designer and user researcher and product management roles. I recommended ways to decrease time to value such as measuring success. I collaborated with product management and engineering consultants to advocate for implementing design sensible default practices (also known as ‘best’ practices) on the cross-functional client team and team leadership.
Role
Senior Experience Design Consultant
Platform
Mural
Date
January – July, 2023
This work reinforces the basic premise: user-centered design and development is a central tenet for the entire team, not just design, not just product. Great to see!!
Gordon E. Sands, Product Management Director, CVS HealthDESIGN PROCESS
I started by mapping the current value stream (how work moves through the team from end-to-end).
Through collaborating with cross-functional roles on both the consultancy side and the client side, I was able to document the current process and identify existing pain points and gaps which contribute to loss of customer value or increased time to value (friction) for the team.
I discovered the team’s mission as well as how their work aligns with the greater OKRs and KPIs of the organization. I then recommended an approach to making work more customer-centric by tying user perception with loyalty that can be measured with the same key performance indicators.
- Quantify user perception by measuring ease of use
- Quantify user perception by measuring reliability
- Combine ease of use and reliability measurements to benchmark customer satisfaction
- Ladder up customer satisfaction to likeliness to recommend (loyalty)
- Loyalty then contributes to KPIs such as customer referrals and retention.
I recommended that the product and design organizations add to their documented process for designated steps for analyzing outcomes of design changes as well as uncovering new opportunities through a more robust research strategy. These conversations lead to the leaders within the Health for Life design org to add ‘measuring success’ as an integral part of their design process.