Internal process and ways of working redesignsimplification sprint - innovate new ways to help colleagues improve process
The challenge
A large enterprise had identified that inefficient internal processes and fragmented communication tools were slowing down the organisation and disengaging employees. The problem was not a shortage of ideas about how to improve - it was that those ideas were scattered across teams, captured inconsistently, and never acted on systematically.
The organisation needed a way to surface, prioritise and implement process improvements at scale - and to do it in a way that brought colleagues with it rather than imposing change on them.
What we did
We ran a 12-week sprint. We mapped the organisation, interviewed 20 stakeholders across ten days, and identified 18 distinct personas whose experience of the problem varied significantly. From that research base we ran two co-design workshops with 16 participants each - generating 142 ideas, clustering them, and working with the group to identify the two concepts most worth building.
Both concepts were co-designed with the people who would use them, which meant buy-in was built into the process rather than bolted on at the end. This is what service design looks like when it's applied inside the organisation.
outcome
Two solutions - an Ideas Hub portal and a Simplified Understanding wiki - were validated by the research, scoped with the internal technical team, and implemented enterprise-wide using existing technology.
Submission rates from colleagues exceeded all previous team-level solutions.