Project X

Problem

Business problem: The current engagement model was not optimised to deliver maximum value for the business and its clients. The ideal engagement lifecycle had not been defined. A lack of proper planning and collaboration created a reactive response to unforeseen risk which continued throughout the engagement. 

User problem: Cross-functional project teams had a limited understanding of the optimal way in which to work collaboratively which resulted in inefficiencies and misinformation. 

The Hypothesis

How might we reimagine a modular engagement model that supports and fosters ideal ways of working for successful outcomes. 

The Approach

I led the research piece, working closely with an additional Researcher / Service Designer. We conducted 26 interviews across the full engagement lifecycle from new business opportunities through to delivery, spanning 4+ projects. We analyzed and synthesized our findings to reveal patterns and insights towards opportunities for exploration, uncovering 7 key insights that fall within 2 key themes.

1. Research

   • User Interviews: Conducted 26 interviews with employees across the entire engagement lifecycle to understand pain points, workflows, and collaboration practices.

   • Synthesis: Analysed and synthesised insights, identifying seven key findings across two main themes:

     1. The current engagement model is not optimised to deliver maximum value for both the consultancy and its clients.

     2. Cross-functional teams have a limited understanding of optimal ways to work collaboratively

   • From these insights, a “How Might We” statement was developed to reimagine the engagement model while supporting and fostering ideal ways of working.

2. Recommendations

   • Based on the research, three recommendation themes were developed, each containing detailed, phased steps for implementation:

     1. Reimagine the end-to-end engagement lifecycle through a modular, future-ready engagement model.

     2. Optimise the current engagement model for quick wins and immediate uplift.

     3. Enhance employee experience and development to support sustainable collaboration and capability growth.

3. Presentation of Findings

   • Developed a comprehensive report and presented recommendations to executives for review and consideration.

The Impact

The research informed key recommendations across the engagement lifecycle, including immediate “quick wins” that could be implemented with minimal disruption to the current model. One notable outcome was the development of a short-term plan that allowed the business to take action quickly while laying the groundwork for longer-term improvements.

Additionally, a recommendation to help the Sales team better promote Experience Design and Change Management capabilities was expanded into an integrated approach combining Change Management, UX, and Business Process. This approach not only demonstrated the value of each discipline but also highlighted the synergies between them, helping to strengthen client engagement and ensure these capabilities were more effectively recognised and leveraged.

Why it Matters

The consultancy had not reviewed their own processes though they specialise in uplifting their clients. The research was paramount in surfacing potential improvements with low effort and high value across the engagement model. There is value in businesses to continually review their own processes to ensure

Reflections & Learnings

Speaking with stakeholders across the engagement lifecycle highlighted the value of service design in uncovering key challenges and breaking down silos. These insights were essential to identifying opportunities for meaningful change in the engagement model.