The Problem To Be Solved

Exponential business growth targets result in a huge manpower burden on the teams. Meanwhile, inefficiencies are increasingly a drag on portfolio growth and a low-hanging fruit. Board of directors requested to shorten project turnaround time by 50% to beef up bottom line.

Approach

I undertook the following approach to meet the project goals:

1. Research:

   1. Qualitative Studies – stakeholder interviews and insight synthesis

   2. Quantitative Studies – analysis of CAPEX, man-hour and sales opportunity cost)
      

2. Map current state of play:  

   1. Set up as-is service blueprint
      

3. Align views across teams and ideation: 

   1. Through a series of workshops to challenge perceptions, storytell with persona, map future state process and ideate possible next steps
      

4. Launch new process: 

   1. Curate marketing materials 

   2. Phased launches across different properties

Qualitative Studies

I led research interviews with 17 stakeholders across 5 teams. Through probing and asking the right questions, this method uncovered key information and tension points which were later converted into insights and personas (including behavioral archetypes)

Quantitative Studies

I analysed the sales report and reasons for project delay to help quantify opportunity costs, serve as an easy post-roll out measurement of success and inform design research initiatives. These studies also helped ingrain a culture of learning amongst stakeholders and to encourage continual testing and iteration even after the launch.

Workshop : Team Alignment and Service Blueprints

I led the teams in a series of team alignment and mapping of new service blueprints workshops.

Outcome

An extensive strategic map of how to restructure the process and certain teams was created. Management team came to an  understanding that culture was weak and empathy levels were low amongst individuals in relation to understanding the business challenges faced by one another.

This project also opened up new conversations on inter-team synergies and business re-modelling. 

1 month since roll out date, entire process saw a 50% reduction in lead time.

Lessons Learnt

This was my first time leading a design team. I learnt to identify my team member’s strengths and delegate tasks strategically. Over the course of the project, I learnt to listen attentively to the concerns of management, while also steering them towards an understanding of the reality of problems that exist at the execution level, which they may have overlooked.