Metrics & Change Management

In 2024, Livework hosted a series of webinars exploring how design-led change is essential for successful transformation in the 21st century. Traditionally, change has been management-led or technology-driven, but, as highlighted in our first webinar, design represents the third pillar of successful change. It uniquely addresses the human factors and barriers that often hinder progress, enabling organizations to incorporate diverse perspectives, reframe challenges, and align strategies across teams.

Our second webinar focused on deploying design to “change the way you change”, showcasing how design can reshape organizational approaches to transformation. In our final webinar of the year, we delved into connecting design activities to the machinery of organizational change, examining how organizations measure and manage the implementation of change.

Introduction to our approach to metrics

Introduction to the journeys have needs and outcomes - once we know the outcome we can look for signals and define the metrics.

Novo Nordisk’s story:

In a fast-growing global company, efficient and effective hiring processes are mission critical. Imagine a company needing to hire 10-15.000 people in just one year. The pressure on HR teams to attract, select, hire, and retain this army of new talent is significant. Faced with such high demand, it quickly became clear that the existing processes, digital tools, and team structures were not equipped to handle such growth.?

Now consider the added challenge of needing to attract top scientists from around the world - yet taking 3 months to complete each hire. Hiring managers were stretched thin, responsible not only for expanding and retaining their teams but also for maintaining their day-to-day work.

This was the challenge that Novo Nordisk's HR team faced two years ago: how to recruit at scale, fast, without compromising on talent quality.

To better support these leaders, HR initiated a program to transform the HR processes and facilitate the rapid scale-up. The service design team in Novo’s HR department realised that this was an opportunity to bring customer experience out of the limelight and take it central stage. And do it in a way that would speak the language of the rest of the organisation.?

The team worked on developing a measurement framework - a tool that would help them put the customer experience at the center of their work whilst explicitly showing how it connects CX to business and operational measurements, such as costs or efficiency. This metrics framework would not only provide all HR teams with one single approach to discuss, report about, and improve the performance of the services delivered to internal customers, it would also offer the value of an in-house service design team. By connecting customer experience directly to operational outcomes, the framework strengthened HR’s ability to support Novo Nordisk’s ambitious growth goals.

EQI Investimentos' story:

In 2022, EQI, a Brazilian investment advisory firm, aimed to rethink its value proposition and service strategy by creating scalable structures. The primary challenge was to address different customer needs and expectations with a single, standardised service model.

Through research, we understood clients' and advisors' journeys, their pain points, expectations, and value generators and gathered EQI's vision for the future. With that in mind, we co-created with their team the new value proposition and service offers and used a service blueprint to outline the path for transformation. It served as a single point of reference structured from the customer’s perspective but, just as shown in the previous case, encompassing business and operational viewpoints. It also mapped structural projects and baseline indicators of business and customer success. This provided EQI with a common language and unified approach to identify, communicate, and improve the customer experience connected to business goals.

However, when taking this new service structure out of the paper EQI faced two main challenges: to initiate and manage the various projects and initiatives that derived from this work, and to refine current indicators and structure new ones. It was an iterative process that required people's engagement, definition of actions, and timelines, as well as going deeper into their structures and sources of information in order to deliver the plan.?

They started with the most critical moments in the customer's journey, and as they evolved, each project brought a set of indicators that are now combined and allow EQI measuring customer success and taking action to improve customer satisfaction and experience.

If you were unable to attend the event, don't worry - you can watch it now on our YouTube channel:

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