Service Design in & as
Innovation Management, Design at Scale, & Strategy, Business Development
Imagine the exhilarating uncertainty of a startup, but with the established structure of a consultancy. That's the essence of being a design consultant within the world of management consulting. One day you're a service designer, meticulously crafting experiences, the next a visual storyteller, capturing the essence of an organization. This inherent variety, while challenging, ignited a passion for constant learning and fueled a treasure trove of unique experiences I'm eager to share, albeit with the necessary discretion to protect client confidentiality.
A British Energy
Company
How do we make the organisation Innovative?
Imagine the thrill of witnessing innovation ignite within a vast energy company. That was the privilege I had as an innovation coach. Our team, nestled amongst established consultancies, became a vibrant hub where diverse perspectives collided. It wasn't just collaboration with the client, but a symphony of ideas conducted by multiple consultancies, each vying to contribute a unique verse. This competitive energy, surprisingly, became a wellspring of creativity. Every day, I walked into a space buzzing with excitement, where my mission was to unlock the company's innovative potential. Through workshops, toolkits, and dedicated spaces, we ignited a "learn-by-doing" approach, transforming employees into idea generators, one submission at a time. It was an exhilarating journey, a testament to the power of collective ingenuity.
Managing Ideas
Imagine the constant influx of ideas - a torrent of creativity from across the vast energy company. As an innovation coach, I wasn't just igniting the spark; I was the shepherd, guiding these nascent ideas through a rigorous pipeline. It was a delicate dance: sifting through the necessary, the redundant, and the truly groundbreaking. Each interaction with an "ideator" was a chance to unearth hidden brilliance, understand their vision, and nurture their "diamond in the rough." But my role wasn't merely supportive. I had a responsibility to elevate the entire innovation ecosystem, ensuring each submission held the potential to truly transform the company. It was a constant push and pull, a relentless pursuit of groundbreaking ideas.
Research on Innovation
Fueled by a desire to unlock the organization's full innovative potential, I led a research team of three. Our mission: to identify the invisible roadblocks hindering idea generation and polish the submissions into gleaming gems. It was about bridging the gap between our team's perception of innovation and the broader understanding within the company. We delved deeper, uncovering the wellspring of employee passion - the very fuel that propelled new ideas into the pipeline. Through this research, we aimed to empower not just the ideas, but the very people who brought them to life.
Space for Innovation
One of the findings from the above research was that people didn’t have the time to be creative in their own everyday work or spare time for innovation. Which is what one of our goals, we wanted people people to submit more ideas. The more the better. We decided to not only give people the time but also to teach people on how to think differently in their everyday work. I was tasked with yet another responsibility to lead these one hour a week workshops where every week for six months We came up with different techniques, tools and perspectives to inspire people to be creative in their everyday work.
A British Telecom
Company
How do we scale service design in an organisation?
Witnessing the struggles of a young design team within a complex B2B environment at a British Telecom company fueled my desire to support their service design efforts. The current system – a daunting 6-stage labyrinth with non-linear checkpoints – frustrated both internal teams and clients. Alongside this passionate group, I embarked on a journey to untangle the knots. By meticulously mapping existing workflows and co-facilitating sprint workshops, we identified hidden roadblocks and empowered teams to collaboratively design solutions. The result? A streamlined service, a more efficient operation, and a sense of accomplishment shared amongst the team.
Mapping Complexities
The initial hurdle was untangling the complex web of how departments functioned within the vast British Telecom B2B landscape. New joiners were typically assigned 1-2 stages, but the true picture demanded a holistic view. My role was to assist in meticulously mapping these intricate stages, each with at least 10 actors representing a network of supporting teams. Through detailed personas and service blueprints, we gave form to the invisible, transforming chaos into a shared understanding. This collective effort wasn't just about efficiency; it was about empowering the team with a map to navigate the labyrinth, fostering a sense of accomplishment and paving the way for a smoother service journey.
The Sprints
Building on this initial map, the youthful energy of the British Telecom B2B design team crackled with potential. However, the labyrinthine service structure loomed large, a testament to years of entrenched processes. We, the new guard, yearned to streamline the journey for both internal teams and clients, but first, buy-in from senior stakeholders was paramount. Our strategy? Incremental victories. Focusing on a single stage, I championed the power of sprint workshops. From crafting research plans to facilitating dynamic testing sessions, every step aimed to illuminate the path forward. It was a patient yet persistent effort, chipping away at the established system.
Leading Internal Initiatives
Inside the Infosys
At Infosys Consulting, my passion for design and problem-solving blossomed into a fulfilling journey of empowering colleagues and clients. It wasn't just about the work itself; it was a chance to test and develop my leadership skills. From mentoring HR teams on UX to crafting impactful proposals, I spearheaded various activities, fostering a collaborative spirit and building solutions that addressed real needs. Every challenge overcome and success achieved fueled a profound sense of accomplishment, both for myself and the teams I led.
Expanding Design Business
At Infosys Consulting, the future felt exciting. Tasked with crafting an insights engine proposal, I saw a chance to empower not just clients, but our entire team. My design passion ignited. We weren't just creating software; we were building a toolbox. Every design tool, meticulously crafted, every offering, thoughtfully packaged, fueled a sense of anticipation. It wasn't just about the technology; it was about equipping future clients – and our own team – to unlock a world of data-driven possibilities
Leading UX for HR Teams
I felt a pang every time HR teams confided the frustration their colleagues faced – information felt buried in a labyrinth. That's when my senior partner entrusted me to mentor these teams. It wasn't just about a UI makeover; it was about empathy. Together, we delved into user research, uncovering the emotional toll of information overload. Through best practices, we crafted a new system, one that empowered employees to find what they needed, alleviating their stress. It was a victory not just for design, but for the well-being of our colleagues
Refining pitches through storytelling
Business development teams, even partners and principals, entrusted me with their proposals. Seeing their struggles to capture a client's requirements and needs fueled my passion. My storytelling and design became a bridge. With every compelling narrative and impactful visual, I'd witness a shift. One client, after seeing my work, simply said, "That's it. That's exactly what we want." In that moment, the power of a clear story, beautifully told, resonated deeply. It wasn't just about winning deals; it was about forging connections through the power of narrative.
Mentoring
Beyond Knowledge Sharing: Cultivating Success Together
I wasn't just a colleague; I was a guide on their professional journeys. My design knowledge and problem-solving skills became tools to empower others. Through lunchtime sessions or online tutorials, I shared my expertise. We tackled complex problems together, brainstorming as a team. I championed their growth, recommending resources and providing feedback that built confidence. Witnessing their success fueled my own passion for learning and sharing. It wasn't just about imparting knowledge; it was about creating a supportive space where we all thrived.