Digital transformation: Designing internal tools to improve the employee experience
The company was immersed in a process of digital transformation aimed at improving the operational efficiency and the experience of employees and contractors. The company sought to develop digital services with greater flexibility, speed of development and better relations.
The design challenge
The main challenge consisted in understanding the forms of existing work and design digital platforms that adapt to the needs of employees, replacing obsolete tools in an organization of large scale and complexity.
Methodology and process
Qualitative research
Interviews and workshops with different employees to analyze their needs, the tools used and the existing processes.
Iterative design
Application development cross-platform with agile methodologies and using the tools of low-code.
Validation of continuous
Prototyping and testing continued with the employees of the various proposals for platforms to validate that really give solution to their needs in their work contexts.
Scalability
The process began with the development of a platform pilot, later we continue to work with different areas. Finally, we help develop the different digital platforms used in the laboratory for innovation in smart grids, Global Smart Grid Hub.
Outcome and impact
Mapping opportunities
Identification of key areas for improvement in work processes using different research tools user.
Platforms multi-channel
Development of mobile applications for use in the field, you enter information in the databases internal to then be able to analyze the information in the format desktop.
Expansion organizational
Scale working model of the Global Smart Grid Innovation Hub.
Making Data-driven
Platforms interface that allow the exchange of information to improve business decision-making.
The role of design
As a designer, strategic, I acted as translator of complexity, decoding the practical real-life work of the employees in insights actionable.
My role consisted in orchestrating the co-creation, making it easier for different departments articularan their latent needs and co-design solutions to.
The design here was not confined to the interface, but that is structured, new flows of collaboration where before there were silos. This systemic approach allowed the technology was not an element of tax, but an infrastructure enabling emerging understanding of the rituals of existing work and to reinforce them, generating an adoption of organic and laying the groundwork for a cultural transformation sustainable.
