Optimize post-acquisition customer experience and internal operations through Lean, Agile, and Design Thinking
project context
An industrial manufacturing digital company sought to enhance its customer experience following the acquisition of multiple digital companies as part of its digital transformation. This involved developing a strategy for customer feedback and integrating innovation processes into the business while bringing alignment and synergies across the organization.
Client challenge
How can we enhance customer experience by streamlining the new product co-development process?
Project Scope
Type of Engagement
Operational Internal Research
Time-frame
6 Months
50 hrs
Data Collection
150 hrs
Analysis, Recommendations & Story building
-
Virtual Expert Interviews
Process Mapping Activities
Visualization & Diagramming
Workshops -
Khoj Lab Team
Senior Design Strategist
Senior User Experience ResearcherClient Team
Head of Operations
Head of Strategy
Chief Growth Officer
Head of Agile Transformation -
Design Methods Used:
Co-creation Sessions
Customer journey mapping
Service Blueprint
Persona/Profile Development
Process MappingResearch Methods:
Leadership InterviewsCommunication Methods Used:
Diagrams & Visualizations
Virtual Presentation
client testimonial
“The Customer Co-development process was successfully launched and adopted by the entire company’s Digital Division as part of the agile integration.”
KHOJLAB APPROACH
A design-led approach to align the innovation process to business growth aspirations.
We interviewed ~50 stakeholders from nearly every department within the organization to understand their processes, roles, motivations, and expectations, ultimately creating 26 personas. We used the information from these interviews to develop a service blueprint that visualized all the organization's functions and highlighted redundancies in different methodologies and technologies used by other teams, creating misalignment in the product development process. We could map the various stages of the product development process and visualize the current state of the Total Customer Experience. The biggest thing was to build a common taxonomy and process across the organization.
IMPACT/OUTCOME
A successful implementation of a co-created “innovation process” aligned the entire division.
The service blueprint provided a holistic view of the organization's roles, functions, and information flows. This visualization facilitated a critical mindset shift for the leadership. It helped them identify capability gaps and integrate core business processes through a combination of Lean Startup, Agile, and User-centric approaches which led to an organizational shift in strategy. This research also helped the organization establish connections between business strategy and innovation by introducing a framework to categorize new initiatives, conducting market research for innovation projects, and introducing best practices for research at the fuzzy front end.
