From complexity to clarity in one week with Enterprise Design Sprints
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The document outlines a structured approach to navigate complex systems through enterprise design sprints, focusing on improving processes for various stakeholders, including government partners. It emphasizes human-centered design, agile methodologies, and prototyping to transition from legacy systems to a more modern and efficient service delivery model. Key outputs of the design sprint include minimum viable products, validated assumptions, and customer journey maps aimed at enhancing user satisfaction and operational effectiveness.
From complexity to clarity in one week with Enterprise Design Sprints
- 1. From complexity to clarity in one week with Enterprise Design Sprints Lisa Schlecht Recharted Territory, LLC Navigating complex systems, simply lisa_schlecht@rechartedterritory.com
- 2. 2 …sometimes we get, I think, in the scientific community, the tech community, the entrepreneurial community, the sense of we just have to blow up the system, or create this parallel society and culture because government is inherently wrecked. No, it's not inherently wrecked; it's just government has to care for, for example, veterans who come home. …And that's hard and it's messy, and we're building up legacy systems that we can't just blow up. — President Barack Obama 2
- 3. 3 Agile in a start-up vs. an enterprise
- 4. 4 22+ million customers Variety of third party B2B relationships Department of Veterans AffairsCustomers Congress White House Agencies (ex. Department of Defense & Department of Labor) Government Partners Self-Service Portals Mission to serve Lifetime of benefits & services to offer Aggregate customer data Public & private partnerships Paper-based business processes Organizational dynamics Data quality & sharing Transitioning from legacy systems Opportunities Challenges Value Complexity & Challenges Improve customer satisfaction | Reduce backlog and wait times | Modernize Goals
- 5. 5 Difficulty reconciling modern experiences and legacy systems Long product design cycle Less than ideal response from users and stakeholders Stack of presentations and white papers with no plans to execute Sound familiar? Valuable problems ignored in favor of low-hanging fruit Multiple stakeholders, business lines, and solution partners not on the same page No single completely informed decision maker No focus beyond the latest fire Issues
- 6. 6 Sometimes if you want to see a change for the better, you have to take things into your own hands. — Clint Eastwood 6
- 7. 7 Take a systems view Identify your target Work backwards from the vision Take the first step Tackling complexity Scale your product and processes Complexity Clarity Execution 7
- 9. 9 Target Outputs • Minimum viable product prototype • Vision prototype • Roadmap • Validated assumptions • Action items Additional Outputs • List of customers, stakeholders, processes, and systems impacted • User and business needs • Success criteria • Concepts • As-is and to-be • Customer journeys • Business processes • System diagrams Prepare Run through the Enterprise Design Sprint Activities Execute & Coordinate Helpful Inputs • User research • Business process • System analysis • Industry trends • Strategic vision and goals
- 10. 10 As-Is High-Level To-Be Detailed To-Be Prototyping Reviews Day 1 Day 2 Day 3 Day 4 Day 5 Prepare Run through the Enterprise Design Sprint Activities Execute & Coordinate
- 11. 11 • Sprint goals • User needs • Business needs • Success criteria • As-is customer journey • As-is business process • As-is technical systems DAY 1 As-is The Typical Employer Hiring Process SmallBusinessEmployersLargeCompanyEmployers By: Lisa Schlecht (SRA) Identify Resource Needs Define Job Requirements Post Job Receive/Review Resumes Coordinate Commitments/ Incentives with Gov’t Interview Manage Data Track Activity Make Offers/ Rejections Onboard New Hire Identify Resource Needs Define Job Requirements Post Job Receive/Review Resumes Coordinate Commitments/ Incentives with Gov’t Interview Manage Data Track Activity Make Offers/ Rejections Onboard New Hire Active Recruitment Assess Available Population
- 12. 12 • Idea generation • Idea categorization • Idea rating • Minimum viable product (MVP) concept • Vision concept • To-be customer journey(s) • To-be business process(es) • To-be technical systems DAY 2 High level to-be
- 13. 13 • Storyboarding • Detailed process modeling • Detailed technical modeling DAY 3 Detailed to-be
- 14. 14 • Prototyping • Business model playbook • Roadmapping DAY 4 Prototyping Phase IV: “Career Paths and Training” Phase I: MVP “Employment Marketplace” Phase II: “Improved Employer and Job Seeker Searches” Phase III: “Improved Skill Matching” EmployerJobSeekerSupportSystem Search resumes Post jobs Search job seeker skills/ characteristics (drill down from aggregate data) Improve description of skills/ characteristics required for position Reverse skills translation Search job seekers based on potential Search for training incentives Search jobs Build resume Translate military skills Search for employers based on hiring commitments, Veteran owned companies (drill down from aggregate data) Existing government resources Coaching to prepare for employer contact Search employers based on skills required to work there Search for Veteran mentors at the company Veterans who were hired return as mentors Search jobs and employers based on career path Search for training/ educational opportunties Government financial incentives to offset training costs Crowdsource education/training opportunities Tracking job seeker progress Connectoffline Indicateinterest Inviteto interview
- 15. 15 • User reviews • Business stakeholder reviews • Technical partner reviews • Executive reviews • Retrospective DAY 5 Reviews
- 16. 16 Prepare Run through the Enterprise Design Sprint Activities Execute & Coordinate • De-brief • Decide what to do with the MVP • Set up systems for success • Scale your impact
- 17. 17 Prepare Run through the Enterprise Design Sprint Activities Execute & Coordinate As-Is • User needs • Business needs • Success criteria • As-is customer journey • As-is business process • As-is technical systems High-Level To-Be Detailed To-Be Prototyping Reviews • Idea generation • Idea organization • Idea rating • To-be customer journey • To-be business process • To-be technical systems • Storyboarding • Detailed process modeling • Detailed technical modeling • User reviews • Business stakeholder reviews • Technical partner reviews • Executive reviews • Prototyping • Business model playbook • Roadmapping Check out www.rechartedterritory.com for more details, including tips and worksheets.