AT&T

See https://www.linkedin.com/feed/update/urn:li:activity:7295969022892789761/

"Hi Turi, I gave it a go for the head role ...and I MADE IT!!

The DTO, my team and solution design will be a new unit called Customer Experience and Solution Design 😳...

I'm over the moon and wanted to share the news as you made me grow as a person in our transformation journey."

— Cristina Barreca, Global Head of Customer Experience and Solution Design, Roche Diagnostics

Image source: Facebook

The Need

Roche Diagnostics, an established industry leader, has historically won on a reputation for quality. However, direct and adjacent competitors have begun to compete on user experience as business, demographics and buyer expectations have shifted.

When a new leader joined the 40-person UX team she needed a partner to help her assess the UX maturity of the team and the organization, and prioritize and implement a plan to increase the overall UX maturity.

“Our competitors are winning our customers through UX. I've been asked to turn that around.”

— Initial briefing call

Process

The first phase focused on a rapid assessment of UX maturity for both the team and the organization .
- Evaluate team and organizational UX maturity and target maturity level
- Explore business value of design for the organization and industry
- Propose prioritized actions
- Create business value of design narrative
- Develop DIA UX team strategy
- Definition of service offerings, team capabilities, operational needs and opportunities
- Build champions and momentum within the DIA UX team
- Support hiring and level calibration
Throughout the partnership we focused on supporting the lead executive in rapidly understanding the team and the space, as well as shaping her action plan within Roche itself.
- Provide growth feedback
- Partnership in evaluating organizational direction
- Engagement of team leaders

Insights and Actions

We found an established, tactical team with a strong usability focus, and limited team coherence after several recent reorganizations.

At the organizational level, we found awareness of design’s value in the abstract, but the inability to balance the value of design against other business factors.

At the operational level, we identified a fundamental mis-match between the billability model of the team and the needs for

We developed an immediate action plan for the team, and created a ‘Business Value of Design’ narrative to build executive awareness across the business.

With the strategy set, we dove into partnering with the UX team leaders to implement the vision through reshaping team offerings, supporting hiring, and working with the DIA UX team to create the tools and excitement they’d need moving forward.

The team finding greater clarity about their work through the research process itself

Mapping the process of work with the team

Engaging a team of many different tenure lengths in shaping the change

Key client discussing the direction with her leadership team

Outcomes

Using this work as a base, my client and her team have transformed their team, their role, and their impact on Roche Diagnostics.

Expanded the team
Adjusted their billability model to enable skills transformation
Added new, modern design capabilities
Moved the team into a more strategic part of the business in order to scale their impact
Roche has turned around the original concerning sales numbers