We've been building Human-Centred Design capability in large enterprises since 2009. Here are a few examples.
Facilitating the introduction of new leadership practices fit for customer centric organisations of the 21st century.
The challenge—creating a differentiated customer experience—to create opportunities for leaders to understand how customer-centricity restates to them personally so they might lead the way in customer-centered behaviour and decision making.
We helped leaders establish a reflective practice to enable them to understand what it takes to be human-centred in their leadership and decision making. Leaders cannot embrace true customer-centricity without first understanding how it is relevant to their context.
The program we ran for Suncorp was designed to create opportunities for leaders to understand how customer-centricity relates to them personally in their role as a leader. Not to their business or accountability area, but to them as individuals. To be able to fully embrace, entertain or experiment with new mindsets, we must first establish relevance to self.
Through a series of one-on-one facilitated sessions, we helped each leader establish their own reflective practice to reconnect with their own personal journey. The reflection was aimed to think about what they will do differently, in line with assisting the shift to a more customer-centric way of working.
Through comprehensive reading and tailored activities, the program led participants through topics such as listening channels, empathy, habits, experimentation and understanding complexity.
The program challenged the team to question their established practices and assess their personal effectiveness in leading a customer-centric culture. It also created a common lexicon for the team so they could become fluent in the language of customer-centricity and how it relates directly to them as an individual, their role and accountability.
By the end of the program, people became familiar with the different ways of working required to create a culture which is truly in service of the customer. The final outcome for the business is an aligned team of leaders who understand how their behaviour impacted the customers and helped create a differentiated customer experience.
Telstra engaged Huddle to define new ways of working and embed capability in the Telstra team to reduce new service engineering times by 85% to less than 90 days.
The challenge—reduce service development times by 85% and deliver better outcomes for customers.
Based in Melbourne, Telstra's Accelerated Engineering Laboratory is a state-of-the-art facility for prototyping, testing, design and development of new services.
Prior to the Accelerated Engineering Lab's inception in 2009, Telstra engaged Huddle to help solve the problem of how to deliver new services to market in shorter timeframes and with more customer focus.
Huddle's approach was to work in a highly collaborative way with Telstra leaders and visionaries, and to bring a different way of thinking about the problem. Rather than try and improve the existing robust processes, we sought to learn from parallel industries where adaptability, flexibility and speed are the norm. From this we developed and embedded the Accelerated Delivery Method in June 2009.
The outcome was an embedded capability to develop new services within 90 days.
For Telstra and its customers, this means faster time to market for solutions that deliver higher levels of customer satisfaction.
The Challenge—how to quickly conceive and design new services that drive infrastructure re-use while delivering great customer experiences.
Telstra’s Enterprise and Government business spans multiple disciplines, from sales & marketing, through products & engineering to support & operations. The projects are large enterprise-scale and the Huddle team needed to not only thrive in such an environment, but develop a methodology and way of working that would also thrive and produce ongoing outcomes for Telstra.
Over nine months Huddle’s team of five people managed multiple streams of work that covered the methodology development, the two pilot projects, the tool-kit creation and production, plus the project stakeholder management and communication.
The outcome was a human-centred methodology that worked with customers and engineers to design desirable and viable new services—services that delivered better experiences while re-using existing infrastructure. Specifically, the outcomes of this program were:
Understanding where the capability of your team is at can be a great place to start your journey and ensure you get the best value from our programs.
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