Service Design to shift behaviour and culture

Multinational Corp (via EY) - 2021

The context:

A multinational Private Sector company had implemented some changes after an audit revealed some risks to their Marketing Procurement and Payment process. The problem was that the new process hadn’t been adopted consistently across the regions.

The ask was to map the MPP process, and the differences between the regions (with reasons) so that weak points could be identified and addressed, as well as fed back up to the overall process design.

The process:

The client wanted a process map, but because of the nature of this particular business case, I suggested we use some thinking from Service Design and use a Service Blueprint.

There are multiple actors, systems and internal feedback loops in this process, each with their own set of artefacts but also consequences and knock on effects.

This was a short engagement: only 6 weeks. I started by getting an overview of the process itself and why it was important for the company.

The results:

I then spent time interviewing a variety of stakeholders and actors; everyone from Marketers, to Account Managers, to Vendors. Each helped me piece the overall picture together. I mapped the process steps, the actors, artefacts, systems and compiled “pro-tips” for the teams, so that they could use this map as a guide.

I also presented my findings back to a set of global stakeholders, and showed them categorised, prioritised focus areas and validated their suspicions of what was going wrong with the process.

I focused my feedback on process, culture and behaviour changes rather than system investments, but certainly called out the UX issues that could be fixed.

My Contribution

This was a solo project.

I worked on my own over a period of 6 weeks with 30+ stakeholders and employees. The client was thrilled that I identified some of the more “obscure” insights from the various regional teams, and they felt both validated and empowered by the findings.