2. We build capability in customer centricity
Whilst SSE knew that they needed to focus on improving digital journeys - they recognised that the barriers to greater, more sustainable impact were within the organisation itself. After gathering information about their capability in customer centricity practices, we shaped our workstreams to make small interventions across the organisation that would have a big impact on their ability to sustainably meet market needs, and get ahead of the competition.
Our design studio model was adopted as the best template for building out long term capability. We developed the team structure, role descriptions, and employer value proposition that would enable SSE to hire the best talent to deliver their mission.
Our collaborative process relies on robust workshop facilitation, frequent share-outs, and a workflow that enables insights to drive product design that makes an impact. Our teams coached SSE product managers and cross functional team members to carry out this style of working. The result? Faster, more efficient delivery, and better experiences for customers.
Validated product roadmaps
We developed a technique for infusing product roadmaps with features that would solve customer problems. This was possible through a slick user research programme where insights could be gathered from real customers within 48 hours. SSE has continued to inform its roadmaps in this way
Support centre agents were at the front line of customer challenges. We developed software for them to solve queries more easily and support customers in a deeper way. And we knew that others at SSE required the right tools to collaborate well, which is why we hosted Miro, Slack, and Zeplin in order for teams to work together easily and quickly.
Easy and slick sharing information, insights, and assets is core to the process of building robust experiences for customers that are consistent and reliable. To do this we created a design system that enabled scrum teams to share patterns, and a scrum of scrums model that enabled teams to work in tandem whilst focussing on their specific efforts.
3. We develop a model for continuous improvement
Our studio was established to investigate, define and establish a new way of working for SSE which could move the organisation from slow release cycles to a model of continuous improvement.
By combining delivery with coaching and training, we are able to help SSE’s internal teams to deliver change faster and with greater impact for the long term.
Furthermore, by creating tools which SSE can keep using, we are ensuring that the positive changes are far reaching and permanent. This has included:
A bespoke continuous improvement model including a design system, delivery model and governance framework.
A template for product teams to enable them to ship products faster, with reduced risk and improved outcomes.
A customer blueprint which provides an evidence-based ‘north star’ to orient development work.
A roadmap that outlines the steps SSE needs to take to build a great customer experience. This informs backlogs for their product teams and enables them to work together to achieve the ‘north star’ that the blueprint provides.
The set up of a ResearchOps capability which makes mobilising research simple and quick.