Science Applications Incorporated (SAIC) engagement where a large IT Services contract was underway at the State of Virginia. This contract facilitated IT resources to the rest of the Virginia state agencies.
Timeframe: 2018
The goal was to evaluate VITA's current service delivery model and identify areas that require innovation. This was done by:
Workshop participants were divided into small groups and assigned to analyze one of six service delivery areas. They used standard templates to document their perceptions of hassles, delights, opportunities, and roadblocks for each area, and voted on the most critical notes. They also drew an experience curve to show emotional responses across the current state service experience.
After analyzing all six areas, participants were asked to vote on the service area with the most urgent need for innovation and thus the area to be focused on during the subsequent four Service Innovation Journey workshops
After analyzing six delivery areas participants voted (dots in upper right) on Fixing Outages as the area that most urgently needed innovation.
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To identify stakeholders of the Fixing Outages & Problems service delivery area to be able to:
The exercise aimed to analyze four types of outages to comprehend the stakeholder ecosystem affected by them. The stakeholders were categorized as core, direct, and indirect using concentric circles. Participants used blue post-it notes to represent stakeholders, orange for relationships, red for challenges, and green for opportunities.
The study captured thoughts and feelings of five stakeholder groups during an outage. Participants were asked questions about their primary goals, motivators, tasks, inhibitors, and feelings in relation to their work during the outage.
Understanding the end user, in this case, agencies, is crucial when implementing customer-centered innovation with multiple stakeholders. The need for Service Desk agents to quickly understand nuances in each agency was identified in Workshop 1, and the Agency Persona exercise provided deeper insight into the agency worker's environment to frame future solutions.
Captured a broad range of emotions for state workers, hundreds of quotes and observations and created 23 different agency personas
Empathy maps helped to drive understanding around goals, drivers, actions, feelings and inhibitors that agency workers had when getting service
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The Journey Mapping workshop used research insights to co-design innovative solutions, moving from problem-finding to solution-finding. The workshop encouraged generating many ideas and ended with voting on top ideas and converging on primary innovation areas.
Participants were divided into groups and assigned one of four innovation areas. They generated as many ideas as possible during an ideation sprint, solving for their respective "how might we" questions. No constraints were imposed on the ideation process, and ideas were captured on "half sheet" innovation cards.
Participants in a workshop created many ideas, and the top five were an interactive customer dashboard, a remediation plan, technical empowerment, proactive communication, monitoring, and resolution, and an outage tracker.
Before team made these conclcusions sysnthesis
Participants in a workshop created many ideas, and the top five were an interactive customer dashboard, a remediation plan, technical empowerment, proactive communication, monitoring, and resolution, and an outage tracker.
Workshop session board
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The Innovation Roadmap session was designed to showcase the Future State Experience Map as well as the roadmap to implementation of the new solution concepts.
The final session of the workshop showcased the Future State Experience Map and Innovation Roadmap to a wider audience. Participants were invited to ask questions and learn more about the solution concepts presented.
Participants were given the opportunity to experience a future state concept generated from workshop ideas by applying it to a sample scenario - a critical business service outage at the DMV. The full set of solution concepts and features were presented through this storyboard example, which could be scaled up for an enterprise service outage or scaled down for single user or workgroup incidents/outages.
Organizational innovation - new team makeups
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This process of orchestrating a complex multi-organization innovation journey is challenging as much as it is needed. Using the end-users voice as the the north star for direction for system design was pivotal - many differing opinions could easily derail innovation development. Keeping the users problem or opportunity ensure the organization will deliver value. An essential roadmap of enhancements was the ultimate output that gave the delivery organization confidence that development would be directly value added.
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