A strategy to increase the business impact of a 400-strong design organisation.
Client
FTSE 100 Financial Services giant
Services
Strategy
Background
Over a number of years a large UK financial services giant had grown its in-house design organisation; to place customer-centricity and iterative prototyping at the heart of its digital transformation efforts.
Having grown the design organisation to over 400 people under a leadership team of 25; design teams experienced challenges scaling up their impact and cohering around common goals across business units, locations and disciplines.
Working with the recently appointed Director of Customer Experience Design, we set out the cohere the design leadership team around a new strategy for design.
Approach
We designed and facilitated a regular programme of leadership strategy away days to analyse the culture of the organisation and identify opportunities for increased impact within the traditional financial services company.
By introducing and orienting the leadership team around a design management competencies model, we defined a vision, guiding principles and actions for how design leaders could: better manage the interface with the rest of the organisation, more effectively connect other functions to design, improve the design process, and build a fertile creative environment. The result is a renewed sense of collective leadership and action towards strategic priorities.
Impact
A design team strategy that defined a collective leadership model that helped the design organisation grow and change.
Personal, team and organisational development plans that raised design management competence using a consistent framework.
Our work in action
Category vision
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Change vision and journey
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Innovation capability week
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Design team strategy
FTSE 100 Financial Services giant
New opportunity scoping
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Innovation process
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