We were tasked with taking aligning multiple vendor teams, with mixed goals and intentions, to drive a design and delivery machine that aligned people around a common vision. Building with few constraints meant we needed to continually test hypotheses. We needed to find a way of working that perfectly balanced the goals of the business and provided a solution that delivered the best possible outcomes

By testing different models, frameworks and cadences we learnt how to best integrate the design capability across the customer journey. Applying design stage gates in the right places helped to manage progression through the design and build funnel. We learned how to set up, manage and maintain flexible design and delivery systems.

Ensuring that the conversation was always focused on the customer, and what they are trying to achieve, meant that we could maintain and oftentimes restrain scope to deliver not only faster, but smarter. Applying design stage gates in the right places helped to manage progression through the design and build funnel. This gave us unparalleled insight in an agile environment into how to set up, manage and maintain flexible design and delivery systems.

We implemented a culture of lean, agile thinking focussed on delivering maximum customer value while balancing commercial needs.

We introduced terminology around experience and technical debt and drove rapid development of a brand new operating system.

Acting as product managers, we embedded the necessary design stage gates that ensured we were not blocking developers while maintaining the ‘integrity’ of the product and experience.

We helped to upskill the organisation and create a streamlined design-to-delivery funnel that provides control, traceability and flexibility.