DESIGN INJECTION
AT THE HEART OF THE ITALIAN PA
#Public-sector
#Organisation-design
2019
THE Challenge
Establish an internal Customer Experience Management (CXM) Unit to foster a user-centered and collaborative culture, both internally and with external partners.
Projects setup lacks standardisation and does not prescribe users' involvement.
This affects the outcome quality and increases its final costs.
Internal business units tend to work in silos and have little span to cross-collaborate / contaminate. This impacts the innovation quality and blocks internal synergies to grow.
The organisation wants to improve its reputation as technological partner by becoming more agile and providing more structured methodologies.
THE SOLUTION
A co-created design strategy for the successful setup of the new CXM Unit, including its organisational
and operational models.
6+ professional roles were hired and the Unit keeps on growing sustainably.
Project impacts
The CXM unit is on full speed, consisting of 10+ design professionals that work cross-functionally involving external partners when needed.
The organisational design culture and UX maturity levels are constantly increasing thanks to the Unit's quality work and strategic efforts.
While working with external partners, the Unit acts as a strong advocate for a design-led and agile way of working, spreading its design culture beyond the building's walls.
approach & methodology
The project setup resembled one of the possible ways the new client unit could potentially work in the future: it was an experiment in itself. It consisted of a mix of design thinking and agile practices that led to the definition and live test of an organisational and operational model. These models were iterated on during the following collaborations.
01
Past projects assessment
& dimensions definition
Analysing projects contexts, needs, successes, failures, dynamics, outputs and outcomes. Definition of a set of dimensions to guide the co-creation of the new CXM Unit's value proposition.
40+
stakeholders engaged
30+
projects analysed
02
Co-design
of the CXM Unit's value proposition
Leading a co-creation journey that enabled the definition of key jobs-to-be-done that would be game changers for the PA's future projects. Based on these, the value proposition of the CXM Unit clearly emerged.
2
co-design workshops
5
value proposition areas
03
The Unit's organisational & operational models design
Iterative process to define how the CXM Unit would fit into the organisation and collaborate internally and externally. Definition of responsibilities, tasks and job roles.
6
professional roles hired
7
agile practices introduced
04
Models validation & iteration through long-term partnership
Iterative tests of the Unit's value and way of working both internally and externally on specific project cases. Support to facilitate conversations and improvements.
10+
projects carried out
60M
users impacted
MY role
As designer in a team of 2 I took care of the following activities:
-
co-design workshop planning, facilitation and analysis,
-
concept design, with the rest of the team
-
prototyping phase setup with the rest of the team
-
testing activities planning, leading and debriefing
