Waybilling
Project context
Our client was looking to begin digital transformation. We had developed a strong partnership through previous projects which primed the client to see the value of design at an enterprise scale. We were tasked with leading research, mapping processes and systems and informing the new digital architecture that would serve as the company’s new digital backbone.
Service Design
Design Workshops
Challenge
The challenge was clear and simple. A digital transformation was impossible because, frankly, the client didn’t understand the current process of order to cash. Meaning, the client didn’t understand what parts of the business did what, when, in order to render service and get paid.
Approach
Our approach was built around the simple idea of, “you are the experts of your own experience.” So, the only way we could map order to cash, was to get all groups involved in the room and talking.
This project started with a full week (5, 8-hour sessions) of intense, focused design workshops.
After the workshops, our team would assess gaps, conduct user observations, and conduct 1:1 interviews. With this wealth of knowledge our team would split into two work tracks:
Research synthesis and modernization roadmap
Detailed process flows that map the OTC process
The research
My initial role in research was creating the approach for the Rumbles (design workshops), planning workshop activities, building participant lists, writing the facilitators guide, and most importantly, facilitate a group for each of the 5 Rumbles.
My role grew as a co-lead for the synthesis and modernization roadmap. This consisted of leading user observations, organizing information collected by my group and others, deeply understanding the subject matter and beginning to make sense of the information.
My key contribution was driving the research synthesis and working with a team of architect colleagues to ensure their architecture recommendations fit within our vision for future modernization.
Aha! moment
Breakthrough
Each of our five Rumbles consisted of a wide swath of SMEs, knowledge keepers, and stakeholders. Each workshop also had an activity where groups would create a future vision for OTC, with groups refining through round robin, sharing with other groups and playing skeptic/ally.
Impact
The future-state visions from the groups resonated so deeply with the CTO and the project’s sponsor, that two of the visions were adopted for the enterprise transformation, and for IT’s role in the transformation.
"We will efficiently produce a complete representation of the transportation service and the corresponding revenue components to meet the needs of our employees, customers and shareholders.”
- Organizational mission statement
“Identify the path to ensure waybilling enables instead of inhibits organizational modernization.”
- IT mission statement
Another Aha! moment
Breakthrough
Throughout our five Rumbles, 1:1 interviews and observations we continually heard a term called Data-Quilting.
This is a phenomenon when data is so disjointed that employees have to search through multiple systems to stitch together the necessary data to fulfill their task.
Impact
Data-Quilting was a habit that fueled our synthesis and lead to our creation of the conceptual framework for modernization.
The synthesis
With five workshops, 13 process flows, four user observations and over 2400 post-it notes, the work of sense-making began.
We began by organizing materials by type; meaning flow charts when together, workshop process maps together, and concepts cards together. Before we started any affinity mapping we referenced our work from other projects and the meta themes we found there.
We also took into account the business goals and initial impressions from our system architect colleagues.
This allowed us to begin clustering as a way to uncover, and then validate, underlying issues that needed to be called to attention, and more importantly, needed to be addressed as a part of the digital transformation journey.
Research themes and
Vision for modernization
Themes
Vision for modernization
and process flow
With the synthesis and process flows finished, we would share systemic themes that affect the OTC process. Along with our themes, we would deliver a conceptual framework for modernization and detailed process flows.
Band aid culture
Each department looks to the WB for different purposes, leading to siloed fixes that benefit individual departments. Often creating duplicate and/or misleading data without fixing the underlying problem.
This approach allows for fast implementation, but creates barriers between departments making collaborative work harder and more convoluted.
Disparate data and systems
Data quilting forces departments to search for data in disparate systems, requiring a large amount of manual work.
Additionally, no single source of truth creates a disconnect on how to identify customers and utilize critical customer information.
Employee training is accomplished largely through trial and error and the transference of tribal knowledge. This creates uneven workflows and knowledge bases for employees.
Project impact
This project gave the detailed clarity to what it meant to modernize the waybill across the enterprise and, for the first time in decades, created a detailed process flow for the entire OTC process. Additionally, this project advocated for employees that process the waybill and laid out their needs for a new enterprise system.
Our project also included a roadmap for modernization along with a prioritization of actions in the digital re-architecture process that enabled the company’s transformation.
